What makes a good partnership between housing, health and social care? Catherine May outlines findings from a Tyfu Tai Cymru project.
In our previous article for WHQ we described a project we have been working on with support from the UK Collaborative Centre for Housing Evidence (CaCHE). We were looking for services that have been designed and delivered jointly between housing, health and social care across Wales. We wanted to understand the key ingredients that mean some partnerships flourish with a culture of mutual respect and with beneficial results for the communities in which they work.
After consideration of relevant literature and interviews with 16 projects based across Wales, we have identified six key principles which form the basis for successful partnerships. To improve the quality and reach of services, we would encourage individuals and organisations working in partnerships to reflect on the extent to which their partnerships are following these principles as outlined in this article.
The first principle is that of a shared analysis of the issue and potential solution between individuals from all three sectors. This includes a joint understanding of the need for long-term sustainable solutions to issues which impact on communities. Secondly (and crucially), the projects need to be person-centred, with services designed alongside the communities in which they work to build an understanding of what people have and what needs are not currently being met.
Thirdly, having a group of like-minded individuals is important but people also told us the importance of a leader to drive the project. This was not always the most senior member of staff but the buy-in of management teams was essential for long-term success of the project.
The fourth principle is shared ownership of budgets and resources, which does not only mean equal financial investment. For some partnerships, there may be other ways to provide resources such as staff time or physical space.
The fifth principle is the need for a shared interpretation of legislation to overcome blockages in the system and to create and cement partnerships.
The final principle is the importance of recognising power-imbalances, the difference in size, budget or credibility meaning it is important to have the conversations about any unwritten sense that authority is held by one partner.
Our report Good Health Brought Home makes a series of recommendations about how to embed the six principles within new and current partnerships, we launched the report in mid-October and look forward to speaking to colleagues across Wales about the principles. We will share with people from across the three sectors of housing, health and social care including staff at the start of their careers.
Catherine May is Tyfu Tai Cymru manager