Health

DEVELOP AND SUSTAIN EFFECTIVE WORKING RELATIONSHIPS WITH STAFF IN OTHER AGENCIES 1.Understand the context of working in partnership 1.1 Identify the nature,roles and function,policies and procedures of principal agencies -Every homes must develop a range of policies which ensure safety,security and well-being of the service users. These will set out the responsibilities of staff and the procedures that they must follow. Policies may be separate or incorporated into one health and safety policy,but they must include sections which cover the following issues of: >safeguarding and protecting and procedures for reporting >safety >bullying 1.2 Identify structures,functions and methods of communication and decision making Define the problem. Determine whether existing jobs and structures are meeting department goals. Consider what factors contribute to effectiveness of jobs and structure. Identify methods for collecting input from staff. Verbal, written, and computer surveys Problem-solving teams Review committees Identify a new structure or model that will support your goals, including: Distribution of functions throughout the organization (definition of functions to be performed, groupings of functions, and the relationships among functions) Vertical and horizontal authority relationships Communication/decision-making process (how formal decisions are made and by whom, and the information system established for decision-making) Internal departmental policies (the decisions, rules, or guidelines established in production, personnel, purchasing, research and development, and other areas) The attributes of department employees (includes abilities, skills, experience, and other behavioural issues) Develop a reorganization proposal, including: Time frame Reasons for reorganization Before and after organization charts Job descriptions for new, changed positions Names, titles of employees to be affected by changed or eliminated jobs, new reporting lines, physical relocation, or reduction in time Review of Affirmative Action impact Order of potential lay-offs for career positions based on seniority points Notices to go to unions A communication plan Identify the different groups who will need communication and the different messages/information they will need Determine series of review and update meetings with management Determine schedule of informational meetings with staff Plan communications outside department to announce reorganization Set up individual meetings with employees projected for layoff and for those employees whose jobs will change significantly Determine skills needed for each position. Compare current skills with what is needed. Determine training needs and resources. Design and implement training. Review, reassess, and gather input during implementation. Determine methods to get feedback during implementation. Include systems that will provide regular feedback from management, staff, and client groups. Build an effective team Clarify mission, goals, and standards for success. Schedule regular staff meetings. Facilitate communication by remaining open to suggestions and concerns. Act as harmonizing influence by looking for opportunities to mediate and resolve minor disputes. Encourage all team members to share information. Support brainstorming and consensus decision-making where appropriate. 1.3 Identify the roles and responsibilities of key people who work in those agencies who are involved in joint working arrangement Roles and responsibilities The guidance argues that all organisations dealing with vulnerable adult should have clearly defined roles and responsibilities. It states that all organisations working with or for adult and young people should: have senior managers that are committed to adult and young people’s well-being and safety be clear about people’s responsibilities to safeguard and promote adult and young people’s welfare have effective recruitment and human resources procedures, including checking all new staff and volunteers to make sure they are safe to work with adult and young people have procedures for dealing with allegations of abuse against members of staff and volunteers provide training that helps staff do their job well have procedures about how to safeguard and promote the welfare have agreements about working with other organisations. 1.4 Identify the effect of agency structure and culture may have upon the policy and procedures of joint working * Positive impacts on professionals centred mainly around multi-agency activity being rewarding and stimulating,increased knowledge and understanding of other agencies,and improved relationships and communication between agencies. Negative impacts on professionals involved in multi-agency activity focused in particular or uncertainty regarding their professional identities. The main impacts on service users,where they were reported,was their improved access to services through speedier and greater focus on prevention and intervention. 1.5Identify the effect agency culture and structure upon policy and practice of working in partnership >improve efficiency >provide more flexible,seamless patterns of services >redistribute services more equitably across the locality >enhance the experiences of service users 1.6 Explain the principles and benefits of working in partnership -The working partnership is made up of six elements of good practice in partnership working,each of which is crucial to effective,sustainable and satisfying partnership working a.leadership b.organisation c.strategy d.learning e.resources f.programmes -Benefits of working in partnership a. Opportunity-the process will identify,confirm areas of opportunity,helping you to set baseline,agree priorities,and set realistic targets b. Good practice-assessment will show you what you do well,allowing you to share these practices across partner organisation's c. Ownership-the process is designed to build ownership of the results across the partnership and among partner organisations d.Partnership vision-by helping you identify your partnership strengths,weaknesses and priorities for change. 2.Develop effective working relationships with staff in other agencies. 2.1Develop clear action for joint work which clarify roles and responsibilities of the respective parties >You agree arrangements for joint work are appropriate to the nature and purpose of the work.likely to be effective in establishing and maintaining relationships >You complete records accurately and clearly and store them according to agency requirements. 2.2 Reach agreements about roles and responsibilities and arrangements for decision making >The group of team members needs to come to agreement on which and how decisions will be made. Important decisions about team functioning and about the staff should be joint responsibility of all team members. Collaborative teams make decisions by consensus,which means that every member of the team agrees to the decision. 2.3 Apply principles of equality ,diversity and anti-discriminatory practice in working relationship with the staff in other agencies. >Equality,diversity and anti-discrimination are moral and legal obligations and rights for people working in and using public services. As a member of staff you have a role to play in evening that all aspects of your work every person is given real opportunities to thrive and any barriers which prevent them from reaching their potential are removed. Equality does not mean everyone has to be the same. People have different needs,situation and goals. You have a part to play in giving people to live in the way they value and choose,to be themselves and to be different if they wish. >As a member of staff,you have the right to be treated fairly at work in an atmosphere of safety and free from discrimination and harassment. 2.4Complete records accurately and clearly and store them according to agency requirements. 2.5 communicate information to people who have authorised to have it. >service users records are among the most basic of tools and are involved in almost every consultation. They are there to give a clear and accurate picture of the care and treatment of service user and to assist in making sure they receive the best possible care. They help doctors to communicate with other doctors, staff members with other healthcare professionals and with themselves and are essential to ensure that an individual’s assessed needs are met comprehensively and in good time. 3.Sustain effective working relationships 3.1 Identify the benefits and advantages of joint working and use these to develop own practice Benefits of joint working; • Improves service delivery • Economies of scale • Efficiency savings through improved systems and practices • Sharing of best practice • Streamlines communication and information flows • A more modernised, efficient and effective health and social care service • Enhances public confidence • Facilitates a co-ordinated, strategic approach • Reduces duplication • Improves credibility • Creates cost and time savings 3.2 Explain methods of identifying and resolving conflict within and between agencies and between individual. >In today's complex society we all deal with conflict in our daily lives - at home, work, school, in personal and business relations. Most of us would prefer to have our conflicts resolved fairly without violence or animosity. We would like our differences settled at the least cost and stress to ourselves, families, jobs or businesses >Resolving conflict by: a. Negotiation is the most basic means of settling our differences. It is back-and-forth communication between the parties to the conflict with the goal of trying to find a solution. The Process: You may negotiate directly with the other person. You may hire an attorney to negotiate directly with the other side on your behalf. There are no specific procedures to follow - you can determine your own - but it works best if all parties agree to remain calm and not talk at the same time. Depending on your situation, you can negotiate in the board room of a big company or in an office . b. Mediation is a voluntary process in which an impartial person (the mediator) helps with communication and promotes reconciliation between the parties which will allow them to reach a mutually acceptable agreement. Mediation often is the the next step if negotiation proves unsuccessful. The Process: The mediator manages the process and helps facilitate negotiation between the parties. A mediator does not make a decision nor force an agreement. The parties directly participate and are responsible for negotiating their own settlement or agreement can become a contract and be enforceable. c. Arbitration is the submission of a disputed matter to an impartial person (the arbitrator) for decision. The Process: Arbitration is typically an out-of-court method for resolving a dispute. The arbitrator controls the process, will listen to both sides and make a decision. Like a trial, only one side will prevail. Unlike a trial, appeal rights are limited. 3.3 Demonstrate methods of assessing the effectiveness of joint working relationships assist in effective resource allocation; promote accountability and transparency; and help involve the community, build constituency and promote protected area values. In addition to these substantive benefits, the process of assessing management effectiveness can also deliver a number of procedural benefits. Improved communication and cooperation between managers and staff members is a common outcome of evaluation processes. Managers also have an opportunity to “step back” from the day-to-day concerns of their jobs and consider the issues and challenges that they face in a new light.