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Managing the development of partnerships in Health Action Zones

Managing the development of partnerships in Health Action Zones Within Britain the Blair Government has committed itself to a modernisation process within the public sector. This process involves rethinking how to organise services internally and how to integrate services across government. Policy makers are talking about "joined-up" government, innovation and partnerships. In the UK there are now a plethora of partnerships and initiatives. The Health Action Zones (HAZ) were one of the first of such initiatives and as such present fertile ground for analysis of the modernisation process. This paper draws on the experience of those engaged in the HAZ partnerships and also on research conducted by the author on "conditions for partnership". It appears that the conditions in the UK are not conducive for partnerships when national frameworks are focused on monitoring rather than on development, and when the measurement of partnership success is short term. Although the partnership and modernisation policy encourages innovation, the development of partnerships is hampered by internal blame cultures, poor change management and a development gap in thinking among policy makers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Health Care Quality Assurance Emerald Publishing

Managing the development of partnerships in Health Action Zones

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0952-6862
DOI
10.1108/09526860010319514
Publisher site
See Article on Publisher Site

Abstract

Within Britain the Blair Government has committed itself to a modernisation process within the public sector. This process involves rethinking how to organise services internally and how to integrate services across government. Policy makers are talking about "joined-up" government, innovation and partnerships. In the UK there are now a plethora of partnerships and initiatives. The Health Action Zones (HAZ) were one of the first of such initiatives and as such present fertile ground for analysis of the modernisation process. This paper draws on the experience of those engaged in the HAZ partnerships and also on research conducted by the author on "conditions for partnership". It appears that the conditions in the UK are not conducive for partnerships when national frameworks are focused on monitoring rather than on development, and when the measurement of partnership success is short term. Although the partnership and modernisation policy encourages innovation, the development of partnerships is hampered by internal blame cultures, poor change management and a development gap in thinking among policy makers.

Journal

International Journal of Health Care Quality AssuranceEmerald Publishing

Published: Apr 1, 2000

Keywords: Public sector; Partnering; Stakeholders; Policy; Health care; United Kingdom

References