1.7 Describe good practice for working across agencies in relation to: • the features of effective, collaborative partnership working • how to overcome barriers to effective partnerships

This guide will help you answer 1.7 Describe good practice for working across agencies in relation to: • the features of effective, collaborative partnership working • how to overcome barriers to effective partnerships.

Working across agencies is a core part of a leadership role in adult care. It helps provide joined-up support to people who have complex needs. Good practice means everyone involved works together efficiently, with respect, and with shared goals.

This guide covers the features of strong partnership working and ways to remove barriers.

Features of Effective, Collaborative Partnership Working

Working in partnership across agencies brings together health, social care, voluntary groups, housing, mental health teams and more. Each agency has different expertise and information. The following features form the foundation of truly effective joint working.

Clear, Shared Purpose

All agencies need to agree on common aims. They must put the needs and wishes of the individual at the centre. This could mean developing a joint care plan or agreeing shared outcomes.

A shared purpose will:

• Focus everyone on the best outcome for the individual
• Reduce duplication of effort
• Prevent misunderstanding

Clarity on aims stops agencies pulling in different directions.

Open, Honest Communication

Partnerships only work when communication is strong. All partners need to share information openly, speak honestly, and discuss concerns early. This avoids mistakes and gaps in support.

Good communication means:

• Using plain English
• Having regular meetings (face-to-face or virtual)
• Sharing updates promptly
• Agreeing on ways to give feedback

It is important to respect confidentiality rules and consent for sharing sensitive information.

Defined Roles and Responsibilities

Everyone involved must know what they are responsible for. Written agreements, such as memorandums of understanding, can set this out. Role clarity prevents tasks getting missed or duplicated.

Key points include:

• Each partner has clear tasks
• Checklists help track who does what
• Everyone knows who to contact for different issues

Defined roles support accountability.

Respect for Professional Skills

Agencies bring different knowledge. Health staff might focus on clinical issues, whereas care staff support with daily living and wellbeing. Partnership working values these differences.

A respectful approach involves:

• Listening to each other
• Valuing all contributions
• Acknowledging different perspectives

Recognition of skills and boundaries helps build trust.

Involving the Individual

Good partnerships put the person at the heart of decision-making. This means listening to their wishes, preferences, and life history. No major decision should happen without the individual’s input, unless they lack capacity.

Good practice includes:

• Involving the person in meetings
• Using advocates (if needed)
• Sharing information in accessible formats

All plans and actions must reflect what matters to the person.

Joint Planning and Review

Partners should develop clear plans together. Meetings can be used to review progress and adapt as the situation changes.

Joint working involves:

• Setting clear outcomes together
• Planning next steps together
• Routine reviews to track outcomes and adjust support

This approach ensures flexibility.

Shared Record Keeping

Good documentation supports safe care. Partners should agree on how information is recorded, stored, and shared.

This involves:

• Clear records of meetings and decisions
• Sharing information, with consent, through secure systems
• Checking records are accurate and updated

This reduces the risk of errors or missed information.

Conflict Resolution Processes

Disagreements are sometimes unavoidable. Effective partnerships accept that conflict happens and agree ways to fix problems quickly.

Good practice means:

• Having step-by-step procedures for disputes
• Talking issues through calmly and respectfully
• Using mediation if needed

Ensuring that everyone feels heard is vital.

How to Overcome Barriers to Effective Partnerships

Barriers can stop agencies working well together. Leaders and managers need to spot these early and use practical solutions. Below are common barriers and good ways to overcome them.

Differences in Organisational Culture

Each agency may have its own way of working, values, and language. For example, NHS staff may use medical terms, while voluntary sector workers might focus on wellbeing.

To overcome this:

• Promote understanding of each agency’s background and approach
• Use joint training and team building to build relationships
• Agree shared language to use in meetings and reports

This helps avoid misunderstandings.

Poor Communication

Lack of regular, open communication often causes partnerships to break down. Important details can be missed or misunderstood.

Overcome this by:

• Setting up regular meetings—virtual meetings suit remote teams
• Using agreed communication methods—for example, secure email
• Making action points and decisions clear to all
• Checking understanding, especially with technical language

Clear communication strengthens joint working.

Information Sharing Restrictions

Data protection laws (like the UK GDPR and Data Protection Act 2018) sometimes make agencies reluctant to share information, even when it is in the person’s best interest.

Good practice covers:

• Reviewing consent with each person—using appropriate forms and processes
• Holding information sharing agreements (formal documents for safe sharing)
• Training staff on when and how to share information

Record all decisions about sharing so everyone knows what is agreed.

Unclear or Overlapping Roles

If roles are not well defined, partners may duplicate work or leave gaps. This leads to confusion and inefficiency.

Solve this with:

• Clear written agreements stating who does what
• Regular discussions to review and clarify roles
• Joint care plans with named leads for each action

This ensures responsibilities match skills and capacity.

Lack of Leadership Commitment

Partnership working only succeeds if leaders back it and model positive behaviour.

Good approaches:

• Senior leaders take part in key partnership meetings
• Clear mandates support joined-up working
• Leaders challenge poor practice and celebrate success

Active support from managers keeps teams engaged.

Resource Constraints

Not all agencies have equal resources—some may have fewer staff or less funding. This can lead to tension.

To overcome:

• Honest discussion about limits and resources
• Joint planning to make best use of skills and assets
• Applying for joint funding where possible

Creative resource use helps partnerships thrive.

Lack of Joint Training

Understanding each other’s roles is easier with shared training sessions.

Actions to support:

• Setting up cross-agency workshops
• Inviting staff to shadow each other’s work
• Learning together about new policies, systems, or procedures

Training builds respect and shared skillsets.

Differing Priorities and Targets

Agencies may have different performance targets or priorities.

Resolve differences by:

• Identifying areas of shared interest
• Negotiating compromise where priorities clash
• Focusing on the person’s needs above all else

A person-centred approach helps partners agree on actions.

Geography and Logistics

Physical distance between offices or services can make regular meetings and shared working difficult.

Solutions include:

• Using digital technology—secure video meetings or shared drives
• Rotating meeting locations, when possible
• Scheduling regular check-ins by phone

Technology makes cross-agency working easier.

Silo Mentality

A ‘silo mentality’ means organisations work in isolation and fail to share information or resources.

Combat this through:

• Joint briefings and newsletters
• Celebrating successes together
• Encouraging shared case reviews

This breaks down ‘us and them’ attitudes.

Case Example

Below is a short example to bring these points to life.

Sarah is an adult social care manager. Her team supports John, who has multiple health needs and learning difficulties. John also receives mental health support and attends a local volunteer group.

Sarah calls regular meetings with John’s GP, community nurse, mental health worker, and a volunteer group representative. Together, they agree a shared care plan for John, outlining who does each task—annual health check, daily living support, and weekly social engagement. John attends meetings and helps shape the plan.

Barriers initially included confusion over roles and worries about information sharing. Sarah worked with the local NHS information lead to create an information sharing agreement, making sure all staff understood consent and how to safely share updates. She also arranged a training session for health and social care staff on each other’s roles.

As a result, working relationships improved. John’s care is more coordinated, and all agencies report better outcomes.

Final Thoughts

Removing barriers means being open to change and regularly checking in with all partners. Maintain a focus on the best outcomes for the person using services. This makes partnership working empowering, practical, and rewarding.