As noted in Chapter 1, the New Labour governments placed great emphasis on partnership working, with the aim of promoting ‘joined-up government’. However, partnerships tended to evolve rather than being shaped by a clear blueprint. Indeed, with regard to partnerships on healt and well-being, the policy was essentially an accumulation of several policy streams. First, central government policies on public health, including White Papers and related structural and procedural changes, identified coordination and partnership as a means of achieving objective in this field. Second, specific public health problems were identified as needing a collaborative approach. Third, health programmes and schemes were introduced that included partnership as a key element. Fourth, policies on the relationship between the NHS and social care had important implications for other partnerships. Fifth, a range of wider policies in the NHS and local government, as well as specific programm and performance management processes, promoted partnership working Sixth, policies emerging in other policy sectors encouraged partnership working with health bodies. This chapter explores these various factors and how they shaped the development of partnerships in health and well-being. It also explores the impact of these policies on partnership working in practice.
Swipe to navigate through the chapters of this book
Please log in to get access to this content
To get access to this content you need the following product:
- Partnerships under New Labour
- Macmillan Education UK
- Sequence number
- Chapter number