As it is stated in the article from King's Fund, governance and accountability are most important in delivering productive partnerships. When all partners have their responsibilities clarified and they are accountable for what does and doesn’t happen, it is efficient to organise and manage the partnerships according to the issues and tasks. This leads to generating of appropriate purpose centred models which will use looser partnerships and networks to serve through shared clear objectives and aims. Analysing the difference between the outcomes expected and the outcomes achieved will help to evaluate the partnerships and to create the right bespoke solutions for improving partnership working to reduce health inequalities.
Instead of looking at Local Area Agreements, Local Strategic Partnerships or Joint Strategic Needs Assessments (JSNA) as un act of collaborative working, we have to take action for implementing them in an effective net of flexible partnerships with determined shared targets as result of JSNA findings, so they can serve the purpose they were created for.
Structure matters less than purpose : Ultimate purpose of effective communication should be towards achieving its aims .
Clarify responsibilities : Each individual need to be aware of their respective roles and responsibilities towards maximizing team communication, in terms of timescales, boundaries to sharing information, documentation and clear language with minimal use of technical jargon.
Thirdly ; lead by example: where each individual takes a practice role to ensure effective use of communication achieves optimum outcomes for patients/ service users and sets an example / precedents such that others may be motivated in doing so.