Partnership Components

7. Core and Specific Partnership Work [CAPACITY ITEM]

Extended core clinical skills in Core Partnership are supported by advanced skills in Specific Partnership. The majority of clinical work is carried out in Core Partnership with general principle of Core Partnership work first with Specific Partnership work added if required.

It can easily happen that lots of Specific time is planned, leaving not enough time for the Core Partnership work. This may be related to anxieties about being perceived as ‘non-specialist’ if doing Core Partnership work and therefore less qualified or valuable. In fact, Core Partnership work is often the most demanding- as it needs extended skills, blended appropriately, with key working. What can happen is that Specific Partnership work drifts into longer term, less focused, supportive contact. Specific work is very important as an addition to Core work, but must be used effectively, and with the right service users and their families. Too much Specific work in the team may make you feel very busy as it can spread out if unfocused.

Has the team defined and mapped Extended Core and Advanced skills? See the Chapter: 6: Core and Specific Partnership Work for ideas on how to do this.

8. Individual and team job planning [CAPACITY ITEM]

The service has undertaken Individual and Team job planning and these include capacity, Choice and Core Partnership activity targets. Each clinician will have an individual plan which contains their Choice activity, Core Partnership targets for each quarter, their defined Specific Partnership work and non-clinical activities. And a way of monitoring and reviewing them!

This is almost the first place to begin if you have an internal wait to Core Partnership, as without the appointments (capacity) to book in to there will be a wait. We commonly find that teams who have waits to Core Partnership have not done job planning or worked out new Partnership rates.

It may seem a lot to do, but it is worth it! Some services do detailed job planning and others

take a ballpark approach and just see if it works. Detailed job planning with calculation of quarterly Core Partnership targets for everyone is often best as it takes into account individual’s commitments. See the Implementation section.

If you have set new Core Partnership activity tar- gets, but are developing waits, have you checked clinicians are working to these targets? Some- times, you may find that staff are seeing less Core Partnerships without someone else picking up the work (e.g. someone is coming up to leaving and so stops offering Core Partnerships). Or they may feel busy for some reason (a run of heavy cases for instance, or a new short-term project to lead on) and just don’t book themselves in for their allocated amount. Or are not re-offering their time if their Core Partnership appointment is not booked or was not attended. This may not be picked up if there is no monitoring system. Individual and team job planning may need to be revised.

Do you have a monitoring system and process for recording how many new Core Partnerships each clinician has done? Is this reviewed regularly – say quarterly? When clients DNA for Core Partnerships are these slots being offered again, available for re-booking? Can the person who is running up to maternity leave use their capacity for Choice and free someone else up for their Core Partnership allocation?