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Partnerships: panacea or pretence?

Hugh McLaughlin1

  • 1School of Community Health Sciences and Social Care, University of Salford, Salford, UK. h.mclaughlin@salford.ac.uk

Journal of Interprofessional Care
|June 19, 2004
PubMed
Summary

This study examines partnerships in British social policy, questioning if they are truly effective or merely a facade. Research on Early Years Development and Childcare Partnerships suggests they may serve as a form of social control.

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Area of Science:

  • Social Policy
  • Public Administration
  • Childcare Services

Background:

  • Partnership working is a prominent feature of contemporary British social policy.
  • The effectiveness and true nature of these partnerships require critical examination.

Purpose of the Study:

  • To explore the reality versus the rhetoric of partnership working in British social policy.
  • To critically assess the role and impact of Early Years Development and Childcare Partnerships (EYDCPs).
  • To investigate the potential of partnership discourse as a tool for social control.

Main Methods:

  • Qualitative analysis of policy documents and research findings.
  • Case study approach using Early Years Development and Childcare Partnerships (EYDCPs).
  • Critical discourse analysis of partnership working in social policy.

Main Results:

  • The study reveals a significant gap between the intended benefits and the actual outcomes of partnerships.
  • EYDCPs exemplify how partnerships can become more about appearance than substantive change.
  • The rhetoric of partnership may obscure underlying power dynamics and control mechanisms.

Conclusions:

  • Partnerships in British social policy warrant deeper critical scrutiny.
  • The concept of partnership may function as a metaphor for social control, necessitating further research.
  • Rethinking the implementation and evaluation of social policy partnerships is crucial.

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