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Partnership or insanity: why do health partnerships do the same thing over and over again and expect a different result?

Lookup NU author(s): Emeritus Professor David Hunter, Dr Shelina Visram



This is the authors' accepted manuscript of an article that has been published in its final definitive form by Sage Publications Ltd., 2020.

For re-use rights please refer to the publisher's terms and conditions.


Objectives: The paper reports on an empirical study of Health and Wellbeing Boards (HWBs) in England. Established by the Health and Social Care Act 2012, HWBs act as place-based hubs for leaders in health, social care, local government and other sectors to come together to address health improvement and the wider determinants of health. Results: The paper critically analyses how much HWBs differ from previous health partnerships. It argues that HWBs have largely followed the path of previous partnerships in terms of lack of clear aims and objectives, lack of ownership and accountability by partners and therefore display no significant impact on health outcomes. Conclusions: The paper concludes that many of the features of unsuccessful partnership working were largely displayed by HWBs and that boards require more executive power and need to engender ownership from the bottom up if they are have to have any real impact.

Publication metadata

Author(s): Perkins N, Hunter DJ, Visram S, Finn R, Gosling J, Adams L, Forrest A

Publication type: Article

Publication status: Published

Journal: Journal of Health Services Research & Policy

Year: 2020

Volume: 25

Issue: 1

Pages: 41-48

Print publication date: 01/01/2020

Online publication date: 28/08/2019

Acceptance date: 09/04/2019

Date deposited: 10/06/2019

ISSN (print): 1355-8196

ISSN (electronic): 1758-1060

Publisher: Sage Publications Ltd.


DOI: 10.1177%2F1355819619858374


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