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In this presentation, Alison Petch identifies six important dimensions in developing an integrated approach. It was presented at the annual IRISS Champions event 2014.
Citation preview
Integration – making it happen
Champions Annual Event2014
Alison Petch, IRISS
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Outline
• Focus on local delivery of integrated care and support
• Exploration of key dimensions
• Champions in an integrated world
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Clarity on outcomes• National
eg 16 National Outcomes Health + Social Care Integration Outcomes (draft)
• Organisational/Community eg Single Outcome Agreements (SOA); HEAT
• Personal eg Talking Points (social care) Better Futures (housing) Functional status (health)
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Outcomes
• Communicating the different layers of outcomes – national, organisational, individual
• Making a difference for the individual – personal outcomes: qol, process, change
• Demonstrating the impacts• http
://www.iriss.org.uk/resources/measuring-personal-outcomes-challenges-and-strategies-video-storyboard
• http://www.iriss.org.uk/resources/leading-outcomes-integrated-working
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Vision
• A vision needs to be identified, communicated, shared, reinforced and embedded – something to believe in and motivate
• Consistent and ongoing communication – trigger stories (good and bad), slogans, examples of achievements
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Leadership• From ‘heroic’ individual to
transformational and dispersed leadership
• Promoting the vision• Delivery on individual and
organisational outcomes• Outward facing,
transcending professional identities
• Positive risk taking and role modelling
• Role of ‘boundary spanners’
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Culture – ‘the way we do things’
• ‘you know you’ve cracked it when there is only one kettle in the kitchen’
• Surface the differences – shadow, mingle, debate – identify the common purpose ie integrated support
• Create a new shared culture rather than seek to sew the old together
• http://www.iriss.org.uk/resources/culture-change-what-it-all-about
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Integrated teams
• ‘no single prescription for an effective team’
• Clear lines of management responsibility
• Manager with final accountability• Delivery of integrated support as
focus for individual identity• Co-location alone not sufficient• Interprofessional trust and respect• Case studies, role play, joint
learning
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Making it local
• In-depth knowledge of the strengths and needs of the locality
• Total place and all partners• Co-design and co-
production• Robust data sharing and
effective communication• ‘Can-do’ approach
• Social assets - WITTY
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Timescales• ‘you cannot alter people’s
mind sets in the way that they’ve been working for the last 30 years, within a matter of months’
• Demonstrate quick wins• Remain unfazed by
unrealistic pressure to deliver
• Highlight stories of successful transformation – over time
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Drivers and barriers
• open, honest• ‘can do’ culture• flexible to learn as go• centred on user need• willing to take risks• staff valued• ‘we have nothing to
lose’• ‘we will find a way’
• defensive, limited• sees institutional barriers• presses on regardless• tribal, protectionist• carries on regardless• staff expendable• ‘we have everything to
lose’• ‘no way’
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Driving forward
• Capture the imagination and motivation
• Assert social services identity; broadcast the positives
• Demonstrate the unique contribution and the outcomes that are achieved
• Avoid the pitfalls• Make a difference -
creatively
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