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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