In this presentation, Alison Petch identifies six important dimensions in developing an integrated approach. It was presented at the annual IRISS Champions event 2014.

1. Integration – making it happen
Champions Annual Event
2014
Alison Petch, IRISS
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2. Outline
• Focus on local delivery
of integrated care and
support
• Exploration of key
dimensions
• Champions in an
integrated world
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4. 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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5. 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/leadin
g-outcomes-integrated-working
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6. 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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7. 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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8. 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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9. 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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10. 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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11. 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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12. 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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13. 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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