The document outlines the integration of care and support, emphasizing local delivery and the importance of various outcome dimensions, such as national and personal outcomes. It discusses the need for a shared vision, effective leadership, and a culture that promotes collaboration among integrated teams. Additionally, it addresses the necessity of understanding local needs, overcoming barriers, and highlighting successful transformation stories to drive continuous improvement in integrated services.

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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