Search results for ‘Subject term:"integrated services"’ Sort:
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Think integration, think workforce: three steps to workforce integration
- Authors:
- CENTRE FOR WORKFORCE INTELLIGENCE, OXFORD BROOKES UNIVERSITY. Institute of Public Care
- Publisher:
- Centre for Workforce Intelligence
- Publication year:
- 2013
- Pagination:
- 38
- Place of publication:
- London
Integration offers important potential benefits, including: better outcomes for people who use services; more efficient use of existing resources; and improved access to health, social care and support services. This paper has been written to explore the workforce planning implications of integrated health and social care, and is based on a review of relevant literature and interviews with sector leaders and workforce specialists. It identifies three steps for workforce leaders to promote integration from a workforce perspective, the first being to be clear about the local integration agenda, including the various routes to integration. Next, is to consider the challenges to workforce management for ensuring that the right people with the right skills and behaviours are in place to provide integrated services that meet people’s needs. The third is to implement successful workforce change that will produce lasting impact and better outcomes for service users. Examples of effective workforce integration are provided. (Edited publisher abstract)
Evaluation of Making Integration Happen in Cornwall: evaluation report
- Author:
- OXFORD BROOKES UNIVERSITY. Institute of Public Care
- Publisher:
- Great Britain. Department for Education
- Publication year:
- 2020
- Pagination:
- 51
- Place of publication:
- London
This evaluation report concerns a project undertaken by Cornwall Council and its partners between 2017 and 2020. Its initial purpose was to explore the potential of an Alternative Delivery Model to achieve its strategic goal for greater integration of health, social care and education services to further improve support for children and families in localities across the county. There were ten key findings from the evaluation: the project was considered to have been carefully scoped and resourced prior to commencement; the pathway to approval for the ADM was more complex than planned for, and timescales for options appraisal and business case proved too optimistic; agreeing to the very different governance model required by an ADM when services were already seen to be effective proved unacceptable to the Council; engagement with stakeholders was continued throughout and helped leaders to maintain momentum and respond to concerns from staff; the costs of the decision-making exercise were within the original budget estimates, but precise calculations were not made; the new Directorate inherited a clear service model and a wide commitment to further integration; it is too early to tell whether the early help approach is having an impact on demand for more complex provision although initial feedback from families and practitioners is positive; there was no evidence that management and structural changes to the Directorate had a negative impact on families; the implementation of change in the establishment and then the first operational year of the Directorate was received relatively positively by staff overall; partners shared a common vision about more effective integration from the start – this helped maintain engagement when relationships were strained, or initiatives were struggling. (Edited publisher abstract)
Putting older people first: our vision for the next five years. A whole system approach to meeting housing, health and wellbeing outcomes for our older populations in South West England
- Author:
- OXFORD BROOKES UNIVERSITY. Institute of Public Care
- Publisher:
- Housing Learning and Improvement Network
- Publication year:
- 2015
- Pagination:
- 8
- Place of publication:
- London
This document by the South West Housing LIN leadership sets out a vision for a whole system approach to meeting housing, health and wellbeing outcomes for the older population in South West England over the next 5 years. It highlights: the aims and objectives of the group; specific issues facing the sector in the region; and examples of innovative practice and the group’s priorities over the next 5 years. These include: supporting initiatives which contribute to more integrated approaches to service design and delivery; promoting the development of new models of care based in and around the housing services, taking the opportunities these present to develop community based, local services and highlight the benefits of taking co-productive and inclusive approaches to service design; building an evidence base which shows how housing and housing related services contribute to the wider health and social care agenda, through prevention, as well as supporting the management of long term conditions; raising awareness around dementia, including how housing organisations can enable people living with dementia, and their carers, to live independently within the community; and raising awareness about the potential that technologies offer in supporting older people to live independently, and seeking to address the barriers to wider adoption. (Edited publisher abstract)
Evidence review: integrated health and social care: a Skills for Care discussion paper
- Author:
- OXFORD BROOKES UNIVERSITY. Institute of Public Care
- Publisher:
- Skills for Care
- Publication year:
- 2013
- Pagination:
- 38
- Place of publication:
- Leeds
This review was commissioned by Skills for Care's Workforce Innovation Programme, supported by Think Local Act Personal (TLAP), and explores how people’s care and support needs change and how the workforce has to adapt to meet the challenges that change can present. Searches for articles on workforce integration published since 2002 were undertaken on UK databases and websites with a social care workforce focus. Five broad themes central to integration were identified: organisational structures and behaviours; staff roles, staff recruitment and retention, human resource management and regulation, communication and ICT; and training and education. 462 documents were found, also a further 54 papers after discussions with experts; After various exclusions, 61 were included in the synthesis. The review has found the evidence relating to workforce and integration is often weak, being based on the views of staff, rather than relating to outcomes for service users. It found some ambiguity around the definition of integration, with some studies looking at multi-agency or inter-agency working: partnership was a common theme. it identifies many gaps in the evidence, so that there is a need for further research to understand better what works, and particularly how workforce management and development needs to be different in integrated settings. Also available are:;Key facts ( 4 pp) and an executive summary of the evidence review (6 pp). (Original abstract)
From the ground up: a report on integrated care design and delivery
- Author:
- OXFORD BROOKES UNIVERSITY. Institute of Public Care
- Publisher:
- Community Health Partnerships; DH Care Networks. Integrated Care Network
- Publication year:
- 2010
- Pagination:
- 54p., bibliog.
- Place of publication:
- London
This report aims to support service commissioners, including those involved in planning, service delivery, finance and infrastructure, as well as local partnerships, which are looking to develop integrated care services. It first outlines what integrated care is, identifies the inherent issues, and defines the characteristics of managing integrated care. Moving onto the governance of outcome base integrated care, defining service user pathways, and integrating the workforce and management. The report: offers an overview of the policy framework for integration; presents an outline of the approach to integration taken by four examples of different types of integrated care service; analyses the elements of success in integrating care; and presents a model of design and delivery for managers to consider in relation to their own services and planning new facilities. It concludes with a range of hints and tips based on the research undertaken to develop this document.
Transforming social care through the use of information and technology
- Authors:
- LOCAL GOVERNMENT ASSOCIATION, OXFORD BROOKES UNIVERSITY. Institute of Public Care
- Publisher:
- Local Government Association
- Publication year:
- 2016
- Pagination:
- 28
- Place of publication:
- London
Drawing on examples of innovative practice, this report highlights the emerging role of technology in transforming social care services and enabling care and health integration. Case studies cover the use of technology to deliver improved outcomes for social care service users and patients. They also show the role technology can play in facilitating demand management, delivering cost efficiencies, and mitigating against systemic risks. The report covers five key areas where technology can make a difference: integrating services and information for children, families and adults; enabling people to interact with care services through digital channels; promoting independence and wellbeing through the use of digital services and technology; integrating commissioning through the improved use of information and analysis; and enabling care professionals to work from any base at any time. It also highlights the importance of strategy and leadership engagement and collaboration with citizens and professionals as key enablers for transformation. Recommendations for national organisations, decision makers and suppliers are provided. (Edited publisher abstract)