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Coordination networks among local human service organizations: insights into super-connectors and barriers
- Authors:
- LEE Wonhyung, CHELMIS Charalampos, DINICOLA Kirsten
- Journal article citation:
- Journal of Social Service Research, 47(3), 2021, pp.315-326.
- Publisher:
- Taylor and Francis
- Place of publication:
- Philadelphia, USA
This article examines service coordination patterns across various service areas in Albany, the capital city of the New York State. Based on 42 in-person interviews with executive directors at various human service agencies, inter-organizational network was constructed and analyzed. The network displayed sparse and multipolar connectivity, suggesting that organizations operate in silos, with few organizations holding key positions of structural importance in the network architecture (so-called “super-connectors”). In addition, content analysis drew qualitative insights into perceived challenges to coordinate services. Several factors, both external (e.g., lack of trust or centralized communication system) and internal (e.g., lack of resources or knowledge) might have contributed to the observed structural properties. This finding suggests further examining the role of super-connectors in future research to better understand why these hubs exist and how they can work with other organizations in a cooperative and mutually beneficial manner. (Edited publisher abstract)
Working in teams
- Authors:
- JELPHS Kim, DICKINSON Helen, MILLER Robin
- Publisher:
- Policy Press
- Publication year:
- 2016
- Pagination:
- 144
- Place of publication:
- Bristol
- Edition:
- 2nd ed.
This revised edition brings together cutting-edge thinking about team working, and considers how this can be turned into practice within the context of interagency settings. Working in teams sounds simple but the reality is often more difficult within complex health and social care systems. The book introduces a range of theories, models and research to demonstrate the benefits – and pitfalls – inherent in team working in collaborative settings. Through real-life examples the guide focuses on how inter-agency teams may be made to function more effectively. (Edited publisher abstract)
Making integrated out-of-hospital care a reality
- Author:
- NHS CONFEDERATION
- Publisher:
- NHS Confederation
- Publication year:
- 2012
- Pagination:
- 20p.
- Place of publication:
- London
This report outlines the issues raised at a round-table event on integrated out of hospital care convened by the NHS Confederation and the Royal College of General Practitioners (RCGP) in April 2012, involving stakeholders from across health and care. Participants endorsed a range of principles and drivers. Discussions were informed by learning from an integrated care model being developed in Southampton. This paper sets out the principles agreed as necessary to lay the foundations for delivering effective integrated out-of-hospital care, each underpinned by a range of drivers and enablers. These are: making best use of resources to improve health and wellbeing outcomes for the whole population; empowering patients to have more control over their care packages, strengthen prevention, self-care and wellbeing; targeting services, focusing integrated services on those patient groups most likely to derive the most benefit; collective leadership and joint working, health and social care leaders jointly deliver solutions appropriate to their own communities; incentivising integrated care, develop mechanisms to reward organisations and staff to deliver integrated care; and ensuring openness and transparency, using an open-book approach towards all aspects of integrated care development.
When meanings blur, do differences matter? Initiatives for improving the quality and integration of care: conceptual matrix or measurement maze?
- Author:
- ANSARI Walid El
- Journal article citation:
- Journal of Integrated Care, 19(3), 2011, pp.5-21.
- Publisher:
- Emerald
Within the health, public health and social care arenas, the meanings of a number of a number of terms in current use are blurred and overlap. A notable example is in the area of integrated care and includes such terms as: continuity of care; coordination of care; team-working; and partnerships. The author believes that a lack of common understanding makes it difficult to interpret, compare and generalise findings. This review of the literature examines what each of these concepts covers, how it is measured objectively and subjectively, and highlights any apparent overlap between them. Two main patterns of confusion emerged: issues of multiple, imprecise and constricted definitions; and imprecise or conflicting understandings of how the different concepts are related to one another. The author suggests that the meanings, and consequently the measurement, of these concepts could benefit from less ambiguity in order to prevent confusion about what precisely is being implemented and measured. He believes that if quality improvement initiatives are not to become slogan statements, there is an urgent need for integrated frameworks that add clarity to an already complex web of concepts.
Integrated children's centres: overcoming barriers to truly integrated services
- Author:
- BEATY Carole
- Publisher:
- Routledge
- Publication year:
- 2010
- Pagination:
- 238p.
- Place of publication:
- London
Children’s Centres designed to be a one-stop-shop to meet the needs of local communities, represent a major shift in the way children’s services are delivered to families. The author explores the way in which the development of Children’s Centres has built upon the research and experiences of initiatives such as the HeadStart programme in America and the SureStart programme. She explores the component elements that constitute truly integrative services and the key players that need to be engaged to ensure positive outcomes, including: families, the local authority, PCT, private and voluntary sectors, and faith groups. Topics covered include: the challenges faced by children’s centres; how to tackle social issues through the medium of children's centres; achieving effective multi-agency working and true collaboration; the essentials of leading and managing children’s centres; the benefits of early intervention; and how to effectively deliver health care, education and children’s services. Case studies are included throughout. The book is aimed at nursery and children’s centres managers, early years practitioners enrolled on the NPQICL or EYPS programmes, and students working towards a degree in Early Childhood Studies or MA in Early Years.
Tale of two partnerships
- Author:
- CARSON Gordon
- Journal article citation:
- Community Care, 17.6.10, 2010, pp.22-23.
- Publisher:
- Reed Business Information
Reports on the success of integrated working in East Renfrewshire community health and care partnerships (CHCPs).
What comes around goes around: on the language and practice of 'integration' in health and social care in Scotland
- Authors:
- BELL Kate, KINDER Tony, HUBY Guro
- Journal article citation:
- Journal of Integrated Care, 16(4), August 2008, pp.40-48.
- Publisher:
- Emerald
Rhetoric and reality lead separate lives when it comes to integrating health and social services in Scotland, and it is making planning and implementation difficult for practitioners of integration. This article is a collaboration between a practitioner and two academics who teach, research and write about integration. It explores the views of other integration practitioners about the policy, language and nature of integration, and the issues practitioners are currently grappling with, especially how the policy language of 'integration' fails to connect with integration in practice. It appears that 'integration' has less to do with broad policy aspirations and principles of service (re)organisations, than with the specific aims, objectives and outcomes of individual projects delivered in very specific circumstances. Acknowledging the localisation of integration, and allowing the time for productive problem solving which can generate a new language, ought to be essential elements of integration.
Find the connections
- Author:
- HUDSON Bob
- Journal article citation:
- Community Care, 20.01.20, 2005, pp.36-37.
- Publisher:
- Reed Business Information
Reports on a Good practice: developing an evidence base conference held by the Integrated Care Network to develop effective working in partnership and integration. The need to take a broad interpretation of what constitutes research is emphasised, and three levels of thinking about joint working are identified. Outlines examples of local practitioner-researcher programmes.
Managing and leading in inter-agency settings
- Authors:
- DICKINSON Helen, CAREY Gemma
- Publisher:
- Policy Press
- Publication year:
- 2016
- Pagination:
- 144
- Place of publication:
- Bristol
This updated edition provides a guide to the leadership and management of inter-agency collaborative endeavours. Although leadership and management are seen as central to developing effective integrated working, there is relatively little thoughtful work analysing the relationship between the two sets of ideas. The book summarises recent trends in policy, establishes what we can learn from research and practice, and uses international evidence to set out useful frameworks and approaches to address a range of problems that collaborations face. (Edited publisher abstract)
The revolution will be improvised. Part II: insights from places on transforming systems
- Author:
- LEADERSHIP CENTRE
- Publisher:
- Leadership Centre
- Publication year:
- 2015
- Pagination:
- 18
- Place of publication:
- London
This report draws on insights from nearly forty Local Vision places, along with Leadership for Change teams, and use their reflections and views to show what actually happened when they applied Systems Leadership approaches to joint working, leading across boundaries – between departments, organisations, sectors or places. The national System Leadership programme has supported teams in places around England, from towns and cities to entire counties, looking to find new solutions to seemingly intractable problems and supporting the delivery of integrated services. The report uses descriptions from people in the places to illustrate what they did; what it felt like; what worked and what didn't; where the turning points came; and what the outcomes have been. These stories reflect the journeys that people have made, and – in many cases – the distance travelled. People are working with complexity, and this is reflected in the way that progress is back-and-forth rather than steady and linear. At the same time, the report suggests that progress has been real. Systems Leadership has changed the way people think and behave, and the way they lead, leading in turn to real changes in outcomes and better services for people. (Edited publisher abstract)