Search results for ‘Subject term:"integrated services"’ Sort:
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Leadership in children’s services
- Author:
- BOOKER Roger
- Journal article citation:
- Children and Society, 26(5), September 2012, pp.394-405.
- Publisher:
- Wiley
Integrated organisations involving multi-professional teams require new leadership frameworks and skills. The aim of this paper is to: identify the various contexts for leadership in an integrated children’s service; review the latest developments in the theory of leadership; and bring together theory and practice to clarify the skills and knowledge requirements for leadership positions. The paper starts by clarifying the distinction between ‘management’ and ‘leadership’. It reviews contemporary theories that appear to offer relevant frameworks for thinking about children’s service leadership. It is argued that children’s services require leadership at all levels to enable a dynamic, interactive service on the front line. Multi-professional team leadership is a crucial and much underestimated role in integrated services, which should be thinking in terms of leadership capacity throughout the organisation rather than focusing predominantly on the most senior roles in the hierarchy. Implications for training and development are discussed.
The role of leadership in learning and knowledge for integration
- Author:
- WILLIAMS Paul
- Journal article citation:
- Journal of Integrated Care, 20(3), 2012, pp.164-174.
- Publisher:
- Emerald
This review examines the role and approach to leadership for learning and knowledge management within integrated care. It analyses the findings from case study research in South Wales which generated evidence from in-depth qualitative interviews with a diverse set of health and social care managers and professionals. Findings suggest that the leadership role for learning and knowledge management needs to focus on four main areas – promoting common purpose, developing a collaborative culture, facilitating multi-disciplinary teamwork, and developing learning and knowledge management strategies. The most effective leadership approach to undertake these roles is predominantly collaborative but may need to be flexible to reflect the hierarchical imperatives of performance and accountability. The author concludes with a discussion of a number of implications that stem from the findings for policy and practice in terms of leadership development and training, and for the design of planned strategies for learning and knowledge management.
Developing and implementing research as a lever for integration: the impact of service context
- Authors:
- JARRETT Dominic, et al
- Journal article citation:
- Journal of Integrated Care, 17(5), October 2009, pp.38-48.
- Publisher:
- Emerald
There has been a growing emphasis on partnership working between health and local authority services. Integration has intrinsic political and practical appeal, but there is little evidence that it actually benefits services users. This project looks at integration in learning disability services in Ayrshire and Arran with the aim of identifying evidence which could be used to improve services. The research looked at the status of integrated practice in 3 community teams using focus groups, interviews and workshops to gather data. The results showed that people were developing integration in a pragmatic manner without management support, and were also concerned about the dilution of their own roles as health staff took on care management responsibilities. A range of recommendations were made on the strength of the project results, mainly reflecting a need for clear direction and leadership in integration, and clarity over practice issues. However, no direct action was taken by local services in response to these recommendations. This paper discusses the reasons why this project failed to have any impact, arguing that it fell prey to the same lack of direction that characterised the local development of integration.
Wise up on...lead professionals
- Author:
- HILLIER Andy
- Journal article citation:
- Youth Work Now, October 2007, p.24.
- Publisher:
- Haymarket Professional Publications Ltd.
- Place of publication:
- London
The author discusses the concept of the 'lead professional' which was raised in both 'Every Child Matters' and 'Youth Matters'. The article looks at who can take on this role, the training available and what it involves for workers and managers.
“It's our children!” Exploring intersectorial collaboration in family centres
- Authors:
- BULLING Ingunn Skjesol, BERG Berit
- Journal article citation:
- Child and Family Social Work, 23(4), 2018, pp.726-734.
- Publisher:
- Wiley
Services providing support for children and families are often described as fragmented and more concerned with the boundaries of their fields of responsibility than collaborating with other sectors. To meet the need for greater collaboration, there is increased impetus for establishing interdisciplinary services, such as family centres. This paper presents the results of a qualitative study based on in‐depth interviews and participant observation in 3 Norwegian family centres. The findings provide insight into central challenges in developing new practices within the field of family support; we discuss how intersectorial collaboration is constructed in relation to the core objectives of the family centre, professional competence, and service stability. This study demonstrates that both managers and professionals struggle with prioritizing intersectorial work, which mainly focuses on prevention and health promotion, over and above their traditional sectoral responsibilities. It also illustrates the necessity of articulating intersectorial collaboration as an explicit aim and exploring its implications and examining how this contributes to family centres building supportive communities. Building integrated services is not the ultimate goal of this particular form of service provision but rather the first step towards building interconnected support systems for all children in the community. (Publisher abstract)
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)
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)
Integration and coordination in healthcare: an operations management view
- Author:
- LILLRANK Paul
- Journal article citation:
- Journal of Integrated Care, 20(1), 2012, pp.6-12.
- Publisher:
- Emerald
Policy makers and practitioners have proposed a number of ways and means to promote integrated care. There is, however, little evidence of measurable success. A reason for this is that there is no unanimous definition of integration. This paper is to presents a definition of integration and coordination in health service production, and derives basic design rules. It is based on an operations management perspective and applies a design science methodology to identify purposes, contexts, and design rules. The authors suggests that integration and coordination need to be conceptually separated, as the former means the merger of various service contributions into a common understanding, while the latter means the arrangement of service elements into processes. Basic design rules for bottom-up care integration are presented.
Managing effective partnerships in older people's services
- Author:
- NILES Henk
- Journal article citation:
- Health and Social Care in the Community, 14(5), September 2006, pp.391-399.
- Publisher:
- Wiley
The integration of older people's services is a challenge to all countries with an ageing population. Although it is widely acknowledged that acute care, long-term care, social care, housing, leisure, education and other services should all operate in a more 'joined-up manner', achieving this in practice remains extremely difficult. Against this background, the European Union (EU) Care and Management of Services for Older People in Europe Network (CARMEN) project set out to explore the management of integrated care in 11 EU countries. Summarising key themes from the project, this paper explores the management of integrated care, the skills required, the mechanisms which aid successful integrated approaches, and future research priorities. Although very challenging, the concept of integrated care is still a promising way forward when seeking to meet the challenges of an ageing society.
The integrated performance management system: a key to service trajectory integration
- Authors:
- MOISAN Line, et al
- Journal article citation:
- International Journal of Integrated Care, 21(4), 2021, p.25. Online only
- Publisher:
- International Foundation for Integrated Care
Introduction: This article presents an experience of deploying an integrated performance management system as a catalyst for the integration of a service trajectory for children in vulnerable situations. Called ‘‘Jimmy’’, the project identifies how the integrated performance management system makes it possible to improve accessibility, continuity of services and well-being at work among stakeholders. Methods: An action research was conducted in a large healthcare organization in Canada, between August 2016 and October 2018. Data was systematically collected throughout the various cycles of research using field notes, more than 350 hours of observations, 15 interviews and 3 focus groups. Results: This research supports using an integrated performance management system as a model for collaborative management that supports both horizontal and vertical integration in the service trajectory. The use of visual boards and status sheet meetings were determining factors for service integration and the functioning of integrated teams. This also led to improvements in accessibility and continuity of services, as well as in employee well-being. Discussion and conclusion: Supported by the various tools of the integrated performance management system, Project ‘‘Jimmy’’ reinforces the implementation of linkage and coordination models, which in turn helps create strong connections among teams. The status sheet meetings and visual boards are tools that vertically integrate different hierarchical levels and horizontally integrate various front-line stakeholders through the user-oriented trajectory. (Edited publisher abstract)