Search results

1 – 10 of over 2000
Article
Publication date: 1 April 2006

Nick Frost and Andy Lloyd

This paper draws on a review of research by one of the authors (Frost, 2005) and an ERSC‐funded research project (Frost et al, 2005). The findings from this work are applied to…

Abstract

This paper draws on a review of research by one of the authors (Frost, 2005) and an ERSC‐funded research project (Frost et al, 2005). The findings from this work are applied to the issues arising from the implementation of Every Child Matters (2003) and the Children Act, 2004. It is argued that implementing the Children Act in order to enable integrated working is a complex process demanding effective leadership and management. A variety of practical ideas to help with implementation are given.

Details

Journal of Integrated Care, vol. 14 no. 2
Type: Research Article
ISSN: 1476-9018

Keywords

Article
Publication date: 12 March 2014

Judy Hutchings and Margiad Elen Williams

– This paper aims to describe coal-face challenges to making services in the UK work to ensure the mental and physical health, safety and wellbeing of children.

Abstract

Purpose

This paper aims to describe coal-face challenges to making services in the UK work to ensure the mental and physical health, safety and wellbeing of children.

Design/methodology/approach

After briefly referring to some challenges to effective joined-up service provision, it describes examples from the first author's experience of problems, during 30+ years as an NHS clinical child psychologist, and some solutions. It then describes two challenges that underpin many of these problems: lack of understanding of, or training in, evaluating evidence for interventions and a more general lack of knowledge about effective behaviour change principles.

Findings

The paper concludes with recommendations about how to achieve effective joined-up services. Common themes emerging from the research are discussed, including choosing evidence-based programmes, providing adequate training to staff, and increasing people's understanding of behavioural principles.

Originality/value

Having effective joined-up services would mean better services for parents and their children, and would be more cost-effective for the NHS. The ideas presented in this paper could also be applied to other services within the NHS.

Details

Journal of Children's Services, vol. 9 no. 1
Type: Research Article
ISSN: 1746-6660

Keywords

Article
Publication date: 1 September 2000

Maria Brenton

The Government's welfare and housing agenda focuses on ‘joined‐up’ thinking, choice, balanced communities and social inclusion. Because there is also much concern about the impact…

Abstract

The Government's welfare and housing agenda focuses on ‘joined‐up’ thinking, choice, balanced communities and social inclusion. Because there is also much concern about the impact of an ageing population, local planners and service providers are encouraged to think creatively and work together. An example from research in the Netherlands shows how local authorities and the non‐profit sector can work together in an integrated approach to older people.

Details

Housing, Care and Support, vol. 3 no. 3
Type: Research Article
ISSN: 1460-8790

Article
Publication date: 1 February 2005

Jon Glasby, Edward Peck and Marion Davis

Based on a workshop commissioned by the West Midlands branch of the Association of Directors of Social Services, this editorial considers possible alternatives to care trusts…

Abstract

Based on a workshop commissioned by the West Midlands branch of the Association of Directors of Social Services, this editorial considers possible alternatives to care trusts. Although the recent consultation on a new vision for adult social care emphasises the need for more effective partnerships between health and social care, the current care trust model has a number of limitations for many health and local government communities, that could be overcome by alternative approaches.

Details

Journal of Integrated Care, vol. 13 no. 1
Type: Research Article
ISSN: 1476-9018

Keywords

Book part
Publication date: 11 November 2014

Steve Martin and James Downe

The article considers the challenges involved in measuring the performance of local public service networks through an empirical analysis of Comprehensive Area Assessments (CAAs)…

Abstract

Purpose

The article considers the challenges involved in measuring the performance of local public service networks through an empirical analysis of Comprehensive Area Assessments (CAAs), a short-lived but pioneering attempt to gauge the effectiveness of local governments, health trusts, police and fire services in England.

Design/methodology/approach

Primary data about the implementation and impact of CAAs were gathered using a mixed method approach, including surveys of local public services, inspectorates and residents together with focus groups and semi-structured interviews in 12 case study areas.

Findings

CAAs encouraged agencies to strive to achieve better partnership working but did not provide sufficiently robust comparative data to enable managers to benchmark their performance against other areas or identify good practice elsewhere. Policy makers hoped that citizens would use CAAs to hold services to account but the process failed to attract media or public interest.

Implications

The logic of a more ‘joined-up’ approach to performance assessment of local partnerships is compelling. But in practice it is difficult to achieve because institutional arrangements at a national level mean that different sectors work within very different budget systems, professional networks and performance frameworks. Assessing the outcomes achieved by local partnerships also presents new challenges for inspection agencies and requires them to use new kinds of evidence.

Originality/value

This is the only attempt to date to evaluate CAAs and adds to an understanding of the challenges of assessing the performance of local public service partnerships. It highlights new questions for researchers and policy makers about the types of evidence needed to measure partnership performance and the extent to which the public may use the results.

Details

Public Value Management, Measurement and Reporting
Type: Book
ISBN: 978-1-78441-011-7

Keywords

Article
Publication date: 21 February 2011

Iestyn Williams, Helen Dickinson and Suzanne Robinson

Joint commissioning is an important part of the current health and social care context and will continue to be crucial in the future. An essential component of any commissioning…

Abstract

Joint commissioning is an important part of the current health and social care context and will continue to be crucial in the future. An essential component of any commissioning process is priority setting, and this paper begins to explore the idea of integrated priority setting as a key element of health and social care commissioning. After setting out the key terminology in this area and the main priority‐setting processes for health and social care, the paper describes a number of barriers that might be encountered in integrated priority setting. We argue that there are significant barriers in financing, accessibility, evidence and politics, and it is important that such barriers are acknowledged if priority setting is to become a component of joint commissioning. While these barriers are not insurmountable, the solution lies in engagement with a range of stakeholders, rather than simply a technical process.

Details

Journal of Integrated Care, vol. 19 no. 1
Type: Research Article
ISSN: 1476-9018

Keywords

Article
Publication date: 20 April 2015

Annie Hudson

The article seeks to analyse the potential contribution of social work to integration debates. Social work has tended to be seen as marginal to these discussions despite the…

674

Abstract

Purpose

The article seeks to analyse the potential contribution of social work to integration debates. Social work has tended to be seen as marginal to these discussions despite the potential of social work expertise and leadership to help forge effective approaches to joined-up care. The purpose of this paper is to demonstrate how social work is well positioned to help lead and support practice focused change across social care and health. It also seeks to show how professional leadership can be a powerful vehicle for changing professional and organisational cultures.

Design/methodology/approach

The paper draws on practice and research evidence to demonstrate the proposition that social work can make a powerful contribution to debates about integration.

Findings

Three things could help build the cultural capital that is a pre-requisite to building integrated and joined-up approaches. First, the author needs to invest in developing the role of social workers and GPs working together as local professional and practice leaders. Second, there is a real risk that in any discussion about professional leadership and partnership, the author eclipses the singularly critical importance of engaging and involving users and carers in non tokenistic ways. Finally, the author needs to utilise better social work’s skills and knowledge in managing risk, building resilience and promoting social inclusion.

Research limitations/implications

Further evaluation and research is needed about the potential for GPs and social workers to develop joined-up approaches to care for and support older and disabled people.

Practical implications

Social workers need to be provided with the tools, support and space in which to develop their practice leadership role, including but not exclusively with GPs.

Originality/value

This paper does not purport to offer any specifically originally research but rather some reflections on how social work expertise might better contribute to integration debates.

Details

Journal of Integrated Care, vol. 23 no. 2
Type: Research Article
ISSN: 1476-9018

Keywords

Article
Publication date: 27 February 2019

Matt Aiello and Julian D. Mellor

The NHS needs to adapt as never before to maintain and plan for an integrated and sustainable multi-professional workforce, spanning all health and care sectors. This cannot…

Abstract

Purpose

The NHS needs to adapt as never before to maintain and plan for an integrated and sustainable multi-professional workforce, spanning all health and care sectors. This cannot happen without system leaders embracing workforce transformation at scale and enabling system-wide collaboration and support for multi-professional learning and role development. “By learning together, we learn how to work together”. The paper aims to discuss these issues.

Design/methodology/approach

The case studies included in this paper provide evidence of the ability of NHS systems to adopt integrated workforce models at scale. The case studies were chosen to demonstrate how system-wide change is possible, but still requires a partnership approach to innovation, strategic workforce planning and commissioner support for new models of care.

Findings

With partnership working between arm’s length bodies, commissioners, educators and workforce planners, the NHS is more than capable of generating a transformed workforce; a workforce able to continue providing safe, effective and joined-up person-centred care.

Research limitations/implications

The focus of this paper is integrated workforce development undertaken by Health Education England from 2017 to the date of drafting. The case studies within this paper relate to England only and are a cross-section chosen by the authors as a representative of Health Education England activity.

Practical implications

The NHS needs to find ways to use the wider health and care workforce to manage an ever-increasing and diverse patient population. Silo working, traditional models of workforce planning and commissioning no longer provide an appropriate response to increasing patient need and complexity.

Social implications

The evolution of the NHS into a joined-up, integrated health and social care workforce is essential to meet the aspirations of national policy and local workforce need – to centre care holistically on the needs of patients and populations and blur the boundaries between primary and secondary care; health and social care; physical and mental health.

Originality/value

This paper contains Health Education England project work and outcomes which are original and as yet unpublished.

Details

Journal of Integrated Care, vol. 27 no. 2
Type: Research Article
ISSN: 1476-9018

Keywords

Article
Publication date: 1 August 2002

Maurice Harker

Abstract

Details

Housing, Care and Support, vol. 5 no. 3
Type: Research Article
ISSN: 1460-8790

Article
Publication date: 1 October 2008

Felicity Matthews

Since 1997, the Labour Government sought to respond to the dilemmas and consequences of the earlier New Public Management reforms, according to the two principles of joined‐up

Abstract

Since 1997, the Labour Government sought to respond to the dilemmas and consequences of the earlier New Public Management reforms, according to the two principles of joined‐up government and public service delivery. A key aspect of its reform programme has been the public service agreement (PSA) framework, a target‐based performance regime that acts as a vehicle for the majority of spending and policy decisions across government and on the ground. Analysing its implementation and success, the article suggests that, in theory, the PSA regime provides an important example of steering at a distance as a form of political leadership, wherein the role of the centre is to provide the strategic framework for policy delivery. However, there are several structural constraints that have impeded the effectiveness of the framework, such as the pervading Whitehall departmental culture, and the tensions between top‐down performance management and devolved autonomy on the ground.

Details

International Journal of Leadership in Public Services, vol. 4 no. 3
Type: Research Article
ISSN: 1747-9886

Keywords

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