Care closer to home

Who It's For

Leaders in health, social care, housing and the voluntary sector working at place and neighbourhood level

Overview

The shift from hospital to home succeeds or fails at the boundaries between organisations. Completing Joining up care, this half day begins with discharge, prevention and neighbourhood care, using Senge's shifting the burden archetype, Cartrefi Cymru's home care review and Buurtzorg. It then covers data, governance and accountability in partnerships, reads the Well-being of Future Generations Act as a systems framework with Gwent as the first Marmot region in Wales, and traces England's place-based working from Total Place. Partnership working and leadership follow, drawing on Tuckman and Kanter. It ends with relationships over structures, Greater Manchester devolution and a capstone on Torbay, the Regional Integration Fund and Gwent.

Aims

This half day is built to develop leaders who design for the person rather than the organogram, lead where they do not hold the controls, give a clear and honest account of shared outcomes, and build the relationships that let structural change actually reach people's lives.

In summary, you will be able to:

1. 1Use the shifting the burden archetype to recognise how quick fixes in discharge and home care can crowd out fundamental solutions.
2. 2Distinguish attribution from contribution, and apply five assurance questions to data and accountability in a partnership.
3. 3Plan how you will lead at place from one person's journey, drawing on the lessons of Torbay and Gwent.

What you'll develop

Across this Explore, you will develop the ability to:

1. 1Set out the five steps of a good hospital discharge and explain why discharge is a shared regional responsibility rather than a hospital problem.
2. 2Explain who answers for planning, money, social care, pooled funds, regulation, audit and voice in England and Wales, and why a joint board does not merge its members' duties.
3. 3Explain how the five ways of working in the Well-being of Future Generations Act map onto systems ideas such as delays, the fundamental solution and boundary critique.
4. 4Describe the role of Integrated Care Boards and the main steps in twenty years of English place-based reform.
5. 5Explain the working definition of partnering and use four questions to test whether a new partnership is genuinely needed.
6. 6Explain why every partnership is contested space and use four practical moves to bring negotiated goals, unequal power, working assumptions and competing accountabilities into the open.
7. 7Explain why relationships are the infrastructure of integration, using Huxham and Vangen's distinction between collaborative advantage and collaborative inertia.
8. 8Analyse Torbay, the Regional Integration Fund and Gwent through the themes of integration, identifying what each case shares and what it took, over years, to change things for people.