Seeing the whole of care
Systems thinking, pooled budgets and discharge.
Around four hours on seeing the whole of care: why systems leadership matters, systems thinking essentials, mapping the system, pooled money, a joint workforce, care closer to home and accountability in partnerships.
- Level
- Focus
- Learning time
- 4 hours 30 minutes
- Where
- Communities and systems
- Price
- £69
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Managers and leaders in health, social care and partner organisations working to join up care
Overview
When the same problems keep returning despite good people working hard, the cause usually lies in the structure. This course, taken from Joining up care, begins with Donella Meadows and Rittel and Webber's tame and wicked problems, then the grammar of systems thinking, from stocks and flows to the iceberg model and John Seddon's failure demand. Mapping follows, with rich pictures and Werner Ulrich's boundary questions. Money and people come next: pooled budgets, the Better Care Fund and Regional Integration Fund, and culture across a joint workforce. It concludes with a good discharge in five steps, Buurtzorg, and accountability and data sharing in partnerships.
Aims
Its central aim is to help leaders read recurring problems in care as patterns rather than events, map them with the people affected, and test honestly where shared money, shared staff and shared accountability really sit, so that joint working holds when it is put under pressure.
In summary, you will be able to:
- Use the iceberg model and the distinction between value and failure demand to look beneath events before choosing how to act.
- Compare the ways of bringing money together, including the Better Care Fund and Regional Integration Fund, and assess a pooled fund.
- Explain who answers for what in a partnership, and apply the ICO Data Sharing Code test of sharing as if the person were in the room.
What you'll develop
Through this Focus course, you will build the ability to:
- Explain what a system is, using elements, interconnections, purpose and boundary, and distinguish tame problems from wicked ones.
- Explain how stocks, flows, reinforcing and balancing loops and delays shape the behaviour of a public service system over time.
- Distinguish rich pictures, causal loop diagrams and actor maps and choose the right one for the stage a group has reached.
- Explain why counting the whole before splitting the parts, and seeing whose budget benefits and how soon, changes partnership conversations about prevention.
- Explain why an integration plan must also be a workforce plan, using the scale of adult social care vacancies and the four recurring pressures on multi-agency teams.
- Set out the five steps of a good hospital discharge and explain why discharge is a shared regional responsibility rather than a hospital problem.
- Explain 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.
- Analyse a cross-boundary case such as Everyone In to identify what changed, who was involved and what the system had not been seeing.
Built from 3 parts.
4 hours 30 minutes of learning.
- 01Seeing the wholeSystems thinking and system mappingBitesize · Systems Leadership3 modules
- 02Money and peoplePooled budgets and workforce across boundariesBitesize · Leading Health and Social Care Integration2 modules
- 03Closer to home, clear on accountabilityCare closer to home, data and governanceBitesize · Leading Health and Social Care Integration2 modules