The adoption of ‘System Thinking’ analysis allowed us to explore the main areas where integration prominently occurs within our footprint. It also clarified that by embracing matrix working we can:

  • Collaborate between departments
  • Be united and agile
  • Effectively communicate between departments
  • Create resource efficiency
  • New Skills development – learn from each other

We were researching the ‘Root Definition’ for the discovery phase.

  • What we are going to do?
  • How are we going to do it?
  • Why are we going to do it?  

We discovered through this process that the community base was our principal area of activity for integration. Inter-related working relationships form and to support growth is our ‘purposeful activity’ needed to help progress the development of the workforce to support the ‘Hospital to Community’ shift.

The Purposeful Activity

  • WHAT: Support integrated approaches through cultural change, by understanding the H&SC landscape and the people it affects.
  • HOW: By understanding the H&SC landscape and the people who it affects and involving them in the programme development.
  • WHY: To ‘Connect the Unconnected’ to support improving people lives within our communities and bringing change to the eco-system of health and care

Discovery Route 2024 - 2025

Q1

Milestone 1:

  • Mandate to pursue Discovery Phase by Executive Lead informed by legacy learning

 

 

 

Q2

Milestone 2:

  • Legislation – CG Integration Agenda
  • Forming Intelligence & Focus Groups
  • Evidence Gathering/Group Discussion
  • QSIR
  • Cultural Shift

Q3

Milestone 3:

  • QSIR Analysis
  • SRO Assignment - Governance
  • Partnership and Board Formation

 

Q4

Milestone 4:

  • Completion of Roadmaps
  • 1-3 Yrs Plans set for Delivery 

 

 

  • Before the inauguration of the Integrated Care Boards, the Social Care Integration workstream (Workforce Hub SYREC) had already established, from the past four years, strong links and partnership working within place and region. This foundation would prove invaluable to the meaningful exploration of establishing integrated workforce support and all the advantages and implications that could bring.
  • In 2022, an evaluative research project was undertaken accompanied by a literature review surrounding the establishment of parity between health and social care sectors. This served as the foundation for pursuing central government guidelines and the advantages of using an integrated workforce approach to assist in South Yorkshire's Health and Social Care’ workforce development and growth.
  • In South Yorkshire, there are over 320K individuals who having a role in care, either paid or unpaid. This social and economic value could not be underestimated and needed to be recognised as such. The mandate for exploration was established early 2024 and the analysis began.

Working Together and Intelligence

Footprint: 4 places (Sheffield, Barnsley, Doncaster and Rotherham), 36 neighbourhoods, 4 Local Authorities, 1 Ambulance Service, 186 general practices, 5 Acute hospital trusts, 6k+ VCSE organisations, 3 community mental health and community trusts.

Developing the Area of Focus 

Legislation Guidance Literature

Intelligence Gathering

  • DATA Analysis
  • Face to Face discussions
  • Online
  • Group meetings
  • Think Tanks – i.e. Kings Fund
  • Summit Meetings
  • Pilot Projects

Involvement in national projects and study

  • Skills for Care - National Adult Social Care Workforce Strategy
  • DHSC – Care Career Pathway

Governance Structuring

  • Nursing Workforce within Social Care
  • Commitment to Carers Partnership
  • H&SC Integration Programme 

Forming the focus

  • QSIR Training
  • Stakeholder Analysis
  • Fishbone Analysis
  • Driver Diagram
  • Sustainability Analysis

Listening and Learning

  • Focus Groups
  • Thematic Analysis
  • Lunch & Learn Webinars

Stakeholder Engagement

Unpaid carers & supporting organisations/Centre for Care/Primary Care members/ADASS/Local Authorities/Providers/Personal Assistants/Volunteers/Colleges/Hero’s for Health/NHSE/Universities/SACMA/Acute Trusts/ICB Programme Leads/Pharmacy/Dentistry/Ophthalmology

 

Legacy Learning

  • SCC Workforce Board
  • H&SC Workforce Hub - Board
  • Carer Conferences
  • BSc – Leadership and Management in H&SC Integration 

QSIR Application

The SY ICB Executive Team took a clear strategic decision to assist the workforce by providing a methodology and the resources they needed to create sustainable initiatives for their programs.

QSIR has been a consistent aspect of the program's growth throughout the last twelve months. utilising a variety of available tools and having the option to review at any time if external factors, such as a change in the national government, forcing change that was not anticipated (ERS 2024).

Working Together Pathway 

 

During the development of the Health and Social Care Integration Programme focus areas, the ‘Working Together Pathway’ was in also development mode. A key strategic move was to have the programme included within the approach and align with its key principles:

  • Agree shared ways of working
  • Prioritise opportunities to work together
  • Lead by example
  • Be accountable and evidence-based
  • Plan for sustainability from the start

This was a way of ensuring the programme supported the ‘Bold Ambitions’ of the SY Integrated Care Partnership Strategy.