These learning resources support middle leaders in their understanding of integration with the NHS and other partners for better outcomes. All the learning resources are free to access and include research reports, podcasts, learning frameworks, toolkits, case studies and guides that require varying time commitments for completion.
The learning outcomes are:
to understand what is meant by integrated thinking across systems and how it can support the development of integrated workforce plans
how to achieve integrated care via collaborative partnerships
how to strengthen the balance of power within partnerships
be able to improve your personal impact
ways middle leaders can support the development of neighbourhood care.
The learning resources are designed to support middle leaders to:
articulate clear expectations about their role within partnerships
manage the potential risks around the capacity of leaders to work collaboratively
oversee opportunities to work together with partners at scale in tackling some of the complex challenges social care and health can face
address and resolve assumptions about the skills and priorities of members from different organisations involved in a partnership and how that can reflect power imbalances.
"Although middle managers are extremely busy, finding the time to focus on your own goals and values, and think what resources exist across your organisation or with partners or in communities, can help you achieve your goals." - North West ADASS member
In this podcast Jeanette Sutton talks to Anna Severwright about co-production and the recent Research in Practice evidence review that was co-produced with Social Care Future. The evidence review is based on the five key changes outlined by Social Care Future’s 'Whose social care is it anyway' inquiry group.
The review outlines the changes that are needed to make life better and equal for those who draw on social care.
Learning method: podcast
Duration: 25 minutes
This podcast looks at:
how Social Care Future came about
Social Care Future’s work on the evidence review
what co-production looks and feels like
advice for others looking to work in co-productive ways.
The healthy communities together programme – funded by The National Lottery Community Fund, has been running since 2020. The programme works in five areas of England to develop partnerships between local statutory and voluntary, community, faith and social enterprise (VCFSE) organisations that work to improve the health and wellbeing of local communities.
This long read examines a recurring theme in the work of these partnerships – how to address power imbalances.
The Kings Fund look at some of the ways in which this has manifested, how partnerships are working to change things in their local areas, and the impacts – both expected and unexpected – this is having.
Learning method: report
Duration: 40-minute read
Additional Information The report includes some reflective questions for others involved in this kind of work whether from statutory or VCFSE organisations, or facilitators working with them – to consider in their own work addressing power imbalances in partnership working.
The Government’s drive to move care into communities is cornerstone of the NHS ten-year plan. In this blog, Richard Humphries, ADASS Associate Trustee, explores why adult social care is vital to making this vision a reality.
Learning method: blog
Duration: Initial 10 minute read then further reading time depending on the learning resource you may choose to access within the blog
Additional information Provides context and clarity on how the principles of neighbourhood care can be delivered in practice and why the contribution of adult social care is so crucial to its success. It is based upon six key design principles to guide the development of a fresh approach.
A range of case studies showing the breadth of models and approaches to neighbourhood working in England.
Learning method: case studies
Duration: one hour depending on the case study chosen
Additional information The case studies presented have been chosen intentionally to provide assurance that the sample is diverse, representing multiple different geographies, characteristics, methodologies and lead organisations from across England.
They include system wide approaches that reflect the value of partnership working and show communities at the heart of change. A core reflection across all of these case studies is the impossibility of capturing the true richness and relationships that underpin them, or the impact that they are having, in a few paragraphs.
Browse a range of case studies, podcasts and more to learn how local partners are working together to improve care. Find key documents and guidance to help local integrated systems develop.
Learning method: case studies, podcasts, webinars, guide.
Duration: Initial 10 minute read then further reading time depending on the learning resource accessed.
Additional information Find out how the NHS, local councils, the voluntary sector, social care providers and other partners are joining up to integrate care – helping people stay well and independent for longer.
You can access 23 podcasts that focus on the importance of equipping clinical and social care middle leaders with the right resources, such as protected time, to enable them to carry out their leadership duties and understand the challenges, priorities, and opportunities for integrated care across a local or regional system.
There is also a range of documents and guidance templates to set out how leaders and organisations should operate with their partners in integrated care systems, in respect of what the employment commitment is, its application in practice and how it affects people.
Based on interviews with leaders of trusts working in partnership using various shared leadership or shared decision-making arrangements. This resource aims to support leaders either planning or reviewing such arrangements.
Learning method: guide
Duration 20-minute read
Additional information Joint appointments and shared decision-making arrangements will impact on trust and governance. This research document sets out risk-based considerations for partnership board members.
Both joint appointments and shared decision-making models raise questions. For example, what is the evidence that this will achieve the desired outcome, when other options will not? Or what do these arrangements enable providers to achieve for individuals and communities that would not be possible with other forms of collaboration?
This long read intends to answer such questions with a focus on considerations related to managing conflicts of interest in collaboration.
Partnering can be tricky, and yet the rewards, for both participants and communities, are potentially great. What does it take to ensure partnerships succeed? And how can those involved learn from the evidence and experience of others to inform the early months of their work and their development over time?
Drawing on a rapid review of published evidence, and on learning from six partnerships that are part of the Healthy Communities Together programme, the Kings Fund have designed a framework for reflective learning that partners can use together.
Learning method: guide
Duration: 25-minute read
Additional information This framework outlines some of the core issues in establishing and progressing partnerships that the Kings Fund have identified through the programme. Every partnership is unique, but this might not be clear until people and teams start to work together.
Rather than prescribing a series of ‘must dos,’ the Kings Fund have developed questions that partnerships could use as a preparatory and reflective tool in their work. New partnerships can use the questions to explicitly consider and be better prepared for some of the challenges and opportunities they may encounter in the early stages of partnering.
More established partnerships can use the questions on an ongoing and iterative basis, as a reflective learning framework to support their partnership’s development.
They could also use their experiences to iterate and develop the framework itself.
Values modes identifies three core groups of values. An understanding of the values makeup of a community can help middle leaders to understand needs, communicate services and build trust. It helps with framing messages, with designing services, with engaging seldom heard or under-represented communities and with choosing the right communications channels.
Values modes is a tool that has been consistently used, over the course of two decades working with local government, the NHS and the voluntary sector.
Learning method: self-assessment
Duration: 30 minutes
A psychographic tool called values modes to help leaders understand the values and drivers of local people and how to communicate with them. It can help middle leaders to identify the deeper values which people hold, and which motivate them.
This toolkit has been developed with national stakeholders, and partners from places within integrated care systems (ICSs) to support the development of shared outcomes at place level.
It is a toolkit designed to share experience and insights across the health and care system. This is so that places can develop an approach to shared outcomes that builds on what others have done while also customising and adapting for local circumstances.
Learning method: toolkit
Duration: varies depending on the tool chosen
This toolkit seeks to support places within ICSs in the development of their own local shared outcomes frameworks. It includes case studies of good practice, suggestions for overcoming challenges and example frameworks to help guide the development of locally driven shared outcomes. It also sets the context for shared outcomes within existing national oversight and outcomes frameworks and suggests models of delivery for places to consider.
A practical guide to support middle leaders with integrated workforce thinking, in line with delivering the ICS strategy.
Learning method: guide
Duration: 45-minute read
This guide provides tips and insight to help system leaders consider what is needed to plan for and achieve a successfully integrated workforce.
It is aimed at ICS workforce leads, directors of adult social services, middle leaders in social services, chief executives, human resource directors, elected members including adult social care portfolio holders and chairs of health and wellbeing boards, and those who are responsible for integrated workforce thinking across health and social care.
This guide will help you to:
understand what is meant by integrated thinking across systems and how it can support the development of integrated workforce plans
understand what data is helpful in informing a good integrated workforce plan learn from examples and tips from ICSs that have had success with integrating across their systems
find external resources on integrated workforce planning.
The principles of workforce integration have been developed to support leaders, managers, practitioners and organisations to consider what is meant by integration.
In particular, they encourage us to think about how workforce development can contribute to the implementation and sustainability of integration by focusing on personalised care and improving the lives of people drawing on care and support.
Learning method: guide
Duration: one-hour read
This guide will support both commissioners of services and adult social care and health employers working in integrated care systems. It might also be useful for others who are responsible for workforce integration, learning providers and people supported. Skills for Care recommend that this guide is used alongside their strategic and operational resources.
