Evaluation Report on study visit (full report)

Promotion of Integration in the planning and
provision of social services within local authorities
through municipal attendees vocational training- A
Lever for Local Development.
Report for the EU Partner the Northern Health &
Social Care Trust
Authors
Dr Marina Lupari
Sadie Campbell
Richard Bigger
Jonathan Wright
November 2013
This project is funded with support from the European Commission. This report
reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
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This report outlines the contribution of the NHSCT as an
integrated health and social service healthcare system
which is striving to achieve the principles of integration
whilst achieving dignity of care for patients and service
users.
We would like to thank all the people who visited, to
attendees who generously gave their time to meet with our
EU colleagues and to everyone who shared their successes
and challenges in promoting integrated care across the
Northern Irish system.
We would also wish to express our gratitude to the
European Commissionfor giving us this opportunity to learn
from our overseas colleagues.
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Introductions: Who is the NHSCT
Northern Health and Social Care Trust (NHSCT) located in Northern Ireland
provides a broad range of health and social care services for people across the
local council areas of Antrim, Ballymena, Ballymoney, Carrickfergus, Coleraine,
Cookstown, Larne, Magherafelt, Moyle and Newtown Αbbey.
Services are provided from 2 different hospitals and a large number of community
based settings including people's own homes, day centres, health centres and
residential care.
The Trust is geographically the largest health and social care trust in Northern
Ireland, operating from approximately 150 locations and providing services to a
population of 459,000 people. We also provide services to people who live on
Rathlin, the only inhabited island in Northern Ireland. The area we cover can be
seen in the Northern Health and Social Care Trust map.
The Trust directly employs approximately 12,000 people. It has an annual budget
of £619 million which is secured from a range of commissioners, the main
commissioner being the Health and Social Care Board.
How we fit in to the Health and Social Care structure
In England, Scotland and Wales, the National Health Service (NHS) provides health
care services while local councils provide social care services. In Northern Ireland,
these services are combined under what is known as Health and Social Care (HSC)
Further details set out in Appendix 1. Like the NHS the service is free at the point
of delivery.
In England, Scotland and Wales, the National Health Service (NHS) provides health
care services while local councils provide social care services. In Northern Ireland,
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these services are combined under what is known as Health and Social Care (HSC).
Like the NHS the service is free at the point of delivery.
The Department of Health, Social Services and Public Safety for Northern Ireland
(DHSSPS) has overall responsibility for health and social care services. The
Department sets priorities for a number of bodies/organisations which take
forward operational aspects of DHSSPS business. These bodies include the Health
and Social Care Board, six health and social care trusts, a Patient and Client
Council, the Public Health Agency, the Business Services Organisation (BSO) and
the Regulation and Quality Improvement Authority. There are also five Local
Commissioning Groups (LCGs) focusing on the planning and resourcing of services.
The LCGs cover the same geographical area as the health and social care trusts.
The Northern Trust is one of six trusts in Northern Ireland. HSC trusts are the main
providers of health and social care in Northern Ireland. The other five trusts are:
The Northern Ireland Ambulance Service Trust
Belfast Health and Social Care Trust
South Eastern Health and Social Care Trust
Southern Health and Social Care Trust
Western Health and Social Care Trust
The five HSC Trusts became operational on 1 April 2007, following the Review of
Public Administration. They were created from the merger of 19 former trusts. The
Northern Trust was established following the merger of three former trusts Causeway, Homefirst and United.The Northern Trust provides a range of hospital
and community-based health and social care services within an integrated
health and social care system.
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Hospital services
A full range of acute hospital services are provided at Antrim Area Hospital and
Causeway Hospital in Coleraine. Mid Ulster Hospital in Magherfelt and Whiteabbey
Hospital in East Antrim are now sub-acute hospitals and provide a range of
outpatient services including diagnostics and inpatient rehabilitation.
Community hospital services are provided at Dalriada Hospital, Ballycastle; Inver
Intermediate Care Unit, Larne and Robinson Hospital, Ballymoney. Holywell
Hospital in Antrim provides a range of acute and other in-patient mental health
services.
Community care
The greater range of services provided by the Trust is in community-based
settings. We provide services to children and older people, nursing and support
services at home, outreach mental health services and work with General
Practitioners in the primary care sector to support people outside a hospital
setting.
NHSCT purpose & goals
The core business of the Northern Trust is to deliver high quality, appropriate,
effective and accessible health and social care services for people in our area that
are efficient and represent value for money.
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NHSCT principal objectives
We have set a number of principal objectives for the next three years.
Underpinning these objectives is a commitment to delivering quality, personcentred services. That commitment is reinforced by our mission statement, 'to
provide for all, the quality of service we expect for our families and ourselves' and
our Trust Values.
Everyone in the Trust is expected to contribute to achieving these objectives and
performance is measured through an accountability framework supported by
directorate and service plans and individual performance review.
The principal objectives are:
To provide safe and effective care
To create a culture of continuous improvement to maintain quality and
access standards
To use all of our resources wisely
To build a strong management culture with effective leadership and teams
that deliver
Involving service users, carers and communities in all we do
Listen to partners and other stakeholders to improve and develop services
NHSCT Trust Values
The Northern Health and Social Care Trust is committed to the following core
values:
Patients/clients first
Everything we do in the organisation is ultimately for the benefit of our
patients and clients.
Excellence
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We will be recognised for the provision of safe, high quality, continually
improving services.
How we do business
We treat each other, our services users, carers and external partners with
respect, dignity, honesty and humanity.
PRISSM Project Purpose
The purpose of this collaboration is to provide support to the EU funded project:
Promotion of Integration in the planning and provision of social services within
local authorities through municipal attendees’ vocational training- A Lever for
Local Development”.
Background to PRISSM project
In the Framework of the "Lifelong Learning Programme", Sub-programme "Leonardo
Da Vinci", Action "Transfer of Innovation", a transnational project has been agreed
entitled “Promotion of Integration in the planning and provision of social services
within local authorities through municipal attendees vocational training- A Lever
for Local Development”. In many European countries and Greece as well services
experience multiple examples of service fragmentation. This is as a direct result of
either limitations to or a lack of interconnections within and between services or
excessive bureaucratical forms of interconnections. Consequently this creates
enormous pressure on resources (both human and financial resources) and major
inefficacies in services supply.
Possible solutions to this include the one-stop-shop service model, but these
solutions are limited as they narrowly focus on problems which evolve due to a
bureaucratical dimension. The CARMEN PROGRAMME has suggested another
approach in care supply for older people, that of “integrated care”. The evolution
of integrated care model underpinned by the principles of “integrated care” within
the municipal health and social services networks is a viable solution. This will
address the very important issue of cost containment as well as providing quality
assurance of services provision for users of social care services. The strength of the
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integrated
model is through its client-centered
character, especially in
circumstances of economic crisis where there is a strong increase in demand for
both health and social services at a local level. Though this process the municipal
developmental policy will be reinforced and citizens will become more actively
involved. Health experience will improve.
The proposal
The project consists of educational training into the concept of “integrated
services”. This would be for attendees’ employees and political attendees of
municipalities. A pilot training project would be completed in selected
municipalities and knowledge exchange would occur between the members of the
consortium.
PRISSM Project’s core activities involve
Conventional vocational training in integration for attendees employees
of the participating municipalities in the project
Study Visits to Northern Ireland providing integrated social services
Pilot implementation of this integrated system.
Distant-learning courses for local authorities’ employees throughout
Europe.
Issue of an Implementation Guide on this system
PRISSM Partners: This is a transnational project comprising seven (7) partners from
four (4) EU countries namely:
Greece: Hellenic Agency for Local Development and Local Government (as
Coordinating Organization), Amphictyony- European Grouping of Territorial
Cooperation, E-Trikala and Municipality of Agia Varvara
France: University of Reims
Lithuania : Municipality of Alytus
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UK : NHSCT
Project Time Frame: It has a two years implementation period (October 2012 –
September 2014).
Role of the NHSCT partner within the PRISSM project
Expert advice on the promotion of coordination/communication
within the system of integrated social services
Support for the development of the training programme/ training
manual for the integration of social services
Advice from NHSCT regarding training requirements,
arrangements for attendees undertaking this role
support
NHSCT to facilitate a 3 day learning experience of integrating care in the
NHSCT for maximum 10 people
NHSCT to contribute to the research evaluate and lead on the evaluation
of the 3 day workshop (10th-13th September 2013)
NHSCT to facilitate a support visit to Lithuania in early of 2014
NHSCT to contribute to the dissemination event in Athens in 2014
It is anticipated with effective collaboration with this partner an enhancement of
international working relations will be developed and the NHSCT will showcase
good practice so that the trust will be portrayed in a positive light. These twinning
arrangements will facilitate the provision of support between each other in
international working. This will enable the Minister to meet his objectives
regarding Northern Ireland commitments to the European Innovation Partnership.
PRISSM Project Background
Theory behind Programme Integrated care can be conceived as client- or
consumer-driven care (Kodner 2003). As such, it is not very different from
developments in industry, agriculture, commercial services, or other public sectors
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such as education, town and country planning, youth care or public transport. In
all these sectors, supply-driven management systems are gradually being replaced
by integrated, demand-driven systems. These systems are developed because of
client demand, but also because they are cost effective and efficient, as well as
offering employees more job satisfaction (van der Aa and Konijn 2001, Goodwin et
al., 2003).
Integrated and linked services can serve all these objectives, and the various
services can fit together well in a range of areas, including care for older people.
What is more, service users themselves are demanding integrated services. In a
time of increasing demands and decreasing resources, it is obvious and politically
compelling that health services should work closely with community and social
care services to fulfill their objectives. Finally, for care workers, integration
provides new perspectives in career and professional development.
Figure 1 below sets out D’Amour’s dimensions of collaboration between health
professionals and organisations
Figure 1.D’Amour’s dimensions of collaboration between health professionals
and organisations
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Integrated care is not an outcome, but a means of achieving optimum performance
at all levels of service provision for specific population groups – in this case, for
older people. This shift from supply-driven to demand-driven care requires new
management styles, professional working arrangements and new skillsets. This new
type of professional assumes the role of case manager. Case managers will be
faced with multiple challenges and loyalties while integrating and connecting
services around the client which requires confident within that professional and
autonomy to deliver the role effectively. Their challenge is to organize and secure
care and service provision so that it:
Supports the ‘real world’ of clients as they function within their own
environment as father, mother, worker, etc.
Orchestrates required tasks from other professionals, informal
caregivers and volunteers
Connects and combines services within organizations
Co-ordinates services delivered by different providers
Interconnects with the specific framework or care system.
A few words about the term “integration”
Integration has many meanings and interpretations. Here we define ‘integrated
care’ as a well-planned and well-organized set of services and care processes,
targeted at the multi-dimensional needs/problems of an individual client, or a
category of persons with similar needs/problems.
We specifically concentrate on integration issues for people- users of social
services with complex and multiple needs focusing on services integration that
demand interconnection of organizations. Tasks and services also have to be
integrated within organizations, but that type of integration is a more common
management task, while integration across organizations and services is a
relatively new issue for service provision across the long-term care sector. Table 1
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set out the dimensions and corresponding indicators of the conceptual model used
as a basis for the study visit.
Table 1.Dimensions and corresponding indicators of the conceptual model used
as a basis for the Study visit.
In considering the experiences to be shared these dimensions were considered and
opportunities to gain insight and experience into each of these dimensions were
incorporated into the content of the 23 day workshop.
Summary of Programme
The study visit to Northern Health & Social Services Trust (NHSCT), Northern
Ireland took place from Tuesday 10th September through to Thursday 12th
September 2013.
Attendees: There were a total of 14 people who attended this programme. They
originated from 4 main organisations as follows and set out in Appendix 2:
AGIA VARVARA 5 attendees
TRIKALA (n=4)
ALYTUS (n=3)
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The study visit was monitored by representatives of Leader, EETAA (Mrs Bellou
Valentina, Mrs Pelekanou Valia).
This very packed and dynamic study visit shared the NHSCT’s integrated health
care system which proactively provides patients with timely, high-quality care in
the lowest-cost setting without unnecessary duplication of health care services.
During the first day of the study Dr Marina Lupari focused on the concept of
integration. This included discussions and presentations on integrated health and
social care systems (international and local examples) and introductions to key
integration innovators and leads from the NHSCT. This included the opportunity to
meet the lead commissioner for services Mrs Deborah McCord, lead for nursing
integration Mrs Sadie Campbell and Lead Social care commissioner for older people
Mrs Eileen Kennedy. There was an opportunity for attendees to meet and speak to
key leads taking forward the Northern Ireland Transforming Your Care strategy in
Northern Ireland -Mr John Farrell and Mr O’Neill. An opportunity was then given to
visit various sites of care across the NHSCT to end this first day so attendees could
see the geographical, environmental, access, rurality aspects of organisational
considerations in achieving integration.
Main contributors to the day were as follows:
Introduction to integrated working in NI Commissioning Services- Mrs
Deborah McCord Lead Commissioner for Unscheduled Care Services in
Northern Local Commissioning Group
EU Connected Health (Mr J Farell/ Mr B O’Neill member of the DHSSPS )
Introduction to NHSCT
Tour of NHSCT
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Day 2was another action packed day which allowed attendees to work with key
innovators and champions of the Northern Ireland Single Assessment Tool.
Attendees were given the opportunity to view the system, learn from local
attendees using it and consider how best to adopt a single assessment approach for
their localities.
Examples of assessing people in an integrated approach were facilitated by Mrs
Sadie Campbell and attendees were able to present their own scenarios from their
own places and perspectives of care provision. This intensive session shared key
tools for achieving integration in practice. The remainder of that day was spent
hearing from attendees making integration happen on the ground. This included an
overview of integrated teams, intensive discussion detailing a service which
integrates across hospital community and voluntary sectors. The day ended with a
discussion from a Local councillor who provided an overview of local council
structures in NI. Councillor Shiels also gave examples of integrated care led by
Volunteers within the care of older people.
Main contributors to the day were as follows:
NISA- Northern Ireland Single Assessment - Tool –(Commissioner for older
People E Kennedy/ S Campbell)
Integrated Teams- How to operationalize teams (M. Murphy/M. Phillips)
Case Management- Integrating care for older people (Dr Lupari/ S Campbell
Voluntary services- leading integration (Councillor G. Shiels)
Finally Day 3 focused on examples of the NHSCT case management model. Study
attendees were given the opportunity to meet lead attendees undertaking this role
and hear real examples of how integrated working has been achieved to make a
real change to experiences of our older people. During the afternoon attendees led
the discussions and all queries will hopefully addressed. The study tour ended with
Integrated Care Partnership leads sharing the exciting work that is being planned
for the Northern area.
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Main contributors to the day were as follows:
An example of an integrated project relating to alcohol (G. McDonald)
Integrating care for people with dementia (Karen Harvey)
Lunch with NHSCT Senior Directors M. Hinds/P.Cummings
Integrating Care for young People (S Gault)
Making a real difference to health through integration (Yvonne/Leesa/ Anne
Marie Doherty)
Evaluation
Following each session attendees were give an evaluation form (Appendix 4) to
complete
Key themes throughout programme
Across all 3 workshops 100% of attendees strongly agreed that the objectives
of the training were clearly defined by the project team
Across all 3 workshops 100% of attendees strongly agreed that participation
and interaction were encouraged
Across all 3 workshops 100% of attendees strongly agreed that the topics
covered were relevant to integrated services.
Across all 3 workshops 95% of attendees strongly agreed that the content of
the programme was organised and easy to follow.
Across all 3 workshops 5% of attendees agreed that the content of the
programme was organised and easy to follow.
Across all 3 workshops 85% of attendees strongly agreed that the content of
the materials distributed/sent to Athens for preparation were helpful.
Across all 3 workshops 15% of attendees agreed that the content of the
materials distributed/sent to Athens for preparation were helpful
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Across all 3 workshops 100% of attendees strongly agreedthat the trainer/s
were knowledgeable about the training topics
Across all 3 workshops 100% of attendees strongly agreedthat the trainer/s
were well prepared
Across all 3 workshops 95% of attendees strongly agreedthat the training
objectives were met
Across all 3 workshops 15% of attendees agreedthat the time allotted for the
training was sufficient.
Across all 3 workshops 90% of attendees strongly agreedthe meeting room
and facilities were adequate and comfortable.
Key themes
What did you find most helpful about the training?
Attendees felt they needed more structure of how the new service is to
operationally work, need operational policies and guidelines for clarity of
roles and responsibilities
Contact day with NHSCT significant for education of patients and promoting
independence and self-care. Would like to replicate this in Athens
Attendees express wish to be working with project team more and be more
directly involved in decision making to set up services in Athens
What aspects of the training could be improved?
Attendees enjoyed the experience and variety of presentations but felt they
would have liked to see some examples in practice- spend time with staff
Attendees found it to be a good learning experience but again would like
the opportunity to discuss learning after the Train the Trainer
Attendees found good evidence of multidisciplinary working but would like
to establish better links with key people in NI
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How do you hope to change your practice as a result of this training programme
Found vision workshop beneficial and would like to replicate in Lithuania
Found discussion with Dr Lupari useful for critical thinking of practice
Plan to use knowledge learnt in their own area to improve patient
care/patient experience through integration
Plan to involve other disciplines more and have more case discussions on
individual patients earlier during their hospital admission
Attendees felt that the Train the Trainers would enable integration to be
achieved under their leadership
Recorded recommendations from attendees
Continue collaboration with project success for successful outcomes
Help with education programme as necessary
Maintain close relationships for support, guidance and direction as necessary
for shared experiences
Recommendations and intended implementation for the NHSCT
There are many lessons to be learnt from this experience, but the five key
recommendations are as follows:
1. Networking with colleagues across the EU is a fabulous learning experience
and as a Corporate Nursing Team we should engage in partnership
approaches with our counterparts more frequently.
2. Integration in HealthCare is everyone’s major challenge so we are all in this
together.
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3. The most fundamental improvement we can make is to give nurses the
reality of their care practices in terms of limitations in care delivery and
missed nursing care. Integration in care challenges older people, people
with dementia, people with Learning Disabilities and people with
disabilities. Consideration should be given to the development of and the
adoption in practice for a generic approach to identifying and working with
these individuals. Consideration should be given to a Helping Hands
approach.
4. The Corporate Nursing Team needs to consider and agree their role in
integration in HealthCare across the Northern area and reflect this
role/remit in their nursing strategy/ nursing plan. Key actions should
include Improving knowledge of integrated care
Empowerment for attendees to advocate for people in our care and
their families
Challenge attendees and hold them to account for poor performance
Facilitate opportunities for attendees to develop
Facilitate a culture of trust across the nursing family
Contacts and European Communications regarding this initiative
Two visits were accommodated with colleagues in Europe to share discussion
regarding this partnership. On the 6th March 2013 Marina travelled to London to
meet with nursing colleagues across Europe which was organized by Dr Paul de
Rave who is the current Secretary General with the European Federation for Nurses
Association based in Brussels. This first meeting allowed Marina to network with
directors and lead nurses from Bulgaria, Romania, Poland and Amanda Cheesley
LTC Adviser from the RCN.
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The second meeting was an attendance in September 2012 at the launch of the
European Innovation Partnership in Brussels. Marina was very pleased to be
introduced to Prof. W Molloy and Dr Ronan O' Caoimh. Dr O' Caoimh is a Research
Fellow at the Centre for Gerontology and Rehabilitation at University College Cork,
Ireland. He is developing an instrument to measure the risk of death,
institutionalisation and prolonged hospital stay in older adults. This instrument,
called the HART (Hospital Assessment of Risk Tool) and the CART variant
(Community Assessment of Risk Tool), will be used in hospitals and in the
community to determine older adults’ risk of these three outcomes. This allows
care needs to be more easily prioritised. Patient assessment focuses on four
domains: mental state, independence in activities of daily living, medical illnesses
and caregiver function. We are now taking forward the implementation of this
across our organization and welcome inclusion of Athens and Lithuania in further
bids.
Conclusion
This opportunity was fantastic. We were able to spend time looking, exploring,
asking questions and hearing from real live people in the field of health trying
to enhance patient care. As nurses we don’t have enough time to step away
from our roles to spend quality time exploring alternatives. This partnership
allowed us to do that.
The highlight for Dr Marina Lupari was the discussions with EU colleagues such
an inspirational people and all credit to everything that has been achieved in
work to date. But this work will be wasted if EU partners don’t take the key
lessons from this work and make it real in practice.
The visit has truly inspired all the authors and given us the skills to continue to
take forward innovations and nursing improvements in our Trust. To end the
author will sue a quote which often comes to mind:
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“Change is slow and often difficult to achieve. But miracles take a
little longer….”. (Robinson & Hill 2005)
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Appendix 1
Health and Social Care
Health and Social Care in Northern Ireland are provided as an integrated service.
There are a number of organizations who work together to plan, deliver and
monitor Health and Social Care across Northern Ireland.
• Health & Social Care(Reform) Act 2009 – Framework Document (PDF 140KB)
• www.hscni.net
Health and Social Care Board (HSCB)
The Health and Social Care Board is responsible for commissioning services,
resource management and performance management and service improvement. It
works to identify and meet the needs of the Northern Ireland population through
its five Local Commissioning Groups which cover the same geographical areas as
the HSC Trusts.
• www.hscboard.hscni.net
Public Health Agency (PHA)
The Public Health Agency (PHA) has the key functions of improving health and
wellbeing and health protection. It also provides professional input to the
commissioning process. The PHA is jointly responsible (with the HSCB) for the
development of a fully integrated commissioning plan for health and social care in
Northern Ireland.
The PHA works in partnership with local government, key organisations and other
sectors to improve health and wellbeing and reduce health inequalities.
• www.publichealth.hscni.net
Health and Social Care Trusts
There are a total of 6 Health and Social Care (HSC) Trusts in Northern Ireland.
5 HSC Trusts provide integrated health and social care services across Northern
Ireland: Belfast HSC Trust, South Eastern HSC Trust, Western HSC Trust, Southern
HSC Trust and Northern HSC Trust. HSC Trusts manage and administer hospitals,
health centres, residential homes, day centres and other health and social care
facilities and they provide a wide range of health and social care services to the
community.
The sixth Trust is the Northern Ireland Ambulance Service, which operates a single
Northern Ireland wide service to people in need and aims to improve the health
and well-being of the community through the delivery of high quality ambulance
services.
• www.belfasttrust.hscni.net
• www.southerntrust.hscni.net
• www.setrust.hscni.net
• www.westerntrust.hscni.net
• www.northerntrust.hscni.net
• www.niamb.co.uk
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Patient and Client Council (PCC)
The Patient and Client Council (PCC) is a regional body with local offices covering
the geographical areas of the five integrated Health and Care Trusts.
The overarching objective of the PCC is to provide a powerful, independent voice
for patients, clients, carers, and communities on health and social care issues.
• www.patientclientcouncil.hscni.net
The Business Services Organisation
The Business Services Organisation (BSO) is responsible for the provision of a range
of business support and specialist professional services to the whole of the Health
and Social Care sector including, HR, finance, legal services, procurement, ICT and
other services. This will be taken forward in a phased approach.
• www.hscbusiness.hscni.net
Other organizations that are key stakeholders in NI
Regulation and Quality Improvement Authority (RQIA)
The Regulation and Quality Improvement Authority (RQIA) is the independent
health and social care regulatory body for Northern Ireland.In its work, RQIA
encourages continuous improvement in the quality of these services through a
programme of inspections and reviews.
• www.rqia.org.uk
NI Guardian Ad Litem Agency (NIGALA)
The functions of the Northern Ireland Guardian Ad Litem Agency (NIGALA) are:
• to safeguard and promote the interests of children by providing independent
social work investigation and advice in specified proceedings under the
Children (Northern Ireland) Order 1995 and in Adoption (Northern Ireland)
Order 1987; and
• to provide effective representation of children's views and interests.
• www.nigala.hscni.net
NI Blood Transfusion Service (NIBTS)
The NI Blood Transfusion Service (NIBTS) exists to supply the needs of all hospitals
and clinical units in the province with safe and effective blood and blood products
and other related services. The discharge of this function includes a commitment
to the care and welfare of voluntary donors.
• www.nibts.org
NI Social Care Council (NISCC)
Northern Ireland Social Care Council (NISCC) is the regulatory body for the social
care workforce in Northern Ireland. Its aim is to increase the protection of those
using social care services, their carers and the public.
• www.niscc.info
NI Practice and Education Council for Nursing and Midwifery (NIPEC)
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NIPEC aims to improve the quality of health and social care by supporting the
practice, education and professional development of nurses and midwives.
• www.nipec.hscni.net
NI Medical and Dental Training Agency (NIMDTA)
The Northern Ireland Medical and Dental Training Agency (NIMDTA) is responsible
for funding, managing and supporting postgraduate medical and dental education
within the Northern Ireland Deanery. It provides a wide range of functions in the
organisation, development and quality assurance of Postgraduate Medical and
Dental Education and in the delivery and quality assurance of Continuing
Professional Development for general, medical and dental practitioners.
• www.nimdta.gov.uk
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Appendix 2 : List of attendees
NAME
MUNICIPAL
DEPARTMENT/DIVISION
Mrs Fegi Alexandra
Vice-Mayor for Social Policies
SPECIALTY
French Literature
PARTNER
ALYTUS
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TRIKALA
Dr Marina Lupari v_3
AGIA VARVARA
Financial
and
Head of the Department of Administrative Sciece,
Mrs Siapera Athanasia
Social and Cultural Services
Public Health
Head of the Department of
Administrative and Financial
Mr Dimitris Tsatabas
Services
Economist
Responsible for the services
Mrs Petrogianni Foteini
concerning the elderly
Social Worker
Department of Administrative
Mrs Spyridoula Martinou and Financial service
Local Administration
Directorate of Social Care and
Health/ Department of Planning
and Supervision of Social
Mrs Maria Mavromatidou Welfare
Psychologist
Directorate
of
Planning,
Organisation and Informatics/
Department of National and
European Programs
Mrs Vassiliki Voka
Surveyor engineer
Directorate of City Planning/
Department
of
Urban
Mrs Maria-Xenia Pliatsika Applications
Topographer Engineer
Municipal Enterprise for Social
Development
-D.E.K.Aof Administrative
Mrs Eftychia Gkagkatsiou Trikala
attendees-Secretary
Director
of
municipality
Mr Kęstutis Ąžuolas
administration
Administation
Deputy
Director
of
administration, responsible for
social care, medical care,
culture, sport and education
Mrs Aira Visockaite
Deputy Head of social care
department of municipality
Mrs Roberta Kisieliene
Social Worker
administration
City council member and
deputy head of municipal
Mrs Adele Dimsiene
polyclinic
Appendix 3: Content of Workshops
Date
Venue
Brief description of what is planned
Monday 9th September
Tuesday
10th
September
Arrival Day
Discussion
9.30
Room,
11.00
Macmillan Unit 11.30
1.00
11.30
F=Dr Lupari
–
•
–
•
•
•
–
1.00
1.30 –
Wednesday
11th
September
7.00
The
Seminar – 11.00
Room,
Bush
House
11.30
9.30am – 5pm
1.00
F=S Campbell
1.45
3.00
•
–
•
•
-
•
3.15 – 5.00
Dr Marina Lupari v_3
Lunch Ordered
•
Breakfast:
Introduction to integrated working in NI Commissioning
Tea,
Coffee,
Services- Mrs Deborah McCord Lead Commissioner
Scones
EU Connected Health (J Farell/ B O’neill)
Introduction to NHSCT
Tour of NHSCT
Lunch:
Tea,
coffee,
sandwiches, soup,
fresh fruit salad
and yoghurt
NISA- Northern Ireland Single Assessment - Tool –
(Commissioner for older People E Kennedy/ S
Afternoon Tea:
Campbell)
Tea, coffee, tray
Sean Donaghy European Lead
Integrated Teams- How to operationalize teams bakes
(M.Murphy/M. Phillips)
Case Management- Integrating care for older people
(Dr Lupari/ S Campbell
Voluntary services- leading integration (Councillor
G.Shiels)
Page 25
Thursday
12th
September
Seminar Room, 9.00
Bush House
10.30
-
9.30 – 5pm
-
F=R Bigger
Dr Marina Lupari v_3
11.00
12.30
12.30
1.30
-
•
•
•
•
•
An example of an integrated project relating to alcohol
(G.McDonald)
Integrating care for people with dementia (Karen
Harvey)
Lunch
with
NHSCT
Senior
Directors
M.Hinds/P.Cummings
Integrating Care for young People (S Gault)
Making a real difference to health through integration
(Yvonne/Leesa/AnneMarie Doherty)
Page 26
Appendix 4: Evaluation Form for Attendees
Contact Day_____________________________________________________________
Facilitator______________________________________________________________
Please indicate level of agreement with the statements by ticking appropriate box.
Strongly Agree Neutral Disagree
Agree
Strongly
Disagree
1.
The objectives of the
training were clearly defined by
the Project Team.
2.
Participation and interaction
were encouraged.
3.
The topics covered were
relevant to integrated services.
4.
The
content
of
the
programme was organized and
easy to follow.
5.
The
materials
distributed/send to Athens for
preparation were helpful.
6.
This training
experience
will be useful in my work.
7.
The
trainer/s
were
knowledgeable
about
the
training topics.
8.
The trainer/s were
well
prepared
9.
The training objectives were
met
10. The time allotted for the
training was sufficient.
11. The meeting room and
facilities were adequate and
comfortable.
Dr Marina Lupari v_3
Page 27
1. What
did
you
find
most
helpful
about
the
training?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
____________________________________________________________
2. What aspects of the training could be improved?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
____________________________________________
3. How do you hope to change your practice as a result of this training
programme
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
________________________________________________
4. Please provide any other comments
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
________________________________________
Dr Marina Lupari v_3
Page 28