Evaluation Report on study visit (full report)
Transcription
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. Dr Marina Lupari v_3 Page 1 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. Dr Marina Lupari v_3 Page 2 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, Dr Marina Lupari v_3 Page 3 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. Dr Marina Lupari v_3 Page 4 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. Dr Marina Lupari v_3 Page 5 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 Dr Marina Lupari v_3 Page 6 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 Dr Marina Lupari v_3 Page 7 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 Dr Marina Lupari v_3 Page 8 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 Dr Marina Lupari v_3 Page 9 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 Dr Marina Lupari v_3 Page 10 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 Dr Marina Lupari v_3 Page 11 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) Dr Marina Lupari v_3 Page 12 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 Dr Marina Lupari v_3 Page 13 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. Dr Marina Lupari v_3 Page 14 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 Dr Marina Lupari v_3 Page 15 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 Dr Marina Lupari v_3 Page 16 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. Dr Marina Lupari v_3 Page 17 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. Dr Marina Lupari v_3 Page 18 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: Dr Marina Lupari v_3 Page 19 “Change is slow and often difficult to achieve. But miracles take a little longer….”. (Robinson & Hill 2005) Dr Marina Lupari v_3 Page 20 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 Dr Marina Lupari v_3 Page 21 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) Dr Marina Lupari v_3 Page 22 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 Dr Marina Lupari v_3 Page 23 Appendix 2 : List of attendees NAME MUNICIPAL DEPARTMENT/DIVISION Mrs Fegi Alexandra Vice-Mayor for Social Policies SPECIALTY French Literature PARTNER ALYTUS Page 24 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