1 staff may not understand the ethos of the other

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ignore good practice. (1) Staff may not understand the ethos of the other organisation or agency and may not see why they are moving towards integration.(1) Lack of understanding of the aims and objectives of the other organisation can lead to confusion and uncertainty.(1) Staff may not see the link between local authority social care responsibilities and those of the health service.(1) Communications in the past between the agencies may have been poor and there may be a reluctance to consider working with an organisation that in the past has been seen as an ineffective agent or, worse, a barrier to effective working.(1) Staff may be unable to see the wider picture and appreciate that integration should lead to better, more joined-up services and to potentially more rewarding work for them, as they can concentrate on tasks that are more suited to their skills and ambitions. (1)They may not also see that the potential cost savings arising from integration could lead to more opportunities for them, and to the potential to further improve services. (1) Staff may also see the involvement of another organisation as stifling their opportunity to progress or move into other areas. (1) They may not appreciate that working with another organisation can give them opportunity to move into other areas, to share and develop best practice and to have variety of work. (1)They may also not appreciate that improved service delivery through successful integration will lead to more favourable performance results and potentially to good publicity, which can lead to greater pride and satisfaction in their work.(1) Other challenges for the managers can include logistical issues: where will staff be based once integration is underway? Will all staff remain in their “parent” organisation or will teams be
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SL Examination Guide June 2015 Page 11 mixed, with staff from both partner agencies based in the same place? (1) How will accommodation and facilities costs be allocated? There may be issues around IT systems and how information and work can be shared between the partners. (1) Line management roles and responsibilities will need to be clarified and agreed. The leaders of both/all organisations will need to be clear how they will manage staff performance and report results, especially if staff are co-located and co-managed. (1) Identifying an overall leader for the integrated arrangement may be challenging. There may be concerns about takeover and objectives being ignored or changed. (1) The balance of power may be of concern to both/all organisations taking part in the arrangement. If one organisation is much smaller than the other(s), there may be a feeling that there will be no power base for the concerns and ideas of the small organisation to be heard. (1)Power-sharing arrangements can be fraught with difficulty and there may be a need to consider options such as rotating chair/leader, so that all parties to the arrangement have a chance to lead the integrated organisation. (1) The impact on service users needs also to be considered. End users may be unsure of who is
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