End users may be unsure of who is managing their care

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The impact on service users needs also to be considered. End users may be unsure of who is managing their care and uncertain of whom they should be contacting. (1) They may worry that there will be gaps in their care and that the move towards integration could affect the level of service and care they receive. (1)Where end users have built up relationships with staff providing the service, they may be faced with the loss of familiar contacts and have to establish new relationships with staff from the new, integrated organisation. (1) They may be unaware of who does what and unsure what services will still be provided. (1) As with staff, the key to managing this new arrangement with service users is to make sure that there is good, frequent communication with those affected. (1) Service users shouldn’t need to know how the integrated organisation is structured and what the power sharing arrangements are, but should be reassured that their needs as end users will still be met. (1) Managers from the integrating organisations should put in place mechanisms for communicating with service users. One thing they could consider is asking for end user representatives or champions, who can collate and represent the views of the end user. (1) Managers will need to be aware of who their end users are and the best methods for involving and communicating with them, and should use a variety of stakeholder communication tools, such as meetings, letters, emails, newsletters, web content, etc. Candidates should also give examples of internal integration – for example, bringing all finance staff in a local authority back from the service departments and integrating them with the central team. ( 15) (b) When organisations come together through integration, staff in both organisations need to be aware that the cultures of the organisations may be different, even if both operate in the same area, providing the same or similar services. (1) Culture can be hard to define and staff may not be clear about what the culture of their own organisation. This can make it hard for them to see what the differences are between the organisations’ cultures, although it can also highlight for them that their own culture is ambiguous or unclear, in comparison with the other organisation(s). (1)The role of leadership is to facilitate this process for staff – leaders of both organisations need to work together to identify and compare their respective cultures and work towards a common culture for the new, integrated organisation. (1)
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SL Examination Guide June 2015 Page 12 All organisations involved need to start from a position that no one culture is better than the other and that each organisation has developed the culture that best suits their objectives. (1) Starting from a position of respect for each other’s choice of culture will be a good starting point. However, leaders need to be honest and look hard at the type of culture that the new, integrated, organisation would need to enable it to meet its objectives. (1) In the short-, or even medium-term, however, there may be a need for organisations with quite different cultures to work together. There is a risk of culture clash if, for example, a local
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