CAROL HAAKE
REGISTERED REABLEMENT MANAGER, VALE COMMUNITY RESOURCE SERVICE VALE OF GLAMORGAN COUNCIL
BIO I am the Registered Reablement Manager at Vale Community Resource Service. I have worked in health and social care for over 30 years and have a passion for providing person-centred services and focussing on service improvement. I have thoroughly enjoyed the course over the last 2 years. The experience has been both challenging and rewarding and has enhanced my knowledge, academic skills, and provided practical tools to support innovation in the sector. The work-based project gave the opportunity for me to put everything I have learnt into practice by implementing digital care planning in the workplace to improve the efficiency of the service and improving outcomes for citizens.
RESEARCH IMPACT The research looked at the enablers and inhibitors of introducing digital care planning in social care/integrated settings. Resources in health and social care are under constant pressure. Digital change is being explored and exploited to enable services to deliver more effective and efficient care. Existing research has helped to understand the barriers and enablers to implementing digital change and the reasons why innovations fail to be adopted and spread, mostly focussed on secondary care in the NHS. A case study was carried out in a community resource (integrated) service in South Wales where digital care planning was being implemented. Perceptual questionnaires were used from a representative sample of the team to test a conceptual model developed from the existing literature. Semi-structured interviews were carried out with subject experts from two other organisations who were implementing digital care planning in social care/integrated care to explore whether the findings could be generalised. The result of the study challenges the assumptions in current literature about people being resistant to digital change and the impact of digital literacy as these were not found to be significant factors. This research found the importance of leadership and early engagement with the team to shape the vision, see the perceived benefits and create tension for change were key enablers along with timely training, pacing the change and ensuring good feedback loops during the implementation. The main findings were that attention to the human factors of change when implementing digital change were key to its success in social care/integrated care. The conceptual model held up well under scrutiny and has been further developed and adapted as a result of this study. It is hoped that the conceptual model will be used in the future, so further research can be undertaken in this area to support successful digital transformation in social/integrated care.
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