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IntroductionThis session will enable delegates to consider the learning generated from a range of third sector projects based in Scotland who received investment to deliver self management work in an integrated context. The learning will be the collective analysis of the project outcome successes and challenges as well as learning about how self management approaches, based in the third sector, can complement and ultimately strengthen the health and social care integration agenda on both a local level and nationally. The learning will be focused on the themes of ‘working together’; ‘pathways’; and ‘person-centred approaches’.BackgroundSelf management is considered to be a key driver in person-centred care in health policy internationally. There are wide ranging aspirations for the impact self management can have on our health and social care systems reflected in policy and yet these expectations have not yet been realised in routine practice on the ground. A wide-ranging review of policy sources in the UK has identified 7 interconnected shifts taking place towards a state that aims to take a whole of government approach, seeking to empower individuals and communities. One of these shifts has been toward third sector involvement in the ownership, delivery and management of public services.Self management proposes a transformative approach to health and social care – with people living with long term conditions and unpaid carers in the driving seat of their health and wellbeing, with person-centred support and services designed and delivered in an assets-based way to enable them to manage the impact of their long term condition(s) or caring role. There is growing evidence that our sense of agency and control, the degree to which we are engaged in civic action, and the strength of our social interactions, are all critical factors in determining our overall wellbeing.Therefore, self management is a cross-sector agenda that requires an integrated approach across our health and care system. In Scotland, it has been recognised that capacity must be built across sectors to develop our understanding of the design and delivery of asset-based approaches that support self management and importantly that the third sector has a leading role to play.Aims and objectives• There is an increase in understanding of the value of involving people with lived experience in the design, delivery and evaluation of self management approaches• There is an increase in understanding of the importance of cross sector working for the development of asset-based self management approaches• There is an increase in the sharing of ideas, knowledge and experience in self management among delegates• There is greater profile given to self management as a consequence of the learning that is shared• There is opportunity for delegates to consider actions for the futureFormatA workshop style session with scene setting presentation follow by world café style discussions.

IntroductionVolunteering for All: national framework was developed by the Scottish Government jointly with partners from the volunteer and community sector, local government, NHS, and with volunteers.The objective of the Framework is to:• provide a coherent and compelling narrative for volunteering;• Define the key outcomes desired for volunteering over the next ten years;• Identify the key data and evidence to inform, indicate and drive performance; and• to inform the optimal combination of programmes, investments and interventions.Scottish Government convened a group, November 2020, of stakeholders to discuss the creation of the Volunteering Action Plan based on this high level ‘framework'.Aims Objectives Theory or MethodsThe overall vision is Scotland where everyone can volunteer, more often, and throughout their lives.The Volunteering Action Plan provides practical ‘actions on the ground’ achieved through co-production, learning and a spirit of reciprocity involving volunteers, communities and public and private sectors at all development stages.The Plan’s development is modelled on the Human Learning Systems (HLS) which is a response to complexity developed by Dr Toby Lowe and Collaborate CIC and involves utilising various methods and tools.Highlights or Results or Key FindingsThe aim is to co-produce ‘The Plan’ through a group and individual ‘HLS’ learning journey:• Explore the HLS methodology and reflect upon its implications (be part of a learning community)• Enquire through considering evidence and introducing ‘lived experience’• Understand the system, the existing state and the ‘ideal’; what a purpose and vision should be.• Change the system. In this action planning context this is about scoping activity but it’s also about experimentation.Within the timeframe of one year we’ll translate five outcome areas into specific actions. The Plan will be a ‘living document’ which will continue to be reviewed, updated and enhanced over the next decade.As important, participants will learn about their role within a complex system and a very different approach to enacting change (i.e. learning, building relationships and experimentation). This is a competing approach to the dominant paradigm; new public management (Shalock & Bonham, 2003).ConclusionsThis Plan process is transformational, recognising outcomes are achieved by systems rather than organisations. This process is innovative and inclusive, involving volunteers, communities and organisations. Important outputs are a ‘living document’ for the next decade and a more resilient sector, able to adapt and change, relevant in 2021 and beyond.Implications for applicability/transferability sustainability and limitationsA range of materials will be generated: an online toolkit and process evaluation. This Plan process can be repeated by other cohorts; a ‘live’ plan is a national ‘test and learn’ programme.This provides important learning for HLS applied to other contexts as part of an international HLS learning community.

IntroductionDiscover Digital aims to raise awareness of digital health and care solutions amongst Scottish citizens. The Discover Digital Guide is a resource to support people to understand how digital tools might benefit their health and wellbeing.The resource provides an introduction to the topic. It is aimed at individuals who want to use technology in their self management, as well as carers or support workers who can help others build up their skills and confidence. The resource will be developed iteratively in response to feedback and further engagement with stakeholders and citizens, with a particular focus on seldom heard groups.Aims Objectives Theory or MethodsThe Guide’s development evolved from conversations and insights from the ALLIANCE’s Discover Digital events, 2018-2019. We found simply signposting people to digital tools, however helpful they might be, is not enough. People identified they also need support to develop the skills, knowledge and confidence to be able to use these digital tools and maximise applicability.The Guide’s development focuses on three main areas: digital self management, technology enabled care and digital National Health System (NHS) services. Information was gathered and reviewed through research and multi-stakeholder collaborations, drawing on early citizen feedback. The published Guide is an evolving working document.Highlights or Results or Key FindingsEarly feedback on the guide was constructive: “good information, resources, links and tips.” However, there was acknowledgement that the wealth of information could be overwhelming for citizens and overall Guide accessibility could be improved.Suggested amendments include creating video and audio summaries of the information and testing the content with groups with various levels of digital and health literacy.The ALLIANCE continues to invite feedback, aiming to further develop the resource in partnership with stakeholders and citizens to understand:• How can people be best supported to use digital tools for their health, care and wellbeing?• Does our guide provide valuable information that can support people gain skills, knowledge and confidence in using digital tools for health and wellbeing?• How can people be best supported to take in this information?This third sector citizen led initiative is contributing to Scotland’s national digital priorities and technology enable care and supporting self management.ConclusionsDespite the existence of platforms which suggest digital health and care tools, there is currently no first-stop shop for understanding what digital health and care is.The Discover Digital Guide aims to bridge this gap and support citizens and community workers across Scotland develop their digital health and care literacy.Implications for applicability/transferability sustainability and limitationsDigital health and care literacy are issues that go beyond geographical boundaries, which presents opportunities for collaboration and knowledge sharing. Similarly, most digital tools and online resources can be accessed globally. This presents the possibility for collaborative global solutions and international person-centred learning. The ALLIANCE welcomes collaborative and coproduction opportunities.

Workshop – BackgroundLegislation to integrate health and social care was introduced in Scotland in 2014. The UWS Masters programme is designed for people involved in planning, commissioning or providing care and support across health, social care, housing, independent and third sectors, and those involved in education, regulation, inspection or assuring care qualityWorkshop - Aims and ObjectivesAim – to exchange insights on the role that interprofessional and cross sector education can play in transforming the landscape of integrated careObjectives1. To provide an overview of the learning from developing and participating in the MSc Leading People-Centred Integrated Care Programme2. To share stories of the benefits and challenges of leading and delivering integrated care and support3. To understand how cross sectoral education can help build capability for transformationWorkshop - Target audienceThe session is for anyone who has an interest in inter-professional education and building cross sector capability to lead and transform integrated practice and services. Target participants include professional leaders and managers from health, social care, third sector, housing and independent provider organisations, patients, carers, community groups and education providers.Workshop - Format• Welcome and overview of the session by chair - Anne Hendry 5 minutes• Background to the Leading People Centred Masters programme – Helen Rainey 5 minutes• Short interviews with Masters students - 20 minutes• Breakout discussions facilitated by team – 20 minutesDelegates will explore their individual learning needs, discuss opportunities for people from different sectors to build capability together, and consider how to meaningfully involve the lived experience of patients and carers within educational programmes• Feedback and plenary discussion – Facilitated by Mandy Andrew - 20 minutes• Wrap up.Workshop - Key Learnings/Take awayParticipants will reflect on their integrated care leadership journeys and identify their learning and development needs to optimise their contribution to leading transformation in their local system. Following the workshop the feedback will be collated and shared with IFICs special interest group on education for integrated care.

IntroductionCOVID-19 has highlighted the importance of solidarity and community resilience based on values of compassion and kindness. Compassionate Communities are citizen led social movements that aim to transform attitudes and behaviours around loneliness, isolation and loss. Informed by our evaluation of Compassionate Inverclyde, IFIC Scotland partners established an innovative Active Learning Programme (CCALP) to support adoption of the approach in other communities. Volunteers, community leaders, and health and care practitioners and managers co-designed a collaborative online programme based on Active Learning principles. An end of programme evaluation was undertaken by academic partners and by an independent consultant.Aims Objectives Theory or MethodsTen themed sessions were supported by a facilitator, peer coaches and subject experts. Learning Outcomes were to• explore the personal attributes and conditions to re-imagine place and create compassionate communities• understand the key elements required to work with different communities and their assets• explore and adapt tools that can be used to support engaging and influencing people and communities• enhance skills to value, empower, support and sustain volunteering, place making and compassionate communities.Appreciative inquiry methods were used to prompt feedback and ideas for improvement through an online questionnaire for all participants and facilitators, and in-depth interviews with five participants.Highlights or Results or Key Findings78 participants represented 39 rural and urban communities, including some with high levels of socio-economic deprivation. Their background experiences, contexts and expectations differed. A median of 12 people attended the monthly online sessions designed as small group discussions to build relationships, offer safe space for reflection and enable authentic sharing of experiences. Monthly Flash Reports enabled additional self- directed learning and sharing of useful tools and resources.Connecting virtually was not perceived as a barrier. Feedback was universally positive. Participants particularly valued the appreciative facilitation style; inspiring and honest guest speakers; meeting others with a shared perspective; sense of purpose in group discussions; and wholehearted caring for self and others. Sessions on leadership and community development helped participants understand concepts of social capital and public value. Most participants reported perceived personal growth, greater local influence and several people shared stories of impactful local changes.ConclusionsThe CCALP is already making a tangible contribution to our collective endeavour to build a fairer and more equal Scotland where people and communities live our values of kindness. Participants suggested ideas for improving the CCALP and several have offered to support and mentor a second cohort.Implications for applicability/transferability sustainability and limitationsTo recover from the health and economic shocks of COVID-19, we need to sustain more community led support for wellbeing. The CCALP is a promising way to build more resilient communities in Scotland. We are keen to co-design an international CCALP in partnership with IFICs Special Interest Groups and communities.

IntroductionIFICs international SIGs connect researchers, policy makers, practitioners and managers from health, social care, housing, voluntary sectors and people with lived experience. SIG members exchange diverse insights and expertise on specific topics and participate in webinars, study visits and symposia. SIGs enable members to collaborate on international action research and publications, as in our Delphi study of the characteristics of intermediate care models including transitional care . Across the globe, many systems are reimagining the design and delivery of rehabilitation services to make them more inclusive, equitable and sustainable. Effective sharing of insights and experience to enable personalised support for rehabilitation and recovery requires a common understanding of key concepts and principles in order to evaluate, compare and translate solutions into practice. Are we all talking about the same thing?BackgroundIFIC Scotland’s 'Reimagining rehabilitation and recovery' webinar July 2020 considered the continuum of care and support that contributes to recovery: social prescribing and signposting to voluntary and community assets; access to information and digital solutions to support self management; a reablement approach by unpaid carers and homecare providers to promote independence at home; psychological and emotional support for recovery as well as therapy led formal rehabilitation services. It is now time to tease apart or knit together our understanding of these key models and their respective contributions to recovery and support for independence and wellbeing.Aims and ObjectivesThis session will explore similarities and differences between reablement and rehabilitation. Participants will include experts by profession and by lived experience from the fields of rehabilitation, reablement, restorative care, self management, frailty, intermediate care and transitional care. They will consider definitions, principles and key dimensions of design and delivery that help to determine alignment or differentiate between the various models of reablement, rehabilitation, and restorative care and support for recovery and independence. The session will inform design of a comprehensive and collaborative international mapping project led by IFICs Intermediate Care, Ageing and Frailty and Self Management SIGs.FormatIntroduction and welcome – Anne Hendry 5 minutes• Outline of key concepts – Michelle Nelson and Sara Redmond 10 minutes• Small group discussion of inquiry questions – facilitated by Mandy Andrew - 30 minutes• Plenary feedback – All 15 minutes• Next steps and close.

A network is a way of making connections to enhance what we do, why we do it and when we do it. Our networks evolve naturally, personally and professionally through the people we know and the connections we make. How big or small our networks are depends on our personality, our role and preferred approach. As busy people where do we go to expand our knowledge network when we need to know something or someone? We may ask colleagues for advice, search the internet or social media. We may strike lucky within seconds, but we may return many hits that we have neither the time nor the skill to distil.To determine a network’s capacity to deliver its functions, we should ask whether its structure is the most appropriate one (Mendizabel & Hearn, 2011), revisiting the Network’s purpose ensures its adaptability. The structure and types of Networks were explored by Plastrik & Taylor (2006), Wilson-Grau (2007) with Battilana & Casciaro (2013) suggesting two types of networks: Cohesive and Bridging with the latter driving divergent change and the former non-divergent change. Kotter (2014) advocates two systems working simultaneously: hierarchies and network structures. This supports organisations to maximise network flexibility with hierarchy bureaucracy.Network leaders have to be authentic, adaptable and able to work with ambiguity. Leaders are ‘collaborative, accessible and engaged, acting as ‘facilitators’ rather than traditional bosses (The Health Foundation: Effective networks for improvement Learning Report 2014)As networks evolve and grow and support social change across boundaries their impact and evaluation is growing with the development of evaluation frameworks. Emerging evaluations contribute to the evidence of the necessity of networks to support the complexity of health and social care integration (Network Impact, Boston).The journey of health and care networks in Scotland evolved in 1999 through the concept of Managed Clinical/Care Networks focusing mainly on healthcare but with collaborative working between people with lived experience.Two National networks have operated in a similar health, care and cross sector landscape: the Improvement Network (IN), hosted by the Joint Improvement Team evolved in 2011 to support partnerships implement the Reshaping Care for Older People (RCOP) programme and Change Fund. The IN developed improvement tools, delivered a series of cross sector learning events, WebEx’s and eBulletins in collaboration with partners. These activities created the conditions for knowledge exchange, innovation, networking and benchmarking around the RCOP objectives and initiatives.The Leading Quality Network (LQN) was established, 2011, as a national leadership and quality improvement network to support the national Quality Strategy implementation. It delivered a series of collaborative masterclasses and learning events, developed Mentoring for Leading Quality, an online mentoring matching application, People Connect and Communities of Practice. The LQN Evaluation and Impact Review reported:-The importance of a clear and compelling Network purpose statement, developed by members, and meaningful to people within and out with the Network.- Networks are successful in connecting people from different organisations, backgrounds and specialties, providing mutual support to members, and access to expert resources.- Networks need a coherent and organised communications strategy, both to existing and potential new members.- To demonstrate effectiveness consider quantitative measures alongside qualitative measures of Network impact.- Networks are particularly effective in enabling members to share and discuss ideas, evidence, good practice and learning.The evolution of the IN and Integrated Care and Support will build on learning from The Health Foundations (THF) Network Maturity Model and THF ‘Effective networks for improvement’ which identifies the 5 core features for effective networks:- Common purpose- Cooperative structures- Critical mass- Collective intelligence- Community buildingWith the legislation of Adult Health and Social Care Integration in Scotland networks are well placed to lead and facilitate shared learning, links, connections and engagements between a variety of networks and communities of practices that support improvements in integrated care: within and across localities and partnerships at regional and national level; and beyond Scotland.The consolidation of the national improvement teams into the Integrated Improvement Resource offers the opportunity to maximise the learning from these networks, evidence of impact and evolving network theory to develop a network that is response to the improvement needs to support integrated care and health and social care integration and to share our learning across our national and international networks.Engagement with a wide range of stakeholders and improvement leads will be used to inform network scope, design, communications and reach of a network to support improvement for health and social care integration.

Quality improvement has been proposed as a means of enhancing health and social care on an international scale. Despite being a key stakeholder in health and social care delivery, there is a lack of evidence regarding the adoption of quality improvement in the voluntary sector. For this study, 21 semi-structured interviews and five focus groups were conducted with Scottish voluntary sector staff. A gap analysis was undertaken, and findings were used to co-create educational sessions that may aid capacity building. Our findings suggest that knowledge, adoption and practice of quality improvement are currently variable in the Scottish voluntary sector. Capacity building for improvement is most successful when supported with sector-specific examples and networking opportunities. We conclude that the current policy landscape provides an opportunity for national governments to involve the voluntary sector as an equal partner in the adoption of quality improvement. We make recommendations for researchers and policy makers on how this may be achieved.

IntroductionThe number of older people living with frailty is increasing. Awareness of frailty and capability to identify and manage frailty are essential for all who work with older people in any setting. This paper presents the learning from involving older citizens in a combined coaching and educational programme for community nurses in one NHS Board in Scotland.MethodsEthical approval was granted to recruit older citizens as co-coaches in a three phase exploratory qualitative study. Recruitment was facilitated via local NHS public involvement officer and co-coaches were fully involved in the design and delivery of the programme.ResultsTwo older people with lived experience of frailty were recruited as co-coaches to work alongside nine community nurse participants. The experience shared by the co-coaches in face to face and virtual sessions added an innovative and person centred dimension to the interactive learning experience. The citizen co-coaches reported they gained useful insights into the current challenges facing community nurses and integrated teams. Iterative and interactive dialogue between nurses and co-coaches informed co-production of the Frailty Matters House, an educational framework to support integrated teams caring for people living with frailty.DiscussionThe global pandemic prompted a shift from face to face to a virtual learning platform. The project officer had an important role to ensure the emotional, physical and digital support needs of the citizen co-coaches were addressed. Their involvement enabled the community nursing participants to gain a deeper understanding of what it means to live with frailty and the impact this can have on the lives of older people, their carers and families. This dialogue offered valuable insights and highlighted the conditions necessary to empower and support individuals with frailty to manage their conditions and live the lives they want to live.ConclusionThe involvement of older persons with lived experience of frailty was critical for the successful development and delivery of an innovative, person—centred coaching and educational programme. Participation by citizen co-coaches in co-design and co-delivery resulted in deeper empathy, improved skills and a meaningful educational framework for frailty informed by lived experience. Genuine co-production is possible with older persons living with frailty but requires mutual respect, attention to their emotional and physical wellbeing, and support to enable digital participation.Lessons Learned• Involving older people from the outset ensured inclusion of lived experience of frailty and created educational tools that were meaningful to older persons and clinicians• Creating an ethos of mutual respect and openness enabled older persons and professionals to listen and learn together• Recruitment of participants with lived experience of frailty was challenging despite using local public involvement processes.• Support for the emotional, physical and digital needs of the older citizen co-coaches was essential.Limitations• Participants were recruited from one discipline and in one NHS Board area in Scotland.Suggestions for future researchThe Frailty Matters House and involvement of citizen co-coaches in delivering a combined coaching and educational programme should be tested with other disciplines across wider health and care systems.

Background: The Face up to Frailty campaign is evolving from the EU Joint Action on Frailty ‘A comprehensive approach to promote a disability-free Advanced age in Europe: the ADVANTAGE JA initiative’.  Purpose: Our aim is to create the conditions to support the person centred engagement and co-production of a Face up to Frailty campaign with narrative from people who have lived experience of frailty, their families and unpaid carers. Generating messages for use by policy leads, advocates, professionals, and cross sector organisations implementing their frailty approach. This approach has been tested through a workshop in Madrid December 2018with calls to action to contribute to the European campaign which aims to: Raise awareness of the impact of frailty for individuals, families, communities and systems Support people to share their stories about living with frailty Influence policy leaders and commissioners about what they can do to improve lives Help people from all sectors to understand  what they can do to prevent and manage frailty Build readiness for a decade of active ageing aligned with the WHO Strategy and action plan Aims and Objectives: The workshop builds on the successful ICIC18 frailty workshop series through ADVANTAGE JA shared learning and legacy building. Workshop participants will be introduced to ADVANTAGE JA and the Face Up to Frailty concept and campaign. We will use interactive world café methodology and appreciative inquiry approach to facilitate small group discussions. Explore how they can develop and share messages, stories and pictures through their frailty development to promote a positive perspective on older people and a better understanding of their wealth of experience and life skills. Participants will have: A space for open, honest, values based reflection on their current engagement with people with lived experience, their families and carers and how this influences their approach to frailty. An opportunity to explore the Face Up to Frailty Campaign and mould to their context. Greater understanding on the approach to engagement and co-production Time for peer learning their engagement experiences, successes and challenges. Opportunity to draft their approach to their Face Up to Frailty action plan / pledge Format (timings, speakers, discussion, group work etc.)  90 minutes workshop Welcome and introductions from session Chair 5m ‘How do you involve the voice of lived experience in your context? 5m ADVANTAGE JA Frailty Roadmap key messages  5m Face Up to Frailty  2m              Facilitated group work  40m Commitments to action - Participants will consider how they will apply the learning and share their commitments / develop their Face Up to Frailty pledges 15m  Target audience: Policy makers, advocacy groups, organisational leaders and managers, health and social care professionals, regulators, commissioners, patients, unpaid carers as well as researchers engaged in integrated care. Learnings / take away: Understanding of ADVANTAGE JA and Face Up to Frailty approaches and resources: http://advantage/eu Develop their own Face Up to Frailty pledges Practical insight into how to engage and involve people and communities as equal partners Sign up to IFIC Preventing and Managing Frailty Special Interest Group and Integrated Care Matters webinar series.