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A collaborative model for workforce transformation

A collaborative model for workforce transformation. Dr Robin Gutteridge, Consultant in HWB Ann Saxon, Head of Workforce Development Dr Mahua Das, Post-Doctoral Fellow Centre for Health and Social Care Improvement, School of Health and Wellbeing. Aims of the workshop.

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A collaborative model for workforce transformation

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  1. A collaborative model for workforce transformation Dr Robin Gutteridge, Consultant in HWB Ann Saxon, Head of Workforce Development Dr Mahua Das, Post-Doctoral Fellow Centre for Health and Social Care Improvement, School of Health and Wellbeing

  2. Aims of the workshop • Discuss partnership ways of working for integrated new workforce development • Overview of two collaborative projects in progress • Summary of Action Research Model • Challenges and solutions: our learning Group discussion • Creative Solutions: your experience

  3. Project relationships for funding and integration Workforce project

  4. Challenges of partnership working Resources needed to establish: • Common vision • Shared aims • Effective systems and infrastructures • Measures of added value and impact

  5. Project 1 • Improving Staff Health and Wellbeing • NHS staff absence costs around £1.7 billion per annum (Boorman 2009)

  6. Project task groups: overview

  7. Action Research “learning by doing” - a group of people identify a problem, do something to resolve it, see how successful their efforts were, and if not satisfied, try again “ O’Brien (2001)

  8. PLANNING Evaluating Identifying Changing Collaborating Organising Reviewing Workforce Development REFLECTING ACTING Analysing Interviewing Reporting Collecting Discussing Investigating OBSERVING Workforce Transformation using Action Research

  9. Skills Analysis Survey Discovery Interviews Rapid review of the literature Bespoke Learning materials Personalisation workshop Service Evaluation Toolkit Developing competence and skills Walsall Dudley Sandwell Wolverhampton Care Pathways Frail Elderly COPD Diabetes Mental Health

  10. Our learning A partnership approach can convey • Speedier learning, • Reduced duplication, better integration • Shared workload reduces individual resource investment • Improved cross boundary team working • Mutual support in planning and management of transformational change • Greater coherence of workforce planning and service development across the health economy

  11. Your experience: Discussion groups • 1. What types of collaborative/partnership work have you experienced or think could be feasible ? • 2. Share creative solutions to achieve benefits realisation • 3. Share creative solutions to ensure impact and integration

  12. References • Boorman S., (2009) NHS Health and Wellbeing Leeds, Department of Health • Burns D., (2007). Systemic Action Research: A strategy for whole system change. Bristol, Policy Press • Department of Health (2009). Transforming Community Services: Resource Pack for Commissioners of Community Services, London, Department of Health • McNiff. J., (2002). Action research for professional development: concise advice for new action researchers, • O’Brien R., (2001). An Overview of the Methodological Approach of Action Research, In Roberto Richardson (Ed.), Theory and Practice of Action Research. João Pessoa, Brazil: Universidade Federal da Paraíba. (English version) • Reason P., Bradbury, H., (Eds.) (2001). Handbook of Action Research: Participative Inquiry and Practice, Thousand Oaks, CA, Sage

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