This case study looks at how IPS in Manchester was set up, its outcomes, challenges, and key learning points. It focuses on the change of culture that was needed within community mental health teams to make employment support a key aspect of services offered to people, recognising the significant health benefits.
Wirral Metropolitan College Health and Social Care team have produced a 2 day course “Introduction to the principles of End of Life Care” with support, help, advice from the Wirral End of Life Care facilitators and Cheshire and Merseyside Cancer Network. To date 8 programmes have been delivered by college tutors to a total of 130 staff with very positive feedback from both the attendees and their managers. In almost all cases people attending the course feel they have increased confidence, skills and knowledge and most feel they will benefit from the training and apply it in practice.
The Cheshire End of Life Care Service Model, operational since 2010, ensures that the national end of life care tools are fully utilised across all care settings in Central and Eastern Cheshire. The model is a collaborative partnership across primary and acute care, hospices, care homes, further voluntary sector partners and social care. One of the model’s long-term aims is to integrate End of Life Care (EOLC) competency frameworks into workforce development for health and social care staff. This case study demonstrates how this has been successfully achieved in practice.
This document introduces HMP Styal which is a closed security prison for female adults and young offenders. It gives an overview of the type of healthcare that is delivered within this setting, as well as the workforce required to support this service.Healthcare for prisoners is a very important aspect of HMP Styal’s services. The healthcare services are a key partner within HMP Styal and by working in a transparent and cohesive approach with other organisations provide a significant contribution to a number of agendas.
Liverpool Community Health Trust (LCH) launched a whole scale workforce development programme in 2012 that will build capacity and capability within the workforce to deliver health chats/lifestyle brief interventions alongside patient care.The programme is a two year project to provide all Liverpool Community Health staff and volunteers with training, aligned to the NHS Yorkshire and Humber Making Every Contact Count (MECC) Framework.The programme, known as ECC, forms part of LCH’s public health strategy, which sets out the organisation’s vision to embed prevention as part of its service de
Blackpool Teaching Hospitals NHS Foundation Trust, in partnership with Public Health Blackpool, recognised the need for a training programme for staff on Alcohol ‘Identification and Brief Advice’ following the introduction of the alcohol liaison nurse specialist (ALNS) team.As part of its public health strategy, the Trust started implementing this training in September 2010, to identify and manage health promotion needs (such as the identification of, and brief advice for, patients who misuse alcohol), which are key to promoting the health of patients, visitors and staff.
An event was held by Skills for Care on 8th May 2013 aimed at leaders and managers of care services who wished to find out more about workforce development in order to provide quality end of life care (EOLC) services. This overview document provides detail on six End of Life Care tools, as well as the Common Core Principles for Dignity.
Preceptorship is a well evidenced mechanism to support the transition of newly qualified Health Care Professional to competent practitioner. It can reduce transitional stress associated with realising their full accountability whilst being a novice competent Health Care Practitioner by being provided with structured support, advice and from a colleague.
Health Education England’s mandate recognises the importance of the integrated care agenda. It commits to work closely with the Health and Social Care sector on workforce planning, modelling, training and development, to ensure a workforce responsive to the changing models of care both now and in the future.To ensure the success of integrated Health and Social Care the workforce needs to support redesign and this can only be achieved if this runs in parallel with workforce development.
A pilot staff training programme was launched in 2010 by Calderstones Partnership NHS Foundation Trust. It was made up of autism-specific interventions and was targeted at a core ward team supporting several men with autism.