Journal of Integrated Care, 29(2), 2021, pp.141-152.
Publisher:
Emerald
...as a catalyst for wider service improvements. It can enhance staff confidence to profile the importance of service user involvement, persuading their colleagues of its benefits and challenging practice where co-production is not happening. However, a collective leadership and a shared language on co-production are still needed to develop inclusive organisational cultures. Originality/value: This was the first
(Edited publisher abstract)
Purpose: This paper explores the perceptions of a small cohort of participants in the “Involving People” programme. This 35-week course recruited staff from across statutory, voluntary and charity sectors who aimed to lead and develop change initiatives within their respective organisations. The study captured staff views on the extent to which their training in co-production enabled them to deliver sustainable service improvement within their organisations. Design/methodology/approach: This was a small scale, qualitative study, using a purposive sampling approach. Of the 18 staff participants, 5 agreed to participate in face-to-face semi-structured interviews. Through a process of free text analysis, several themes and sub-themes were identified. Findings: Several barriers and opportunities were highlighted coupled with suggestions on changes to public service delivery based on equal and reciprocal relationships between professionals, service users and their families. Organisational structures and silo working still act as an inhibiter for real change. Research limitations/implications: Additionally, it was demonstrated that training in the area of co-production can act as a catalyst for wider service improvements. It can enhance staff confidence to profile the importance of service user involvement, persuading their colleagues of its benefits and challenging practice where co-production is not happening. However, a collective leadership and a shared language on co-production are still needed to develop inclusive organisational cultures. Originality/value: This was the first study of its kind in Northern Ireland which highlighted that there was a need for a collective leadership and a shared language on co-production to develop inclusive organisational cultures.
(Edited publisher abstract)
Subject terms:
integrated care, co-production, user participation, leadership;
...and report on leadership within regulated services, and on how the Authority reports its assessment of a service against four levels of achievement: safety, effectiveness, compassion, and leadership. The consultation closes on 29 April 2016.
(Edited publisher abstract)
This document sets out the proposed changes to the Regulation and Quality Improvement Authority (RQIA) approach to inspection of regulated services and how the new methodology of inspection and of reporting on outcomes will improve the inspection processes and have a positive impact on the outcomes for health and social care service users. The consultation seeks views on the proposal to inspect and report on leadership within regulated services, and on how the Authority reports its assessment of a service against four levels of achievement: safety, effectiveness, compassion, and leadership. The consultation closes on 29 April 2016.
(Edited publisher abstract)
International Journal of Leadership in Public Services, 7(4), 2011, pp.256-272.
Publisher:
Emerald
Governance is an emerging aspect of social care organisations, which is essentially about a professionally-led approach to quality and risk management. In order to engage social workers in the development of social care governance (SCG) it is important to understand their perspectives. This study set out to evaluate the knowledge and practice of social workers regarding SCG 5 years after its introduction in the South Eastern Health and Social Care Trust in Northern Ireland. A self-administered questionnaire was completed by 123 social workers employed by the Trust. The respondents were from a wide range of grades, aspects of work (practice, management and training) and both children's and adult services. Approximately, 60 % of social workers thought themselves knowledgeable on SCG, but this self-reported knowledge was considerably higher amongst managers and trainers than practitioners. The risk register was familiar to 61% of respondents. Social workers thought that useful ways to learn about SCG were team meetings, local workshops, and engagement in developmental projects rather than training events. The findings indicate that further work is needed to engage social workers with the systems being developed to implement accountability and support through SCG.
Governance is an emerging aspect of social care organisations, which is essentially about a professionally-led approach to quality and risk management. In order to engage social workers in the development of social care governance (SCG) it is important to understand their perspectives. This study set out to evaluate the knowledge and practice of social workers regarding SCG 5 years after its introduction in the South Eastern Health and Social Care Trust in Northern Ireland. A self-administered questionnaire was completed by 123 social workers employed by the Trust. The respondents were from a wide range of grades, aspects of work (practice, management and training) and both children's and adult services. Approximately, 60 % of social workers thought themselves knowledgeable on SCG, but this self-reported knowledge was considerably higher amongst managers and trainers than practitioners. The risk register was familiar to 61% of respondents. Social workers thought that useful ways to learn about SCG were team meetings, local workshops, and engagement in developmental projects rather than training events. The findings indicate that further work is needed to engage social workers with the systems being developed to implement accountability and support through SCG.
Subject terms:
leadership, organisational culture, quality assurance, risk, social workers;
This report explores the state of innovation in the public sector in Northern Ireland and what helps it to become more embedded. It summarises themes and views emerging from a wide-ranging consultation with senior leaders and staff in the Northern Ireland Civil Service, carried out jointly by the Innovation Lab at the Department of Finance, Northern Ireland and the Centre for Effective Services. The report offers a definition of innovation; identifies some key characteristics of innovation; and discusses the different stages of innovation. It offers eight ideas to help leaders unlock innovation in the public sector. The report concludes that an innovation process, planning for implementation, and organisational culture all play a part in embedding innovation within public services.
(Edited publisher abstract)
This report explores the state of innovation in the public sector in Northern Ireland and what helps it to become more embedded. It summarises themes and views emerging from a wide-ranging consultation with senior leaders and staff in the Northern Ireland Civil Service, carried out jointly by the Innovation Lab at the Department of Finance, Northern Ireland and the Centre for Effective Services. The report offers a definition of innovation; identifies some key characteristics of innovation; and discusses the different stages of innovation. It offers eight ideas to help leaders unlock innovation in the public sector. The report concludes that an innovation process, planning for implementation, and organisational culture all play a part in embedding innovation within public services.
(Edited publisher abstract)
Subject terms:
innovation, public sector, service development, organisational culture, outcomes, leadership;
Drawing on interviews with health service leaders, experts and clinicians, the report considers four main themes that emerged as important factors for lack of progress. These are: the level of ambition; centralisation and the space for initiative; public leadership and taking difficult decisions; and openness to learning and scrutiny. The report finds that the political vacuum and culture...
(Edited publisher abstract)
This report examines the factors that may be helping or hindering efforts to improve the health and social care system in Northern Ireland. Reviews carried out over the last 20 years have identified the need for the following changes: a reduction on its reliance on hospitals, centralisation of some services at a smaller number of sites, and focus more on prevention and keeping people healthy. Drawing on interviews with health service leaders, experts and clinicians, the report considers four main themes that emerged as important factors for lack of progress. These are: the level of ambition; centralisation and the space for initiative; public leadership and taking difficult decisions; and openness to learning and scrutiny. The report finds that the political vacuum and culture of centralisation are delaying reform. It reports a lack of ambition around tackling waiting times for planned care, little sign of the intended shift of care and resources into care outside hospital; and that a high degree of centralisation in health and social care in Northern Ireland restricts the initiative and experimentation necessary for complicated change. It is the second in a series of Nuffield Trust reports looking at what UK health systems can learn from one another.
(Edited publisher abstract)
Subject terms:
health care, social care provision, policy, politics, leadership, care reform;
This document aims to standardise the content and delivery of quality improvement (QI) learning and development programmes throughout the health and social care system in Northern Ireland and provide a guide for those involved in the design of future QI programmes. The key principles for the development of programmes are aligned to the Q2020 Attributes Framework for Health and Social Care. The Framework was published in 2014 to help individuals to assess their knowledge and skills in relation to QI and assess their future learning and development needs. The levels are: Level 1 - strengthening foundations for improvement, for all staff including those in training; Level 2 - delivering improvement, for staff who are in charge of small teams/projects; Level 3 - Driving improvement; for staff who are leading larger teams/services; Level 4 – Directing improvement. This document outlines level 1, level 2 and level 3 in relation to: timeframe, content, faculty and evaluation. The key principles for level 4 will be developed and a revised version will be issued by the end of 2019.
(Edited publisher abstract)
This document aims to standardise the content and delivery of quality improvement (QI) learning and development programmes throughout the health and social care system in Northern Ireland and provide a guide for those involved in the design of future QI programmes. The key principles for the development of programmes are aligned to the Q2020 Attributes Framework for Health and Social Care. The Framework was published in 2014 to help individuals to assess their knowledge and skills in relation to QI and assess their future learning and development needs. The levels are: Level 1 - strengthening foundations for improvement, for all staff including those in training; Level 2 - delivering improvement, for staff who are in charge of small teams/projects; Level 3 - Driving improvement; for staff who are leading larger teams/services; Level 4 – Directing improvement. This document outlines level 1, level 2 and level 3 in relation to: timeframe, content, faculty and evaluation. The key principles for level 4 will be developed and a revised version will be issued by the end of 2019.
(Edited publisher abstract)
Subject terms:
quality improvement, health care, social care, standards, training, staff development, leadership;
...to provide care when and where it is needed; and ensure that the administrative and management structures make it easier for staff to look after the public, patients and clients. Key components of this approach include: partnership work, improving quality and safety, investing in the workforce, leadership and culture, and ehealth and better use of technology.
(Edited publisher abstract)
Sets out a commitment to transform the health and social care system in Northern Ireland to ensure: people are supported to make informed choices and take control of their own health and wellbeing; have access to safe, high quality care when they need it and are treated with dignity, respect and compassion; staff are empowered and supported to do what they do best; and services are efficient and sustainable for the future. The proposed changes aim to build capacity in communities and in prevention to reduce inequalities and ensure the next generation is healthy and well; provide more support in primary care to enable more preventive and proactive care, and earlier detection and treatment of physical and mental health problems; reform community and hospital services so that they are organised to provide care when and where it is needed; and ensure that the administrative and management structures make it easier for staff to look after the public, patients and clients. Key components of this approach include: partnership work, improving quality and safety, investing in the workforce, leadership and culture, and ehealth and better use of technology.
(Edited publisher abstract)
Subject terms:
health care, prevention, leadership, staff development, digital technology, policy formulation;
This short report draws out four key themes from the findings of three independent reports from the Parliamentary and Health Ombudsman, the Health Select Committee and the Choice in End of Life Care Programme Board ('Choice Review') on end of life care. The key themes identified are: the need for leadership to give end of life care greater priority; an increase in the well-coordinated community
(Edited publisher abstract)
This short report draws out four key themes from the findings of three independent reports from the Parliamentary and Health Ombudsman, the Health Select Committee and the Choice in End of Life Care Programme Board ('Choice Review') on end of life care. The key themes identified are: the need for leadership to give end of life care greater priority; an increase in the well-coordinated community-based care; support for the workforce to enable them to deliver compassionate and competent care; and fairness and equality in the access and quality of end of life care. The report argues that the scale and rate of change needs to be stepped up to improve the quality of care for people at end of life. The National Council for Palliative Care (NCPC) also calls for a review into how dying, death and bereavement are dealt with across government departments and public bodies. This would not only focus on improving end of life care, but on issues such as how the benefits system supports people who are terminally ill, are carers or who have been bereaved; and bereavement support in the workplace.
(Edited publisher abstract)
Subject terms:
end of life care, palliative care, government policy, community health care, leadership, staff development, access to services;
Nonprofit and Voluntary Sector Quarterly, 40(6), December 2011, pp.990-1004.
Publisher:
Sage
The current global recession has increased resource pressures on voluntary organisations in many social service sectors, reducing the choices that organisational leaders can make in the face of changing resources. Not all organisational leaders face the same set of viable choices in the face of both changing demands from funding bodies and highly dynamic resource niches. Drawing on theories of organisational change, it is possible to identify three key factors that will serve to limit the tactics that voluntary organisations can employ: niche-level dynamics, niche density, and the presence of organisational champions. In this article, these three factors are highlighted through an analysis of the effects of the economic recession in Northern Ireland on two subsectors: community development and youth-serving organisations. The author concludes with a call for greater theoretical development of the resource niche as an appropriate unit of analysis in this sector.
The current global recession has increased resource pressures on voluntary organisations in many social service sectors, reducing the choices that organisational leaders can make in the face of changing resources. Not all organisational leaders face the same set of viable choices in the face of both changing demands from funding bodies and highly dynamic resource niches. Drawing on theories of organisational change, it is possible to identify three key factors that will serve to limit the tactics that voluntary organisations can employ: niche-level dynamics, niche density, and the presence of organisational champions. In this article, these three factors are highlighted through an analysis of the effects of the economic recession in Northern Ireland on two subsectors: community development and youth-serving organisations. The author concludes with a call for greater theoretical development of the resource niche as an appropriate unit of analysis in this sector.
Subject terms:
leadership, social care provision, voluntary organisations, youth work, community development, economics;
...achievements and outcomes; provision for learning; and leadership and management. The evidence from this evaluation shows that satisfactory to good progress has been made in the early development of the programme. The evaluation identifies several key areas for development which includes training and development, the dissemination of existing good practice, access to external specialist advice and support
There are 32 SureStart programmes across Northern Ireland. The primary target of SureStart is children under 4 years of age and their families who are living in areas within the 20% of most disadvantaged wards. This report summarises the findings of a detailed evaluation carried out by the Education and Training Inspectorate of the programme for 2-year-olds within the SureStart centres. During November 2009, 9 SureStart centres were visited and a total of 18 programmes were evaluated. The evaluation methodology included a self-evaluating proforma completed by SureStart management, observations made by the inspection team, and discussions held with the various stakeholders. This report summarises the findings of this evaluation under the following four main headings: overall effectiveness; achievements and outcomes; provision for learning; and leadership and management. The evidence from this evaluation shows that satisfactory to good progress has been made in the early development of the programme. The evaluation identifies several key areas for development which includes training and development, the dissemination of existing good practice, access to external specialist advice and support, and more effective collaborative working practices.
Subject terms:
inspection, leadership, pre-school children, social programmes, child development, education, family support;