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Strengthening healthcare communities through knowledge exchange

Strengthening healthcare communities through knowledge exchange. Fergal Jones, Applied Psychology And DouG MacINNES , CENTRE FOR HEALTH AND SOCIAL CARE RESEARCH. Project Collaborators. Esther De Weger (KTP associate for KTP 1) Doug MacInnes (lead academic for KTP 1 and 2)

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Strengthening healthcare communities through knowledge exchange

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  1. Strengthening healthcare communities through knowledge exchange Fergal Jones, Applied Psychology And DouGMacINNES, CENTRE FOR HEALTH AND SOCIAL CARE RESEARCH

  2. Project Collaborators Esther De Weger (KTP associate for KTP 1) Doug MacInnes (lead academic for KTP 1 and 2) Fergal Jones (knowledge based supervisor for KTP 1 and 2) Steve Francis & John Enser (Oxleas management and supervision for KTP 1) Debbie Green & Iain Dimond (Oxleas management and supervision for KTP 2) Amanda Hutson, Jenny Witherden & Penny Keogh (RED, CCCU for KTP 1 and 2) Tony Lavender (CCCU supporting academic for KTP 1) Terry Corner (KTP regional adviser for KTP 1 and 2)

  3. Overview General principles and context Project 1: Embedding remote communication technology Project 2: Supporting the employment of service-users as staff Reflections

  4. General principles improved communication and greater understanding of others can strengthen communities, improved understanding and connection between people can reduce stigmatization and increase the quality of interactions, innovative approaches and technologies can support community development despite increased pressure on budgets.

  5. Knowledge Transfer Partnerships between Universities and business (incl. NHS) Aims to support innovation Business and government co-funding http://www.ktponline.org.uk/ Support from Research and Enterprise Development Centre And regional advisor

  6. Our Partner: Oxleas NHS Foundation Trust • Provides mental health, learning disability and community health services • Workforce of 3,000+, serving a population of 773,000 • Commitment to innovation • Tightening NHS budgets • Existing good relationships

  7. KTP 1: The challenge • Oxleas’ serves a large and growing geographical area • High quality care needed to be provide more effectively as budgets are squeezed • Resources lost as a result of staff travel time • Missed meetings and less than ideal communication have contributed to delayed discharges

  8. KTP 1: The response • Embedding remote communication technology in culture and practices of Oxleas’ services • Challenge of cultural change • The project included: • stakeholder consultation • creating an effective working model that supported cultural change • developing a system for evaluating the model • a detailed evaluation

  9. KTP 1: Outcomes Contributed to 75% reduction of patients staying 2-3 months on the wards Staff travel savings up to the 1st week of Feb ’12 of £6817.79 Proposed savings of about £760k over the following three years Provided opportunities to bid for contracts in different geographical areas and ‘markets’ • Number of included sites substantially expanded by Trust, with on going funding approved. • Project awarded the highest grade (outstanding) in a subsequent review by the funder.

  10. KTP 2: The challenge • The importance of services making available staff or volunteers who are able to share their lived experience • Developing the ‘peer support worker’ (PSW) role into formal paid and unpaid posts • Aiming to transform all stakeholders’ experience of services Need to redesign the existing model for workforce development

  11. KTP 2: The application • KTP Application: To redesign employment processes to ensure the sustainable implementation of individuals with lived experience of mental health as peer support workers • KTP was awarded in April 2013 with a proposed start date of October 2013. • £194,640 co-funded by Oxleas and the Technology Strategy Board, for a 3 year project • Currently in the recruitment process for a KT associate

  12. KTP 2: The plan • Phase 1 will devise data collection methods and engages identified stakeholders. • Phase 2 develops an operational and evaluative model for inclusion of PSWs • Phase 3 PSWs are employed and trained; organisation processes refined • Phase 4 Peer support service rolled out through Trust and processes embedded • Dissemination to partner organisations & national training

  13. Reflections Necessity of support from RED and KT advisor Value of existing relationships with partners Building confidence with partners Cultural change in partner organisation Awareness of current initiatives/difficulties and revise project accordingly Clear and consistent communication between the project team

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