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2009 The Journal of Mental Health Training, Education and Practice
doi: 10.1108/17556228200900012
The issue of responsibility and accountability is central to the development of New Ways of Working (NWW), and has also been central to the concerns that members of some professions have expressed about it. Clarity about who is responsible for what, and who is accountable to whom, is particularly important when there are new types of worker roles in the team, and when existing workers are working in a different way or extending their role. NWW emphasises the appropriate distribution of responsibility and team decision‐making, which together are designed to promote patient safety. Distributing responsibility and accountability does not mean diluting or diffusing it; this model supports all workers being responsible for the standards of their own practice, and moves away from the ill‐defined, and perhaps unrealistic, notion of the doctor being ultimately responsible for all patients.The National Workforce Programme has worked with a wide range of stakeholders, including professional regulators and employers, to produce guidance on responsibility and accountability. This guidance is currently in draft form and will be published on the New Ways of Working website (www.newwaysofworking.org.uk) as soon as the final version is published.
2009 The Journal of Mental Health Training, Education and Practice
The issue of responsibility and accountability is central to the development of New Ways of Working (NWW), and has also been central to the concerns that members of some professions have expressed about it. Clarity about who is responsible for what, and who is accountable to whom, is particularly important when there are new types of worker roles in the team, and when existing workers are working in a different way or extending their role. NWW emphasises the appropriate distribution of responsibility and team decision-making, which together are designed to promote patient safety. Distributing responsibility and accountability does not mean diluting or diffusing it; this model supports all workers being responsible for the standards of their own practice, and moves away from the ill-defined, and perhaps unrealistic, notion of the doctor being ultimately responsible for all patients. The National Workforce Programme has worked with a wide range of stakeholders, including professional regulators and employers, to produce guidance on responsibility and accountability. This guidance is currently in draft form and will be published on the New Ways of Working website (www.newwaysofworking.org.uk) as soon as the final version is published.
2009 The Journal of Mental Health Training, Education and Practice
This paper will review aspects of current policy in mental health with specific reference to policy that has a values focus. In this context, values refers to the standards and expectations we hold and which we use to guide aspects of practice performance. Service users state that core values that support, respect choice, collaboration, and customer service are critical foundation stones of a trusting therapeutic relationship. Attending to these foundations for practice has merit in ensuring the quality of care delivery in mental health. This paper will analyse what this means for the mental health workforce in their engagement with service users and delivery of policy priorities. Finally, the paper will explore resources, such as the Ten Essential Shared Capabilities (see Appendix 1 ), which support engagement and ongoing promotion of person-centred mental health care.
2009 The Journal of Mental Health Training, Education and Practice
doi: 10.1108/17556228200900013
This paper will review aspects of current policy in mental health with specific reference to policy that has a values focus. In this context, values refers to the standards and expectations we hold and which we use to guide aspects of practice performance. Service users state that core values that support, respect choice, collaboration, and customer service are critical foundation stones of a trusting therapeutic relationship. Attending to these foundations for practice has merit in ensuring the quality of care delivery in mental health. This paper will analyse what this means for the mental health workforce in their engagement with service users and delivery of policy priorities. Finally, the paper will explore resources, such as the Ten Essential Shared Capabilities (see Appendix 1), which support engagement and ongoing promotion of person‐centred mental health care.
2009 The Journal of Mental Health Training, Education and Practice
doi: 10.1108/17556228200900014
The New Ways of Working national programme was started by psychiatrists (through the Royal College of Psychiatrists) when it became apparent that the roles they were being asked to carry out were unrealistic in their demands. This had contributed to a drop in recruitment and early retirement for psychiatrists in post. The New Ways of Working programme led to a reconfiguration of mental health services in many areas and an increase in the numbers of psychiatrists as well as improved levels of job satisfaction.This paper describes some of the challenges that still need to be met if New Ways of Working is to be fully implemented.
2009 The Journal of Mental Health Training, Education and Practice
The New Ways of Working national programme was started by psychiatrists (through the Royal College of Psychiatrists) when it became apparent that the roles they were being asked to carry out were unrealistic in their demands. This had contributed to a drop in recruitment and early retirement for psychiatrists in post. The New Ways of Working programme led to a reconfiguration of mental health services in many areas and an increase in the numbers of psychiatrists as well as improved levels of job satisfaction. This paper describes some of the challenges that still need to be met if New Ways of Working is to be fully implemented.
2009 The Journal of Mental Health Training, Education and Practice
This paper provides a review of the impact of three of the six work streams from the New Ways of Working for Applied Psychologists. The organisational change model of Beckhard and Harris (1989) is used to evaluate why the recommendations of the reports are being adopted at different speeds. Evidence that all are being used is presented. The paper starts with a restatement of the purpose of applied psychology that was developed during the work and is likely to stand the test of time.
2009 The Journal of Mental Health Training, Education and Practice
doi: 10.1108/17556228200900015
This paper provides a review of the impact of three of the six work streams from the New Ways of Working for Applied Psychologists. The organisational change model of Beckhard and Harris (1989) is used to evaluate why the recommendations of the reports are being adopted at different speeds. Evidence that all are being used is presented. The paper starts with a restatement of the purpose of applied psychology that was developed during the work and is likely to stand the test of time.
Christine Healey; Catherine Mills; Vikki Fahey; Cathy Hyde‐Price; Jinesh Shah; Peter Kinderman
2009 The Journal of Mental Health Training, Education and Practice
doi: 10.1108/17556228200900016
The New Ways of Working (NWW) initiative was launched in 2004 to build a more flexible and skilled mental health workforce. This paper explores the journey through inpatient care under a new acute care team (ACT) model, piloted in Mersey Care NHS Trust as part of the redesign of services under the NWW. Fourteen service users were interviewed face‐to‐face, using an interview schedule of open‐ended questions administered by service user and carer interviewers. Service user perspectives on the admission process and inpatient care were reported as predominantly negative. Service user perspectives on the discharge process and aftercare were reported as predominantly positive. The need for clear and unambiguous care pathways, adequate information, good communication, and to have continuity of care and positive relationships with staff emerged as key themes.
Healey, Christine ; Mills, Catherine ; Fahey, Vikki ; Hyde-Price, Cathy ; Shah, Jinesh ; Kinderman, Peter
2009 The Journal of Mental Health Training, Education and Practice
The New Ways of Working (NWW) initiative was launched in 2004 to build a more flexible and skilled mental health workforce. This paper explores the journey through inpatient care under a new acute care team (ACT) model, piloted in Mersey Care NHS Trust as part of the redesign of services under the NWW. Fourteen service users were interviewed face-to-face, using an interview schedule of open-ended questions administered by service user and carer interviewers. Service user perspectives on the admission process and inpatient care were reported as predominantly negative. Service user perspectives on the discharge process and aftercare were reported as predominantly positive. The need for clear and unambiguous care pathways, adequate information, good communication, and to have continuity of care and positive relationships with staff emerged as key themes.
Turpin, Graham ; Clarke, Jeremy ; Duffy, Ruth ; Hope, Roslyn
2009 The Journal of Mental Health Training, Education and Practice
Two years ago, we published within this journal a scoping article (Turpin et al, 2006) concerning the urgent need to review and enhance the workforce responsible for delivering psychological therapies to people seeking help for common mental health problems in primary care (London School of Economics, 2006). We estimated that the demand for such interventions, the service models that might deliver increased capacity for psychological treatments, the implications for workforce numbers and the impact that this would have on education and training. Much of the thinking that was adopted within the review was based on current development work around the mental health workforce led by the National Workforce Programme sponsored by the National Institute for Mental Health England (NIMHE) on New Ways of Working (NWW). The current paper reflects on the process and the added value that NWW has contributed to what is a radical new venture, which has been described by the lead evaluator of the pilot Improving Access for Psychological Therapies (IAPT) phase, Professor Glenys Parry, as 'the industrialisation of psychological therapies' . More specifically, it reviews the implementation of a national programme designated as IAPT, which was commissioned on the basis of the NWW work, and the evidence accrued from the IAPT national demonstration sites at Doncaster and Newham, together with the efforts of Lord Layard and the New Savoy Partnership. The first year implementation of IAPT is described, together with the lessons learned from the roll out. As the programme has developed, it has become important to ensure that clients also have a choice of evidence-based interventions. NWW has provided a means to help practitioners come together from a range of therapeutic orientations and professions to contribute to this more diverse workforce. Finally, it is argued that NWW has been instrumental in helping managers and professions alike think more flexibly about service models and provision, and how to develop a new workforce competent to deliver such an innovative service.
Turpin, Graham; Clarke, Jeremy; Duffy, Ruth; Hope, Roslyn
2009 The Journal of Mental Health Training, Education and Practice
doi: 10.1108/17556228200900017
Two years ago, we published within this journal a scoping article Turpin et al, 2006 concerning the urgent need to review and enhance the workforce responsible for delivering psychological therapies to people seeking help for common mental health problems in primary care London School of Economics, 2006. We estimated that the demand for such interventions, the service models that might deliver increased capacity for psychological treatments, the implications for workforce numbers and the impact that this would have on education and training. Much of the thinking that was adopted within the review was based on current development work around the mental health workforce led by the National Workforce Programme sponsored by the National Institute for Mental Health England NIMHE on New Ways of Working NWW.The current paper reflects on the process and the added value that NWW has contributed to what is a radical new venture, which has been described by the lead evaluator of the pilot Improving Access for Psychological Therapies IAPT phase, Professor Glenys Parry, as 'the industrialisation of psychological therapies'. More specifically, it reviews the implementation of a national programme designated as IAPT, which was commissioned on the basis of the NWW work, and the evidence accrued from the IAPT national demonstration sites at Doncaster and Newham, together with the efforts of Lord Layard and the New Savoy Partnership.The first year implementation of IAPT is described, together with the lessons learned from the roll out. As the programme has developed, it has become important to ensure that clients also have a choice of evidencebased interventions. NWW has provided a means to help practitioners come together from a range of therapeutic orientations and professions to contribute to this more diverse workforce. Finally, it is argued that NWW has been instrumental in helping managers and professions alike think more flexibly about service models and provision, and how to develop a new workforce competent to deliver such an innovative service.
Graham Turpin; Jeremy Clarke; Ruth Duffy; Roslyn Hope
2009 The Journal of Mental Health Training, Education and Practice
doi: 10.1108/17556228200900008
Two years ago, we published within this journal a scoping article (Turpin et al, 2006) concerning the urgent need to review and enhance the workforce responsible for delivering psychological therapies to people seeking help for common mental health problems in primary care (London School of Economics, 2006). We estimated that the demand for such interventions, the service models that might deliver increased capacity for psychological treatments, the implications for workforce numbers and the impact that this would have on education and training. Much of the thinking that was adopted within the review was based on current development work around the mental health workforce led by the National Workforce Programme sponsored by the National Institute for Mental Health England (NIMHE) on New Ways of Working (NWW).The current paper reflects on the process and the added value that NWW has contributed to what is a radical new venture, which has been described by the lead evaluator of the pilot Improving Access for Psychological Therapies (IAPT) phase, Professor Glenys Parry, as 'the industrialisation of psychological therapies'. More specifically, it reviews the implementation of a national programme designated as IAPT, which was commissioned on the basis of the NWW work, and the evidence accrued from the IAPT national demonstration sites at Doncaster and Newham, together with the efforts of Lord Layard and the New Savoy Partnership.The first year implementation of IAPT is described, together with the lessons learned from the roll out. As the programme has developed, it has become important to ensure that clients also have a choice of evidence‐based interventions. NWW has provided a means to help practitioners come together from a range of therapeutic orientations and professions to contribute to this more diverse workforce. Finally, it is argued that NWW has been instrumental in helping managers and professions alike think more flexibly about service models and provision, and how to develop a new workforce competent to deliver such an innovative service.