Building capacity for transformation through practice development: two case studies in NHS Trusts, England
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There is some published evidence on how practice development manages to establish a strategic foothold within an organisation. There is less evidence on how it can be embedded and sustained in large organisations over time. The aim of this chapter is to offer an insight into practice development work within two NHS Trusts. We begin with Jill updating on the practice development work undertaken at Cambridge University Hospitals (CUH) NHS Foundation Trust 2000-2005, previously Addenbrooke's NHS Trust, to see how it has been able to maintain a presence within this organisation. The main section of this chapter is about an innovative practice development partnership between an NHS Trust in East Sussex (East Sussex Healthcare NHS Trust (ESHT)) and The England Centre for Practice Development at Canterbury Christchurch University in Kent. The partnership has led to a collaborative strategic approach to practice development within nursing and midwifery, committed to developingflourishingpeopleandplaces(Gaffney,2011;Seligman,2011).Attheheartofthis work lies a creative new joint professorial position driving forwards practice development. One of the authors (Jan) presents an overview of how this work is being achieved in the Trust during organisational redesign and ongoing complexities and also includes examples of some of the current work. Finally, the chapter concludes with an external perspective from IrenaAnna offering a short critique of the preceding sections.
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