Using a supervisory framework to support and evaluate a multiproject practice development programme

Abstract

The paper describes a multiproject practice development programme undertaken over a period of 1 year. The background and development of the programme are outlined, whilst attention is paid to the innovatory nature of the work, particularly the use of inductive, deductive and integrated approaches to both change implementation and project supervision. The programme was monitored throughout using different data sources and the paper uses evaluative material retrospectively to provide answers to organizational and professional difficulties which arose during the course of the programme. The authors conclude that the use of combinations of different models for practice development has potential, but requires careful supervision. They also recommend that those involved in practice development are made fully aware of its local or micropolitics, and develop strategies to deal with change before it occurs, not after it has taken place.

Getting evidence into practice: the role and function of facilitation

“…1994 ), the aim being to challenge existing practice and support the development of new ways of working. An emphasis on experiential learning, critical reflection and changing practice cultures is also apparent in much of the literature on practice development and action research (Ward et al . 1998, Binnie & Titchen 1999, Jackson et al .…”

An evaluation of a combined education and multi‐project practice development programme in mental health

“…The programme maintained the integrity and further developed the original practice development philosophy as outlined by Ward et al . (1998) and Jackson et al .…”

The reality of practice development for nurses working in an inpatient service for people with severe and enduring mental health problems

“…This also involves getting help when you need to – many of the skills involved in practice development may not have been developed during nurse training. There are other professionals who are good resources for help developing in specific areas such as, research skills. Remembering the tension is inherent to the roles, not because of inadequacy of practice development nurses or managers. Trying to involve managers in practice development projects to keep them updated, so they don’t lose sight of the long‐term view and progress achieved, when under competing demands (Ward et al . 1998).…”

“…Page 1995, Kitson & Currie 1996, Kitson et al . 1996), which suggests that cultural difficulties will hamper progress (Ward et al . 1998, Harvey et al .…”