expanded, though the years, to embrace a broad behavioural change training agenda that, like the Swedish project, tailored its training to the specific routines and conditions of the health care settings. training workshops are three days duration and utilise a mixture of didactic input, interactive demonstrations and many practical opportunities. Success factors include: restricting participant numbers to a maximum of 12 for each workshop, in order to enhance interactive discussion and practical opportunities. adopting a person-centred rather than a practitioner driven approach; a focus on maximising the efficiencies of staff working time and improving partnership working with patients; programme development stages and training resources have been determined and constructed by community and participant feedback and ongoing involvement in the process. NHS Yorkshire and Humberside’s Competence framework 6.3.6 In the UK, NHS Yorkshire and for Humberside’s Competence framework Making Every Contact Count has been used as a platform by a growing number of programmes which aim to implement the ECC agenda. It is a led framework for workforce designed to enable “commissioning change” commissioners and providers to identify where additional learning, new ways of working and service redesign may be required. A key goal is to ensure that the workforce has the right skills in the right to “right place” meet the health needs of the local population. 6.3.7 The framework adopts a tiered approach that it defines as (a) generic and (b) intervention based levels and competencies. The former are those required by all staff. The latter builds on the generic skills set but focuses on more specific and advanced approaches to behaviour change including – Cognitive Behavioural Therapy, Solutions Focused Therapy and Motivational Interviewing. 6.3.8 It also distinguishes between providing opportunistic brief advice and brief interventions. It defines the latter as or multiple sessions of “single motivational discussion focused on increasing the insight and individual’s awareness regarding specified health behaviours and their motivation for This stage is structured around focused brief interventions with change”.
expanded, though the years, to embrace a broad behavioural change training agenda that, like the Swedish project, tailored its training to the specific routines and conditions of the health care settings. training workshops are three days duration and utilise a mixture of didactic input, interactive demonstrations and many practical opportunities. Success factors include: restricting participant numbers to a maximum of 12 for each workshop, in order to enhance interactive discussion and practical opportunities. adopting a person-centred rather than a practitioner driven approach; a focus on maximising the efficiencies of staff working time and improving partnership working with patients; programme development stages and training resources have been determined and constructed by community and participant feedback and ongoing involvement in the process. NHS Yorkshire and Humberside’s Competence framework 6.3.6 In the UK, NHS Yorkshire and Humberside’s Competence framework for Making Every Contact Count has been used as a platform by a growing number of programmes which aim to implement the ECC agenda. It is a “commissioning led framework for workforce change” designed to enable commissioners and providers to identify where additional learning, new ways of working and service redesign may be required. A key goal is to ensure that the “right workforce has the right skills in the right place” to meet the health needs of the local population. 6.3.7 The framework adopts a tiered approach that it defines as (a) generic and (b) intervention based levels and competencies. The former are those required by all staff. The latter builds on the generic skills set but focuses on more specific and advanced approaches to behaviour change – including Cognitive Behavioural Therapy, Solutions Focused Therapy and Motivational Interviewing. 6.3.8 It also distinguishes between providing opportunistic brief advice and brief interventions. It defines the latter as “single or multiple sessions of motivational discussion focused on increasing the individual’s insight and awareness regarding specified health behaviours and their motivation for change”. This stage is structured around focused brief interventions with