Date of Award

11-2013

Document type

Thesis

Degree Name

Masters theses/dissertations - taught courses

First Supervisor

Dr Brett Lynam

Second Supervisor

Steve Pitman

Third Supervisor

Sibeal Carolan

Funder/Sponsor

Health Service Executive

Keywords

Leadership, Partnership, Collaboration, Healthcare Networks, Relational Co-ordination

Abstract

Worldwide there is an increasing incidence and prevalence of disability. To provide a wide range of supports to people with disability, the Health Service Executive (HSE) works in partnership with voluntary agencies to provide specialist health and social care services. The integration of this sector has led to an emphasis on joint working of an array of professionals across organisational boundaries as teams and through teamwork. In reality while the need for joint working is an important component of policy, it is something that is not delivered effectively in practice. This organisational development project aims to enhance interagency working by promoting a culture of collaboration and co-ordination of services so that effective support is provided to service users. For the first time a network analysis was introduced into the department using the HSE Change Model. A participatory approach was utilised to monitor and evaluate the project. Outcomes achieved during the project included targeted communication strategies across HSE and voluntary agencies and the identification of critical success factors for interagency working. Finally, to share the organisational learning, the project has identified and recommended further changes which can be considered across wider services with the shared vision of achieving integrated care.

Creative Commons License

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 License.

File Size

1.60 MB

Comments

A thesis submitted for the degree of Master of Science from the Royal College of Surgeons in Ireland in 2013.

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