Bupa Private and Confidential1 Developing an informed and effective care home workforce: a learning partnership between higher education and a national care home provider Dr Claire Surr, Dr Graham Stokes, Kirsty Wilson, Jan Robins and Emily Malet

A workforce development programme Context: Bupa Care Homes dementia care units located in 129 care homes Aim: Training programme to reach every member of staff Approach: Development of a skills matrix mapped to staff roles and set of associated learning outcomes Outcome: Ambitious range of courses to meet the required learning outcomes

Development and Design Best practice in effective education and training implementation Adult learning theory Practice focussed Experiential Valuing existing knowledge Reflective Challenge staff to think about their current practice Creation of shared knowledge through discussion Create staff able to problem solve

The Training The Essentials workbook Essential foundation knowledge All staff complete Nine 30-minute learning activities Individual activities, DVD and group discussions Mentor facilitation in small groups (2-8 learners)

The Training Dementia excellence core modules ½ to 2 days each ◦Positive communication ◦Needs assessment ◦Person centred care planning ◦Health, well-being and end of life care ◦Meaningful activities ◦Working with families ◦Positive environments Experiential learning activities delivered by in-house Person First Coaches Trained by Bradford Dementia Group to ensure consistency and high standard of delivery

Achievements UK 13,049 workbooks circulated 189 Homes have begun implementation 133 approved Person First Coaches Many examples of positive impact on care practice Australia 5 Dementia Health Hubs – experts in dementia knowledge and care delivery 26 Person First Coaches

Experiences and impact of our training in the UK

Our learnings Investing in our Person First Coaches Feedback and is critical to their ongoing development Home Manager, Regional Manager and peer support Effective ongoing partnership between two organisations essential Willingness to be flexible and adapt as we learn Regular contact between the teams Size and scale of programme and speed at which this could be translated into practice was underestimated Operational buy-in and communication required at senior level Clarification of role and skills required To ensure the right people are selected

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