Workforce participation : learning from the co-operative sector

This paper builds on a theoretical framework developed by Ridley-Duff and Ponton (2013) to advance research on workforce participation in the social economy. We extend their framework, then test its efficacy through a discussion of governance at the Mondragon Co-operative Corporation (MCC) and John Lewis Partnership (JLP). Our thinking is influenced by Arnstein (1969), Pateman (1970), Hyman and Mason (1995), Harley, Hyman and Thompson (2005) and Gaventa (2006). Using Gaventa’s work on ‘spaces’, we offer a new composite framework to generate insights into the social practices at MCC (in Spain) and JLP (in the UK). We conclude by theorising that the ‘visible’ power of an enabling constitution combined with the ‘invisible’ power of social economy’s normative values and principles can reshape managerial identities. It does this by reinforcing the rights of worker-members to continually (re)claim the spaces in which workplace democracy occurs, and to use it to reverse the hiring relationship between capital and labour

Evaluating the engagement of seldom heard groups in commissioning health services.

This report presents the findings of an evaluation of public engagement (PE) conducted by NHS Sheffield (formally known as Sheffield Primary Care Trust, and referred to in this report as the PCT). The focus of the evaluation was on engagement with “harder to reach” or “seldom heard” communities to inform the World Class Commissioning decisions made by the PCT (Department of Health, 2007). The evaluation took place between December 2008 and August 2009 and was conducted by a small team at Sheffield Hallam University. With World Class Commissioning the obligation for the PCT to engage with the public and health service users, and to be equitable in this activity, came together under a banner of commissioning (Department of Health, 2007). This is aligned with a commitment to the involvement of citizens in order to drive up the efficiency or effectiveness of services, improve health and meet personalisation and patient-centred care targets. (Department of Health 2006, 2008). Nationally the status and nature of public engagement has increased. However, PCTs are struggling with engagement of seldom heard groups, and demonstrating how public engagement impacts upon commissioning decisions

Prevention and lifestyle behaviour change : a competence framework

Prevention, Health and Wellbeing and Health Inequalities are key national and regional priorities for the future of our nation and for the NHS. This was highlighted in recent ‘Fair Society, Healthy Lives’ Marmot review. The ‘Prevention and Lifestyle Behaviour Change: A Competence Framework’, has been developed to support NHS Yorkshire and the Humber’s key Public Health strategy ‘Making Every Contact Count’, to which there has already been an excellent response. Delivery on this subject has always been challenging and with this in mind we are aiming to support all involved in every way possible. The Framework will support all staff and organisations in the delivery of this important agenda. This framework will enable a common approach across all elements as everyone will be able to use the same base. We would encourage everyone in the workforce to engage with this framework to establish their current knowledge and skills on this subject. This will in turn support Service and Education commissioners and Education and Service providers with the measurable base line of their current workforce and identify what additional learning, new ways of working or service redesign may be required and what services can be commissioned now and in the future. We would like to thank the Faculty of Health and Wellbeing at Sheffield Hallam University. The development of this Framework has also been supported by collaboration with NHS Yorkshire and the Humber and the staff and organisations within Yorkshire and the Humber who have given of their time and knowledge to deliver this excellent product