Structures, cultures and undertows: Inter-agency training for community care

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Abstract
This paper describes and evaluates the development of inter-agency training during the implementation of new legislation in a London borough. It discusses the training needs using a model of first order and second order change, and reviews the work of an inter-agency training group over a five-year period. A three-part model of interprofessional relations is used to evaluate the work of this group. The paper draws on the findings of a Department of Health study to evaluate the strengths and limitations of the in-service training programme in relation to national and local goals. It explores how the training ‘vision' emerged in response to an identified strategic gap, and the role of trainers as change agents. It is argued that there are many factors inhibiting the successful implementation of long-term change through in-service training. Joint training has, however, been firmly established, providing opportunities for collaborative working relationships to evolve, and has constituted one aspect of a significant culture shift.

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