Strategic Planning & Board/Executive Development,
Mid Staffordshire General Hospitals NHS Trust (UK)
Client Issue: Mid Staffordshire General Hospitals NHS Trust employs over 2500 staff & manages the two hospitals – Staffordshire General Hospital (404 beds plus outpatients & emergency services) & Cannock Chase Hospital (107 beds plus rehab services & a nurse-led minor injury unit).
From these two sites, the Trust provides a wide range of healthcare services – both medical & surgical for the people of Stafford, Cannock, Rugeley & surrounding areas. In 2000/01 the Trust was facing a major review of services in South Staffordshire that potentially threatened the future of its services, but also provided opportunities.
The local Health Authority had a poor perception of the Trust & as an organisation there were entrenched attitudes & a culture that required preparation before major change management & modernisation.
The Medical Directors were excellent, but several of their senior colleagues had very fixed views & there was extreme pressure building on poor waiting list performance. There had also been financial pressure & a lack of investment in information technology. The Board at this stage was quite dysfunctional, with lack of Strategic Leadership from the Chairman & Chief Executive, those goals & roles needed clarifying.
The Non Executives felt that they were being excluded from decision-making & distrusted by Executives. There were huge issues with ‘team sub cultures’ & almost non existent communication with operational managers. In fact there was no cohesive strategy or business plan; no planned communication (internal or external); limited HR leadership & no clear direction for change management & modernisation.
Solution: 1:1 Board Interviews with separate Executive & Non-Executive Workshops, until we could get the Board to open up on issues & work more collaboratively together. We then clarified the Trust’s values, vision & mission/strategy & objectives for the next 5 years. This began with a stakeholder analysis & some reflection on their strength, weaknesses, opportunities & threats, as well as the political, economic, sociological, & technology context within which the scenario planning was taking place. We encouraged as much partnership with local healthcare organisations, including patient forums as possible during this process to both inform the plan & gain ownership for the changes that would result in its implementation. This Board development was supported by further leadership & conflict resolution workshops, underpinned with executive coaching for all senior managers. Synergy also facilitated the development of a values-based performance management system linked to the new strategic goals of the organisation.
Outcome: Together we engaged stakeholders in the planning process & established feedback mechanisms on key issues for change. The Board & Executive agreed values-based ground rules which revolutionised the way they operated. Pulling together as a team with a much clearer way forward, coupled with staff engagement through better communication & empowerment led to a much clearer strategy, plus a financial turnaround.