Organisational Development & Communication Strategy,
The Royal Brompton & Harefield NHS Trust (UK)
Client Issue: When Synergy first started to partner with the Royal Brompton & Harefield NHT Trust (RBH) there were many outdated processes adversely effecting patient care & understandably the Board/Executive & senior clinicians were keen to embark on a service/improvement strategy.
However, there was a need to engage all levels of staff (plus volunteers & patients where possible) in simplifying the process from a patient’s perspective. At the time, the UK Government were awarding Trusts with a £1m for each ‘quality star’ they achieved, so the Trust was keen to reach 3 star status as soon as possible. During our needs analysis phase, we discovered that there was a need to build leadership competencies across the organisation, particularly with the senior clinicians, who were busy caring for patients & now taking on increasingly important change leadership roles. There were several specific ‘problem areas’ that required trouble-shooting & some multidisciplinary teams that required some focused teambuilding. There was also a need to engage & value a cross-section of middle managers, with the client wishing to retain & develop the high flyers at Directorate Level. The new CEO requested facilitation of an Executive Awayday.
Solution: Organisational Development (OD) & facilitation in partnership with internal change agents, on a major Process Improvement (PI) Initiative over a 3 year period engaging well over 200 staff from all disciplines & transferring skills to over 30 teams. Tools & Techniques of PI (including process mapping) Workshops; engaging consumers in the process of decision-making; coaching the PI Team Leaders & Facilitators. PI Communications Strategy & Training of Link Communicators. The positively evaluated Senior Clinical Leadership Program (SCLP). Trouble Shooting ++. Designing & delivering a range of Team Building Events. Facilitating the development of the ‘Making A Difference’ (MAD) Multidisciplinary Network (a cross-section of 30 Middle Managers set up by Patrick Mitchell, the innovative Director of Operations). Executive Awaydays & coaching for many senior managers & clinicians from all disciplines, who were involved in leading the cultural change strategy.
Outcome: Impact of PI initiative recognised by patients, staff & purchasers to be a success –
with qualitative/quantitative outcomes that resulted in the Trust being awarded 3 Stars by the UK Government. No less than 30 major processes & patient pathways were explored & improved, involving patients wherever possible. PI Team Leadership skills transferred so ongoing consulting cost reduced, as internal staff took over – led by Anne Percival, Director of Physiotherapy, who became an excellent PI facilitator & project manager. People commented on how communications had improved since our strategy began – incorporating a notice board campaign, newsletters, an ezine & more proactive use of the Trust’s informal network, formal briefings & intranet. Teams are much stronger, with MAD still going strong.