Our Partners

Welsh Assembly

Development and implementation of a Wales-wide training programme aimed at assisting the development of leadership expertise in key staff responsible for implementing the changes to night time working driven by the European Working Time Directive. Project consisted of identifying key issues arising from the change and equipping doctors, managers and senior nursing staff with the principles necessary to overcome them. A core component focused on how to address engaging all stakeholders in the Hospital at Night project, regardless of their enthusiasm or support. We created a core skills programme including materials, with example cases, which is being delivered throughout all hospitals in Wales that are participating in the change process.

NHS London

This was a significant and important programme delivered to senior managers in all 31 London PCTs, coinciding with the launch of the reconfiguration assurance process. The purpose was to effect a cultural change in the way PCTs approached reconfiguration by getting them to adopt a common, standardised approach, as well as engaging with NHS London at key strategic points in reconfiguration. We worked closely with NHS London to define clear terms of reference, diagnose the key issues affecting process uptake and devise an approach to effecting the change. The final solution consisted of a benefit-based series of workshops to educate about the assurance process whilst embedding how adoption of the process would benefit PCTs by raising their success rate for reconfiguration whilst reducing their workload overall.

West Sussex PCT

Commissioned to deliver an extensive leadership development programme to more than 100 senior clinical leaders working in long term conditions in the community. Our appointment was won on the basis of market insight coupled to the ability to resonate with somewhat entrenched, battle-weary clinical staff and turn them into a fit-for-purpose, commercially aware fighting force that delivers significant financial returns in one of the country’s largest provider arms.

The programme included:

• Leadership development programme based on the core components of effective leadership and clinical business excellence models
• Healthcare improvement training around case management
  (case management optimisation & problem solving)
• Action learning programme to embed leadership behaviours and work on live projects and challenges

The programme has been an immense success with excellent evaluations and measurable benefits in behavioural change by team members.

NHS Lanarkshire

Service reconfiguration was creating considerable tension, leading to a degradation in clinical and operational performance at a multi-site Trust. We were engaged to develop greater collaborative working by creating expertise in the management of difference under times of stress and change. Our approach was to deliver increased insight into the behaviours stimulated by complex change and how these can be mitigated by applying solid relationship, team and change principles. The response and effect was sufficiently significant that we were subsequently entrusted with leadership development for key senior clinical staff, as well as some managers.