CASE STUDY – OXFORD AND BUCKINGHAMSHIRE MENTAL HEALTH NHS FOUNDATION TRUST (OBMH) HEADLINE

1. DELIVERING CHANGE MANAGEMENT • Began ongoing process of helping senior management identify individual and collective leadership strength & capability gaps • Drew up individually tailored leadership change development programme to help them take control of change. OUTCOME CWC successfully facilitated and oversaw every stage of the process, selecting a transformation team, developing the competencies and providing the framework for self-sustaining continuous improvement. This was achieved through: • setting out the competency requirements for an internal change team. • selecting and training a team of five to lead change, focused upon mentoring and developing key skills • furthering development of key competencies, through capability matrix scoring to track development need • offered continual support and mentoring through a hands-on experience of change management • providing a bespoke OBMH toolkit, with an online access to a standard suite of tools, facilitating a standardised use and approach • oversaw a formal sign off-process: • provided live assessment of facilitator capabilities • set up a knowledge transfer agreement. THE DELIVERY TEAM Dr David Craig was responsible for the work. CASE STUDY – OXFORD AND BUCKINGHAMSHIRE MENTAL HEALTH NHS FOUNDATION TRUST (OBMH) HEADLINE CWC put in place the infrastructure, processes and people skills required for a self-sustaining culture of continuous improvement. THE CHALLENGE The Trust were faced with the seemingly conflicting demands of predicted decreases in NHS funding and increasing the level of service. Reforms to the structure of the NHS meant the need to adapt to new commissioning structures and delivering £40m efficiency savings & a 45% reduction in management costs. Further, they faced the concurrent problem of managing their own rapid growth and widening geographical spread. Consequently, they recognised the need to transform the structure of their services and reform their organisational culture. THE APPROACH CWC worked to develop a strategy to facilitate this whole process of change, from definition of change requirements to implementation. This firstly required an understanding of staff objectives, achieved by: • listening to the voice of patients, people, commissioners and key stakeholders to focus on what matters most • holding workshops with the Executive Board to develop a clear vision for change, specifically focussing on the ‘vital few’ change objectives crucial to securing their goals. This was then combined with support for transformation leadership: