Change Management

Challenge: Dementia prevalence is rising across the UK and improving dementia care was a key objective for our client – but it was not clear what the most pressing issues were for people living with dementia, their carers and healthcare professionals.

Solution: We were asked to lead a project to identify the issues faced by this wide range of people.  We used two methods – traditional face-to-face meetings, which was a tried and trusted method but could only access a limited number of stakeholders, and a novel web-based tool in a social networking approach which could access a far larger number.  The web-based tool also allowed people to comment on each other’s issues and vote on them to identify the ones that most needed to be addressed.

Outcome: Key dementia issues were identified and our client was able to tailor its service improvement effort and resources accordingly.

Challenge: A mental health foundation trust and a community services partner looking to bid jointly for an integrated community service realised that their current offering was far from integrated.

Solution: Working with both trusts we designed and facilitated a series of workshops themed on key areas: dementia; end of life; long term conditions; child and family.  With invited representatives for each work stream from both organisations we posed the question “How would you design an integrated service from scratch?”

Using a very interactive process the first workshop of each work stream took a case study provided by the delegates and designed an integrated service around the patient.  The second workshop looked at what would need to happen to bring the new pathway into effect; where would be a good place to pilot the solution; and who would need to be engaged to make it happen.

Outcome: The workshops generated high level project plans for integration initiatives in all four work streams and individuals from both organisations motivated for change.  These plans gave both trusts a platform for transformation projects towards an integrated future.

Challenge: We have supported the establishment of a number of organisations.  The support needs tend to be very varied.  It may be for input to a discussion on intellectual property one day, facilitating a design workshop, another; to designing a new service on yet another.

Solution: As part of these assignments we have designed governance frameworks, produced operational policies and procedures; including those for procurement and risk management.  The policy documents were designed very much as a ‘living’, practical guide with signposts to further support and guidance.  Another important aspect of this work has been the design, implementation and management of new services.

Outcome: It helps in having broad experience, to know the geography in which you are working and have colleagues on which to call for specialist advice.

Challenge: A regional communications & engagement team asked Park Street Consulting to support them in their endeavour to transition from independent, organisation-based functions to an integrated network.

The focus was to provide a framework through which staff would be involved in development of new services and structures.  This included development of a memorandum of understanding between parties.

Solution: Using a team approach we resourced this project jointly with the client.  Working within a capped budget enabled us to front-load in order to gain traction within a few weeks.  By preparing draft project outlines, tasks and deliverable benefits, we were able to fast-track the initiation of the eight projects.  Park Street Consulting provided support to project leads; formulating draft project plans and identifying expected outputs.  Through the regular, virtual meetings we provided a strong steer on the importance of networked solutions, stressing their importance in a new model of service delivery.  We created a programme dashboard, updated weekly, to support the reporting on project progress for each workstream, and actively managed the actions list from weekly steering group meetings.

Outcome: Within the transition framework, project leads were able to focus on the future shape of service delivery and to gain valuable experience of networked working.