Capacity building for Leadership and Change Management in a public service entity
Creating a ‘statement of intent’ with a national children’s hospital using the lens of engagement
This project arose from a previous contract that looked at creating a culture of engagement with staff. The Hospital expects to merge with the other two paediatric hospitals in Dublin when the new National Children’s Hospital opens in 2018. The sense of anticipation combined with a degree of uncertainty while continuing to ‘keep the show on the road’ provided the context for the work.
The job was to design an engagement process that involved the board, staff, clinicians and senior managers and produce a ‘Statement of Intent’ for the Hospital. The Statement was to articulate the Hospital’s strategic ambitions and characterise the values and culture of an organisation that is known for ‘going the extra mile.’ We worked with senior managers to design a series of conversations with staff in a ‘strategy corner’.
The Corporate Community Team were responsible for the overall facilitation, encouraging senior staff to facilitate multi-disciplinary colleague groups and working with the CEO, her executive team and the Board to produce a document and sign off on the statement. The whole process produced the concept that the hospital now uses to inform its leadership and practice. “Engaging with Power, Passion and People: we’re doing it now.”
Merging Organisations in challenging times
This is an example of supporting a leadership team to decide on a unified leadership approach and single organisation vision while being in competition with each other for key jobs.
We were asked to facilitate and support the leadership in a merger of two 12-year old childcare organisations with the overall aim of establishing a new organisation with a unified vision for delivering an integrated development agenda around childcare for the whole County. This process was driven by “national policy to merge local authorities” and as such the impetus was external to both existing organisations.
A lot of this work centred on getting agreement in facilitated sessions between the two organisations. While the merger was ‘imposed,’ the leadership were anxious to work with staff to see this as an opportunity of improving the childcare infrastructure in the whole county. A whole series of formal and informal meetings required careful sequencing, facilitation and advice in order to address the following issues over a six-month period: