final!! interim deck slides!.orapptx

ANDREA DUTTORAFAEL KAPOSERITA PAIVA DOS SANTOS SINA GAUSSTYLER BRAKEL

TEAM 2 AWP PROJECT | INTERIM DECK

AWP Final Project Presentation | Team 2

1. Challenge & Scope2. Criteria3. Options

1. Creating a Winning Brand1. Definition & Best Practices2. Action Plan3. KPIs for Building a Winning Brand 4. Risk & Mitigation in Building a Winning Culture5. Additional Information

2. Establishing a Business Development Function1. Definition & Best Practices2. Action Plan3. Success & Risk Evaluation4. Additional Information

3. Finding good Partnerships1. Definition, Best Practices & Potential Partners2. Action Plan3. Success & Risk Evaluation4. KPIs for Partnerships5. Criteria & Scorecard for Partnerships6. Additional Information

August 12, 20152

Table of Content - change

3. Options4. Reinforcing a Winning Culture

1. Definition & Best Practices2. Action Plan for AWP3. Success & Risk Evaluation4. Additional Information

4. Overall Project Plan1. Roadmap2. Budget3. Overview Resources & Project teams

5. Conclusion 6. Bibliography/Works Consulted


In order for AWP to be in a position to grow it needs to change some of the ways it acts and

how it is viewed. We have created a growth platform that address both issues by Building a

Winning Brand, creating a Business Development Team, Engaging in Winning Partnerships and

Enabling a Winning Culture. These four initiatives will enable AWP create a context in which it

will be able to rapidly grow and become a part of a more integrated and fully patient focused

healthcare network.

August 12, 20153

Executive Summary

1. Growth & Culture Change Challenge

4 August 12, 2015AWP Final Project Presentation | Team 2

You asked us to

1. Create a growth strategy for AWP to increase its revenue by approximately £100 million.

2. Create a strategy for culture change within AWP.

We believe

3. AWP is not currently in a position to take grow;4. Therefore we created a growth platform for AWP so that AWP will be in a position to

grow as soon as possible.

1. How to Build a Growth Platform


Our Growth Platform

4. Enabling a Winning Culture

1. Building a Winning Brand

2. Business Development

3. Creating Winning Partnerships

1. Build a winning brand align internal and external perceptions around patient focus

2. Develop a professionalised business development team to tell AWP’s story

3. Create winning partnerships to develop better patient care and boost AWP’s reputation

4. Enable a winning culture to ensure that AWP is firmly patient focused


RISK represents the probability of

success related to the implementation of a initiative, this

variable is fundamental.

PATIENT EXPERIENCE this is the most

important variable in our criteria, the

higher the patient satisfaction is, the better for AWP’s

reputation.

TIME FOR IMPLEMENTATIONtime is associated to cost. The less time it

will take to implement a

strategy, the better in terms of risk and

time management.

COST- BENEFIT Represents the ratio between the cost of

implementing a strategy and the

benefits related to the implementation.

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2. Criteria

1 2 3 4 50

1

2

3

4

5

6

5

4

3.5

2.5

3

Patient Experience Improvement

Risk

medium

2. Options Evaluated Against Criteria

7

Cost-benefit:

low

medium

high

Time to implement: low medium high

low medium high

low

high

August 12, 2015AWP Final Project Presentation | Team 2


If we consider all the variables taken in consideration and the option purposed in the mid-point

presentation, our final strategy will be focused on the most feasible options in the short-medium run;

In order of relevance, our implementation will be based on the options of low to medium difficulty to

implement, shown in the previous graph in the green and yellow colours;

According to that, AWP will have to focus first in first in increasing its reputation and its brand recognition,

then will have to focus in the development of new business task inside its organisation, and finally will

have to create new successful partnerships that will enable the company to position itself in a successful

path in the long-term run;

The decision to limit the options on our final strategy has been done with the aim to create a growth

platform able to set up the future growth and simultaneously integrate successfully all capabilities and

services that AWP provides.

August 12, 20158

2. Criteria


3. Options


3.1 Building a Winning Brand

What & Why | Who did it well How does it work for AWP – Action Plan Success & Risk Evaluation KPIs for Building a Winning Brand Additional Information

10

PR-Strategy• Publishing news letters, video casts on social media channels & articles in local news paper with

future events & workshops on a monthly basis in each region. Additional image campaign including success stories & promoting “MIND&BODY” in order to lower the stigma of mental health and increase awareness of mental health within the physical health context, promoting an integrated care treatment.

• Quarterly scientific publications in specialist journals to promote thought leadership of AWP and increase the brand awareness among experts. Leading to a more attractive organisation triggering attention from talent & the feeling of pride among employees.

• Monthly “Open Door Days” with the purpose of lowering the barriers to explore mental health facilities and non-committal informational workshop, talks, or meetings with executives. Special attractions for events, e.g. paperboard brain to walk into with interesting & engaging facts about mental health issues, besides offering drinks and snacks. Organised monthly in one locality rotating per region. Promoted in news letter and news articles.

Employer Branding• Create powerful, positive & engaging job description promoting AWP as great organisation to work

in attracting innovative talent with willingness to learn & develop.• Recruiting events at local & outside of region universities & nursing schools, as well as specialised

job fairs. Chose the right people to promote AWP – experienced, enthusiastic & patient focused (change supporters).

• Internal events (including cooperative partnership teams):- Informative: Per region depending on changed to locality. Have information stands with responsible project manager over lunch at the affected locality and offer snacks & drinks, besides gathering feedback from employees & integrating good ideas in project.- Community events like summer & winter parties per locality including partnership teams directly cooperating with AWP staff.

• Ambience improvements to create a better work environment in every location, positively affecting employee & customer satisfaction.- create overall guidelines & get ideas from employees to use these ones to implement changes, e.g. better chairs, ergonometric, pictures, wall colours, free water, plants, training in friendliness & patient orientation for reception staff, extra services for patients, e.g. shuttle service for older people.

• All programs are fairly easy to implement and will have positive impact on all internal & external stakeholders.

• The initiatives will lead to an overall much more attractive AWP and will help to close talent recruiting gaps in regions like Swindon, Wiltshire & North Somerset.

• Employees will feel proud about working for a great company and having an impact on patients recovery, therefore are more engaged, motivated & happy.

• A good reputation will lead to an increase in trust among CCGs, patients, partners, GPs & other external stakeholders, therefore leading to improved conditions in the respective matter, e.g. more funds, increasing patient base, best partners, more referrals etc.

• Unleashed substantial potential for growth.


3.1.1 Building a Winning Brand

WhyWhat

Who did it well

3.1.2 Building a Winning Brand

Defining Implementing Improving


Agree on thought leadership & investment

Create team & organisational structures

Develop consistent message Brand Identity

First articles published/events hosted Feedback

evaluated & integrated

New talent hired

Higher satisfaction through ambiance improvements

• Meetings to agree on goals & budget

• Assemble team• Create routine processes

• Develop concept & design

• Develop BI & training how to use it

• Integrate BI • Define rules for ambience improvements & engage staff

• Gather feedback from stakeholders

• Evaluate & decide upon

• Leadership team

• Project team

• Project team• New multi-disciplinary team (HR, PR, experts)

• Project team• New PR team• External Brand Consultant (£50,000 incl. training)

• Project team• New PR team• HR• Budget for Ambiance improvement

• Leadership team• Project team• New PR team• HR

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AWP Final Project Presentation | Team 2 August 12, 201512

PR-Strategy • Well established publishing cycles for articles, publications, promotions• Positive feedback to the different PR programs• External events - Meeting target number of visitors, constantly increasing out-reach - Positive feedback consistency in branding message - Higher brand recognition overall positive response rate to events

Internal events • Higher participation rate• Positive feedback• Higher satisfaction rate in employee survey

Employer Branding• Recruiting - At least 15 good applications per published job posting - Open senior positions on average filled within 3 months | junior positions 2 months | carers are found much faster - Positive feedback for on-boarding initiatives

Retention • Retention - Lower rate of early retirement - Positive feedback for peer-system - Evaluation of exit interviews & integrating improvements tracking employee turnover & reasons lower turnover rate for top talents

3.1.3 KPIs for Building a Winning Brand

3.1.4 Risk & Mitigation in Building a Winning Culture

No agreement on initiative goals & budget higher mediator and agree on budget it takes to follow through in one region first, then roll-out if successful

Consistent message not followed through higher investment in training and branding workshops, making sure everyone understands importance of consistent message

Brand identity does not bring desired reputational improvements hire external consultant to analyse the problem together with project team

Unable to manage to integrate all programs parallel decide on priorities & implement project with potential higher benefits first

Mainly negative feedback on programs evaluate negative feedback and integrate improvement suggestions

Ambience improvement do not lead to higher satisfaction/change engage staff better and find out what really makes a difference for them – seek for more front-line input

Employees resistant to be more patient focus provide more friendliness training, have positive role model as leader to make staff follow and recognize & praise good behaviour



3. Options


3.2 Business Development

What & Why | Who did it well

How does it work for AWP – Action Plan

Success & Risk Evaluation

Additional Information

What Why

Who did it well

Create specialized sales team for contract management with CCGs

CRM system

- Sales - Client Management - Partnership Management

- Relationship management for local authorities- Tender opportunities, private firms, R&D linkages

3.2.1 Establishing a Business Development Function


• New opportunities for ambulant/home treatment• Professional strategic account management• Positive impact on reputation & stakeholder management• Winning new contracts growth

Build Feedback Tell

Business Development Team Organised

CRM System developed

Receive feedback from AWP clients Business Development Wins First New Tender or Private Business Contract

• Find internally or externally people who want to tell the AWP story

• Decide on the roles of the team (leaders, CRM manager, etc..)

• Training with Sales consultant

• Organisational Development head

• HR• Training Consultant (£2,000)• On site training• Work space in headquarters

• Decide on software (SalesForce, Interaction, etc.)

• Decide on reports that are most important to AWP

• Populate lists of current clients and prospects

• CRM training

• BD team• £3,000 for salesforce

training• £85/month for salesforce

• Call CCG’s, private companies (Airbus), and current partners to see what they believe AWP is doing well and where improvements can be made

• Create report of executive team • Make sure what we learn from clients aligns

with AWP story that we want to develop• Continuous feedback through CRM• Focus on building existing relationships

• BD Team, Executive team, Marketing/branding team

• 50% of BD time

• Select high potential prospects from CRM list.

• Looking for both NHS tenders and private business

• Contact and tell AWP’s story of patient focus and empowered teams

• Customise the story for each prospect with help of marketing/branding team

• Build relationship through initiations to PR events and sharing of AWP publications

• BD team, marketing/branding team & PR team

• 50% of BD time

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3.2.3 Success & Risk Evaluation

How the success look like?

The amount of patient involved increase according to the good operational activity of the sales team;

Patients are satisfied of the new service approach provided by AWP;

Increase in revenues for AWP;

Increase on the CCG’s investment;

Boost in AWP’s reputation.

What are the risks associated with the business development initiative and how they can be mitigated

People selected for the new business development role are: not oriented enough for the task required;

spend more time on the selection of the staff and being ensured that they are enough motivated for the specific task assigned.

Communication between teams is not effective: providing successful technologies to communicate easily between each department and if not enough plan

daily meeting before starting the working day.

New business development unit are not integrated with AWP’s current

model: sross functional team bonding activities to integrate new team and establish stronger personal relationships.



3. Options

What & Why | Who did it well & Potential Partnerships How does it work for AWP – Action Plan Success & Risk Evaluation Success KPI’s Criteria & Scorecard for Partnerships


3.3 Partnerships

What Why

Who did it well

• Partnerships with Complementary / supporting services such as

- Military & Veterans Organisations- Social Enterprises- Universities- Private Institutions

• Use synergies create with partnerships for early intervention and treatment

• Share facilities with aligned service providers

Partnerships with complimentary and/or complimentary service providers can help AWP reduce costs, improve financial performance and quality of service. Partnerships will also help AWP by allowing us to access to partner’s skills, technologies, resources and knowledge. As well, strong partnerships can lead AWP to new approaches to service delivery and as well as new innovative possible avenues of service for our clients. Also by sharing resources AWP can cut some costs as well as reduce risk from holding too many physical assets. Finally, creating the right kind of partnerships is a great way to boost the AWP brand. CCG’s as well as other possible will see believe a wide range of successful partnerships will allow AWP to provide top quality services at its LDU’s. Moreover, partnerships can help build up AWP’s recognition in the publics eye, helping AWP win future bids.

3.3.1 To Achieve Good Partnerships


3.3.1 Partnerships with Military Institutions

What• Give support to veterans and their families

before and after they are deployed in their services;

• Free advice and treatment open to all current or former members of the UK volunteer;

• Early intervention in Iraq, Afghanistan, Syria and other war zones;

• Treatment outside the military base: rehabilitation, day-care hospitals, home care, liaison, family treatment;

• Online resources for all veterans in the UK to learn about common mental health issues;

• Provide mental health care to veterans in prison;

• Align with child and young adult care services for veterans’ families;

• Work in partnership with the charitable sector and community services.

Why

• One-half of veterans in the UK report barriers related to high cost of behavioral health care and the logistics of where to receive the treatment;

• Cultural barriers;• Concerns related to the stigma of seeking

mental care;• The NHS is already involved in delivering

health care services for military veterans, and it is partnered with the Veterans and Reserves Mental Health Programme and with the Ministry of Defence (MoD);

• The NHS already delivers mental health care in the 15 military Departments of Community Mental Health (DCMHs).

Who did it well?

&

Non-profit organization providing free mental health services to US military personnel and families affected by the current conflicts in Iraq and Afghanistan.

“The transition from military healthcare to NHS care should be seamless, and the mental healthcare we provide should be the best available.”

NHS trusts that provide inpatient healthcare and their priority is to return injured servicemen and women to work as quickly as possible.


3.3.1 Partnerships with Private Institutions and Legal Services

What • New approaches to service delivery;• Development of new services;• Quality improvement;• Reinvigorating and improve existing

service delivery.

• Partnership with A&B Law center in Bristol

• Recruitment of foreign talent living abroad• Provide services for refuges • Legal advice to the prisoner at AWP

prisoners services.

Why• Reduce costs and improve financial

performance;• Improve quality of service;• Reduce risk;• Access to partner’s skills, technologies,

resources, knowledge, infrastructures, markets, networks, capital for investment;

• Sustain mutual resource commitment;• Possibility of making profit and being

able to use surplus.

• Increase the diversity in the working place

• Ensure that prisoners with mental health issues are advised with advisors with knowledge in Mental health.

• Provide early prevention on a people at risk of mental issue

Best Practices


3.3.1 Partnerships with Universities

What

• Provide training to students in AWP infra-structures during the year, providing transportation and accommodation for the period of the training;

• Students with higher performances will be hired and redirected in one of AWP structures as soon they graduate;

• AWP would provide annual funds to university partners that will be responsible for R&D department;

• Part of the funds would be address for a prize that the university would create for developing the research among the students;

• Having feedback from the students involved in the training to have external feedbacks about the company.

Why• Facilitation of the recruitment and hiring process: cost saving and

effectiveness;• Possibility to save money for research simply by assigning specific

research development to the university itself;• Brand reputation, especially if we consider the top institutions in the

country;• Use of universities’ infrastructures to develop a greater research

department.

Potential Partners


3.3.1 Partnership with Social Enterprises

What

• Integrate people that are social isolated and that lack support;

• Improve care and access to support for patients being discharged from secondary health services.

Why• Traditional methods fail to make impact;• Patients are not often adequately engaged;• Care plans that failed to address the individual

needs; • People been discharged from secondary mental

health services;• Maximize their impact.

Potential partners

Who did it well?



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New partners found Selecting the right people Cross partner team shadowing Continuing team feedback meeting

3.3.2 To Achieve Good Partnerships


• CRM list of potential partners developed by BD team

• BD Evaluates potential partners against criteria (risk, ease to implement, cost-benefit & patient experience improvement

• Integrated Partnership Pathways to create synergies

• Selecting believers to take part so that partnerships are infused with patient focus

• Evaluation Interviews to ensure that anyone joining a new partnership is willing to put patient focus first in the new partnership

• Identify team leads that will help organize and motivate partnership to find better ways at being patient focused

• Enhancing partnership capabilities through workshops in which teams share ideas on how to create a partnership that works to help patients

• The partnerships effect on patients is discussed between team leaders from the different organisations involved

• The effect of the partnership on each organisation is discussed honestly

• Actionable Improvements are sought to create an even more effective partnership, focused on patients.

• Time for meeting plus set up, approx. 24 hours per partnership £30,000£

• All staff and Execs and Board

• Company’s database• Executives to identify the

right members• 2 hours approximately per

day per 8 weeks=5600£ per structure

• Motivational Coaches• HR ,Managers and Staff• Workshop cost on average

95£ per day per person involved

• Company’s database• New software for managing the

information provided• HR ,Managers and Staff• 2 hours approximately per day

per 4 weeks=10000 £ per month per structure


How does success look like?

Start by creating a shared Vision & Mission;

Make sure each partner's needs and expectations are addressed;

Identify and utilize the strengths of each partners;

Define and set job roles for each partner and individual’s goals;

Timeline of implementation done according to time decided;

Partnership is developed in autonomy with all the rest of activities of companies involved.

August 12, 201526




What are the risk associated with our partnership initiative and how can we mitigate them?

Partners fail to deliver results: In this case we will seat with partners and reassess the responsibilities of

each partner;

Weekly meeting to measure the progress.

Cultural clash between AWP and the partners: To mitigate this risk will encourage weekly gathering between the two

organizations so they could interact more;

Create a specific department to facilitate the culture integration where

one member of each organization will be part.

Selected believers fail perform as expected: Specific preparation and scenario to see how they are committed;

Select second line of believers in case the first are not able to success.

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3.3.4 KPIs for Partnership

Change Support Enabler • Number of changes implemented successfully• Survey to measure the stakeholder satisfaction• Number of incidents attributed to the changes

Patient Satisfaction • Number of complaints received • Results of patients rating the Doctors• Number of patients referring AWP to friends or family

Innovation • The number of new patients

Effort to Improve • Improvement in the stuff survey• Employees proud to be part of AWP• Anonymous rating to select the best performers

Continuous improvement • The average time to attend the patient • Service Improvement

Client Satisfaction • Number of new tender gained • Client retention• Client feedback and review

Effort to Improve


3.3.4 KPIs for Partnership


Effectiveness • Improvement in specific areas

Partner Satisfaction • Partners Feedback• Partners plan to extend the partnership

Appropriate • Compliance with standards• Member were present to all the team meeting

Sustainable • Is the partnership independent

Timeline • Implementation was according to the time planed

3.3.5 Partnership Evaluation Against Criteria

30

Cost-benefit:

low

medium

high

Time to implement: low medium high

2 3 4 5 61

1.5

2

2.5

3

3.5

4

4.5

MILITARY

UNIVERSITIES

PRIVATE INSTITUTIONS

SOCIAL ENTERPRISES

SERVICE DELIVERY IMPROVEMENTS

RISK


31

Indicator Criteria Highly effective

Effective Partially effective

Ineffective

Information Dissemination

• Processes for documenting and disseminating partnership meeting minutes and following up on partner action steps;

• An agreement in schedule matters; meeting dates, times and location is established at the beginning of each year to support regular attendance.

Collaborative Relationship

• Strategies to promote collaboration are intentionally embed in partnership activities;

• Collaboration among partner organizations is characterized by deep trust, mutual respect, and regular and effective interaction;

• Collaborative relationship extend beyond the boundaries of partnership meetings and are sustained over time.

Cost-Benefit • Benefits in terms of profitability related to the partnership.

Decision-Making • The process for partnership decision-making is clearly articulated and involves all partners.

3.3.5 Communication and Collaboration Scorecard


32

Indicator Criteria Highly effective

Effective Partially effective

Ineffective

Risk • Cost of the partnership;• Possibilities of success.

Shared Goals • Goals are clear, measurable and feasible;• Address the common needs of the partnership;• Align with partner organization goals;• Mutually beneficial to partner organizations.

Strategic Action Plan • Articulates concrete action steps to accomplish partnership goals;

• Includes timeline, roles, responsibilities and expected outcomes.

Measures for Assessing Processes

• Use evidence-based protocols that promote continuous improvement;

• Tightly align to partnership goals and strategic action plan;

• Engage partnership members in assessing their own progress on a regular basis.

Time for Implementation

• Time required to implement the partnership.

3.3.5 Partnership Vision Scorecard


What & Why | Who did it well How does it work for AWP – Action Plan Success & Risk Evaluation Additional Information


3. OptionsCulture

3.4 Reinforce a Winning Culture

3.4.1 To Reinforce Cultural Change

August 12, 2015

Positive Leadership

- Find enablers within AWP to take on positions of influence

- Outside inspiration is used to help create and inspire new and existing believers

Empowered Teams

- Develop leaders at every level to create new and innovative ways to develop patient focus at AWP

- Innovation platforms to create ways for teams to share ideas with executive team

Across all cases of culture change that we found Positive leadership is the most important enabler of change. What positive leadership means is that leadership is engaged at all levels of the company. Top leadership needs to be actively seeking out people within AWP who are strong influences within the company and who also have a positive view of patient led health care, and engaging with them to find out what the top end leadership can being doing to support them.

Also, in the beginning of a culture change process it may be a bit difficult to find internal people who are really inspired about the company’s vision. It is up to leadership then to bring in outside help to motivate employees to become keen on the changes that are happening. This can be through new hires or simply bringing in motivational speakers like one hospital we looked into did in Germany.

At AWP teams need to feel like they have the possibility of making a positive impact on both the patients that they serve and the organisation as a whole. One way that we companies did this was to ensure that they develop leaders at all levels of the organisation. This can work hand in hand with our suggestion that top leadership in AWP find change enablers within the company. In many circumstances, these change enablers can double as leaders within AWP who can both ensure that their team’s ideas put forward in front of company leadership while at the same time spreading ideas that come from other teams within the AWP.

An additional way that this can be done is through an innovation platform. This is similar to a good old fashioned suggestion box but can be done online on an intranet. One of the ways to increase usage of this is to build in innovative thinking time about AWP into the work week of AWP employees.

WhyWhat

34 AWP Final Project Presentation | Team 2

Who did it well


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Host Town Hall Motivational Coach Works with First Team

First Quarterly Performance Reviews Completed

New Believers put in Positions to Influence AWP

• Gather members of each LDU a one location

• Chief Exec write speech on patient focus and empowered team and deliver to each LDU

• Hold Q&A and personal discussion

• Time for meetings plus set up, approximately 24 hours

• £12,000 for venues for speech

• All staff and Execs and Board

• Identify pilot team• Hire motivational

coach• Workshops to

discuss patients

• Executives to identify pilot team

• Motivational Coach• 1 hour meeting a week

for 8 weeks = approximately £1,600

• Managers keep nots on quality of patient and customer focus on each staff member

• Meet with each member of staff• Discuss strengths and weaknesses of

staffs patient focus• Decide on action steps and a plan to better

the quality of each individuals patient focus • Feedback on how managers can support

staff, especially in patient focus• HR inputs reports and action plans into

personnel files

• HR, Managers, Staff• 1 hour per staff member• Approximately 3,300 staff hours plus

3,300 manager hours

• In upcoming partnerships use believes to lead and be part of new integrated teams

• Give believers direct links to executives and management for feedback and innovative ideas to make AWP more patient focused

• Pilot access to innovation platform

• HR, Partnership team leaders, team leaders, managers




First Bi-yearly state of the union message Continued quarterly performance reviews New believers put in positions to Influence AWP

• Chief Exec draft newsletter to AWP on the state of AWP

• Focus on improvements in patient focus and empowered employees

• Approval by board and marketing/branding team

• Send to staff (HR) and stakeholders (BD)

• Chief Exec time, approximately 8 hours• Marketing/branding editing time,

approximately 6 hours• Chief Exec, board, marketing/branding,

HR, Business development team

• Managers keep nots on quality of patient and customer focus on each staff member

• Meet with each member of staff• Discuss strengths and weaknesses of

staffs patient focus• Decide on action steps and a plan to better

the quality of each individuals patient focus • Feedback on how managers can support

staff, especially in patient focus• HR inputs reports and action plans into

personnel files

• HR, Managers, Staff• 1 hour per staff member• Approximately 3,300 staff hours plus 3,300

manager hours

• In upcoming partnerships use believes to lead and be part of new integrated teams

• Give believers direct links to executives and management for feedback and innovative ideas to make AWP more patient focused

• Pilot access to innovation platform

• HR, Partnership team leaders, team leaders, managers

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Hire a believer

• Update job descriptions• Partnership with hospitals

to find recent graduates• Identify candidates from

private sector or fresh from university

• Evaluate potential candidates based on their commitment to customer service/patient focus.

• HR, team leaders• Cost of salary• Ongoing timeline




What does success look like?

August 12, 201537


Our Performance reviews show that staff at AWP are continually becoming more patient oriented.

Our innovation platform handles increasing amount of ideas from AWP staff.

Practitioner patient satisfaction surveys show increasing levels of patient satisfaction with the phasing in of transparency in the doctor ranking system

Culture


What are the risk associated with the Culture Change Support initiative and how it can we mitigate it? Communications from leadership are unread or unnoticed .

We will begin with a communication audit to discover how people get

information within AWP, where they get their information, and what

mediums of information are most relevant to them

Motivational coaches have limited effect on creating an environment for patient focus.

We will begin using motivational coaches with pilot teams. After the pilot

program is done we can reassess whether the coach we picked was right for

the job or whether we need to change the way the program is run before

rolling it out on a larger scale.

Practitioners push back and resist the patient focus ranking system.We phase in the ranking system in a way that practitioners can get used to it on a smaller level before it goes public before the entire company. First patient satisfaction surveys are shared only with the practitioner, then after a comfort level has been established rankings are released internally within AWP, and only when practitioners are comfortable with this will ranking be released to the public.

August 12, 201538

3.4.3 Success & Risk EvaluationCulture

4.1 Overall Roadmap for Building the Growth Platform



4.1 Detailed Implementation Plan (1/4)


4.2 Detailed Budget

1. Winning BandBrand Management Consultant BI & training £50,000.00 Articles £500.00 Publications £1,000.00 Community events £50,000.00 Recruiting events £10,000.00 Budget for open door days £1,000.00 HR cunsultant job postings & training £1,500.00 Ambience Improvements Budget £100,000.00

£214,000.00

2. Business Development FunctionSales Training £2,000.00 CRM system training £3,000.00 CRM System one-year licence £1,200.00 New hires (recruiting & onboarding, excl. Salary) £50,000.00 Cross-disciplinary team building £1,000.00

£57,200.00

3. Partnerships

Training for establishing a new partnershipCross-organisational team workshops (GBP 95/Person a day) £5,700.00 Events for continuous cross-disiplinary workshops £10,000.00

£15,700.00

4. Reinforcing Winning CultureTown Hall Meeting Venue £12,000.00Town Hall Meeting catering (drinks) £16,500.00Pilot Motivational Coaches (GBP 1600 per 8 weeks 1 hour meetings * 6 LDUs + 2 spcialist units) £12,800.00Communication Audit £10,000.00Innovation Platform £20,000.00

£71,300.00

Total £358,200.00


Project Team Senior leadership/executive level accountability/credibility Project leader needs to be senior enough & experienced in change projects 2 supporter within HQ 1 Manager from each LDU/specialist unit

Marketing & PR Team 2 employees within marketing function Supported by 1 responsible manager & 1 admin staff for each locality event planned out

Business Development Team 4 people in HQ 2 CRM & 2 BD Supported by respectively 2 employees per LDU/specialist unit

Communications Team For communication audit

leadership team person, project team person, 1 person organisational development

August 12, 201545

4.3 Teams needed to make growth platform project work


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