Building on newfound trust – The future of Adult social care – by Charley Maher

The social care workforce is amazing.  It is responding to the current challenges with passion and selfless dedication.  As hospitals are stretched beyond capacity and every single bed is needed, the social care workers are supporting with rapid discharges whilst ensuring the safety of individuals.  Discharge to assess and hospital social work teams are working constantly to ensure beds are available to support the fight against the Coronavirus. Local authorities are mobilising their social care work force to respond to these challenges and are supported with the changes in the Coronavirus Act 2020 which are intended to enable authorities to prioritise resources.

To enable local authorities to respond to the most urgent and serious cases, most of the duties contained in the Care Act 2014 have been temporarily suspended during the COVID-19 pandemic, under changes to adult social care which are contained in Schedule 12 of the Coronavirus Act 2020.  Local authorities are already experiencing an increase in demand from vulnerable people and whilst battling the challenges of hospital social work and discharges to support an overwhelmed NHS, councils are being proactive with the early identification of people potentially most at risk and looking to create prevention and early intervention strategies to avoid further crisis.  Many local authorities are using targeted support models and identification tools to help them identify and engage with people to provide information, advice and support.  We can see volunteers, charities and third sector organisations coming together to respond to the crisis; food banks, befriending services, distributing packages, sharing creative ideas to reduce social isolation, etc.  People are uniting to battle the crisis.  Organisations are unifying.  We are trusting one another and relationships between sectors are strengthening.  The third sector are proving, beyond doubt, the massive value they add to the community. 

The extent of the impact of COVID-19 is not limited to the more obvious hospital crisis but extends to the community as peoples’ mental health and the impact of social isolation is being recognised as a major risk to people.  Many councils have identified that, as a result of the restrictions imposed due to COVID-19, there is risk of social isolation for vulnerable people who would normally access community-based support to meet their personal outcomes. It has long been acknowledged that ‘community life, social connections, and having a voice in local decisions are all factors that have a vital contribution to make to health and wellbeing’ ( Much work has been undertaken over the years to develop community based support, ensure integration with people who use services and the local community, personalisation and breaking down barriers to those with disabilities, much of which has been halted by this unprecedented challenge. Support plans which have been codesigned with people who use services and include daily use of community resources have been placed on hold due to the new rules around social distancing and only accessing the local community for essential purposes. 

One of my first thoughts was for people with learning disabilities and the often-complex packages of support which blend formal services with community resources. By the very nature of some disabilities, routine and structure are everything.  These suddenly imposed changes to routine support to access the community, participation in social activities and attending volunteering and learning opportunities could be difficult for some people who use services to understand and may result in changes to behaviours. 

Let’s meet Fred.  Fred is 49 years old and lives in a shared living scheme with 3 other people who use services.  One of Fred’s personal outcomes is that he requires support to access community resources for physical exercise and mental stimulation. Once a week he goes to see his parents, both of whom are in their 70s with underlying health conditions.  Fred is currently supported to access the community with 1:1 support due to risks around road safety and a history of behaviours of concern.  The care and support provider receives contact from the local authority who provide information and guidance around community support for shopping, medication, how to stay safe, contact information in the event of an emergency etc.

The implications of COVID-19 mean that Fred can only go out once a day for exercise. He is unable to access cafes or see his parents.  Fred is unsettled and is displaying behaviours of concern which has made accessing the community difficult. Fred is spending more time at home and there are difficulties in his relationships with the other people he lives with as everyone is forced to socialise within the home environment for long periods each day. Fred now requires 2:1 support both in and outside the home. This becomes an urgent and serious case for which social worker support is required; a new assessment due to significant change in need, an increased package of support etc, etc. It is here that we find our new wave of crisis.  Because Fred isn’t alone.  There will be many, many people with complex needs who will struggle to adjust to these sudden changes and severe restrictions to their everyday life.  Social Care is faced with increasing demand due to COVID-19 so how are councils responding to these situations? TRUST!  Providers are contacting social care and reporting these changes in need and workers are trusting their knowledge and insight, they are trusting their existing relationships with people and that they know the individuals and what support is needed. Councils are implementing the changes to the support over the phone, recording the outcomes and trusting the providers to arrange and amend the support package to ensure the wellbeing of individuals.

The ‘lockdown’ rules present a risk of social isolation for many of us and as many of us will indeed struggle with isolation. For those people who require support and services, it would seem, the impact could be far worse.  However, councils are going further, by recognising the impact of social isolation to those people who are not receiving services, the people who are ‘managing’ with the support of family, friends, other informal networks or have very small packages of support.  What happens to their ability to cope when socialising is removed from their daily life? It has long been recognised that social isolation and loneliness is associated with a range of mental and physical health impacts: strokes, heart disease, weakened immune system, increased risk of falls, Alzheimer’s disease, depression, anxiety and suicide.

Now we meet April.  April is 78 years old and has been asked to self-isolate.  April would normally go to her local shops daily to buy food and get exercise. April is known in her local community and enjoys speaking to people, many of whom she has known for years.  April has reduced mobility due to osteoarthritis and has a history of falls. She has OT equipment in place to support her around the home such as a perching stool and grab rails.  April uses a walker to access the community. She likes to be as independent as possible and has a stand up wash every day and a minimal package of support for a bath and hair wash once a week.  Family help with cleaning and laundry and April goes to her daughters for a roast dinner every Sunday and to her son’s for dinner every Wednesday.  April visits her local library every Tuesday for a book club and attends a weekly coffee morning at her local church. April’s daughter takes her to church every Sunday.  Since self-isolating, April has lost her routine, her social interactions and has become depressed.  Since losing her opportunity for daily exercise, April is experiencing an increase in joint pain.  April’s community and family have rallied round, and food is delivered. Her family have provided an i-pad so she can video-call family members and see her grandchildren which April says has helped.  However, April’s carer has expressed concerns to the family and council around her mental wellbeing and some signs of self-neglect within the home. The carer describes some decline in April’s mobility, that she seems unsteady on her feet and the carer is worried that April is at an increased risk of falls.  The carer is not sure if April is eating or managing medication and she seems muddled.  The family stated they would be happy to support with personal care and would explore assist technology to support with medication however, they are unable to action this now due to self-isolation.  The council record the risks and agree to implement a daily visit to support April with her personal care and to prompt with medication.

Prior to the Covid-19 crisis, both case studies would likely have required a home visit from adult social care due to the change in need, however we can now see councils responding from a position of trust.  It is fair to say that this trust has come about from a lack of resources and a need for social care to prioritise urgent and severe cases, but the trust is there and it is resulting in quicker and smoother solutions to immediate need.  Moreover, gone are the delays in responding due to waiting lists and a need to prioritise risks.  Gone are the panels and other formal approval processes for funding.  Gone is the, often clunky, assessment and review documentation, which has been reported as a blocker to conversations and timely interventions. In their place we can see conversations between individuals and those who know them best.  We can see communities, volunteers and third sector organisations being trusted to engage and respond with people they know. We can see less demand for statutory services, formal processes and social care interventions.  Which means our skilled social care workforce can continue to respond to urgent needs within hospitals, supporting the NHS in this unprecedented crisis.

For the reasons identified above, it is likely that we will see continue to see significant increases in packages of support and an increase in people requiring support in the community as they lose their informal networks of families, friends and communities. The changes to the Care Act are reported to be in place for up to 2 and a half years, and therefore reviews and assessments are a power rather than a duty. However, reviews and assessments will need to be carried out- a function that was already stretched within adult social care.  So how will councils cope with the increase in demand, in business as usual community reviews and in people who use services? The truth is, we don’t know.  Many councils are not able to consider this as the respond to the current increasing demand. It seems the fitting answer is to build on these new approaches of trusting providers, trusting care agencies and third sectors who have existing relationships with people.  If we can trust them in crisis, can we extend this trust into the future therefore extending and continuing this sense of community and togetherness we see now?  As we utilise the resources and knowledge these organisations and providers have to respond to the crisis, can we see this as a new approach to implement in our services and practice? Can we simplify processes and remove some of the formalities and structures that serve as time consuming and potential blockers to true conversation-based approaches?

It would require training and upskilling of voluntary and third sectors as the Care Act is clear that those undertaking assessments and reviews should be skilled to do so.   It would require ongoing support and joint working.  It would require a unified approach and trust.  But we can already see that it is possible.

Author: Charley Maher,

Charley is an experienced adult social worker who has developed into a highly effective Change and Transformation Consultant. Charley has experience of organisational change, while supporting Operational Managers to improve the quality of practice. Her most recent project involved helping a local authority design a new pathway for adult social care that incorporated third sector and voluntary organisations.

Time to wake up, listen and delegate to your people

Its day 8 of self-isolation and its starting to hit home how hard this will be; coughing child seems to be recovering energy and appetite but the number of stories of friends of friends on ventilators growing by the day and my parents and Rachel’s in isolation and its hard.

It’s totally clear we are not alone in any of this.  The families feel in a pressure cooker, the singles feel lonely and the new couples now locked in together are about the hit the fast forward button on their relationships.

RedQuadrant has been pretty good.

Perhaps because we are used to working remotely, working to crazy deadlines and in high stress situations, Fraggle rock is a familiar place to us.  However, not everyone is so lucky and I have had a few accounts from friends and relations of people crying through exhaustion, fear and frustration on work video conference calls.

The technology will be a life saver in all this; but it’s also a danger.  It can dis-inhibit very bad behaviours including micro-management.  When we meet face to face a basic human mechanism kicks in and we start to register the emotional state of the people around us; it’s hard wired into us to do this.  Working remotely massively reduces our ability to do this as does stress.  Not being in the same room as your team can make you less included to trust they are doing their jobs.

I am also seeing many new websites being set up without anything substantive behind them; it feels like magical thinking by senior leaders to imagine new websites can save us without people behind them.  Perhaps it’s just easier than large scale engagement and delegation.

That may sound a bit luddite; it’s not.  I’m saying that technology acts as a force multiplier.  It can help deliver good ideas and help bring people together and help people do more.  But, without the good ideas and good people and delegated authority there is no force to multiply.

So if you are a leader I think it’s time to wake up, listen and trust your people enough to empower them.

You can get in touch with me to discuss via RedQuadrant at or DM me on twitter @geraldpower happy to chat and share

It’s not about the IT it’s about exploiting the social capital

Having spent weeks setting up a community volunteer network I didn’t think I might be one of the first to use it.  But, our daughter got a headache and temperature on Sunday morning so now its home school, sick child and self-isolation for fourteen days of comfortable – if fractious and nervous- confinement.

That won’t be the case for many other people without money, food or social capital.  The people I see down the soup kitchen, or who rely on the local food bank, who for a multitude of reasons are struggling in normal times will rapidly find the situation much bleaker than mine.  Some will literally be on the streets as it has upset their mental health to the point they can no longer cope. Many of them will be going to their council for support, now or very soon.

Its undeniable part of this will be about resources and technology.  I have heard many clients saying how utterly relieved they are that they had rolled out home working before covid hit or at least had enough to allow them to work now.  However, it’s also obvious that the tools alone won’t fix this and there is a need for intelligence and insight.

Having a litre of milk arrive on the doorstep 20 min after a whatsapp request yesterday certainly make me feel better.  There are no online delivery slots in my area.  Having two bags of shopping arrive this lunchtime courtesy of a neighbour made me really realise how much this will be about ‘localism’ and local grassroots networks.

Yes we will be using tech, but it’s not really about the tech.  It’s about people, relationships and solving problems.  If local government can tap into this massive bank of social capital the road ahead will be much easier to navigate. Now is also the time to act.  The sun is shining and it feels very odd.  That reminds me of the phone footage of the Boxing Day Tsunami.  When the sea disappeared many tourists wandered down the beach to look at the funny fish; they should have considered why and what was coming next and headed for the high ground.

You can get in touch with me to discuss via RedQuadrant at or DM me on twitter @geraldpower happy to chat and share

Covid response – It’s change but not as we know it

Its feels a bit star trek this week in supporting Local Government ‘Its life Jim, but not as we know it’. There is also a great Spock/ Kirk bromance meme going around regarding self-isolation. 

That feels pretty much where I am with clients, the priority services are still the priority services, the opportunities for channel shift are still the same and the need to manage more demand to self-service is still a priority.   Its change Jim, but not as we know it.  Now it’s far more urgent.

Within days or weeks Councils are going to have to cope with far fewer personnel and potentially big rises in demand for support and information.  Given that most of what a council does in terms of customer contact is not safety critical it should be possible to brigade resources to make sure that those in most need do get support.  Also that councils support the pandemic response looking after key workers and their kids.  The big challenge is going to be driving down all non-essential demand and moving resources to generate enough head space to make this possible. 

Having worked on the Swine Flu response in Cabinet Office I know what went on behind the scenes to muster vast capacity to do screening and prescription of Tamiflu online and by phone (remember that!) and stop GPs and A&E being overwhelmed and it worked albeit with a less deadly virus.  It was complex and it was really hard work and doing really quickly created a lot of challenges, but it was done successfully.  Perhaps because thing didn’t collapse people don’t remember it so much!

Anyway that’s what I’m working on this weekend for a large LA with my colleagues, how to re-work a contact and delivery model in a few weeks to give them the headroom to cope.  Feeling like 30% data and tech and 70% rapid change and communication. 

I just hope I can work out my own strategy on child care and looking after my parents and in-laws who are in self-isolation between now and Monday. 

If you need help on these issues contact me via RedQuadrant at or DM me on twitter @geraldpower happy to chat and share

Introducing IT portfolio management

The central IT team at a large Government Department was aware that across the complex organisation many departments had the budget to launch their own local IT projects, which often duplicated or conflicted with other such projects.

The need was for a central way of knowing about and influencing the large number of such projects being started and underway, and they decided to implement an IT Portfolio Management process, to give them visibility and control over this group of projects.

They called in a large Consultancy, and I was appointed to develop the new Portfolio Management business process and tools, whilst colleagues built a spreadsheet showing all the currently under-way IT projects, and some planned future ones. This list showed clearly the duplicate or unnecessary projects already underway locally and was a revelation to the central IT team, so they began to highlight the duplications to the relevant department and function heads, in the hope of combining or stopping some of the wasteful projects.

Once the Portfolio Management process was developed and authorised, I then implemented it within a large function within the organisation as a pilot to test and refine the process, and to help spread the message about the need for the central IT team to be fully involved in the planning, prioritisation and approval of any new project.

The pilot went well and proved the value of the new process and re-enforced the key oversight and control role of the central IT function. The process was then rolled out to the rest of the organisation in a phased manner, which helped the overall IT function to develop towards being a world class function.

John Bridges
Consultant at RedQuadrant

If you are interested in finding out more about the work experience of consultants in our network reach out to

Recognising ‘the script’

In business the one thing we rely on most is people, whether it’s staff, colleagues, stakeholders or clients. If they are stressed, fed up, feeling overwhelmed or unable to speak up it’s incredibly hard to engage them in change.

Whilst delivering workshops one thing has become abundantly clear to me. Everyone has a negative voice in their heads. It is never true. And it affects every area of your life, including work.

Whether it’s limiting beliefs about how much you can achieve, nervousness at selling yourself in interviews, feeling unable to challenge others or finding negative stakeholders difficult to handle, what I’ve come to realise it’s rarely the situation that causes the angst. It’s always that nagging voice!
If you’ve ever heard these responses to a new initiative – “Things will never change”, “Yes but…”, “It’ll never work”- then you’ll know exactly what I mean!

We call this ‘the script’ because it contains information gathered throughout life and when we listen to it it’s like we’re reading from a script rather than choosing how we would like to think, feel and act.

By learning to recognise the script we are able to see situations more clearly, choose better responses, and stop holding ourselves back.

In the workplace this can look like not feeling hurt by a colleague’s grumpy response, putting ourselves forward for an opportunity, enjoying our work, increased resilience, taking part in workplace initiatives, giving support to colleagues and being more open to change.

Even by teaching these concepts to one or two staff members I have seen the ripple effect as their renewed sense of purpose rubs off on others. Also, having common terminology makes communication easier. I’ve heard people say, “the script is saying…” which is much easier to say than “I’m feeling…”.

So, as you go about the rest of your day, see if you can recognise the script in any of your internal chatter and ask yourself, “Is that true? Would I choose that?” And be aware that those around you might be getting a hard time from the script too.

Kathryn Reay RedQuadrant Consultant

Circles of influence

In my work I come across a wide variety of people. Often, I see people who love their job but are overwhelmed, overloaded and simply overworked. We provide workshops and training to help people feel in control of their work again, we teach them how to prioritise, handle email, have effective meetings, etc.

One of the tools that we often use at the beginning of a programme/workshop like this is the circles of influence by Stephen Covey. This exercise is focused on showing people how much influence they have, and that a lot of things that feel ‘out of control’ are in reality influenceable. We focus on the things that are annoying them, or withholding them from doing their work. An often-mentioned obstacle is: meetings. It is one of the biggest contemporary curses nowadays: the number of ineffective meetings.

The solution is so simple, but still it doesn’t cross many peoples’ mind: question if your presence would be an addition or if it would be possible for you to just get the notes. Your reason to ask this question is perfectly justifiable: if your presence does not contribute to the meeting, you could rather spend your time on other tasks that need to be finished.

Often during this exercise people see the ineffective meetings as something that is bothering them but is not something that they have control over, while in reality it is perfectly okay to go to your boss or team and question if your presence is required, this is something that you have influence over. This is one of the many examples that pop up during the circles of influence, simple things that people are bothered by on a daily basis but are also accepting as a part of their work.

While in reality so much of our obstacles are more in our control than we think, we might not be able to completely stop them but we can question them and influence it. And by realising this, we make people feel more in control of their workload.

If you wish to discuss the above, then please contact Hedwig de Jong at

#8211, #hookahmagic

The power+systems model in action: Bristol City Council

Public sector consultancy and PSTA delivery partner RedQuadrant shares a case study in service transformation

You may know Barry Oshry’s power+systems insight into organisations – the way tops, middles and bottoms predictably behave?

The tops hold a lot of the responsibility in organisations and make the strategic decisions, but they don’t necessarily know what is happening on the ground; here, the bottoms are trying to do their job but have decisions and orders passed down to them. Meanwhile, the middles are juggling the wishes of the bottoms whilst attempting to please the tops above them with good results.

I saw this theory coming to life in our work at Bristol City Council. For four months, we worked with 60 senior practitioners – working on the front line (though often managing others), the so-called bottoms. Then, on review day, we brought the bottoms, middles and tops together in one room for a whole day. When we initially started working with this group, a lot of them felt overworked, unsupported, powerless – very typical experiences of the space. The group that was now sitting in the room was completely different. They felt empowered, united and optimistic about the future. This came about through our development work with them, through a real commitment of their managers, and from just bringing them together as a team.

The last piece of the puzzle was creating a conversation between the different levels – a ‘time out of time’. By letting the team listen to each other’s feelings – not stories or examples, but real experiences – we created an understanding of how it felt to work at each level, what problems they were handling, and how that made them feel. We created a safe environment where people could talk honestly, and people were in a position not to judge but to listen. This resulted in a room full of neither tops, bottoms or middles, but instead a room full of people who were all working together to make Bristol a better place.

If you would like to discuss the above project or any similar opportunities, then please contact Hedwig de Jong at

HM Courts & Tribunals Service, customer directorate planning and delivery support

Public sector consultancy and PSTA delivery partner RedQuadrant shares a case study in service transformation

The justice reform programme is one of the largest public sector transformation programmes in the UK.  It involves profound changes to how justice is delivered and involves approximately £1billion of investment in change on the basis of major future savings.   The programme will involve a halving of the number of courts in the UK and consolidation of telephony and case processing from local centres to large regional centres.  The aim is an administrative system that is more efficient and effective for all stakeholders and which fully exploits modern digital technologies.

In late 2016 RedQuadrant was invited to provide specialist customer insight support to the programme in identifying opportunities for the successful digital transformation of the justice system.  Later RedQuadrant was appointed, after a competitive tender, to provide a package of support to the newly formed Customer Directorate team.  This included developing an operating model for this new team and a delivery model for implementing customer driven delivery within HMCTS overall.

In addition, RedQuadrant team helped the Customer Directorate prioritise its tasks and develop a team vision and work plan.  RedQuadrant then went on to provide support to the Customer Directorate in establishing a new Key Performance Indicator (KPI) set for HMCTS as a whole.

This project called on a wide range of skills in a fast-moving environment including business analysis, stakeholder engagement, communication planning, skills transfer and team development.

Streamlined Leadership Programme: Metropolitan Police Service

Public sector consultancy and PSTA delivery partner RedQuadrant shares a case study in service transformation


The Metropolitan Police Service (MPS) commonly known as the Met is London’s police service: the biggest in the UK and the largest city force in the European Union, ensuring the safety and security of a thriving political, economic, cultural and technological capital. London is a global city with an ever-changing population that is expected to reach 9 million by 2020.

Alongside policing a geographical area of 620 square miles across 32 boroughs, and 140 police stations, the Met has a significant number of officers and staff in specialist crime, investigations and operations. The Met has responsibility for protection in royal, diplomatic and parliamentary matters and is a significant presence in the national response to serious and organised crime.

The Met has 31,075 police officers – around 25% of the England and Wales total, policing 14.6% of the England and Wales population and dealing with 20.6% of all crime. The Met continues to become more efficient through a significant change programme which has to-date delivered £573m in savings. An additional £423m in savings are to be made by 2021.

It was as part of this change programme that RedQuadrant were invited to work with the Internal Design Delivery team (managed for the Met by their strategic partners Deloitte’s). Our role was specifically in relation to the Streamlined Leadership Programme, focused on delayering of the Chief Inspector rank within the MPS.

Our team brought expertise in areas of change, design, leadership, process facilitation and engagement. We each worked directly with a number of the 22 or so operational command units, and supported at business group level each team of in-house change leads. The objective was to support them in providing 3 options for chief officers to select a preferred design for further high level work and presentation to the Management Board. The next stage of the programme would be then shaped by the decision of the incoming new Commissioner.

An outline design approach and principles were to be delivered, with activities adapted to support local context and interdependent changes. We worked with each unit to facilitate 3 workshops addressing successive design reviews and analysis. The units examined roles and responsibilities, skills and organizational impact and, finally, enablers to move towards a delayered organisation.

The challenge

One of the main challenges was the breadth and complexity of the organisation; not only the day to day policing units but the numerous specialist units operating both overtly and covertly for example the Protection Command Unit (Royal and Diplomatic protection), the Firearms Command Unit and the Homicide Unit all meeting the complex and diverse needs of a city with a population of over 8 million people.

Further challenges were cultural in addressing a flatter organisational structure and effectively losing a rank which held significant experience and skills.  The whole organisation is implementing waves of change driven by national policy and legislation, pressures from the public, new threats, technological changes, and public spending constraints. The ‘bottom-up’ approach to delayering (tasking teams including those in affected rank and role to initiate the design review work) intended to secure active engagement but also meant most people had no direct experience or knowhow in relation to the task.

What we did differently / innovations in our work

Sarah Johnston led this project which involved the RedQuadrant team working with the OCUs on a facilitated face to face format as well as supporting them via e mail and phone. The sessions focused on the efficiency and effectiveness of the units and followed a prescribed pattern of vision and objectives.

We assisted the Met with their vision of reform and rank structure to empower staff, increase trust, improve decision making and reduce bureaucracy. This presented several challenges and our flexibility and understanding of their needs was critical to the programme’s success.

We applied the design principles set by the Met to assure and test our joint activity:

  • Lean structures
    • Aim to improve spans of control and increase supervisory ratios
    • Take account of College of Policing and Police Performance Framework
    • View statutory requirements associated to rank
    • Consider pan-MPS responsibilities and risk
    • Not design significant increases at Superintendent rank
  • Increased empowerment and improved decision making
    • Allocate tasks to the appropriate role in the organisation
    • Enable decisions to be taken at the most appropriate level
    • Streamline the number of steps in approvals process
    • Create an accessible leadership group
  • Reduced demand
    • Take opportunities to reduce demand to support a streamlined view
    • Identify none value add activities
    • Align ways of working with business groups across London
  • Measurable benefits
    • Keep measurable against programme objectives
    • Develop an organisation design for each business group
    • Remove Chief Inspector roles from MPS by summer 2018

The outcomes

Key outcomes were:

  • Each of the 22 OCUs were able to put forward an appropriate number of options for streamlining their areas of business
  • There was a close examination of a wide range of processes in key areas
  • A co-creative approach in working with the MPS meant that challenges were made, trust and openness built, and tough questions addressed
  • The enablers required to implement delayering successfully were fully identified and closely reviewed during the QA stage – informing the on-going change programme
  • Implementation of next steps, new structures, inter-linked changes in other aspects of the organisation will now be more cohesive
  • Our work and the team’s outputs enabled the MPS to take a close scrutiny on risk and resilience and supported top level decision making
  • Workload management issues were looked at (though not directly in scope) – along with a wide range of hard and soft systems, processes, skills, policies, etc.

Added value

  • Coaching relationships developed with a number of change leads with RedQuadrant associates providing guidance, support and challenge to help certain individuals and groups build their resilience
  • Skills were transferred to internal change and business leads as part of the project
  • RedQuadrant worked closely with Deloitte to refine guidance, etc
  • RedQuadrant shared some of our extensive knowledge and experience of demand management

The way forward

RedQuadrant have identified a number of positive ways forward to support and strengthen the new structure and introduce enablers:

  • Consulting on design, development and implementation of the delayered organisation – ensuring cultural, systemic and performance challenges are supported
  • Change team coaching – supporting the on-going direct ownership and involvement of change leads and restructuring/reforming units
  • Developing the ‘future Inspector’ as a key role ensuring sufficient uplift in strategic leadership. We have in the past for another force provided career coaching around the introduction of A9 using a model we have developed (for both those staying and moving on)
  • Targeting other ranks to ensure that broad leadership development and the positive outcomes from flatter structures can be realised
  • Enabling the whole organisation to influence stakeholders who will need to adjust to the new structural shape
  • Review the principles and processes adopted and propose improvements in specific areas with promising client leads – e.g. in the professionalism area, (HR, training, championing standards), and with empowered team leadership for modernised operations aligned with new hubs and localities.
  • Support and challenge around demand management