How public sector mutuals can drive staff innovation
I am doing some work, as part of an RSN/University of Gloucester team, looking at imaginative approaches to delivering services in rural areas. This article profiles a massive new mutual arising from public sector worker buy out options. It has some rural relevance but can you think of anything which is of similar size based exclusively in a rural area? Some of you have already suggested some options in response to our call for evidence, but I am now looking for a really large rural example. For those of you unaware of the scale of what is happening in some quarters of the public sector this article will be an interesting introduction:
Anglian Community Enterprise (ACE) is a successful community interest company, employing over 1,100 staff and is completely employee owned. We provide a wide range of NHS Community Services and generate an income approaching £50m.
Becoming a public service mutual was about being bold and not being side tracked by those who found it difficult to see the real opportunities that the change could bring. We have experienced many changes in the last two years as a public service mutual, one of which is harnessing staff innovation
Becoming a mutual has helped harness staff innovation, as we have been able to make decisions more quickly and have the flexibility to put these ideas to the test. As the culture of the organisation is changing, staff are reporting that they feel more empowered and have a real ability to influence key decisions. Previously, the decision making process could take a long time, which could be de-motivational for staff. Now, freed from a lot of bureaucracy, employees across the business are able to take responsibility and act with speed, improving the efficiency and effectiveness of our services.
Some ACE staff innovation has gained national recognition through awards. An example of this is the Dementia Doorway Project which assesses all patients admitted to the community hospital wards over the age of 75 for early signs of Dementia illness, ensuring timely and appropriate referral and diagnosis. In the period August 2012 to January 2013, 34 referrals were made. The project aims to enable patients who have positive signs of Dementia to commence on the correct referral and treatment pathways, ensuring that they and their families are supported through their journey. It was developed to encourage engagement from all levels of staff to improve the experience that they are able to offer to patients, regardless of the reason for admission. The success of this project has been a clearly defined process, an individual identity, enthusiastic and committed staff and an innovative approach to providing quality improvement.