Case study: Service Redesign at South Devon NHS Trust

Case study: Service Redesign at South Devon NHS Trust
Please refer to the following documents:
Service Redesign at South Devon NHS Trust (A)
Service Redesign at South Devon NHS Trust (B)
This case is about reviewing and redesigning a care service pathway which cuts across various
organizational boundaries in a local health system. The challenge is to coordinate different
stakeholders without any additional funding. The case emphasizes the change process and how
this can be managed in a complex environment. It, therefore, draws on a range of topics you
have addressed during the IHM course.
The task is designed to give you an opportunity to demonstrate an understanding of key
management issues in health services by analyzing and demonstrating an understanding of a real-life case.
You need to draw on lessons from the Foundations for Health Management Consulting module
(e.g. on project management, engagement with clients/stakeholders, communications) and think
about how these might apply in the context of this case. For example, how well were these
applied, what could have been done better, where the project management and client/
stakeholder engagement tools adapted in any way?
Approaching the task
(1) You should unpack the key events and details of the case. For example, describe the
challenges faced by the principal actors and their consequences, why these can be seen as
challenges, how the challenges were addressed, and whether there were any alternative ways
of addressing them.
(2) Discuss the wider context for the case. What were the policy, market, technological or
other considerations which may have shaped the events in the specific case study? What are
their implications? For instance, the case is about stroke care services – are there any
innovation trends within stroke care that impact the room for maneuver or options faced by
the protagonists in the case study?
(3) Focus on the following questions when preparing the case study:
1. What were the shortcomings of the existing model of care that the changes sought to
address? What are the characteristics of an effective chronic care system?
2. How did Jenkins handle the issues relating to organizational and professional power and
politics in leading this service change? Think about the following:
• What barriers and facilitators did she anticipate?
• Which barriers caught her off guard?
• How did she use her professional and expert power to gain buy-in for the service change?
• What other sources of power and influence were available to Jenkins?
3. Consider Jenkins’ vision and communication strategies. What worked well? What areas could
she have improved? How would you characterize Jenkins’ effectiveness as a change leader?
4. What outcome measures were used to assess the success of this change project? What
criteria would you use to assess the organizational and patient care outcomes?