Changing to a client-focused quality service through more effective team work.

Abstract

The Mary Marlborough Disability Service, a specialist NHS unit providing non-acute support which enables people with physical disabilities to lead independent lives, established an inter-disciplinary team which addresses any problem of relevance to an individual which might affect their daily existence, social life, work, education or leisure pursuits. Identifies three areas of change: the style of service; its effectiveness; its efficiency. Finds, although the unit perceived itself to be working as a team, there were major operational difficulties which led to lack of cohesion and communication. As the unit was resistant to change, a clinical co-ordinator experienced in the field of disability was seconded to to the unit to guide the necessary changes, and a number of lessons were learned.