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

Area of Science:

• Rehabilitation Medicine
• Health Services Research
• Disability Studies

Background:

• The Mary Marlborough Disability Service, a specialist NHS unit, provides non-acute support for independent living among individuals with physical disabilities.
• An interdisciplinary team was established to address comprehensive challenges impacting daily life, social engagement, work, education, and leisure.
• The study focused on evaluating changes in service style, effectiveness, and efficiency within the unit.

Purpose of the Study:

• To assess the operational dynamics and effectiveness of an interdisciplinary team in a specialist disability service.
• To identify barriers to cohesion and communication within the established team.
• To guide and implement necessary changes for improved service delivery.

Main Methods:

• Qualitative assessment of the interdisciplinary team's perceived teamwork and operational challenges.
• Analysis of service style, effectiveness, and efficiency before and during the intervention.
• Secondment of a clinical co-ordinator with disability expertise to facilitate change.

Main Results:

• The unit perceived itself as functioning as a team, but significant operational difficulties were identified.
• Lack of cohesion and communication were major barriers to effective interdisciplinary collaboration.
• Resistance to change within the unit complicated the implementation of improvements.

Conclusions:

• Specialist disability services require robust interdisciplinary collaboration for optimal outcomes.
• Addressing operational difficulties and fostering cohesive communication are critical for service effectiveness.
• External facilitation and experienced leadership are vital for driving change in established healthcare units.