Changing to a client‐focused quality service through more effective teamwork

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 the unit to guide the necessary changes, and a number of lessons were learned.