Embracing Agile Working for Enhanced Efficiency – NHS

The Trust initiated a transformative Activity Working and Hybrid Working Pilot project targeting the 4th floor of Peterborough Hospital, aiming to repurpose 50% of the 5,000 square meter office space into new patient wards. This would potentially create capacity
for up to 72 additional beds. To achieve the Trust sought to implement agile working practices for over 200 clinical and non-clinical staff occupying the floor. The project aimed to increase remote work capabilities by at least 40%, present the Trust as a modern employer while maintaining or improving team collaboration metrics.

There were some hurdles to overcome in implementing the initiative. Survey results revealed that 70% of non-clinical staff desired to work remotely more than two days per week, conflicting with concerns from 60% of senior managers about potential impacts on productivity and culture. The existing Virtual Desktop Infrastructure (VDI) technology, serving over 1,000 users, required a substantial upgrade to support increased remote work. HR policies needed comprehensive updates to accommodate hybrid working and the activity-based workplace. Pre-project assessments showed desk utilisation rates as low as 40% in some departments, with 75% of staff reluctant to use desks outside their immediate team areas due to the existing office layout, IT configurations, and a lack of small- to medium-sized rooms.

The process began with a comprehensive two- week workplace utilisation study, monitoring all 200 workstations on the 4th floor. This was complemented by a Trust-wide survey that garnered responses from over 300 staff members. Six focus groups, each comprising 8-12 participants, provided insights into team- specific challenges. Nine in-depth interviews were conducted with senior leaders, representing various departments and accounting for oversight of about 80% of the Trust’s operations. The infrastructure review encompassed an analysis of core flexible working HR policies, an assessment of the Trust’s IT infrastructure and a detailed evaluation of the 2425 square metre workspace. Multiple test-fit scenarios were developed, demonstrating how the reduced space could effectively accommodate agile working for the 200+ staff.

Change management initiatives included the development of 9 core agile working principles and a Working Together Charter, both approved by the 12-member executive team. A team of 15 change champions was recruited, meeting bi-weekly over the 36-month project duration. Communication strategies reached all 6,800 staff members, with targeted communications to the 200+ directly affected employees.

Post-project evaluation revealed significant positive outcomes. The Trust successfully freed up 2,000 square meters of space for future ward development. Among the 200+ staff who relocated to the new agile workspace, 85% reported successful adoption of new working practices. 53 line managers completed the agile leadership training, with 90% reporting increased confidence in managing remote teams. Teams that fully engaged with the new working arrangements (AWA) workshops and implemented Working Together Charters showed a 30% higher satisfaction rate in post-project surveys compared to those that did not. These engaged teams also reported a 25% increase in perceived productivity and a 20% improvement in work-life balance.

The project achieved its goal of increasing remote work capabilities, with staff now able to work remotely an average of 2 days per week, up from 1 day pre-project. Collaboration metrics, measured through regular pulse surveys, showed a 15% improvement despite the increase in remote work. While the project met its primary objectives, it also highlighted areas for future development. For instance, those senior leaders who attended training sessions delivered by AWA developed effective charters and felt confident in doing so. Those that didn’t attend training were not confident and consequently didn’t develop them with their teams.

The Trust identified potential for a 20% increase in space utilisation and a 15% boost in cross- departmental collaboration if the agile working model were to be implemented Trust-wide. By embracing agile working, NHS North West Anglia Trust has taken a significant step towards modernising its operations, optimising its workspace, and enhancing staff satisfaction. This case study demonstrates the potential for agile working practices to drive efficiency and innovation in healthcare settings, while also highlighting the critical role of leadership, communication, and strategic alignment in successful organisational change.