This Is London, Dublin. Organisation Development.

Case Study

Supporting Kingston Provider Services in its transition to the social enterprise Your HealthCare



Your Healthcare was originally the Community Services provider for Kingston Borough, in South-West London (Surrey). The £25 million business was spun out of the host Kingston Primary Care Trust as part of the national Transforming Community Services Programme, one of more than 20 such businesses created within the London Strategic Health Authority in 2010.


The management team had aspirations quickly to become a Social Enterprise, and this was achieved in August 2010, with the creation of Your Healthcare as a not-for-profit Community Interest Company.


We were asked to work with the Chief Executive and Senior Management team to help position the organisation for the more business-oriented approach required by the Social Enterprise environment.


What we did


Three off-site sessions were held to look at the implications of the new governance structure for the organisation as a whole, the executive team as a unit and the skills and the capabilities of individuals in the top team. The intervention also included a programme of interviews and coaching sessions with individuals, and reporting on strengths and weaknesses through structured assessments.


Objective evidence and data was used as the foundation for the intervention. A team diagnostic , the Verax Team Effectiveness Index, was used to benchmark team performance against high performance organisation standards and key areas for action were identified.


Senior team members participated in a range of diagnostic assessments, including the Talent Q Dimensions personality questionnaire; the AQR MTQ48 mental toughness assessment; and the Verax Personal Effectiveness profile 360 tool. These were fed back on a confidential basis to participants and development plans were agreed in the context of the changing demands of the Social Enterprise. Follow up coaching sessions were carried out as necessary and appropriate.

Following approval by NHS London and the successful launch of the company, we continued to work with the Company Board on development of key skills and competencies of the Board members and other senior managers reporting to the Board.  We designed and facilitated a Board development session intended to prepare the Board as a whole for the challenges of more independent operation. This included a review of the changing role of the Board and competencies required for a successful launch and subsequent operation.



The company is prospering, and has grown its turnover from £25 million to £40 million over the first three years, taking on Social Care business from the Royal Borough of Kingston, among other developments.