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Culture & Name Change

The Spastics Society to Scope.

Under the direction of Rush partner, Ann Robinson, then the chief executive of The Spastics Society, this entailed a complete reinvention of the charity and then choosing a name to match its new purpose and values. After deciding the new vision, considerable research was carried out including MORI focus group activity and a large survey from which the name Scope emerged. This position was reinforced by ensuring the logo underpinned the purpose of the charity.

 

Energywatch.

The legislation underpinning gas and electricity consumer watchdog, energywatch, required public and stakeholder consultation on proposals for its development and annual business plans. Directed by Rush partner, Ann Robinson, the most comprehensive consultation was carried out when proposals for the new organisation were developed. This involved consulting consumer groups, energy companies, regulator authorities, political groupings and many others, about 1000 in total.

The name energywatch was created after considerable informal soundings to test whether it could achieve public recognition. The Energy Act 2000 tied the NDPB to the name Gas and Electricity Consumer Council but on the basis of the soundings and legal advice, the DTI was persuaded by the then chair of energywatch, Rush partner, Ann Robinson, to accept energywatch as a working title


Benefits Agency

On its establishment the Benefits Agency needed to change its culture from being inwardly looking to outwardly-focussed and customer-friendly. The first business plan reflected the need for considerable organisational change.

After the first six months an external and internal perception survey was carried out to identify whether change was understood and impacting on behaviour. It revealed a huge gap between expectation and delivery in a number of key areas the most worrying was a lack of understanding of the need for change.

This gave rise to the development of a big change management programme under the direction of Rush partner and then deputy director, Ann Robinson, involving the development and delivery of an external and internal communications programme, the creation of an outreach service, targeted training underpinned by changes to performance indicators to reinforce the implementation of the strategy. In addition considerable work was carried out on process changes to improve quality, responsiveness, take out costs and reach more people.
 
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