Most of all, Peter enjoys the rewards of helping others achieve their goals through his facilitation, enabling, and at times challenging, where we all are. Important in this approach is a clear understanding of your unique and specific challenges, then focusing on outcomes, deliverables and enabling individuals to make their contribution effectively.
In 2000 Peter set up his own consultancy partnership, the 'Peter Buckley Partnership' and has already built up an impressive portfolio of FTSE 100 and public sector clients including; NHS Trusts, Spire Healthcare, Lloyds Banking Group, Pinsent Masons, Johnson & Johnson, Roche, SCA and central government agencies including The Home Office, Transport & National Statistics. Sectors include: Accountancy, Architecture and Surveying, Banking, Charities, Health & Social Services, Internet and e-commerce, Legal Services, Leisure, Manufacturing, Pharmaceuticals & Police.
Core services include;
- Performance Improvement and competency development for individuals and teams
- Team Building
- Organisational Review and Change Management
- Coaching and Mentoring (Fully qualified ACCM)
Recent, and on-going experience, in this field has included helping devise and subsequently support the implementation over the past two years of strategic and operational plans for the top two hospitals in the Spire Healthcare group. Peter has successfully supported these hospitals to achieve and exceeding their targets to-date, while implementing radical and improved performance management and cultural change.
The Partnership has expanded into new business start-up consultancy, successfully enabling two new businesses to enter the market by delivering for them; Market analysis, Feasibility studies, business plans and successful funding applications, recruitment of effective and appropriate NXDs and key operational appointments.
In addition, Peter has worked with a number of NHS trusts to support change management programmes in the light of recent NHS reforms through facilitated workgroups and design of stimulating and productivity enhancing activities while taking account of cultural barriers which have been managed and overcome.
The most recent example involved the whole cultural and leadership activities within a directorate of two leading NHS Trust. Focusing on turnaround of key Accident and Emergency care goals, the outcomes have been exceptional with total turnaround in behaviours from nursing through consultant clinicians to front-line staff and enhanced productivity and alignment of objectives and goals. Indeed one Trust has moved from bottom of NHS performance in this area to consistently within the top 5 of the whole NHS.