From two teams to one vision: how Tim strengthens collaboration and structure at GGZ Drenthe

To support this consolidation, the organization brought in EIFFEL. Consultant Tim van den Hurk was asked to guide the restructuring as an external advisor. At the same time, he took over the work from a colleague who was retiring. This gave him a unique dual role: working team member and independent advisor. That combination proved especially valuable in this context.

With his background in mental healthcare, project-based approach, and awareness of the broader environment, Tim developed not only a well-supported recommendation but also translated it into practice – setting a sustainable change in motion.

The challenge: no lack of structure, but a lack of direction

At first glance, the two teams seemed well prepared for a merger. Documentation existed, consultation structures were in place, and responsibilities had been mapped out. Yet the organization couldn't make the right decisions on its own. They needed an objective perspective, someone from outside who could make the tough calls.

Tim: "The atmosphere was good, people were willing – but nothing was moving forward. That's when you need someone to help get the process going. And that's what I did."

During his analysis, Tim discovered that the core problem didn't lie with the teams themselves, but in the collaboration with primary care: the care administrators and team managers. The distance between these layers made communication difficult. This resulted in delayed processes and made the original question – merging two teams – much broader.

Approach: participating, thinking along, and changing together

Tim started with introductory conversations, inventoried how the teams functioned, and analyzed existing documents. He also spoke with people at all levels of the organization: from team members to the program manager and the finance & control manager.

His role was unique: as a working team member, he understood the practice; as an advisor, he could translate those insights into improvement proposals. That combination and Tim's transparent approach built trust within the team and support from management. "I had the space to name what I encountered, even when it fell outside the original assignment. That openness made it possible to write a truly fitting recommendation."

Instead of only looking at secondary care, Tim also included primary care in his analysis. He mapped the communication bottlenecks, identified which agreements were missing, and clarified what role distribution was needed for a smooth process.

Result: clear structure and better understanding across the lines

Tim's recommendation was well received and led to visible changes. Functions have been merged, vacancy notices have been drafted, job interviews have been conducted, and structural consultation between all team members is now in place.

There's also more attention to collaboration with primary care. The plan is now in the implementation phase, where Tim remains actively involved. This ensures not only that the recommendation works on paper, but also that it lands within the organization.

"I'm making sure that people outside the team understand what we're doing too. Because a recommendation only has impact when it's supported by multiple layers in the organization."

Lessons and insights: trust as a prerequisite for change

For Tim, this was a valuable assignment. Not only in terms of content, but also personally. The combination of advisory role and operational involvement provided unique insights: "Because I was part of the team, I could truly listen and translate signals into concrete proposals."