What we do for the NHS
“We choose to do these things, not because they are easy, but because they are hard.”
– John F. Kennedy
Development of recovery strategies and documentation to support communication and decision making with Boards and the Regulator.
Engage with the Regulator, The Board, The Executive… through to clinical and departmental leaders to address expectations and different perspectives around decision making.
Diagnosing areas for operational improvement using data and front line knowledge, implementing improvement programmes and performance management. Using dashboards, demand and capacity planning, job planning and waiting list management to support operational improvement.
FINANCIAL ANALYSIS, REPORTING & FORECASTING
Explaining the story in the numbers, improving presentation, and forecasting for decision making. The use of costing and benchmarking information to support opportunity identification and target setting.
“Never guess. It is a capital mistake to theorise before one has data. Insensibly one begins to twist facts to suit theories, instead of theories to suit facts.”
– Sir Arthur Conan Doyle
COST IMPROVEMENT PLANNING
Identification of cost improvements, distinguishing between cash releasing and cost avoidance measures. Dashboard development incorporating non-financial and financial key performance indicators.
PROGRAMME MANAGEMENT & GOVERNANCE
Implementation of documentation and process to support project delivery, progress monitoring and reporting. Ensuring quality and safety considerations are part of the change process.
WORKING CAPITAL MANAGEMENT
Assessing and improving balance sheet liquidity; improved management of debtors, stock levels and cash forecasting.
MAXIMISING COMMERCIAL OPPORTUNITIES
Reviewing potential for increasing commercial opportunities for income generation, improvements in procurement and contract management.
Introducing new technologies to support pathway improvement including new applications, predictive analytics and financially efficient contract forms.