Hot topics for the NHS

What we do

Integration

ICS, ICB and ICP transition and delivery

We work with Integrated Care Systems to ensure that they have a solid, sustainable platform for delivery. We have led ICS transition and development programmes, and the establishment of governance arrangements for Integrated Care Boards.

Place-based partnership development

We support Places to set out the ‘why,’ ‘what,’ and ‘how’ of place-based integration, recognising that one size does not fit all. We collaborate with local teams to broker consensus between partners and accelerate place maturity through a practical lens that focuses on learning by doing.

Provider collaborative development

Our team have partnered with emerging provider collaboratives to set out a clear development journey including options for mobilisation that align with national guidance.

Integrated service planning and delivery

We support the effective planning and delivery of integrated health and care services. We move our customers from theory to action, setting out a cohesive approach to service integration, and grounding it in real transformation that improves the health and wellbeing of local people.

We work with Integrated Care Systems to ensure that they have a solid, sustainable platform for delivery. We have led ICS transition and development programmes, and the establishment of governance arrangements for Integrated Care Boards.

We support Places to set out the ‘why,’ ‘what,’ and ‘how’ of place-based integration, recognising that one size does not fit all. We collaborate with local teams to broker consensus between partners and accelerate place maturity through a practical lens that focuses on learning by doing.

Our team have partnered with emerging provider collaboratives to set out a clear development journey including options for mobilisation that align with national guidance.

We support the effective planning and delivery of integrated health and care services. We move our customers from theory to action, setting out a cohesive approach to service integration, and grounding it in real transformation that improves the health and wellbeing of local people.

Case Studies

ICS, ICB and ICP transition and delivery

South Yorkshire & Bassetlaw Integrated Care System

We are supporting the Executive Team across a number of key areas, including:

Preparation and support for transition to ICS ‘go live’ including governance, reporting and assurance processes
Development of scope, key deliverables and framework to establish the statutory ICS (ICB and ICP)
Supporting the development of the ICS Operating Model including Integrated Care Board, Constitution, Place-Based Partnerships, Provider Collaboratives and System Operating Arrangements

Place-based development

North East Essex Alliance

Our recent work set out a case for change that includes:

A set of agreed guiding principles that underpin how the Alliance will work together
An Alliance ambition, including the benefits of integration and timeframes for delivery
An integrated model of care that will help to deliver improved outcomes and tackle inequalities utilising integrated neighbourhood teams
An articulation of how partners will work together, including the use of a ‘contribution model.’

Provider collaborative development

Kent and Medway MHLDA Integrated Care System

Supporting the effective establishment of the MHLDA Provider Collaborative Board, including:

Describing the journey towards establishment of a MHLDA provider collaborative
Setting out options for delegated authority within the MHLDA provider collaborative
Detailed governance review of existing arrangements and MHLDA Provider Collaborative Board establishment – including a clear articulation of functions, roles, and responsibilities
Commercial support to understand options for establishment of a lead provider model

Service planning and delivery

ICS for Devon

We are supporting Devon CCG transition to and mobilise the One Devon Integrated Care Board. By creating the right governance, workstreams and plans we have provided a strong foundation for Integrated System working from 1st July 2022.
We strike the right balance between the creation and monitoring of rigorous plans that reflect national guidance with the safe management of daily operational pressures and priorities.
We led the coordination of System Development Plans submitted to NHSEI, demonstrating plans and progress, and providing the rigour behind due diligence and readiness to operate statement checklists.

What we do

Diagnostic & Cancer Services

Community Diagnostic Centre - design and delivery

We are providing support to systems and organisations to lead and deliver their CDC programmes, from scoping, business case development to making plans a reality for local people by implementing services.

Cancer workforce

We provide diagnostic and cancer workforce planning and strategy development based on a true understanding of the service model and the future strategic intent.

We are providing support to baseline, forecast, implement new roles and identify key solutions to recruitment and retention. This includes Diagnostic Training Academies.

Pathways and services

Our support spans whole cancer services and specific pathway restoration and transformation – identifying key challenges, understanding current demand and capacity for cancer services and working as part of your teams to deliver quick, tangible results which enable patients to access services locally – focused on patient outcomes.

We are providing support to systems and organisations to lead and deliver their CDC programmes, from scoping, business case development to making plans a reality for local people by implementing services.

We provide diagnostic and cancer workforce planning and strategy development based on a true understanding of the service model and the future strategic intent.

We are providing support to baseline, forecast, implement new roles and identify key solutions to recruitment and retention. This includes Diagnostic Training Academies.

Our support spans whole cancer services and specific pathway restoration and transformation – identifying key challenges, understanding current demand and capacity for cancer services and working as part of your teams to deliver quick, tangible results which enable patients to access services locally – focused on patient outcomes.

Case Studies

CDC design and delivery

Cheshire and Merseyside Health and Care Partnership

We develop detailed business cases for each CDC by assessing population need, existing estate, capital requirements, and provider’s ability to expand capacity and capability. We also established and led a system-wide programme of work offering strategic leadership. Bringing together clinical and operational stakeholders we mentored Trusts through the CDC development process. We developed and led Workforce and Digital work streams, bringing leaders together across the ICS to resolve system-wide issues.

Cancer workforce

Our Healthier SE London ICS

We are currently working in partnership with SEL ICS to support the development and delivery of its Community Diagnostic Programme. This includes providing overall programme leadership, planning, and management in a dedicated ‘Programme Director’ capacity; supporting the system to reach agreement on the optimum locations for its CDCs; and leading the development of strategic investment and business cases in line with national and regional NHSE/I requirements. We are also working with the ICS to ensure that the diagnostic workforce capacity and capability is in place to support the successful implementation of the CDCs.

Diagnostics workforce

Diagnostic Training Academies

We have recently supported several NHS England Regions to design and establish Diagnostic Training Academies. This involved working with Health Education England to establish the existing training programmes in place, confirm the future likely demand for training provision and define the anticipated training capacity for the region.
Our teams engaged widely across the local systems to determine the most suitable delivery model and agree the configuration of the model.
This led to the rapid identification of the training needs and creation of the academy structures which will have a lasting impact on the future workforce for diagnostic and imaging across England.

Pathways and services

Thames Valley Cancer Alliance

We were commissioned to review diagnostic demand and capacity across four acute cancer providers, in radiology and endoscopy.
We optimised the utilisation of each Trust’s diagnostic capacity and performance through the comprehensive review of their performance, demand and capacity.
Improved system working across TVCA by creating a like-for-like comparison of each Trust and identifying fruitful opportunities to collaborate through shared capacity and learning.
Provided an ambitious plan for improving the management of demand and capacity across the Cancer Alliance, to improve the system’s sustainability and continuity of care for patients.

What we do

Workforce

Strategy

We support clients to develop workforce strategies, aligned to system and organisational goals and to deliver care outcomes. We also provide reviews of people and workforce teams and can provide capacity, to ensure teams are equipped to deliver the strategies.

Modelling & Analytics

We develop system and organisational level workforce dashboards which provide a “single version of the workforce truth” to enable demand and capacity planning, to support clients to plan services and workforce development. This includes developing and modelling the impact of new roles and role expansion.

Insights

With our proprietary tools, we ensure clients understand the features and risks of their workforce – including overviews, but also in detail – e.g., gender, age, ethnicity and pay, vacancies and agency spend.

Heatmap

Supported by proprietary tools, we enable customers to develop a baseline view of their workforce, projections and identify key workforce risks, enabling the development of initiatives to resolve gaps and shortages.

We support clients to develop workforce strategies, aligned to system and organisational goals and to deliver care outcomes. We also provide reviews of people and workforce teams and can provide capacity, to ensure teams are equipped to deliver the strategies.

We develop system and organisational level workforce dashboards which provide a “single version of the workforce truth” to enable demand and capacity planning, to support clients to plan services and workforce development. This includes developing and modelling the impact of new roles and role expansion.

With our proprietary tools, we ensure clients understand the features and risks of their workforce – including overviews, but also in detail – e.g., gender, age, ethnicity and pay, vacancies and agency spend.

Supported by proprietary tools, we enable customers to develop a baseline view of their workforce, projections and identify key workforce risks, enabling the development of initiatives to resolve gaps and shortages.

Case Studies

Heatmap

Southport and Ormskirk Hospital NHS Trust

Southport and Ormskirk wanted to understand its workforce position as it is, a future model and what it could realistically achieve. We have developed a report that illustrates risks and opportunities for innovation – for example new roles such as AHP, Physician Associates and clinical support roles. We have used a number of scenarios to support the trust to model different versions of the future and support their wider recruitment and development planning

Modelling

Stockport NHS Foundation Trust

We supported across all aspects of workforce strategy, planning and delivery programme development, providing:

A redesigned/developed WF &OD Transformation Plan
Workforce Insights pack detailing areas of different levels of performance to support prioritisation and investment
Overview of future staffing pressure points by business group and each major specialty
Critique of team skill mix compared to highest performing peers and exemplars
Opportunities for workforce skillmix adaptation aligned to highest performing Trusts, fully quantified with timeframes

Strategy

Our Healthier SE London ICS

Over the past 12 months we have supported SEL ICS to design and develop its people function, and worked closely in partnership with the ICS team to deliver a number of key workforce priorities. This includes the design of the ICS workforce programme structure, operating model, and governance arrangements; and embedded PMO support to establish the function. We have also delivered several workforce initiatives aligned to key ICS transformation priorities, including the development of a SEL wide staff bank for the covid vaccination programme; a workforce baseline, risk assessment and programme plan for community mental health transformation; and a review of the ICS’s Gynaecology workforce to support elective recovery.

Insights

Barking, Havering and Redbridge University Hospitals

The BHR Academy appointed us to develop an integrated workforce model and dashboard to capture and analyse c15,000 place-based health and care employees. This is the first time that such an integrated analysis has been undertaken covering health providers and the three Local Authorities.
All client organisations have experienced great value from the dashboard and have provided regular data updates. It is being used by individual organisations, transformation boards and the whole place to shape strategic workforce initiatives. The scope of the dashboard is being expanded to include Skills for Care and JSNA data. Roll-out of the approach across NEL ICS is now under active discussion.

What we do

Elective Care

Heatmap

Supported by proprietary software tools, we enable customers to develop a baseline view of their workforce, projections and identify key workforce risks.

Modelling

We provide demand and capacity planning to support customers to plan services and workforce development. This includes developing and modelling the impact of new roles and role expansion.

Strategy

We support customers to develop workforce strategies, aligned to system and organisational strategies and to deliver care outcomes. We also provide reviews of people and workforce teams and can provide capacity, to ensure teams are equipped to deliver the strategies.

Insights

With our proprietary software tools we ensure clients understand the features and risks of their workforce – including overviews, but also in detail – e.g. gender, ethnicity and pay, vacancies and agency rates.

Supported by proprietary software tools, we enable customers to develop a baseline view of their workforce, projections and identify key workforce risks.

We provide demand and capacity planning to support customers to plan services and workforce development. This includes developing and modelling the impact of new roles and role expansion.

We support customers to develop workforce strategies, aligned to system and organisational strategies and to deliver care outcomes. We also provide reviews of people and workforce teams and can provide capacity, to ensure teams are equipped to deliver the strategies.

With our proprietary software tools we ensure clients understand the features and risks of their workforce – including overviews, but also in detail – e.g. gender, ethnicity and pay, vacancies and agency rates.

Case Studies

Recovery & planning

Cheshire and Merseyside Health and Care Partnership

Our work here has included:

Leading the annual planning and capital investment fund process for elective recovery
Supporting ICS-wide outpatient pathway redesign workstreams including digital, PIFU, and advice and guidance
Leading the implementation of AI enabled risk stratification for elective waiting lists across multiple acute trusts
Designing elective surgical hubs for HVLC procedures across the patch
Leading a longer-term programme of work on clinical strategy and elective pathway redesign

Recovery programme management

Cheshire and Merseyside Health and Care Partnership

Our work has involved:

Designing and building a recovery and restoration PMO, providing embedded roles for programme director and several programme managers at system level for 13 acute providers
Providing hands on programme and project management support for a range of recovery projects and initiatives, including the roll out of best practice pathways and sustainable clinical models for key challenged specialties
Supporting the mobilisation of elective hubs to support HVLC pathways

Analytics and Modelling

West Hertfordshire Teaching Hospitals NHS Trust

Blending clinical and analytical skills, our work involved:

Detailed modelling to quantify the capacity required by speciality and theatre type at the trust’s acute and cold site
Identifying and quantifying opportunities for operational improvement and their impact on required capacity
Changes to scheduling to maximise lower complexity work at their cold site; and
Longer term strategic recommendations about the future use of their cold site as a system elective hub

Operational Support

West Suffolk NHS Foundation Trust

This included:

Establishing and managing local recovery programme governance
Providing dedicated resources to the Trauma and Orthopaedic Team, to take forward HVLC initiatives, a waiting well pilot, and processes to streamline the transfer of long waiting patients
Director level leadership across a range of initiatives including: Eye care, MSK, Outpatient transformation and patient communication
A review of HVLC pathways from which action plans were developed per individual speciality

What we do

Technology-enabled change

Digital strategy

We support our customers to set out digital strategies that enable the delivery of their ambitions, being led by need rather than a solution and building on existing assets, whilst exploring new technologies.

Support digital product selection

Facilitating a rigorous, but proportionate approach to the selection of digital solutions is critical – working with suppliers and engaging key stakeholders can support you to secure the right technology on the right terms.

Implementation of digital technology

Implementation of digital technology requires investment in design, but also in the people who will be using the technology. We work with customers to support rollout and ultimately, deliver the digital and wider benefits of the new technology across all levels of healthcare, big or small.

We support our customers to set out digital strategies that enable the delivery of their ambitions, being led by need rather than a solution and building on existing assets, whilst exploring new technologies.

Facilitating a rigorous, but proportionate approach to the selection of digital solutions is critical – working with suppliers and engaging key stakeholders can support you to secure the right technology on the right terms.

Implementation of digital technology requires investment in design, but also in the people who will be using the technology. We work with customers to support rollout and ultimately, deliver the digital and wider benefits of the new technology across all levels of healthcare, big or small.

Case Studies

System

Nightingale Hospital Exeter

During the pandemic, we worked with the Devon health system and EPIC to roll out an EPR in the Nightingale Hospital in Exeter.
We led the engagement with the NHS and with EPIC to ensure that the technical solution was fit for purpose and the facility was paperless from launch.
We also provided the change management resource that designed the process flows and ensured integration with the technical solution being developed by EPIC.

Place

Rotherham integrated care partnership

We have developed a place-based programme of digital maturity and transformation projects, for inclusion in Rotherham’s Digital Aspirant Programme.
During the programme, we gained support from NHSX to fund wider place-based initiatives in order to raise digital maturity in all Rotherham partners, improve integration across the system and maximise use of programme funding; c£8m for 2020/21.

Organisation

Manchester University NHS Foundation Trust

We are supporting the Hive Programme for MFT to implement their Electronic Patient Record (EPR) system across the 10 hospital sites.
Our role is to lead the change management for key modules, engaging with clinical and operational teams and to interact with the technical developers from EPIC to facilitate successful implementation.

Service

Consultant Connect

We worked alongside Consultant Connect, a telemedicine provider to rapidly mobilise their service across the borough of Enfield, North Central London CCG.
In 3 months of service delivery, 100% ROI was realised and 68% of all calls for advice led to a hospital visit being avoided.