Arden and GEM Commissioning Support Unit
Introduction of new operational processes enabled by a staff restructure and IT migration. Making those processes lean and paperless by utilising the new IT capability. Supporting staff and management through their training and early use of the new processes. Changing the layout of the administration office to support the processes.
Aston Martin Lagonda Ltd
Project management of powertrain developments for DBS & DB9, delivered to cost, quality, weight, functional and timing targets.
BMW UK Manufacturing Ltd
Launch to main assembly line of powertrain, chassis and other components for new variants of Mini, including a new cabriolet, the first factory built John Cooper Works and the first batch of Electric Minis.
Department of Health
Project management of a pilot of a payment system for psychological therapies, based on 10 outcome measures, 5 were access based targets and 5 health and social outcomes. This included organising necessary training and working with 3rd party IT suppliers to make changes to systems and write an initial payment calculation software package. We tendered and commissioned statistical analysis of the output to prove the system would work and undertook further analysis.
Dudley South PCT
Project managed 8 concurrent clinically led service redesign projects based in community, hospital and local authority settings. Also compiled the Programme Management Office monthly reporting of progress delivered, money spent and risk position
NHS Improving Quality
Project Managed second year of the pilot for the Department of Health above, but the programme had been transferred to NHS Improving Quality. More analysis of results and development of the currency. Securing funding for ongoing development by NHS England.
Nottingham University Hospitals NHS Trust
We managed 2 separate projects at different times for this client, one was a rationalisation of local specialty codes, where we gained agreement with stakeholders to retire 55% of the codes in use, because they were redundant or duplicates.
The other project was to improve the business processes for clinical coding. Working with directorates to ensure patients’ notes were promptly available for coding upon the discharge of the patient and improving the internal coding processes and focus of resources to code most spells (90%+) of hospital stays within 3 days of discharge.
Analysed all available data to look for cost savings opportunities, including potential QIPP schemes and recommissioning opportunities. Produced GP Practice dashboards to try to manage down variation in costs due to referral and prescribing behaviour. Analysed data to establish that savings were being made by schemes undertaken, including a pilot Urgent Care Service, which avoided hospital admissions and an integrated COPD service.
Staffordshire and Stoke-on-Trent Partnership NHS Trust
Wrote an Access & Waiting List Policy and had it ratified. Implemented the policy in services that were not robustly and visibly managing their waiting lists.
Sussex Health Informatics Service
Planned and secured resources (office space, budget for temporary staff) for a manual migration from a number of legacy IT systems to a centralised system (SystmOne). Manual migration, i.e. typing record in to one system from the other was preferred due to the number of legacy systems and their disparate and difficult file structures.
United Lincolnshire Hospitals NHS Trust
Demand & Capacity analysis and modelling in preparation for the Trust’s submission towards the local Sustainability & Transformation (5 year) Plan (STP). We consulted with Clinical Directors and Heads of Service to gain insight into developments and constraints in each specialty and used these to inform the modelling. We modelled many different scenarios and honed a final version. The final version was further developed by working with estates and finance to develop a capital plan and assess the effect on revenue and cost. This resulted in a 5 year capital plan of £60m (including some work required but not directly related to the service reconfigurations) and a saving of £10m p.a. by consolidating services. These moves would also significantly reduce the number of cancelled operations. It would also be possible to save a further £15m p.a. in ward costs by reducing beds if the national median lengths of stay could be achieved. The capacity modelling included beds, theatres, day-case units and outpatients clinics.
Wigan Borough CCG
A short 2 week piece of analysis & reporting, looking at 3 years’ worth of data from the hospitals to establish money savings opportunities by decommissioning of services or to commission them from different providers