What was the challenge?
The National Health Service has operated under financial strain for several years now and is under constant pressure to deliver high quality care and a wide breadth of services within the resources available. All NHS Trusts have long been tasked with achieving increasingly stretching savings targets. In response to this challenging environment, NHS Improvement coordinated two waves of Financial Improvement Programmes to reinvigorate and support efforts in some of the England’s largest acute providers to identify and deliver significant efficiencies.
How did we help?
Moorhouse worked alongside an international Advisory firm, which conducted financial modelling to identify where the Trusts were not operating efficiently and why. We were engaged to build a robust structure around the programmes that would ensure clear accountability, and empower staff to manage their work more easily. The team worked closely with employees, including frontline clinical staff, across the organisation which was crucial to defining the problem areas, developing our initiatives and realising lasting change.
What was the impact?
Putting in place an effective governance structure around the programmes allowed staff to make well-informed decisions about the allocation of resources, implementation of service changes, and investment in projects and services. Our work also looked closely at how Trusts were counting and billing for their direct patient treatment activity. Through this work we identified and realised a total of £4.5m in income benefits to these organisations. Finally, it was important that the analytical, technical skills and key insights we brought were not lost after we left, but rather were instilled in staff, to make sure that changes were sustainable in the long term.
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