Appointed Turnaround Director and Interim CEO working alongside a Kingsgate led PMO team
The Trust served a population of 258,000 and had undergone very little change over a number of years. The Trust had however suffered from a high turnover of CEOs
The Trust operated from its original 1960’s building site and had built a new wing in 2006, the layout of which has caused operational issues in the Emergency Department
The Trust had one of the highest outpatient clinic cancellation rates in the NHS (32%) and a high average length of stay
In 2010/11, the Trust delivered only 63% of its planned cost improvement programme and missed its A&E four-hour wait, 18-week to treatment and 6-week diagnostic targets – all key performance measures
In 2011, the Trust published its financial accounts highlighting the need to find £17m of efficiencies in the following year, almost all of which had to be delivered in less than one year. These in-year savings were in addition to the further year on year savings highlighted in the cost improvement plan of £12m in 12/13 and £10m in 13/14 and the lack of any future development plans for the Trust
How We Helped
One of the crucial factors in the Trust’s turnaround was the need to drive through the change in an extremely short period of time.
Many of the financial targets could only be achieved with a change in the way the Trust operated.
The first action was to establish a broader Transformation Plan supported by a structured communications strategy.
The Cost Improvement Plan (CIP) was key to the Transformation Plan. It detailed the key actions the Trust needed to deliver to complete the initial turnaround in the first twelve months.
Achieved the largest cost improvement programme in the East of England NHS and one of the largest in the country
Achieved a financial surplus
Established a new Executive Team in place with the skills to take the organisation forward
The Trust implemented a permanent clinically led quality impact assessment process to ensure quality of care was maintained
Serious Untoward Incidents across the Trust fell
The Trust reduced 500 outpatient clinics run by the Trust annually
Increased discharges from increased from 116 per week to an average of 129; the average length of stay reduced in pilot wards
Over the year, the Trust permanently reduced 66 inpatient beds
A new Ambulatory Care Service was launched, helping over 12,000 patients avoid being admitted
Over £500,000 was realised having renegotiated contracts with commissioners through the year
Over £600,000 was realised from repatriated business and unattributed activity
We are a turnaround, transformation and transition business working in challenged or failing organisations who understand how to improve results in difficult environments. We both design and deliver solutions in all stages of turnaround and challenged situations.