CNWL

We were commissioned to review of a number of the Trust’s Corporate Services, as part of a wider initiative to ensure that the Trust’s services were fit for purpose and provided value for money.

The review of these services also needed to take into account the changing nature of the Trust’s business, specifically the acquisition of Community Provider Services from the Hillingdon and Camden PCTs.

These new Community Provider Services posed a number of challenges from the perspective of both the service requirements and the resource transfers that accompanied them. The Community services had a number of different requirements, such as differing IT systems, differing estate needs and differing procurement requirements.

Additionally, for some of these services the Trust would be taking over the responsibility for a number of staff who were providing these services, via TUPE transfer.  In some cases there were differences in roles, pay bandings and skill-sets from the staff currently employed by the Trust.

The Trust commissioned GK Transformation to undertake a diagnostic analysis of these corporate services in order to develop robust structures and operational plans that would enable these services to meet the needs of the newly expanded and configured Trust.

Amongst the services that GK Transformation were asked to review were:

  • Procurement
  • Estates Management
  • IT
  • Payroll
  • Occupational Health

We adopted an integrated approach to include a review of the business strategy of each service in turn, looking at resources, staffing, skill-sets and capabilities (both staff and management) for both the existing and newly inherited services.  In addition our Transformation Team undertook a number of benchmarking exercises to compare the relative performance of each service against its peers in order to identify any scope for improvement to both cost and service performance.

Furthermore, our Team examined the opportunities offered to the Trust and each of the corporate services by the influx of new staff and services as well looking at the potential for collaboration with other organisations (shared services) and outsourcing as alternate service provision models.  The review also examined the potential of the commercial markets to provide all of parts of these services.

Ultimately the review concluded that for each service, different business strategies were appropriate. In one case outsourcing offered the most benefits, whereas in another case a shared service model provided the greatest return on investment. Whilst in a third case the resultant strategy was one based on an internal improvement programme including the development of an income generation strategy.  In each case, the change management plans were agreed with the Trust and outline strategies were developed that included, business and organisational development, resource management and pay/reward strategies.

The reorganisation and redesign of these corporate services left the Trust well placed to meet the challenges of the new NHS structures, with improved performance metrics and greater value for money. These services are now more aligned with the needs of the Trust and its new configuration of services.