Case studies
These are typical examples of the roles offered by AshtonPenney to NHS clients.
Organisational Change
A Health Authority established a Primary Care Agency to service its local practitioners (GPs, Dentists, Pharmacists, Opticians). The initial General Manager was overstretched; efficiency deteriorated drastically leading to dissatisfaction amongst the customers and poor staff morale. Bringing in an interim was a radical step, but it worked. As a seasoned change manager, she reviewed all systems and processes, addressed skill mix and staffing levels, matched services to customer needs and then handed over a smooth running organisation to a new permanent GM.
Financial Control
A Health Authority was repeatedly failing to meet its financial targets and falling increasingly into debt. A strong financial turnaround expert was needed to get them back on track. A commercial specialist was brought in as an interim to provide an objective view. His breadth of experience and independence allowed their financial management team to gain a better understanding of options. With his encouragement, they established their own plan for recovery. The interim FD managed the first 6 months of this plan so that the Board had time to appoint a new permanent FD.
PFI Rebuild
An acute hospital had outline business case approval for a major PFI rebuild but then needed dedicated Director to drive the planned development through to final approval stage and award of contracts. The current Director of Estates had skills to do this but could not be spared full-time for 18 months, so an interim was appointed to lead the internal team.
Managing the Independent Sector
Major new project to reduce waiting lists through use of Independent Sector service providers demanded significant resources, at short notice, for a limited time period – and with skills not usually found within the NHS. So, the DoH decided to use interims. Programme Management, Commercial/Procurement and HR skills were needed. Within very tight timescales, many ISTCs were established and they are already delivering reduced waiting times for routine surgery.
Process Change – Added Value
A strong commercial business manager was needed by an NHS support services agency to put all services on formal basis – SLAs, sign offs etc together with establishment of new processes, pricing, new relationships etc. The interim executive set up new systems and left service viable for sale – realising best value for NHS.