We have a track record of transforming services across health and care systems and positioning the life sciences sector and other partners as a ‘partner with purpose’ in this space, some examples include:

  • Working in partnership with Health Care Systems and Academic Health Science Networks to develop integrated clinical services and supply chain partnerships in areas such as Hepatitis C Elimination, Integration of Respiratory Services and prevention programmes in areas like CVD and CHD. A Number of these services have been identified as national areas of best practice and informed change across the country.
  • Engaging with impact and insight at a system level developing a range of integrated care pathways, and new clinical services at integrated provider, Primary Care Network and Community Pharmacy Level.
  • Led Transformation Programmes on behalf of providers, CCGs and whole systems (examples include the West Essex Integrated Care Partnership and the transformation of health and care services across Wiltshire)
  • Enabled transformation through development of appropriate structures and governance at a local level and development of clinical teams through innovative training and development programmes
  • Developing a broader range of specialised services at local level including home care services for patients with MS, sub cut services for patients with IBD and home chemotherapy
  • Led a number of National Transformation Programmes and authored a number of national reports such as the 10 Point Plan for addressing malnutrition, ‘Feeding Better Outcomes’ and a National Transformation Strategy for Community Pharmacy

As a matter of course we provide comprehensive support for our clients in a range of areas such as strategic briefings, communications support, financial planning and analysis, programme and performance management and real time modelling and analytics support to name a few.

Driving transformation

Transformation requires a three-fold approach of driving awareness of the need for change, enabling that change and reinforcing what has changed. In the first case, understanding the current thoughts and behaviours, and highlighting unmet need, in the required contemplation is key. In the second case, enabling change demands identifying the opportunities for change and the key stakeholders in that endeavour. Identifying the level of support and resource required to make the change is also needed. Having committed to change, reinforcing and sustaining it through effective maintenance approaches, and optimising expectations and results is vitally important. As is a method of review.