SDK Partners Director’s have many years experience of Executive Leadership and Consultancy, with particular expertise in the Healthcare Sector. We focus on areas where we can add significant value and our engagements cover a range of competencies:

  • Financial improvement and sustainability;
  • Organsiational and people development including mentoring and coaching;
  • Organisational capacity and capability;
  • Financial management, recovery leadership and strategy;
  • Due diligence and governance;
  • Complex programmes of change and delivery;
  • Programme management;
  • Contracting and negotiation strategy;
  • Specialist healthcare reviews.

External Review of Financial Management/Governance
(NHS Commissioning Organisation)

Project

  • The CCG had experienced a challenging budget and contract round compounded by historic under-delivery of QIPP. The CCG reported a deteriorating financial position for 2015/16 with a financial risk range of c£11m against the planned surplus of £6.8m and a revised forecast outturn surplus of £2m.
  • Immediate assessment of the 2015/16 financial position.
  • Assessment of 2015/16 QIPP plans and their deliverability.
  • Review of financial management control environment and supporting management and governance arrangements.

What We Did

  • Focussed on areas that could yield financial benefit in-year due to the fact the engagement/fieldwork took place October/November (second half of the financial year).
  • Identified further in year opportunities/mitigations to support improvement of the in year financial position.
  • Identified areas to improve overall QIPP Programme approach and delivery for 2016/17.
  • Reviewed and identified improvements to significantly strengthen financial and corporate governance arrangements including Financial Recovery Programme assurance and delivery.
  • Reviewed and identified improvements to significantly strengthen leadership and management arrangements supporting financial and QIPP delivery.

Outcome(s)

  • CCG delivered year end surplus of £5.7m. Improvement of £3.7m over the remaining 4 months of the financial year.
  • Appointment of a new Lay Member with financial and business expertise.
  • Improved governance, accountability and visibility of financial management and QIPP delivery across the organisation.
  • Leadership arrangements re-aligned to focus on QIPP planning and delivery.

Consolidation of Contract Management Arrangements
(8 Commissioning Organisations)

Project

  • Undertake a review of existing contract management arrangements across 8 CCGs that were developing a single collaborative of commissioners across an STP footprint.
  • The aim of this programme was to review the organisation of contract management, review resource application across the 8 CCGs and consider how the activities could be better managed across the STP, avoiding duplication and maximising the influence / relationships with provider organisations.

What We Did

  • Undertook an analysis of community, acute and mental health contract values across the 8 CCGs to support alignment of contracts and contract leadership arrangements across CCGs.
  • Met with CCG Contract Management & Business Intelligence leads in addition to the CCG COOs to fully understand current arrangements.
  • Reviewed organisation structures for contract management and associated Business Intelligence functions to identify opportunities for consolidation of functions, improvement in leadership arrangements and recommend overall leadership arrangements for the function(s) across the 8 CCGs.
  • Review commissioning contract spend variations across the patch to determine areas of focus for improved management and considered the effectiveness of contract challenges.

Outcome(s)

Report provided setting out:


  • Revised proposed contract management structure / arrangements – central and devolved arrangements;
  • Action required to improve the effectiveness of contract management;
  • Opportunities to consolidate contracts including smaller piecemeal contracts with different providers;
  • Contract Strategy considerations.

Organisational Development
(NHS Provider Organisation)

Project

  • The NHS Trust directorate comprised of a number of corporate support functions with c150 staff. The Director (also Deputy Chief Executive) wanted to develop an already motivated and capable workforce, albeit working under a challenging operating and financial environment to develop leadership, culture and values across the team.
  • Design and delivery of a series of engagement events.
  • Programme development and facilitation of delivery.
  • Supporting Coaching Programme.

What We Did

  • Designed and facilitated a series of development events through a development working group.
  • Facilitated production of a Directorate Business and Development Plan.
  • The team implemented a Programme Steering Group approach to support three key development components of Business Basics, Service Development and Improvement and People Development and Well-being.
  • Developed a vision and set of supporting values which were truly developed and owned by the team.
  • Delivered a Coaching Programme supporting 24 senior and middle managers underpinning the development programme.

Outcome(s)

  • The team were acknowledged by the Chief Executive and Organisation as ‘Development Champions’. The team enabled sharing of their work across the organisation (c7,000 staff).
  • The Director/Deputy Chief Executive (sponsor) was awarded Development Champion of the Year both locally and nationally by the NHS Leadership Academy.
  • Customer satisfaction levels improved through the local customer survey.
  • The team scored for some outcomes higher than the ‘UK Great Places to Work’ when they undertook the Great Place to Work pilot surveys. Furthermore, sickness levels decreased and satisfaction levels increased.

Capacity and Capability Review
(NHS Commissioning Organisation)

Project

  • The CCG had experienced significant financial challenges over a number of years, with particular pressures from acute services which led to a QIPP programme in excess of 5% for 2017/18, set against historic recurrent delivery levels of around 2%.
  • Historic challenges in relation to governance, leadership and organisational reputation (internal and external stakeholders).
  • High levels of interim/fixed term staff (c40% of establishment) combined with high levels of sickness and turnover.
  • Lack of visibility, accountability and supporting operational arrangements to provide delivery assurance.
  • Perceived negativity in relation to the organisational culture and associated internal people issues.

What We Did

  • Identified areas to improve (and supported implementation) in the overall QIPP Programme approach and delivery for 2017/18 and beyond.
  • Reviewed and identified improvements to significantly strengthen financial and corporate governance arrangements including Financial Recovery Programme assurance and delivery.
  • Reviewed and identified improvements to significantly strengthen leadership and management arrangements supporting financial and QIPP delivery.
  • Undertook a review of capacity, capability and resources levels utilising comparative analysis.
  • Engaged with internal and external stakeholders to inform a view on Organisational Development requirements.

Outcome(s)

  • Changes to operational delivery and assurance arrangements including development of fully functioning PMO, delivery assurance and ownership and accountability for delivery.
  • Workshops with Executive, Clinical leadership and Lay members to facilitate change and implementation of revised governance arranagements.
  • Introduction of ongoing weekly reviews with project leads and introduction of escalation/resolution mechanisms to enable project delivery.
  • Resourcing and Development Plan approved by the Board/Executive Committee to support increased capacity and capability to deliver; 90% actioned and implemented within 3 months including recruitment.
  • Report outlining the key elements for consideration and incorporation in the Organisational Development Plan.
  • Greater transparency in the delivery and status of the Financial Recovery Programme including increased certainty in QIPP delivery improving by £3m.

Financial Recovery & Programme Management
(NHS Commissioning Organisation)

Project

  • The CCG had experienced significant financial pressures from acute services in 2014/15 and set a challenging budget for 2015/16. The QIPP Programme had been planned to reduce commissioning expenditure for the CCG by £30.5m at 4.3% of its allocation. At month 4 the CCG reported a forecast outturn deterioration 2015/16 moving from a control total target of £2m surplus to an £8m deficit, with unidentified QIPP of £7m.
  • Immediate review of existing QIPP programme & financial reporting.
  • Strengthen and expand existing QIPP programme including programme management.
  • Year 2 QIPP programme requirement.

What We Did

  • Review all existing QIPP documentation and validate / strengthen.
  • Establish further in year opportunities / mitigations and revise Financial Recovery Programme.
  • Establish and oversee weekly Financial Recovery Programme management delivery group (Director / Clinical and Project Lead engagement).
  • Establish year 2 QIPP programme 2016/17.
  • Establish rigorous PMO and governance oversight arrangements.
  • Reviewed and changed contract management arrangements.

Outcome(s)

  • CCG in year financial position returned to surplus.
  • Governance arrangement for Financial Recovery Programme including PMO and functionality established.
  • Leadership arrangements re-aligned to focus on QIPP delivery and financial improvement.
  • £30m QIPP Programme established for year 2.

Financial Sustainability and Improvement
(NHS Commissioning Organisation)

Project

  • The CCG had experienced significant financial challenges over a number of years, with particular pressures from acute services and continuing pressures around medicines management and CHC, which led to a QIPP programme in excess of 5.5% for 2017/18 and a planned deficit of c£22m.
  • Immediate review of existing QIPP programme, baseline expenditure & financial reporting.
  • Strengthen and expand existing QIPP programme including programme management.
  • Establish baseline year 2 QIPP programme.
  • Development of Financial Recovery Programme and supporting action plan for implementation and delivery.

What We Did

  • Review all existing QIPP documentation and validate / strengthen.
  • Establish further in year opportunities / mitigations and revise Financial Recovery Programme.
  • Establish and oversee weekly Financial Recovery Programme management delivery group (Director / Clinical and Project Lead engagement).
  • Establish year 2 QIPP programme 2018/19.
  • Establish rigorous PMO and governance oversight arrangements going forward.
  • Reviewed and changed contract management arrangements/priorities to generate financial improvement.
  • Identified capacity and capability issues supporting financial delivery and supported with implementation of resolutions.

Outcome(s)

  • £3m improvement in QIPP delivery in year, a further £2m improvement aided by improved Financial Controls and deep-dive and £1m improvement through Contract Management Programme.
  • Significant shift in progress and mobilisation of 3 large change programmes equating to in year savings of £2.6m.
  • Financial Recovery Action Plan developed with 21 actions of which 19 delivered by end of engagement.
  • Revised governance and operational arrangements implemented to support robust delivery for Financial Recovery Programme.
  • Leadership arrangements re-aligned to focus on QIPP delivery and additional capacity and capability secured.
  • Facilitated an open planning process and established £13m of QIPP to support year 2 delivery.
  • Open and transparent reporting throughout organisation and change in focus and ‘hearts and minds’ which was commended by external assurance review.

Strengthening Leadership and Delivery
(NHS Commissioning Organisation)

Project

  • Provide operational leadership during a period of considerable change for a large NHS Commissioning Organisation including focus on direction and structure for performance management and financial recovery.

What We Did

  • Reviewed existing management arrangements.
  • Took immediate leadership oversight of the operational arrangements across the divisions.
  • Reviewed and implemented changes to performance management and financial recovery operational arrangements.
  • Took immediate oversight of contract management.
  • Chaired monthly performance management / delivery meetings with the divisions encompassing financial recovery requirement.
  • Workshop held to develop Financial Recovery Programme.

Outcome(s)

  • Establishment of monthly performance management meetings across divisions along with specified and improved reporting.
  • Establishment of a baseline Financial Recovery Plan, focusing on business as usual.
  • Recommendation made and implemented for strengthening contract management leadership and routine performance management arrangements.
  • Robust handover with recommendations for transition to permanent structure / management teams.

Sector Development/Transactions
(NHS Provider Organisations)

Project

  • Support the development of NHS Trusts for authorisation and successful operation as NHS Foundation Trusts.
  • Provide support and external advice to gateway organisations to support decision-making through the FT pipeline.
  • Provide support and external advice to organisations in readiness for development as a Social Enterprise.

What We Did

  • The design, delivery and development of gateway assurance processes.
  • Board development and coaching.
  • Strategic review of plans including feedback, support and development.
  • Review and supporting the development of Financial Strategy including efficiency programmes.
  • Board interview/review sessions/observations.
  • Due Diligence assessments.
  • Liaison and advice with key stakeholders including over 30 NHS Trusts, Departments/Regulators.

Outcome(s)

  • Improved quality, credibility and coherence of FT submissions.
  • Improved success rate of initial submission to Applications Committee to Department of Health approval.
  • Contributed to the successful authorisation of 10 NHS Trusts to FT status.
  • Development/improvement of NHS Organisations/Boards.
  • Enabled shared learning across organisations and sector.

We work with clients to improve organisational effectiveness at pace.
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SDK Partners Ltd
SDK Partners Ltd