Achievements

Here are some of the assignments completed by Business Interim

Stand-in Programme Management
A Council's “hero” was seconded to save the day elsewhere and Business Interim was asked to develop and run the change programme for 6 months, in his absence.

Hilary set up training workshops, project methodology and programme reporting.

New projects were brought in and several involved commissioning new services for the Council. The tendering process was revised and e-auctions were set up. The resultant savings were approximately £.5m in one project alone. 16 other projects took the benefits to over £5m. Close collaboration with other bodies was required to make improvements to hospital discharges, mental health care in the community and equal access to Borough services.

The key outcomes, which revolved around quality improvements, moved several services to the next quartile, in Government ratings.

East Midlands Ambulance Service
A Trust which had undergone two mergers over recent years was performing exceptional ly well in some areas but was suffering from disparate systems, cultures, processes and management styles in others. There was a deficit which needed to be addressed.

Hilary undertook analysis to identify areas of improvement in: fleet operations, staff training, staff conditions, staff management, volunteer driver management, IT network capability and capacity,

She then worked with the Trust Board to agree outcomes and followed through by setting up the programme structure, workshops, and methodology across the Trust.
16 key projects with a delivery of benefits in customer service quality, increased revenue, reduction in operating costs and raised productivity were set up and handed over the AD to run the programme. The operational deficit was reduced and the changes were owned by operational staff, unions and management.

An NHS Trust in a turnaround situation
Hilary was part of a team brought in to identify £11m savings.
We were the third team in 18 months. The other 3 were top business consultants. Recommendations had been made but once the consultants left, progress stalled each time. She set up a programme board and project structure to drive the delivery of over 20 projects to a focused, transparent and sustainable method.

Key stakeholders were brought into the Programme Board and, most important of all in this very battle weary environment, a listening and collaborative approach to bring the project champions and mangers to a positive and enthusiastic position about change. Lateral thinking and innovative ideas were used to resolve some of the sticking points. Collaborative working with key stakeholders broke down even the most entrenched resistance in certain areas.

Key projects were: Introduction of electronic rostering across 3 hospitals;
Improvement in theatre utilisation; Raised consultant productivity; reduced pharmacy costs and meeting the 18 week and 2 week targets.

Six into one
6 PCTs were running an HR and training software from the same hosted Oracle system. There was no collaboration and all the data sets were incompatible. No reports could be run, and records were lost when a member of staff moved from Trust to Trust.

Hilary led the change project. “I brought everyone together and agreed the basic data protocols for the software. We then exported over 250,000 records and cleaned, sorted and re-categorised all but 30 records. All the Oracle file structures, menus, and most importantly, reports ran correctly. “

CPD across thousands of medical, clinical and support staff could be monitored. Staff transfers were instant. Practice licences tracked 100% successfully. Staff savings were made centrally and in most Trusts.

Micro-site product launch for global IT services company
A Global IT services company wanted to promote a new hardware product.

It was decided to launch it on a micro-site. Hilary designed the plan, wrote the copy for translation into 11 eleven languages, resolved security/identity problems and delivered on a very tight schedule.

New Deanery for Peninsula Medical School
The Postgraduate deaneries in England are very traditional but the new Medical School wanted something to break the mould.

Hilary was asked to look at setting up a PG body which would look forward to a new breed of doctors, to continue their training and career development.

The deanery was to be formed from sections of three other deaneries. Negotiations had to be set up to agree the boundaries.

Hilary also developed the structural and strategic plan for presentation to the SHA. Details included, staffing, systems, processes, software, funding, location and crucially, how the relationship with the new university college of medicine would work.

Global engineering company improves on quality and training
A global engineering company wanted to create better training and off-site support for it’s distributors and contractors.

Hilary designed an extranet facility for accessing training material and essential technical support which could also be provided on CD for remote areas without internet availability. Some 5 years on, this has gone from strength to strength and saves all parties time and money in resolving technical problems.

Another assignment for this company was to set up a warranty management system for 120,000 parts. Which could be identified in modules or individually, across many permutations. The application needed to work seamlessly with Oracle so that product updates were accurate on a daily basis. This was designed, created, trained on and handed over under budget and well within time.

100 services into Customer Service Centre
This contract was over a 2 year period, it involved analysing the front line elements of over 100 services for a unitary authority and redesigning each service into 3 tiers, 1st tier for the customer service centre, 2nd tier for specialised advice and3rd tier for specialised intervention.

Every element of every service was defined, scripted and transferred into its new delivery format. This, combined with business process, system and delivery improvements from back end services, provided ongoing savings of over £3.5m on top of the savings from centralising the customer service centre and using trained core teams across several services rather than individual departmental resources.