Acute Healthcare Foundation Trust - West Midlands

Acute Healthcare Foundation Trust – West Midlands

Background
A large general hospital based in the West Midlands with a revenue of £317m and a deficit of £2.5m therefore requiring a cost improvement programme. The Trust was under severe financial pressure and required savings from specialties across the Trust with medical productivity and job planning being a big priority. Dearden HR was commissioned to lead on this work in partnership with Kingsgate (a specialist financial and operational management organisation) who were undertaking a wider turnaround piece of work.

Objectives:

Acute Healthcare – Medical Productivity and Job Planning

Delivery:

Assessment of job planning data, process and policies Desktop analysis of consultant job plans and SAS doctors

Dual Site Acute Healthcare Trust – London Area

Dual Site Acute Healthcare Trust – London Area

 Background
A medium sized, two site district general hospital with an income of £350m. The Trust was embarking on a major reconfiguration of services as part of the overall Trust strategy. At the same time, they were facing a significant financial sustainability challenge. Dearden HR worked in partnership with Kingsgate to deliver a significant CIP programme to improve the long term financial future of the Trust.

Objectives:

Working with Kingsgate on a £17.5m CIP required The need for a robust, consistent and transparent job planning policy and guidance Lack of understanding at Clinical Led/General Manager level of the job planning process

Delivery:

Refreshed the job planning policy and guidance Produced detailed guidance about how to manage job planning Produced FAQs Delivered job planning training for Clinical Leads, General Managers and HR

Acute Healthcare Foundation Trust - Yorkshire

Large Acute Health Care NHS Foundation Trust – Yorkshire

Background
A large general Acute Foundation NHS Trust with an annual income of £350m and more than 6,500 staff. The Trust has significant financial difficulties and is undergoing a major realignment of services to achieve greater levels of efficiency whilst also improving the quality of services to patients. Workforce productivity is a particular challenge and Dearden HR is working with the Trust to secure improvements in the utilisation of their medical workforce through revised job planning and working with specialties to reduce their SPA time.

Objectives:

Potential recurring savings achievable through reduction in consultant SPAs Job planning process was out of date and not fit for purpose

Delivery:

Ensured all the work is undertaken in partnership with the Trust and its clinical leads Built into the job panning process an approach that delivers equity, transparency and consistency between, and within, specialties