Financial Consultancy - Case Studies
East Sussex Transformation
Request for System Portfolio Finance Management to support East Sussex Strategic Transformation Portfolio Office.
The Challenge
Objective to create financial reporting mechanism, tools and dashboard for system-wide (including ESCC) transformation projects; monthly financial status of all the projects within the transformation programme for the Portfolio Leads reporting to CFO and Executive Group.
•Requirement to include savings status, investment status, capital and revenue status, impacts on Planned Care, Urgent care or Community Care operational budgets and risks/issues to the financial status of transformation.
•Needs to be able to report at project, programme, oversight board and whole plan level.
•Financial Risk Adjustment proposals.
Translate project team information into financial status report for Chief Finance Officers and Heads of Finance Group across the system (CCG, Council and Trust).
Assure the system that savings methodologies and benefits realisation plans are valid, accurate and correctly reported.
The Approach
SCW worked closely with the System Transformation Portfolio Lead and Head of Finance, Adult Social Care, to develop an interactive suite of reporting tools .
Support on Education on savings realisation and impact. Lead to analysis work on Outpatients, deep dive into regular attenders and analysis. Worked with contact managers, BI team, SUS, AFR.
SCW was asked to develop effective end-to-end financial processes, ensuring governance and control.
The Result
This resulted in the creation of CFO Board reports and graphics to highlight key areas of risks and concerns.
Gloucestershire CCG Continuing Health Care
Gloucestershire CCG had previously undertaken internal improvement and development in their Continuing Health Care (CHC) service and supporting processes.
The Challenge
In response to challenges with financial reporting and forecasting, further areas were identified to be addressed, whilst still ensuring system alignment and transparency.
These included;
•Understanding of end-to-end CHC processes
•Governance, controls and application across client groups
•Data processing
•Financial information process and flows, both internally and across organisational boundaries
•Budgeting, forecasting and reconciliation
•Performance analysis and reporting
The Approach
SCW was asked to develop an effective end-to-end financial processes ensuring governance and control.
•Working with subject matter experts and stakeholders, the end-to-end CHC process and reporting opportunities were mapped with the outputs presented to senior decision-makers as the programme progressed.
•SCW evaluated the various information databases and outputs, highlighting to stakeholders areas for improvement. A review and assessment of data processing and reporting was carried out to identify actions to strengthen operational performance.
•An exploration of internal and external financial processes and flows enabled implementation of formal forecasting and reconciliation to funding sources/budgets, with associated governance.
•We also engaged with external stakeholders to explore reporting and alignment.
The Result
•Key stakeholders across all organisations now have a clear understanding of the impact of decisions with reference to the SCW mapping work.
•The financial elements of the CHC process have now been revised. SCW implemented a modified formal financial reporting process in line with best practice.
•We supported transition of roles and accountabilities for both operational and finance teams, enabling a sustainable model going forward. SCW provided appropriate governance. as approved by senior stakeholders.
•SCW identified areas of risk that stakeholders have comfort in interrogating.
•Confidence across the organisation has increased with the appetite to investigate performance and activity metrics.
