Financial Consultancy - What we do?

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Financial Modelling

Using methodologies from;

  • HM Treasury's Five Case Model
  • Department of Health and Social Care's Comprehensive Investment Appraisal (CIA) Model

Calculating commissioner and provider costs for change in service provision, clinical pathways, etc., and comparing these with the baseline, 'as is' position.

Case study: Gloucestershire One Place

Business Cases

  • Contribution to all elements of business cases with specific focus on:
    • Economic case
    • Commercial case
    • Financial case
  • Critical review and analysis of business cases for internal and external approval

Financial and Activity Benchmarking

  • Using a variety of data sources
    • SUS / NCDR
    • Programme Budgeting
    • Reference Costs
    • NHS RightCare Publications
    • Public Health
    • Other national publications and datasets
  • Analysis of
    • Whole system
    • Individual organisations
    • Localities
    • GP practices
    • Specialties
    • Procedures
  • Benchmarked against
    • RightCare peers
    • Other organisations in health system (STP/ICS partners)
    • Neighboring practices
    • Other recognised peer groups

System Diagnostics

Using benchmarking information and other intelligence, working with health systems to develop solutions to improve economy, efficiency and effectiveness in their areas.

Options Appraisals

Using recommended and recognised methodologies, evaluating the pros and cons of available options to organisations and systems.

Systems Processes

  • Developing new and reviewing existing procedures
  • Mapping these against current processes actually undertaken
  • Analysis of cost drivers
  • Recommending improvements and efficiencies.

Developing Payment Mechanisms

Taking into account;

  • Current and future activity
  • Commissioner costs
  • Provider costs

Developing proposals for payment mechanisms that will incentivise all players in the system to deliver the desired clinical and financial outcomes.

Lean methodology and continuous improvement

  • Increasing the speed of clinical and administrative processes including a scientific approach to eliminating defects within clinical and administrative processes.
  • Identify and eliminate the 7 types of wastes:
    • Over-production (the most common type of waste), for example carrying out several diagnostic tests without available capacity to interpret the results
    • Excess inventory caused by over production, for example diagnostic results waiting for the clinicians to interpret the result
    • Waiting - This includes patients on waiting lists or, clinicians awaiting their systems to boot
    • Unnecessary movement of work products, for example the numbers of sign offs required before diagnostic test results are shared with patients
    • Unnecessary movement of employees, for example having silo community services
    • Unnecessary or incorrect processing, for example patient data processed in different platforms that are not synchronized
    • Defects leading to patient re-admissions, non-elective admissions

Financial Modelling

Using methodologies from;

  • HM Treasury's Five Case Model
  • Department of Health and Social Care's Comprehensive Investment Appraisal (CIA) Model

Calculating commissioner and provider costs for change in service provision, clinical pathways, etc., and comparing these with the baseline, 'as is' position.

Case study: Gloucestershire One Place

Business Cases

  • Contribution to all elements of business cases with specific focus on:
    • Economic case
    • Commercial case
    • Financial case
  • Critical review and analysis of business cases for internal and external approval

Financial and Activity Benchmarking

  • Using a variety of data sources
    • SUS / NCDR
    • Programme Budgeting
    • Reference Costs
    • NHS RightCare Publications
    • Public Health
    • Other national publications and datasets
  • Analysis of
    • Whole system
    • Individual organisations
    • Localities
    • GP practices
    • Specialties
    • Procedures
  • Benchmarked against
    • RightCare peers
    • Other organisations in health system (STP/ICS partners)
    • Neighboring practices
    • Other recognised peer groups

System Diagnostics

Using benchmarking information and other intelligence, working with health systems to develop solutions to improve economy, efficiency and effectiveness in their areas.

Options Appraisals

Using recommended and recognised methodologies, evaluating the pros and cons of available options to organisations and systems.

Systems Processes

  • Developing new and reviewing existing procedures
  • Mapping these against current processes actually undertaken
  • Analysis of cost drivers
  • Recommending improvements and efficiencies.

Developing Payment Mechanisms

Taking into account;

  • Current and future activity
  • Commissioner costs
  • Provider costs

Developing proposals for payment mechanisms that will incentivise all players in the system to deliver the desired clinical and financial outcomes.

Lean methodology and continuous improvement

  • Increasing the speed of clinical and administrative processes including a scientific approach to eliminating defects within clinical and administrative processes.
  • Identify and eliminate the 7 types of wastes:
    • Over-production (the most common type of waste), for example carrying out several diagnostic tests without available capacity to interpret the results
    • Excess inventory caused by over production, for example diagnostic results waiting for the clinicians to interpret the result
    • Waiting - This includes patients on waiting lists or, clinicians awaiting their systems to boot
    • Unnecessary movement of work products, for example the numbers of sign offs required before diagnostic test results are shared with patients
    • Unnecessary movement of employees, for example having silo community services
    • Unnecessary or incorrect processing, for example patient data processed in different platforms that are not synchronized
    • Defects leading to patient re-admissions, non-elective admissions
Page last updated: 17 November 2021, 10:52