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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.
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.
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
