Case study – Strategic Insights for NHS Partnership Working
What our client needed
Our client had successfully demonstrated the effectiveness of their innovation in the acute care sector and sought to expand its application into primary and community care settings. To achieve this, they needed to determine the optimal placement of their solution within the NHS, ensuring maximum patient benefit. This required a deep understanding of relevant policies, strategic priorities, and available funding pathways.
In addition, the client needed to clearly articulate the value and impact of their innovation to commissioners, making a compelling case for adoption. From an operational perspective, identifying and addressing potential barriers to implementation was crucial to ensuring a seamless transition and sustained success in new healthcare environments.
Our approach
We began by synthesising national policies and priorities to identify opportunities where the innovation could align with NHS challenges and contribute to delivering key strategies. Next, we conducted a thorough needs assessment to uncover gaps and opportunities for the innovation. Collaborating closely with the client, we developed a comprehensive cost-benefit analysis and a risk mitigation plan to address financial and operational concerns. To ensure stakeholder support, we crafted a targeted communications strategy aimed at securing buy-in from commissioners and other key stakeholders. Additionally, we organised stakeholder advisory meetings to gather insights from those involved in designing, commissioning, and delivering services. This allowed us to better understand how to engage effectively with the NHS and address their challenges.
Results
The client was given a clear, actionable strategy that encompassed several key elements. Firstly, we supported them to develop a compelling business case, highlighting the innovation’s benefits alongside a comprehensive cost analysis. This enabled the client to effectively target specific funding sources while clearly articulating where funding could be identified and how the innovation aligned with healthcare strategic objectives. Secondly, our stakeholder identification process equipped the client with a detailed understanding of whom to engage for various aspects of the innovation, ensuring a coordinated and multi-faceted approach. Thirdly, we provided the client with a practical implementation plan, setting the foundation for successful execution.
Conclusion
Our transformative approach towards supporting this client provided critical analysis and insights that resulted in them being able to develop a clear strategy and enabled them to present a compelling case for change to the NHS.