Bringing head and neck cancer follow-up and rehabilitation closer to home was the aim of a pilot introduced by Thames Valley Cancer Alliance in 2018. But had the changes made a difference? SCW was asked to deliver an independent evaluation to support future decisions on wider roll-out.
Clinical directors have a critical role in coordinating the work of a PCN and providing leadership as part of this new structure. Equipping them with the skills to lead and develop PCNs is crucial to realising the ambitions of improving health outcomes for communities.
We were commissioned to provide 1-2-1 coaching for executive and senior leaders to enhance their impact in leading the change and development process. Over half of the Senior Management Team (SMT) leaders took the opportunity for executive coaching support and many chose to extend the coaching relationship after completion of the original sessions.
Being in the middle of the Project Management Office (PMO) team in the middle of a vaccine deployment programme was not something we thought we would be involved in. For months on end, the result of our work was not only headline news but also the topic of everybody’s conversations.
With a need to attract ex-NHS staff back into clinical practice, we were commissioned to offer strategic HR support to the SW region. This work included the Bring Back Staff scheme - the COVID-19 vaccination programme workforce elements as well as building collaboration across the NHS, social care, and voluntary sector.
Working with the Bristol, North Somerset and South Gloucestershire Sustainability & Transformation Partnership (BNSSG STP), we co-produced a system leadership development programme to help them tackle their most wicked system problems.
SCW supported Weston Area Health Trust to deliver on its Cost Improvement Programme, transformation and COVID-19 initiatives through robust programme management.
The Health Education England (HEE) Digital Readiness Programme is actively embedding the equality, diversity and inclusion agenda into all its work. Working with HEE, we were asked to develop and deliver an inclusive and transparent recruitment process for the NHS Digital Academy.
To help NLAG to overcome its financial crisis, we were commissioned to develop a strategy to show how digital transformation could take them into a high quality, sustainable future.
Working collaboratively with the national primary care team, we developed a series of innovative features to inform the review and refresh of the Investment and Impact Fund (IIF) incentive scheme. The scheme uses incentives to encourage PCNs to think about doing things differently.
To overcome a lack of information on Business Intelligence (BI), we looked at an organisation-wide strategy for North Lincolnshire and Gould NHS FT. They needed to ensure that their BI was aligned to the business and meeting the strategic goals for the hospital both for today and for tomorrow.
Using consistent messaging and sharing good practice, our communications and engagement team helped to minimise the impact of COVID-19 across Buckinghamshire, Oxfordshire and Berkshire West (BOB). Establishing a communications network and coordinating a system-wide COVID-19 response resulted in clear messaging between key stakeholders and the general public.