08.10.10
NHS looks to interim to deliver against a backdrop of change
Jason Atkinson explores the challenges facing public sector healthcare and the valuable role interim management has to play in helping the sector to deliver real business solutions
Today, the NHS faces more pressure than ever to deliver a wide range of services for increasingly tight budgets. That means meeting demand for even higher levels of quality and service and putting resources to the front-line.
Quite often these pressures necessitate changing how the organisation operates – to inject a more commercial outlook, to redefine roles, to eliminate unproductive work habits, or to integrate new processes and procedures and technology to support the work.
It’s a human trait that we are cautious of change. Yet managers have to be able to introduce and manage change to ensure organisational objectives are met. And they have to ensure that they gain the commitment and understanding of their people, both during and after implementation. With such a large and dispersed organisation such as the NHS the challenges here are great. And let’s not forget one of the biggest challenges of implementing change is that an organisation must carry on as usual in amongst restructuring. It’s a big ask and that is why the NHS has increasingly turned to the expertise of interim managers…
Interim managers are highly skilled and specialist operators who bring specific experience and a proven reputation for implementation and results. “Interims” can be placed for a defined period of time – where a permanent position may be inappropriate within current recruitment/employment policies or more likely, the role is not deemed to be a permanent position.
In fact, as the public sector, and in particular the NHS, demands more flexibility from its workforce, interim management is fast becoming THE answer. Consequently, the opportunity for this niche pool of specialists is on the rise.
The business case for employing the services of an interim manager is extremely compelling. Interims are self-motivated and experienced individuals. They operate to clear objectives which they look to achieve within a set timescale and they are expert at joining a team or department and hitting the ground running; delivering results from day one.
In the last couple of years, there have been some good examples of just how valuable interim managers have been in the implementation of new technology within primary care trusts.
For instance, as trusts move from the block grant system to payment by results, their expertise has proved instrumental in facilitating new ways of working. This has been fundamental as without efficient and accurate processes trusts risked not receiving the correct funding. This was the same with new electronic discharge methods.
And financially, the argument remains sound. “Interims” are paid to an agreed day rate – with no hidden costs. They operate as self-employed businesses in their own right. No recruitment fees (which at senior levels can be significant), no holiday pay, no sick pay and no pension contributions. Simply a cost-effective solution to a business challenge that adds value and needed skills whilst negating long term costs and overheads that would otherwise impact on the bottom line…..
It’s an industry which drives innovation and renovation. And research shows that recognition within the public sector is growing with adoption by many local authorities and healthcare trusts.
Case study
Turnaround interim delivers major cost savings to NHS trust
Interims are often called upon to deliver major strategic projects including those where millions of pounds are at stake.
One such interim is Ian Gray, who has more than 17 years’ experience of delivering major turnaround and improvement projects in the private and public sector.
Ian has now been appointed by one of the largest government organisations to undertake a major programme which is set to deliver significant efficiencies. His current role involves overseeing 15,000 people and working closely with people from every level within the organisation to gain their commitment and acceptance of the changes needed to ensure major financial improvements.
The former CEO of Tottenham Hotspur has a proven track record in the private and public sector. Last year, Ian worked at two NHS trust hospitals – Mayday University Hospital and Epsom and St Helier University Hospitals NHS Trust where he was responsible for changing their respective financial situations through the introduction of smarter processes. At Mayday the predicted £9m deficit was eliminated and at Epsom and St Helier University Hospital, the deficit was reduced by £6m in just a yea r.
For more information on interim management please visit: www.interimmanagement.uk.com
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