Client

Croydon Health Services

Duration

18 Months

Scope 

Design and build a transformation function within the acute setting, defining its scope, structure, and implementation. Identify and realise recurrent cost savings by leading a restructure for a leaner model supporting transformation, quality improvement, and efficiency savings.

Develop and deliver transformation programmes across multiple workstreams. Facing significant financial challenges, the organisation sought support to enhance patient pathways and ways of working, ensuring quality care while meeting financial targets. Each programme required a clear scope, defined roles, success measures, and a structured delivery plan.

A governance framework designed to establish a structured daily, weekly, and monthly reporting rhythm, ensuring frontline-to-executive visibility, clear communication, feedback loops, and minimised transformation risks.

Patient flow was central, requiring strong engagement with external partners for safe, appropriate hospital discharge. The team collaborated on long-stay reviews, demand and capacity analysis, Multi-Agency Discharge Events, and optimising digital platforms to track delays and patient needs.

Supported the design and mobilisation of a trust-wide efficiency programme with a target of £35.8m for 2025/26.

Impact

•Restructured the Trust’s corporate functions to realise £3.1m of recurrent cost savings

•Successfully delivered £2.3m benefit in planned care by achieving ERF targets in a smaller cost base

•Consistently increased capped theatre utilisation 13% to 85%

•Reduced average length of stay by 1.5 days

•Reduced super stranded patients by 20%

•Increased discharges by 40% and reduced length of stay by 20% by on target wards