Highbeam is very proud to count some of the top-performing public and private organisations amongst it’s clients. Here we provide summaries from a selection of completed assignments
Transformation, Change and Risk Management
Large Rural Council- Lead Consultant and Project Manager for the Adult Social Care Transformation Programme since initial engagement in 2007. Led the operational change management and readiness assignment for a radical and unique ‘payments by results’ domiciliary care service programme. This focused on outcome-based services forming the key driver of influence for remunerating the commercial service providers. This approach has been highly acclaimed as an ideal operating model by IPC’s Professor John Bolton and was showcased at the NC&ASC Conference.
Large City Council – Change Manager, Project Manager and Trusted Advisor from concept to delivery stage of transforming the operational effectiveness of the Adult Social Care Team. Led transformation programme ranging from strategic advice on performance management and organisational design by pragmatic use of Lean Thinking Six Sigma, through to leading the hands-on facilitation sessions. Designed new customer pathways and associated processes promoting a ‘whole-system’ approach, which fully integrated relationships with partners, particularly Health and the third sector.
Post Implementation Reviews
Large Borough Council – Conducted a series of resource and technology implementation reviews including case management, human resources, financial and educational support systems on behalf of the Chief Officer.
Local Authority Consortium of Adult Social Care services – Subject Matter Expert. Engaged to develop each respective organisation’s understanding of Adult Social Care and explored whole system improvement opportunities for the combined service. This assignment employed a wide variety of analytical techniques that provided a rich understanding of the root-cause efficiency barriers and appropriate remedies for the consortium.
National Public Health Advisory Board – Engaged to challenge existing practice and develop the justification of a business improvement programme (BIP) covering all aspects of the organisation.
Strategy and Thought Leadership
Social Enterprise (Community Interest Company) – Devised and published a Strategic Research Paper on Supported Employment services.
Health Trust – Engaged to lead the largest change initiative undertaken within the organisation at the time. Responsibilities included all of the associated organisational change and communication functions demanded by major programmes of this type including business process re-engineering, Electronic Health Records, Single Assessment Process, Integrated Children’s System and migrating to SAP/R3 Financials. Achieved all deliverables, with effective introduction of new technologies enabling “self-service” capabilities for front-line staff, which arrested undoubted budget pressures and made a positive impact on front-line service levels for patients.
Large Unitary Council – Trusted Advisor to Director in developing Strategic Adult Care and Support Directorate Plan.
Programme and Project Management
Global Software Publisher – Project and Business Lead for “TransGovAccelorator” Citizen Service Platform Demonstrator Project. Led this collaborative venture on behalf of Microsoft. Also involving Accenture, Solidsoft, Aggresso and K2, it showcased how leading-edge techniques and technologies could be integrated into very efficient and effective public-facing shared service solutions that enhance the efficiency of the delivery of citizen-centric services.
Troubled Families system – Accountable for the specification and implementation of this national information sharing and reporting initiative. The solution was widely acclaimed as being the first such deployment to offer direct, secure access and participation for all interested partners including Health, Police, DWP and third sector organisations.
County Council – Programme Manager. Accountable for the strategic development and implementation of a PRINCE2 programme of nine interrelated work-streams creating a complete view of all the services its citizens were using. The council became the only UK Authority from 150 to deliver a wholly electronic recording and information sharing solution county-wide by the prescribed Government deadline. The programme achieved national recognition and became the subject of a Government case study, praising it as a “Model approach to Best Practice for change management and development methodologies”.