Susan - Independent Service Improvement Turnaround

Susan
Performance Turnaround Specialist
Healthcare

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Senior Consultant
+44 (0) 1491 577122

Sue is an exceptional Independent Healthcare leader who has delivered service improvement and turnaround across Older People, Learning Disabilities and Mental Health.

Susan was engaged to turn around a medium secure site that was significantly underperforming. Another site in the group had more than 50 compliance issues identified by CQC and this one was suspected to be much worse. The possibility of closure was very real and Susan was in a race against time to improve performance before the regulator visited. Her remit focused on clinical challenges but would also embrace a whole host of issues right across the supporting functions. For example, there were more than 145 facility defects that would also need to be addressed in short order. 

Morale was extremely low yet Susan’s review revealed that one weakness, more than any other, had led to the situation: a lack of accountability amongst staff. She’d never seen so many action plans where no-one was responsible for any of the actions. This was universal, across all functions, but particularly acute within the nursing teams. There was no supervision and no appraisal system. The nurses proved highly resistant to change, their heckles had been raised by previously heavy-handed attempts at effecting change but Susan would prove different. She was able to win their trust, overcome their objections and enable accountability.

Systematically, Susan worked right across the site to embed structure, accountability and a process for change and improvement. All compliance issues were addressed, the facility defects resolved and action plans not only held individuals accountable but were being carried through. The CQC visit saw no requirements and only 4 recommendations. Susan’s impact has been felt right across the business. One sign of the value that she delivered is that the Group decided to appoint a permanent post holder to continue to oversee the business functions of the site to whom Susan transferred her knowledge and skills before exiting.

The Operations Director commented: “She brought professionalism to the site and a strong organisational and structural approach throughout the business too. She has helped us immensely and has improved our processes considerably throughout her time here.”

Susan was given a roving remit to improve performance right across this group. It had grown rapidly but was discovering that the cost of that growth was a lack of management rigour in several regional areas.

Two excellent examples are contracts she rescued for the group with two separate county councils. In both cases the service was underperforming and in danger of losing the contract. One of these, a respite care focused package, required a turn around within 30 days. Susan had a range of issues to contend, from suspected abuse to inaccurate charging. In both cases she won back the confidence of commissioners and carers and reasserted control over staff within the allotted timeframe. The turn around in performance was so fast in one case that an additional contract was awarded by the Council for £125,000.

Over the course of her time with this care provider, Susan is estimated to have saved contracts and generated additional revenue to the tune of £750,000.

Susan's sponsor at the service said: “Sue is a solid and well rounded professional who has a broad range of skills well suited to project delivery or associated management roles. She made a huge difference in a short space of time.”

Fast Facts

  • Highly driven service improvement specialist
  • Turned around a poorly performing Mental Health Services provider – taking them from failing to 100% CQC appraisals with an overall rating of ‘good’
  • Financial turn around of a loss making care service and won an additional £125k of business
  • Absolutely driven to provide better, more accountable services that enable contracts to be renewed and won
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