In 2012 South London Healthcare Trust was placed under a Trust Special Administrator (TSA) regime to establish a sustainable future for health services in south east London. Prederi worked with NHS Bexley CCG and NHS South East London Cluster to deliver a multi-stakeholder programme across the London Borough of Bexley and neighbouring areas, to establish commissioning intentions to develop Queen Mary’s Hospital, one of the three hospital sites within the Trust. Prederi then supported a further phase of work to develop commissioning plans and detailed transition plans in conjunction with the overall TSA implementation.
How one county’s local campaigners changed the narrative reported by the media after forming a mutual to take over management of local library services. The future for Suffolk’s libraries looked bleak in 2011 when Suffolk County Council’s review indicated 29 out of 44 libraries might close to meet Government budget cuts. The answer emerged by engaging local campaigners, who protested against library closures, to keep the libraries open. Nearly 40,000 people across Suffolk replied, inspiring the creation of a new body to manage and deliver library services. In 2012 Suffolk Libraries Industrial and Provident Society (‘Suffolk Libraries’ or ‘IPS’) was formed, and by August, the whole service transferred into its care.
In 2014 Prederi was commissioned by the six CCGs in south east London to carry out a training needs analysis for care homes across the six boroughs of Bexley, Bromley, Greenwich, Lambeth, Lewisham and Southwark. The review covered both nursing and residential care homes, and targeted the outcome of reducing attendance at A&E and pressure on other parts of the system.
Prederi staff designed and delivered a highly successful course at Henley Management College for senior leaders of the Ministry of Defence to better appreciate that we are in a world of scarce resources and value for money is paramount. The course ran for over four years, during which time around a hundred Director level staff were trained in financial and resource management.
A very large, global business engaged us with a view to creating a new Information Security Strategy after suffering from a number of security breaches which incurred significant losses – one of which was valued at over £20m. After reviewing their current Strategy and Policies, we discovered four key areas that needed improvement; Their current strategy was too focused on technology, with little attention given to the human factors in Information Protection.The result was a strategy that dictated technical solutions (“You must use this specific type of Firewall”) but neglected to consider the wider implications of security. Information Security decisions were based entirely upon what the IT Department thought it should be doing, with no input from the business. There was no clearly identifiable single point of contact for the business to engage with for Information Security concerns. The current practices of the IT Department were directly contributing to the loss of information, with issues such as cloning current or former user accounts for new starters, failing to revoke access for users who had moved on, and neglecting to fully wipe desktops, laptops and external hard drives prior to re-use or disposal.
A Government Agency that specialised in training, assessment, examinations and policy was required to change purpose and become a Professional Body as part a decision to reduce quangos. The Government required the Agency to become a stand-alone Standard Setting body that would eventually evolve into a self-funded membership organisation. Merielle Ghali, now of MRG Associates, worked alongside the Chief Operating Officer (COO) to bring about the change. During the six months before the transformation, Merielle examined the legislation necessary for the new body, to implement policy and standards for national Workforce Strategy, for a wide variety of paid and volunteer staff. Merielle proactively reviewed her policy team's skill set and best fit for new roles, and identified opportunities for team members in the new organisation or negotiated with the parent department to take them, in advance of the transformation to the new organisation. The outcome was that all of Merielle's team were not put at risk of redundancy. During the transformation, Merielle was responsible for bringing in specialised change expertise, producing FAQs to hold Change team members to account, and opening up dialogue with staff through outreach activities Merielle’s efforts to drive extensive outreach activities early in the transformation were highly beneficial. She spoke with over 300 people, across the UK, acting as a conduit between the profession, staff in the body, the Change team and the Board. This gave individuals a voice to provide valuable feedback and shape what the new organisation would look like and how it would function. Facing redundancy herself, Merielle had credibility with colleagues in a similar position, some of whom had been in post for years. Merielle provided support to individuals at a very emotional time, helping them to understand what the change meant for them, and find positive opportunities during a difficult time. Staff gained confidence in the change process due to Merielle’s outreach activities. Many people said that they appreciated being able to talk with someone ‘real’ and ‘approachable’, which made them feel valued. This made a significant contribution to a new organisation based on feedback, with people bought into the change process.
Waltham Forest Clinical Commissioning Group (CCG) IT Strategy team engaged Prederi to undertake the development of its five year IT Strategy. Digital by Default has been adopted across the NHS to improve patient care and safety, patient experience with NHS services and enable better use of limited resources. WF CCG needed assistance to understand and implement the Digital by Default Standard.
A very large, global UK business had a history of recurring Access Control issues in SAP which caused a number of serious security breaches. The internal IT team reacted to those control issues and mitigated them as part of a BAU process, but the solutions that were applied did not address the root causes of the access violations and only treated the symptoms. . There was also a lack of security governance for SAP, resulting in inconsistent processes, absence of standards and policies, and incomplete security controls.
In England the commissioning of Health Visitor Services will transfer from the NHS to local government in October 2015. The Director of Public Health in the London Borough of Merton wished to review local Health Visiting Services ahead of this transition in order to understand current service costs, delivery and effectiveness to inform future commissioning decisions.
Prederi was personally commissioned by the MD of NHS Hertfordshire CSU to be acting Finance Director and deliver a full output based review of the entire CSU service which assessed the true drivers of cost, the actual unit activity cost and the profit and loss making customers. To then use this information to help them better run their business.
ILLY Systems Limited (Illy Systems) is a developer of specialist IT software solutions working in both the commercial and public sectors. After years of rapid growth, an expanding workforce was dealing with many parallel developments. With strong plans for growth, ILLY were keen to pre-empt & avoid future capacity issues. To achieve this, their CEO engaged Prederi to provide support in helping the company to understand how it could meet and pre-empt the future challenges and facilitate involvement from the whole team in addressing these.
Lack of confidence and procrastination are common issues that block individuals from identifying and achieving their personal and career goals. Negative thinking and the resulting patterns of behavior can be very difficult to change, especially when they are reinforced through self-fulfilling prophecies and embedded beliefs about oneself. Achieving happiness, fulfillment and attaining career goals are possible for everyone. Practical techniques like interview performance can be learnt, and self-limiting beliefs can evolve.