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Policy implementation

Without understanding the reasons for changes in policy, making it happen – and more importantly making it stick – can be extremely difficult.

We keep things simple. We apply tools and techniques in a pragmatic (rather than dogmatic) way, to define and deliver policy implementation successfully.

Whatever the rationale we help our clients to understand the current situation and necessary changes through strategic thinking and implementation strategies, establishing the framework for change and developing the key actions required to achieve the outcomes desired.

We help clients to understand where they are now and where they need to get to. The difference between the two – the gap or the ambition – is the change that we will deliver. Developing a ‘target operating model’, we define the people, processes and technology that could achieve the desired future.

We can lead or advise at any point of implementation, in part, or from start to finish. Lots of people talk about it; but few do it well.

We will help you establish the right structures, covering areas such as: governance, planning, monitoring/reporting, risk and issue management and in instances of complex policy implementation we provide a programme management office to cost-effectively reduce your burden, whilst increasing day-to-day control of the change.

Despite the very serious nature of what we deliver with our clients, we endeavour to make it an enjoyable and constructive engagement for everyone that we work alongside, deploying highly skilled and knowledgeable teams to complement the skills of our clients.

We have supported the General Optical Council, reviewing policies and procedures to assure a quality of provision. By developing a compelling change of narrative – the story explaining why the change is so important to help build buy-in and support from everyone who will be impacted by it – we have created a culture of high standards ensuring that the accreditation and quality assurance processes for optical education are of a ‘kite mark’ standard.

Collaborating with the NHSI pathology services, we have developed a model that enables the delivery on consolidated pathology services nationally, based on individual trust-level baseline data. Engaging with local stakeholders, we understand the regional interventions required to generate the national cost savings required whilst meeting the overarching implementation timeline. Working alongside local stakeholders in workshops we develop understanding and transfer knowledge that demonstrates the desired operational improvements.

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