"The coming years are going to be challenging with increased pressure to reduce costs. Improving ways of working and the ability to think differently about your challenges will be the key to success"

Delivering the right outcomes to improve people’s lives

In our experience, business improvement programmes are often clear on overall aims based on national guidelines but ill-defined in terms of practical steps required to achieve those aims. So we will work closely with you to develop a pragmatic and manageable plan for change that will:

  • Increase performance, enhance productivity and improve customer satisfaction and outcomes, plus
  • Reduce costs and organisational inefficiencies

Improving People’s Lives

That’s what most Public Sector organisations strive for, making a positive difference to all from children to adults by improving education, health and social support whilst ensuring the best value for money.

The coming years are going to be challenging with increased pressure to reduce costs yet improve new ways of thinking and working are going to be key to deliver. Whether you are looking to improve children’s or adult services, integrated working, communication or seeking to improve processes or relationships with national health or other service providers talk to Impact Solutions.

Whatever your requirements are you can rely on Impact Solutions (Europe) Ltd. to help you to achieve your goals and measure your ongoing success against defined targets.

Returning Clarity to Business Improvement

Impact Solutions is a new and unique organisation that brings clarity of purpose and plain speaking back to business improvement, so that you can improve how you work together to achieve your targets quickly, efficiently and effectively.

For too long, management consultancies have used high-level strategies, standard business models and excessive jargon to deliver proposals for public sector organisations, relying on expensive I.T systems rather than how improved collaboration can improve the sharing of information or functioning of integrated working. Without improving upon the basics of collaborative working, clear and agreed processes and accountabilities and capable and empowered people, I.T systems will never work.

At Impact Solutions, however, we take a different approach to business improvement. Based on an agreed understanding of national and local targets  we ensure improvements are delivered through your line organisation by focussing on reducing excessive meetings, focussing on engagement and agreement and moving to a more outcome driven consensus. We will work with your teams to ensure that  continued measurement and communication of progress against those targets becomes an integral part of your daily life.

So when you work with us, the overall goals and required actions will be agreed with everyone in the business. Building a common language and understanding how different departments and organisations can support each other and agreeing a way of working to deliver the right outcomes will be a great first step. What’s more, you’ll be able to assess and measure your ongoing achievements as a result of your line management delivering and reporting throughout the process of business change.

A Systematic Approach

Public sector organisations are often more complicated than private sector organisations because of the number functions that exist and the number of service providers that need to work together. Integrated working and improving communications and information sharing are always a problem.

Because of this diversity and because of changes in national guidance and targets there are often a number of improvement initiatives going on at the same time which can be confusing or working against each other.

Our systematic approach is to first:

  • Understand what everyone is working together to achieve. And to make sure this is clearly understood by everyone and is at the heart of what they do.
  • Identify Barriers – Often not caused by individuals but simply by the organic growth of procedures and systems that prevent people stepping out of their ‘box’ to be more responsive.
  • System – Gain an understanding of how people communicate, not in terms of organisational charts or reports but looking at the frequency at which people communicate and how effective this is.
  • Productivity- Working to eliminate excessive meetings and excessive bureaucracy to deliver national and local targets but be more responsive to the public and others within the organisation.
  • Financial Control – Identifying with people what is the best value for money approach to deliver the best service to the organisation which will involve understanding the existing management of finances and challenging some of the barriers that exist.

We will also examine the internal relationships between all these areas of your business, proposing improved communications between individual business functions so that your entire organisation operates with greater cohesion, cooperation and unity of function – with the single overall aim of delivering a better service with improved performance and lower internal costs.

Impact Way

Our starting point with any business has always been to understand what your organisation needs to achieve. With increasing pressure to reduce costs and still improve service, transformational leadership is needed.  It is no longer acceptable to know what to do; knowing how to make these changes will be the defining factor in achieving success. Improved management and leadership to deliver this new thinking are the key to ensuring that any rationalisation in services and costs are made with improved service in mind. Irrespective of whether you feel you know what needs to be done and how to do it the ability to deliver rapid change will be the most important challenge.

In order to guide you clearly through the practical actions that will achieve the aims of your business change strategy, we operate a four-stage plan:

Strategic Direction

  • Ensure the highest level of accountability own and atriculate the need for change.
  • Be clear about exectations and timescles, outcomes not words.
  • Clarify essential activities, accountabilities and agree a routine to report on progress.

Be clear about how you will measure the achievements

  • Ensure all new and existing initiatives are delivering towards the same goal.
  • Bring the reporting of all activities in to one way of working.
  • Regular communication of how activity and results translate into the strategy.
  • Ensure everyone knows their role in making this happen and that part of their role is to work on improving service.

Think short term as well as long term

  • Establish a short-term management model that can quickly identify and allow you to respond to issues.
  • Set clear targets that will be consistently measured at monthly intervals throughout the change process.
  • Redesign aspirational business processes that satisfy customers whilst also delivering value for money.
  • Tackle the immediate barriers in a decisive way to set for the stage for the rest of the journey.

Clear Accountabilities and the right people to fulfil them

  • Re-design your services so as to increase information flow and enhance decision-making and responsiveness.
  • Re-structure roles and assign the right people to them to effectively manage the new more efficient business processes and systems.
  • Ensure expectations are clear about the standards expected and the development possibilities available to help achieve the new demands.

The result will be increased effectiveness and efficiency with a clear purpose. Historical barriers to change can be removed and information sharing and integrated working can be drastically improved upon.

At every level of the organisation, individuals should demand more from those higher in the seniority chain, creating a more focused, hard-working and results-led organisation. In this way, improved internal governance and more motivated and capable staff removes the need for ongoing consultancy support, so that the organisation can be entirely self-reliant and self-monitoring.