Leading the procurement of state-of-the-art medical equipment

Gained successful approval of the business case by the Trust Board on first submission
Sought approval to progress funding for phase 1 of the change journey, commencing with the purchase of the surgery technology
Enabled installation of the technology by agreement for capital expenditure required for capital equipment and building costs
Acquired agreement to proceed with and develop high-level implementation plan, to initiate the project and commence with recruitment
Secured agreement for us to provide change support to mobilise and manage the programme
Our ability and experience in taking complex issues, carrying out in-depth analysis and presenting them in a clear and concise way for multiple stakeholders to digest, is where we excel. Creating support and understanding at the start of any change journey is vital in order to deliver a smooth and successful delivery, particularly in a dynamic and complex environment such as health.
– Eman Al-Hillawi, CEO, Entec Si
Medical staff discussing surgical technology pr

The Challenge

A hospital Trust had an urgent requirement to develop a watertight business case to secure investment approval to introduce state-of-the-art surgical equipment. This would enable the Trust to offer patients in its region access to more advanced and less intrusive surgery, and to realise wider potential benefits, such as reduced patient pain and risk of complication and reduced length of stay in hospital.

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Our Approach

It was paramount to firstly identify key stakeholders. These were drawn from executive, clinical and operational areas; both internally and externally. This allowed all interests, concerns and expertise to be considered and incorporated. We helped the clinical service articulate the journey of change and how this aligned to wider strategic initiatives.

In order to present a clear picture of the project’s projected savings and income potential, we analysed and clarified the options available, the associated risks and costs. This enabled us to present the wide range of benefits that could be realised if the technology was introduced.

It was essential for our consultants to work side-by-side with the Trust’s operational, financial and clinical teams. This enabled us  to build a virtual project environment and rapidly identify and prioritise the business case objectives and key milestones to meet all governance and procurement processes. It was particularly important for us to meet critical approval and procurement deadlines.

To maintain progress, weekly meetings were facilitated where the plan was continually driven forward, with challenges identified and unblocked at pace. The forum captured collective thinking, solved problems quickly and managed expectations. Working closely with the finance department, our analysis expertise ensured the cost and benefit analysis process was razor sharp.