Specialist healthcare provider

DAV Case-study-6
The Huntercombe Group has gained a reputation for innovation and for creating the right treatment solutions for patients with particularly challenging and complex needs

The Huntercombe Group (THG), is a specialist care provider in the areas of mental health, learning difficulties, brain injury rehabilitation, neurological care and child and adolescent mental health.  Although operationally distinct, THG is part of Four Seasons Health Care, which was acquired by leading private equity firm Terra Firma in 2012 and is one of the largest independent care providers in the UK.

In 2014, THG appointed a new CEO to oversee the next stage of the group’s development, a challenge that would need to embrace the growing demands of THG’s primary customer, the NHS.  Changes in the NHS had seen the evolution of new structures, bringing with them a new commissioning landscape which would be at the heart of the new CEO’s strategic thinking.

The strategy developed by the CEO and her senior team in response to this, called for the introduction of changes within THG’s business, that would be enabled by the introduction of new technology.  What complicated matters was the number of projects already underway, a prevailing programme management approach at the time that didn’t encompass more recent thinking and an under-investment in the organisational change elements of previous programmes, resulting in variable degrees of implementation success.

THG recognised the need to evaluate, prioritise and plan the work required as part of a properly structured programme of change, but a lack of internal programme management capability meant that external support would be required.  Having worked with DAV in a previous business, the CEO knew the programme and change management capability that the company could bring to bear was just what THG required.

Working to tight timescales, DAV engaged with key THG stakeholders to assimilate the current status of in-flight projects and key data relating to plans, requirements, capabilities, costs and anticipated benefits.  From this it was possible to build a holistic view of the work underway, enabling projects to be evaluated in context and priority decisions to be made.

In parallel DAV began shaping the overall programme approach, building a management and organisational framework to bring all project work into a single governance structure, driving a focus on business change rather than just IT.

Three months in and THG had a proposed approach to a new portfolio of projects, all properly structured in the business change framework and an investment case that was approved by the group’s Board and investors.  With THG able to drive the programme forward with confidence, DAV transitioned out of its front-line role, but provided short-term support whilst the programme gained traction with the business.

Today, THG has a programme management framework in place, underpinned by an organisation and governance structure that is properly equipped to manage and deliver technology enabled business change into the future and support the group’s drive for continuous improvement.

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