Case study: independent reviewer and adviser for the mobilisation plan of adult healthcare services
Zhibek Valevka, Associate at Odgers Connect, speaks to independent consultant Rachel Duckett about her recent assignment for an adult healthcare services provider.
The client had won a tender to expand their supply of adult healthcare services across a much broader geographical footprint and to multiple sites in the South East of England, resulting in a material increase in size of the organisation. The organisation wanted to be confident that they would be able to deliver the aims and objectives of their mobilisation. To achieve this, they needed a specialist independent view and someone who could provide appropriate advice throughout the planning stages and up to implementation.
Turning to Odgers Connect, the organisation sought an independent and objective consultant experienced in the healthcare sector and with specific experience of mergers and acquisitions and the mobilisation of these services. This individual would need to conduct in-depth analysis of a range of documentation, identify gaps and provide regular and independent reporting to the Board on the status of the acquisition.
The client appointed Rachel Duckett, an independent consultant of 12 years and a former big 4 consultant specialising in strategy and operational turnaround. As well being a highly experienced consultant, Rachel is both qualified in law and an accountant. Having previously carried out a number of mergers and acquisitions as well as other large-scale transformation and turnaround programmes for health clients, Rachel brought a highly-applicable consulting toolkit and relatable knowledge to the assignment.
The role involved carrying out a review and recommendation report every 3-4 weeks for the period between May and October this year. The first baseline report outlined the key activities that had been carried out by that stage in the project, what was to be completed in the coming months and identified any initial risks involved in the project. Rachel then advised on the next five months of work to be completed, intervening with advice on how to mitigate emerging risk and deliver the mobilisation on time. Rachel explained that, “keeping to the tight reporting deadlines allowed me to pinpoint difficulties being faced and rectify any aberration. It was particularly important to confirm the level of progress of the mobilisation and that the organisation was moving towards the set goals and objectives of the project”.
Rachel’s periodic check-in points allowed for guidance for the operational team and continuous feedback to the Board on the status of the project. When discussing the role, Rachel told me that “a key challenge I successfully overcame was being able to maintain my independent view whilst maintaining a good working relationship with the operational team. This was especially important as having an independent perspective on the work was critical to the client and the work I was producing”.
Rachel’s input provided invaluable support to the operational and leadership teams both in the day-to-day work and in recommending further action to identify and mitigate risk during a critical time for the organisation. The Board gained assurance that the process had been actively and independently reviewed. Throughout the process, Rachel supported relationships, helped guide activities and aided the reduction of risk.
For more information please contact Zhibek Valevka.
