Meridian works with Healthcare Providers achieving significant, sustainable advances in performance whilst simultaneously achieving real savings.
Our service, supporting your management, is patient-focussed; freeing up frontline resources to spend increased quality time with patients, handle increased patient numbers and reduce waiting times, whilst providing exceptional value for money.
Meridian offers a significant return on investment (ROI) on all of our projects and also offer a guarantee to protect our clients from any in-year exposure.
‘In July of this year it will be two years from when the initial phase of the change project was completed. My initial impression was of a project that had gone very well and thankfully the subsequent two years have confirmed this. Changes implemented in the first 6 months have led to long-term changes in data capture, in how staff relate to and work with each other, and in how and when patients are admitted to our service. Objective output measures such as bed occupancy and the number of admissions have shown clear improvements.’
‘Subsequent to the theatre review exercise undertaken, the organisation is better equipped to maintain our waiting times, in parallel to improving our cost base and ensuring our new recruitment plans meet patient care standards and demand.’
‘The Meridian team were very well received and engaged the staff from project start to end which enabled us to achieve £321,729 savings in Imaging, £302,423 savings in Outpatients and £232,975 savings in Theatres.’
‘Meridian were able to work collaboratively to focus their time and efforts on the areas pin-pointed not only by themselves and other external bodies such as the model hospital, but also by the areas of need described by Chesterfield staff.’
‘The service had worked with a management consultancy firm over a number of months. The impact was said to be 'huge' and positive. For example: streamlined work practices and a reduction in meetings meant more time to spend with service users; better planning for admissions and new reporting systems meant better uptake of spaces.’
‘The new staff rota system included a designated shift coordinator who would oversee tasks. Communication systems had improved and provided staff with all the information they needed to work in a safe and efficient way. Staff said they were looking forward to new opportunities, such as regularly facilitating groups.’
‘The hospital is now in position to assess the current capacity surplus or deficit in each specialty versus the demand using factual information. With the use of the Capacity Planner the management team can review the workload of all consultants against the national targets and take appropriate actions to meet the demand and the patient treatment goals.’
‘All available sessions are now utilised and the management team all take part in the decision making process with regards to staff management, waiting list management and taking actions on identified problems.’
'125 days without an Out Of Area placement. Contacts per day per CMHT clinician increased by an average of 38%. Reducing CMHT agency costs. Cumulative Out Of Area savings throughout the duration of the programme equated to £537k, which means that the project paid for itself around 2.2 times before it ended on this metric alone - an outcome that we had not envisaged being able to achieve so rapidly.'
‘The project has generated £589,480 in increased revenue over the project’s 14 week duration. We have already generated a 3:1 return on investment in the life of the project and the total annualised increase in revenue has been measured at £6,593,531, should the improved performance be sustained.’
Meridian Productivity Limited
Daws House, 33-35 Daws Lane, London NW7 4SD
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Daws House, 33-35 Daws Lane, London NW7 4SD