logo – 1191 trans

Helping our clients ensure the right resources, in the right place, at the right time. 

Helping our clients ensure the right resources,

in the right place, at the right time.

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.

TESTIMONIALS


‘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.’


Our Lady’s Hospice and Care Services Dublin, Stephen Higgins MB MRCPI Consultant in Palliative Medicine & Medical Director of Palliative Services (Inpatient Services)


‘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.’


St. Vincent’s University Hospital Dublin, Kilian McGrane, Chief Operating Officer (Theatres)


‘Working with Meridian has been a very positive experience for the organisation and we are already looking at further opportunities for improvement within the organisation. We would thus highly recommend them to other organisations to achieve real cost and efficiency results.’


Halton Borough Council, Sue Wallace-Bonner, Director of Adult Services (Complex Care and Initial Assessment)


‘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.’


Sheffield Children’s NHS Foundation Trust, Simon Morritt, Chief Executive Officer (Outpatients and Theatres)


‘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.’


Care Inspectorate (following a programme with Waverley Care Edinburgh)

‘The work has allowed the trust to implement a new slot template for MR and CT resulting in an increased revenue earn of £871,438 annualised as a minimum with an increased appointment slot capacity based on a 10% unable to scan rate inclusive.’


‘Our Trust will successfully increase our revenue potential, which will directly contribute to our CIP savings, whilst maintaining the quality of patient care delivered. The enthusiasm and drive demonstrated by Meridian staff throughout the process enabled the project to run with vigour and pace from beginning to end.’


Liverpool Heart and Chest Hospital NHS Foundation Trust, Anthony Bennett, Divisional Head of Operations – Clinical Services (Radiology)

‘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.’


Cork University Group of Hospitals, Dr. Ken Walsh. Perioperative Clinical Director (Theatres)

GET IN TOUCH
OUR ADDRESS

36 Atholl Crescent Lane, Edinburgh, Scotland, EH3 8ET
Tel: 0131 625 8500
contact@meridianpl.co.uk