Background
A leading NHS Foundation Trust in West Yorkshire—providing mental health, learning disabilities, and community services—commissioned Meridian to review its Corporate Services function. This followed a successful clinical engagement that had eliminated Out of Area placements and strengthened community mental health delivery. The Trust’s Executive Team sought assurance that corporate functions such as HR, Finance, and IT were operating efficiently and enabling frontline care, not hindering it.
Analysis
Over a two-week diagnostic phase, Meridian reviewed workflows, governance processes, and reporting outputs across several non-clinical directorates. The analysis revealed a proliferation of low-value activities, duplicated reporting, and inefficient handoffs that reduced operational capacity. For example, the Business Intelligence team was producing multiple reports for external commissioners that were not reviewed internally or used to improve care. Key barriers included unclear ownership, legacy processes, and a disconnect between corporate teams and clinical priorities.
Implementation
A 10-week transformation programme was launched, structured around four phases: (1) elimination of non-value-adding tasks; (2) consequence testing; (3) installation of streamlined processes; and (4) impact validation. Meridian worked with Finance, HR, and IT teams to co-design simplified, outcomes-focused processes. Joint workshops were held with commissioners to agree a single reporting workstream—reducing administrative burden and promoting shared understanding. New communication pathways were established between directorates to ensure accuracy and accountability in business-critical tasks.
Results
– 50% reduction in HR-led reminders for mandatory training by eliminating internal duplication
– 83% reduction in active policies, simplifying internal governance
– Improved cross-functional collaboration, particularly between Finance and HR
– Significantly increased internal alignment between corporate and clinical objectives
– Trust-wide ownership of change, with corporate leaders leading and sustaining improvements
