Background:
Following the merger of six Staffordshire-based Clinical Commissioning Groups (CCGs) into a single finance function, there was a recognised need for greater structure, consistency, and capacity within the team. The newly formed department, comprising 21 whole-time equivalent staff, needed to transition from reactive service delivery to a proactive, value-adding financial partner aligned with strategic commissioning goals. Meridian was commissioned to support this transformation.
Analysis:
Over a two-week diagnostic phase, Meridian worked closely with finance staff across Cannock Chase, East Staffordshire, North Staffordshire, South East Staffordshire and Seisdon Peninsula, Stafford and Surrounds, and Stoke-on-Trent CCGs. The analysis identified inconsistent role expectations, unclear definitions of core versus non-core work, limited documentation of procedures, and a lack of real-time performance monitoring. Teams were duplicating effort, with different practices being used across similar functions, causing inefficiencies and confusion.
Implementation:
A comprehensive 16-week transformation programme followed. Meridian collaborated with the entire finance team to design and embed a unified operating model. Key deliverables included: a role-by-role definition of core activities; workload tracking and output expectations by function; a formalised induction and training manual; and structured management expectations. Four workshops were delivered to Band 8a team leaders, focusing on leadership behaviours, performance visibility, and workload prioritisation. Meridian maintained high staff engagement through co-design and practical tools, ensuring the changes were both relevant and sustainable.
Results:
– A unified operating model now governs the team’s day-to-day financial activities
– Reduced duplication and better use of staff time across six previously separate CCG teams
– Clear role expectations support proactive workload management and accountability
– Staff onboarding is streamlined through a single induction and process manual
– Band 8a managers now operate with consistent management practices and improved visibility of performance
– Foundation laid for future rollout across wider corporate services, enhancing consistency at scale
