[{"data":1,"prerenderedAt":899},["ShallowReactive",2],{"public-layout":3,"$fVvKRom83wtw8wMhdOpOuFew_xK9Zk4aVhr8jeO_ZjT8":43},{"settings":4},{"logo":5,"footer":8,"linkedInIcon":21,"header":23},{"alt":6,"path":7},"Seagry Consultancy","\u002FSeagry_Logo_New_White_Back.png",{"phone":9,"social":10,"companyName":18,"registeredNumber":19,"registeredAddress":20},"+44(0)1225 941090",{"x":11,"facebook":14,"linkedin":15},{"url":12,"showInFooter":13},"",false,{"url":12,"showInFooter":13},{"url":16,"showInFooter":17},"https:\u002F\u002Fwww.linkedin.com\u002Fcompany\u002Fseagryconsultancyltd\u002F",true,"Seagry.","11507206","The Old Post Office, 41-43 Market Place, Chippenham, Wiltshire, England, SN15 3HR",{"path":22},"\u002Fapi\u002Fuploads\u002F1771410129818-0-linkedin-icon.avif",{"navItems":24},[25,28,31,34,37,40],{"href":26,"label":27,"openInNewWindow":13},"\u002F","Home",{"href":29,"label":30,"openInNewWindow":13},"\u002Fabout-new","About",{"href":32,"label":33,"openInNewWindow":13},"\u002Fpeople","People",{"href":35,"label":36,"openInNewWindow":13},"\u002Fservices","Services",{"href":38,"label":39,"openInNewWindow":13},"\u002Fprojects","Projects",{"href":41,"label":42,"openInNewWindow":13},"\u002Fcontact","Contact",{"content":44,"projects":48,"services":780,"seo":884},{"body":12,"intro":12,"title":45,"eyebrow":46,"bannerImagePath":47},"Demonstrable impact across finance, people and digital","Delivering innovative solutions and transformative results","\u002Fapi\u002Fuploads\u002F1771420536035-14-blackpool.jpg",[49,76,97,119,142,168,190,210,232,252,274,292,314,334,352,373,393,409,430,452,474,495,513,533,551,573,593,612,633,648,669,688,708,727,745,765],{"id":50,"slug":51,"title":52,"summary":53,"description":54,"client":55,"category":56,"tags":57,"details":60,"services":65,"engagementDate":67,"imageId":68,"sortOrder":69,"createdAt":70,"updatedAt":71,"seo":72,"image":73},"cmls38ppf001pi5wuxsxbn1ke","ii-case-study","CIP Programme Support","\u003Cp>As part of the Investigations and Interventions (I&I) programme Seagry undertook a comprehensive review of the Cost Improvement Programme (CIP)...\u003C\u002Fp>","\u003Cp>As part of the Investigations and Interventions (I&I) programme Seagry undertook a comprehensive review of the Cost Improvement Programme (CIP) programmes of the four Lincolnshire ICB organisations: United Lincolnshire Teaching Hospitals NHS Trust, Lincolnshire Partnership NHS Foundation Trust, Lincolnshire Community Health Services NHS Trust, and Lincolnshire ICB. This involved reviewing the effectiveness of CIPs across each organisation, identifying areas for improvement, and providing practical recommendations to support the development of the 25\u002F26 CIP plan.\u003C\u002Fp>\u003Cp>\u003Cbr>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry also conducted a \"check and challenge\" review of the Grip and Control arrangements within three provider organisations, assessing the effectiveness of key control areas such as headcount\u002Fvacancy management, temporary staffing, and discretionary non-pay spend. This work was undertaken through a combination of desktop reviews, interviews with key executives, and attendance at key forums.\u003C\u002Fp>\u003Cp>\u003Cbr>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The output of this work was a brief report outlining the findings and recommendations for each organisation. It provided a clear overview of CIP programme effectiveness, identified areas for improvement, and offer practical suggestions to support the development of the 25\u002F26 CIP plan. This will lead to improved CIP programme effectiveness, enhanced governance arrangements, and increased efficiency across the four organisations.\u003C\u002Fp>","NHS Lincolnshire ICB","strategy | transformation | technology | consulting | governance",[58,59],"I&I","CIP",{"team":61,"client":62,"outcome":63,"duration":64},"2 Associates","Lincolnshire Integrated Care Board","I&I Case Study Delivered, I&I Case Study Strengthened, I&I Case Study Strengthened","2 Months",[66],"financial-review-improvement","2025-03-01T00:00:00Z","cmls21tc3004gbkw45c5bzk61",30,"2026-02-18T13:48:57.508Z","2026-03-09T11:11:35.073Z",null,{"id":68,"path":74,"filename":75,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536002-7-lincolnshireicb.png","1771420536002-7-lincolnshireicb.png",{"id":77,"slug":78,"title":79,"summary":80,"description":81,"client":82,"category":56,"tags":83,"details":86,"services":90,"engagementDate":67,"imageId":91,"sortOrder":92,"createdAt":70,"updatedAt":93,"seo":72,"image":94},"cmls38ppg001ri5wu4bwiuhto","review-of-trust-financial-plans","Financial Plan Review","NHSE North West was concerned about the draft financial plans submitted by six trusts, where the forecast deficit was in excess of the control total.  Our task was to review these plans to assess the ...","\u003Cp>NHSE North West was concerned about the draft financial plans submitted by six trusts, where the forecast deficit was in excess of the control total. Our task was to review these plans to assess the reasonableness of their assumptions and assess whether they were overly prudent. We conducted a review of each plan, examining the extent of board oversight, delivery plans, and workforce\u002Factivity finance data triangulation. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>We also investigated how the 24\u002F25 exit run rate had been calculated, considering factors such as net inflation, cost pressures, and movements in WTE and non-pay costs. Additionally, we reviewed the trusts’ CIP plans and the extent to which NHS England's efficiency analysis was incorporated. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our approach provided an independent review of each trust's financial plan. We worked collaboratively with each trust, providing constructive feedback and suggestions for enhancement. Our deliverable was a short report for each trust detailing our findings, including recommendations for improving their financial planning.\u003C\u002Fp>","NHS England North West",[84,85],"Financial Plans","NHSE North West",{"team":61,"client":87,"outcome":88,"duration":89},"NHS England","Review of Trust Financial Plans Delivered, Review of Trust Financial Plans Strengthened, Review of Trust Financial Plans Strengthened","3 Months",[66],"cmls21tbz004cbkw466j4t57z",31,"2026-03-09T11:03:57.834Z",{"id":91,"path":95,"filename":96,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420535997-5-nhsengland2.png","1771420535997-5-nhsengland2.png",{"id":98,"slug":99,"title":100,"summary":101,"description":102,"client":103,"category":56,"tags":104,"details":107,"services":110,"engagementDate":111,"imageId":112,"sortOrder":113,"createdAt":114,"updatedAt":115,"seo":72,"image":116},"cmls38pp80017i5wuc4iewpnh","strengthening-financial-planning-and-diagnostic-insight","Review of Financial Planning and Financial Diagnostic","Seagry supported Phase 1 of the NHSE Investigation & Intervention (I&I) Programme in North West London, with the aim of helping the ICB improve grip and control and ensure robust financial planning fo...","\u003Cp>Seagry supported Phase 1 of the NHSE Investigation & Intervention (I&I) Programme in North West London, with the aim of helping the ICB improve grip and control and ensure robust financial planning for 2024\u002F25. Our work focused on two primary areas: First, we undertook a governance review across the eight acute, community and mental health providers (as well as the Acute Provider Collaborative), with targeted attention on The Hillingdon Hospitals and London North West due to significant financial variances to plan. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Through document reviews and stakeholder interviews, we assessed how plans were developed, approved, and assured, and identified where processes and oversight fell short. Second, we delivered a financial diagnostic to pinpoint the factors most critical to improving North West London’s 2025\u002F26 financial position. Drawing on data analysis, workforce and productivity metrics, and local context, we co-developed a system-wide narrative that the ICB can now use to drive alignment and action.\u003C\u002Fp>","NHS North West London ICB",[105,106],"Financial Planning","Diagnostic Insight",{"team":61,"client":108,"outcome":109,"duration":64},"North West London Integrated Care Board","Financial Planning and Diagnostic Insight Delivered, Financial Planning and Reporting Strengthened, Financial Planning and Reporting Strengthened",[66],"2025-02-01T00:00:00Z","cmls21tct004qbkw4kiia3ca0",21,"2026-02-18T13:48:57.501Z","2026-03-09T10:43:38.48Z",{"id":112,"path":117,"filename":118,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536028-12-nwlondon.png","1771420536028-12-nwlondon.png",{"id":120,"slug":121,"title":122,"summary":123,"description":124,"client":125,"category":56,"tags":126,"details":129,"services":133,"engagementDate":111,"imageId":135,"sortOrder":136,"createdAt":137,"updatedAt":138,"seo":72,"image":139},"cmls38ppa001bi5wuuh5jweyn","remuneration-benchmarking-for-senior-leadership-roles","Remuneration Benchmarking for Senior Leadership Roles","P.A.T.H. commissioned Seagry to undertake a remuneration benchmarking exercise to support the development of a new staffing structure, including the introduction of a Senior Leadership Team. The Trust...","\u003Cp>P.A.T.H. commissioned Seagry to undertake a remuneration benchmarking exercise to support the development of a new staffing structure, including the introduction of a Senior Leadership Team. The Trust sought robust and relevant insight to ensure that salaries for key leadership roles - Chief Executive, Head of Development and Operations, Head of Properties, and Head of Services - were appropriately positioned within the third sector. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry conducted detailed research using digital tools to identify comparable organisations across Plymouth, the South West, and nationally. Benchmarks were selected based on factors including income, expenditure and workforce size, with consideration given to the different funding models and service delivery approaches typical in the voluntary sector. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry analysed remuneration data for equivalent roles and delivered a clear, concise report presenting the findings. The final report provided P.A.T.H. with a robust evidence base to inform its pay structure, helping the organisation to attract and retain talent while remaining aligned with sector norms. The benchmarking exercise supported the organisation’s broader objective to modernise and strengthen its leadership capacity in support of its mission.\u003C\u002Fp>","Plymouth Access to Housing (P.A.T.H.)",[127,128],"Remuneration Benchmarking","Senior Leadership Roles",{"team":130,"client":125,"outcome":131,"duration":132},"1 Associate","Remuneration Benchmarking for Senior Leadership Roles Delivered, Senior Leadership Roles Remuneration Strengthened","2 Weeks",[134],"people-and-change","cmls21tcj004mbkw4pg27q8ax",23,"2026-02-18T13:48:57.502Z","2026-03-10T16:11:29.393Z",{"id":135,"path":140,"filename":141,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536012-10-path.png","1771420536012-10-path.png",{"id":143,"slug":144,"title":145,"summary":146,"description":147,"client":148,"category":56,"tags":149,"details":156,"services":158,"engagementDate":160,"imageId":161,"sortOrder":162,"createdAt":163,"updatedAt":164,"seo":72,"image":165},"cmls38pp5000zi5wuou2f1zvn","digital-transformation-programme","Digital Transformation Programme","Seagry supported NHS Grampian in developing and mobilising Digital solutions and Apps built within the Office365 Stack.  Both end-user and back-office applications, and automation.  PowerApps, PowerAu...","\u003Cp>Seagry supported NHS Grampian in developing and mobilising Digital solutions and Apps built within the Office365 Stack. Both end-user and back-office applications, and automation. PowerApps, PowerAutomate, PowerFlow, PowerBI and SharePoint. NHS Grampian has been proactive in its digital journey, aiming to leverage technology for better patient outcomes and empowered staff. Through their \"Service Transformation through Digital\" strategy, they have focused on innovation, sustainability, and modernisation. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry played a pivotal role in advancing these goals by deploying Microsoft Power Applications and Solutions, achieving a remarkable 142% ROI. This digital toolset streamlined workflows and enhanced data accessibility, reducing administrative burdens and freeing up time for patient care. These solutions aligned with Grampian's emphasis on smart resource allocation and adaptability in the face of evolving healthcare needs. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>This collaboration underscores how NHS organisations can unlock transformative potential without overhauling their entire tech ecosystem. Instead, by leveraging tools already within their reach, they can foster impactful, scalable change. As we reflect on our work with NHS Grampian, we are proud of the steps taken toward a digitally mature future—one where technology empowers healthcare teams and improves the patient experience.\u003C\u002Fp>","NHS Grampian",[150,151,152,153,154,155],"Digital Transformation","Ai","Intelligent Automation","PowerApps","PowerAutomate","SharePoint",{"team":61,"client":148,"outcome":157,"duration":64},"Deployed 8 Automations, 3 PowerApps (HotDesk Booking)",[159],"digital-transformation","2025-01-01T00:00:00Z","cmls21tdb004ybkw4erpfh2o1",17,"2026-02-18T13:48:57.497Z","2026-02-18T13:54:14.351Z",{"id":161,"path":166,"filename":167,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536041-16-grampian.png","1771420536041-16-grampian.png",{"id":169,"slug":170,"title":171,"summary":172,"description":173,"client":82,"category":56,"tags":174,"details":177,"services":182,"engagementDate":160,"imageId":183,"sortOrder":184,"createdAt":185,"updatedAt":186,"seo":72,"image":187},"cmls38ppg001ti5wulfb4bkdh","financial-governance-review-at-an-acute-trust","Financial Governance Review","We investigated the financial reporting and governance at an acute trust on behalf of NHE England. Specifically, there were concerns about \"internal\" and \"external\" positions being reported, leading t...","\u003Cp>We investigated the financial reporting and governance at an acute trust on behalf of NHE England. Specifically, there were concerns about \"internal\" and \"external\" positions being reported, leading to amendments in journal entries. This raised questions about the nature of these adjustments and whether they were excessive or inappropriate. As part of our engagement, we conducted a review of financial governance at the Trust. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our work involved reviewing Board and Finance Committee papers, minutes, and internal finance memos to understand the context and scope of any changes to the reported financial position. We held meetings with key stakeholders, including the Chair, CFO, CE, and Audit Committee members, to gain insights into decision-making processes and assess whether they were consistent with good practice. In addition, we conducted interviews with internal and external auditors to seek their perspectives on any concerns or issues raised during our review. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our findings were presented in a short report detailing the circumstances around the financial reporting, and included an assessment of the adequacy of financial governance arrangements and recommendations for improvement.\u003C\u002Fp>",[175,176],"Financial Governance","Reporting",{"team":178,"client":179,"outcome":180,"duration":181},"0 Associates","NHSE England","GREAT","TBD",[66],"cmls21tc1004ebkw43qzcslde",32,"2026-02-18T13:48:57.509Z","2026-03-09T11:04:33.674Z",{"id":183,"path":188,"filename":189,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536000-6-nhsengland.jpg","1771420536000-6-nhsengland.jpg",{"id":191,"slug":192,"title":52,"summary":193,"description":194,"client":195,"category":56,"tags":196,"details":199,"services":202,"engagementDate":203,"imageId":204,"sortOrder":205,"createdAt":137,"updatedAt":206,"seo":72,"image":207},"cmls38pp90019i5wui8pux512","cip-review-and-financial-strengthening-phases-1-2","Seagry played a central role in NHSE’s Investigations & Interventions (I&I) delivery programme with Nottinghamshire ICB, spanning two phases. In Phase 1, we led the CIP assessment as part of a system-...","\u003Cp>Seagry played a central role in NHSE’s Investigations & Interventions (I&I) delivery programme with Nottinghamshire ICB, spanning two phases. In Phase 1, we led the CIP assessment as part of a system-wide review across Nottinghamshire. We conducted detailed diagnostics of key providers, reviewed scheme realism, and surfaced delivery risks and systemic gaps. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Following this, Seagry was commissioned to deliver a second phase of focused work – the aim of which was to de-risk the 2024\u002F25 CIP programme. At Notts Healthcare, we led three high-impact workstreams: line-by-line non-pay budget review for Mental Health services; analysis of the Institute of Mental Health’s funding and recovery model; and review of WTE establishments across six corporate functions. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>At Sherwood Forest, we undertook a rapid review of Medical Division schemes and provided hands-on support to strengthen programme arrangements and savings targets within Pharmacy. Across both providers we integrated seamlessly with local teams, contributing to governance, highlight reporting and risk management. We shaped and delivered actionable insights, secured trust buy-in, and ensured senior stakeholders had visibility of viable in-year delivery options.\u003C\u002Fp>","NHS Nottingham and Nottinghamshire ICB",[197,198],"CIP Review","Financial Strengthening",{"team":61,"client":200,"outcome":201,"duration":64},"Nottinghamshire Integrated Care Board","CIP Review and Financial Strengthening Delivered, Financial Strengthened, Financial Strengthened",[66],"2024-12-01T00:00:00Z","cmls21tcr004obkw4f4fie7lo",22,"2026-03-09T11:13:48.683Z",{"id":204,"path":208,"filename":209,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536020-11-nottinghamicb.png","1771420536020-11-nottinghamicb.png",{"id":211,"slug":212,"title":213,"summary":214,"description":215,"client":216,"category":56,"tags":217,"details":221,"services":224,"engagementDate":225,"imageId":226,"sortOrder":227,"createdAt":228,"updatedAt":229,"seo":72,"image":230},"cmls38pp70013i5wu2rh1yr1e","qep-assurance-and-financial-recovery-support","Financial Improvement Support","As part of the Improvement and Innovation (I&I) programme, Blackpool Teaching Hospital NHS Trust sought expert support from Seagry to strengthen its financial planning, reporting, and delivery of Qual...","\u003Cp>As part of the Improvement and Innovation (I&I) programme, Blackpool Teaching Hospital NHS Trust sought expert support from Seagry to strengthen its financial planning, reporting, and delivery of Quality, Efficiency and Productivity (QEP) initiatives. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry was engaged to provide focused assurance and delivery support - particularly in relation to aligning finance and workforce plans for 2025\u002F26 with the system control total. We supported the development of realistic, phased QEP targets across divisions, revised in light of in-year performance, and prepared year-end financial forecasts. Our role also included workstream delivery support and detailed planning for the next financial year. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>In parallel, we helped improve the Trust’s financial reporting cycle, identifying opportunities to streamline month-end processes and strengthening stakeholder engagement. Our work - delivered both remotely and on site - brought together specific QEP delivery support with broader programme insight, helping the Trust lay stronger foundations for recovery and future transformation.\u003C\u002Fp>","Blackpool Teaching Hospitals NHS FT",[218,219,220],"QEP","Financial Recovery","Strategic Advisory",{"team":61,"client":222,"outcome":223,"duration":64},"Blackpool Teaching Hospital NHS Trust","QEP Assurance and Financial Recovery Support Delivered, Financial Planning and Reporting Strengthened, QEP Delivery Support Delivered",[66],"2024-10-01T00:00:00Z","cmls21td0004ubkw4p4wcwgzp",19,"2026-02-18T13:48:57.499Z","2026-03-09T11:05:03.34Z",{"id":226,"path":47,"filename":231,"alt":72},"1771420536035-14-blackpool.jpg",{"id":233,"slug":234,"title":213,"summary":235,"description":236,"client":237,"category":56,"tags":238,"details":241,"services":244,"engagementDate":225,"imageId":245,"sortOrder":246,"createdAt":247,"updatedAt":248,"seo":72,"image":249},"cmls38pp70015i5wuinsoz7e3","efficiency-and-cost-saving-support","As part of the NHS's Investigation and Intervention (I&I) Programme, Seagry was engaged by Lancashire and South Cumbria Integrated Care Board (ICB) to support the delivery of a range of efficiency and...","\u003Cp>As part of the NHS's Investigation and Intervention (I&I) Programme, Seagry was engaged by Lancashire and South Cumbria Integrated Care Board (ICB) to support the delivery of a range of efficiency and cost-saving measures across its provider organisations. This work aimed to accelerate CIP delivery, improve financial controls, and strengthen system-wide interventions. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The team conducted a high-level review of the ICB's existing programme management and governance arrangements, delivering recommendations for improvement. We also supported the ICB’s PMO through progress reporting and developed the QIPP programme for the 2025\u002F26 financial year. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>At Blackpool Teaching Hospitals NHS FT, we provided tailored support for implementing financial \"firebreaks\" to control costs, focusing on non-clinical vacancies, temporary staffing, and discretionary non-pay spend. Our support extended to other system providers to ensure consistent oversight and successful delivery of these interventions. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The resulting improvements in programme management, governance, and financial controls provided the ICB and Blackpool Teaching Hospitals NHS FT with greater clarity and focus, enabling them to achieve their financial targets and improve operational performance across the system.\u003C\u002Fp>","NHS Lancashire and South Cumbria ICB",[239,240,220],"Efficiency","Cost-Saving",{"team":61,"client":242,"outcome":243,"duration":64},"Lancashire and South Cumbria Integrated Care Board","Efficiency and Cost-Saving Support Delivered, Financial Controls Strengthened, System-wide Interventions Delivered",[66],"cmls21tcy004sbkw4b8v03eut",20,"2026-02-18T13:48:57.5Z","2026-03-09T10:47:24.31Z",{"id":245,"path":250,"filename":251,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536030-13-lancashireicb.png","1771420536030-13-lancashireicb.png",{"id":253,"slug":254,"title":255,"summary":256,"description":257,"client":258,"category":56,"tags":259,"details":262,"services":266,"engagementDate":267,"imageId":268,"sortOrder":269,"createdAt":185,"updatedAt":270,"seo":72,"image":271},"cmls38pph001vi5wuh837mzxl","productivity-tool-case-study","Development of a Productivity Tool","Seagry developed a productivity tool for Nottingham University Hospitals which allows it to monitor the productivity of its individual sites, divisions and specialties, both comparing to pre-pandemic ...","\u003Cp>Seagry developed a productivity tool for Nottingham University Hospitals which allows it to monitor the productivity of its individual sites, divisions and specialties, both comparing to pre-pandemic levels, and tracking on a monthly basis over time.  It provides an alternative to benchmarking as a route to identify areas for savings, and being based on the Trust’s own data, avoids the challenge of “we’re different” which often occurs with benchmarking. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The tool uses the trust’s ledger, SLAM and PLICS data to provide specialty by specialty analysis of changes in productivity over time.  This can then be aggregated by service, site, division, and for the trust as a whole, both to help explain productivity changes, informing discussions with commissioners and NHS England, and to identify particular areas for productivity improvement.  \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>It provides a more accurate and useful figure than the one provided by NHS England (which is based on only a part of the Trust’s overall cost base, and cannot be disaggregated by service).\u003C\u002Fp>","Nottingham University Hospitals NHS Trust",[260,261],"Productivity Tool","Business Intelligence",{"team":263,"client":264,"outcome":265,"duration":89},"3 Associates","Nottingham University Hospitals","Productivity Tool Case Study Delivered, Productivity Tool Case Study Strengthened, Productivity Tool Case Study Strengthened",[66],"2024-09-01T00:00:00Z","cmls21tbw004abkw4tgx7d4vq",33,"2026-03-09T11:14:08.275Z",{"id":268,"path":272,"filename":273,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420535993-4-nottinghamuni.png","1771420535993-4-nottinghamuni.png",{"id":275,"slug":276,"title":52,"summary":277,"description":278,"client":279,"category":56,"tags":280,"details":283,"services":286,"engagementDate":287,"imageId":204,"sortOrder":288,"createdAt":289,"updatedAt":290,"seo":72,"image":291},"cmls38pp60011i5wuam2djtu6","supporting-system-wide-cost-improvement-planning","As part of NHSE’s Investigation and Intervention (I&I) programme, Seagry was engaged to lead the review and strengthening of cost improvement planning for Black Country ICB.","\u003Cp>As part of NHSE’s Investigation and Intervention (I&I) programme, Seagry was engaged to lead the review and strengthening of cost improvement planning for Black Country ICB. We took full ownership of the assessment, drawing on our experience to stress-test financial plans and challenge the robustness of provider and system-level CIPs. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our team undertook sample checks on material schemes to understand implementation realism, risk assessment processes, resource requirements, and overall delivery risk. Our analysis identified structural weaknesses across the CIP portfolio highlighting delivery gaps and quantifying risk exposure as well as identifying opportunities to improve grip and control and strengthen the 2024\u002F25 position. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our outputs were actively shaped through engagement with key client forums, ensuring clear acceptance of recommendations and alignment with system priorities.\u003C\u002Fp>","NHS Black Country ICB",[281,282,220],"System Working","Cost Improvement Planning",{"team":61,"client":284,"outcome":285,"duration":64},"Nottinghamshire and Black Country ICBs","System-wide Cost Improvement Planning Delivered, Cost Improvement Planning Reviewed, Cost Improvement Planning Strengthened",[66],"2024-08-01T00:00:00Z",18,"2026-02-18T13:48:57.498Z","2026-03-09T10:50:06.966Z",{"id":204,"path":208,"filename":209,"alt":72},{"id":293,"slug":294,"title":295,"summary":296,"description":297,"client":298,"category":56,"tags":299,"details":302,"services":304,"engagementDate":306,"imageId":307,"sortOrder":308,"createdAt":309,"updatedAt":310,"seo":72,"image":311},"cmls38ppb001di5wu0sf7zx4z","catheterisation-laboratory-equipment-replacement-business-case","Catheterisation Laboratory Equipment Business Case","University Hospitals Plymouth NHS Trust (UHP), serving a large population in the South West peninsula, faced a pressing challenge with its ageing catheterisation laboratories, essential for its cardio...","\u003Cp>University Hospitals Plymouth NHS Trust (UHP), serving a large population in the South West peninsula, faced a pressing challenge with its ageing catheterisation laboratories, essential for its cardiology services. With increasing demand and two of the Trust's catheterisation labs nearing end of life, UHP sought to develop a Business Case to identify, evaluate, and implement a solution for equipment replacement. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry was engaged to support the Trust through this critical process. Seagry worked closely with UHP to develop a detailed programme plan, confirming timelines and approval processes, and ensuring that all necessary information was captured. The team used the Five Case Model to structure the Business Case, which included defining the strategic, economic, financial, commercial, and management aspects. Seagry assisted in identifying and evaluating options for replacing the lab equipment, assessing affordability, and considering procurement routes. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The team also collaborated with UHP to assess financial implications, ensuring the chosen option aligned with the Trust’s budget and long-term financial forecasts. The output was a comprehensive Business Case that clearly outlined the preferred option for replacing the ageing facilities, including a high-level delivery plan with key milestones, resources, and risk management strategies. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>This Business Case is now set to support UHP in securing the necessary approvals and funding for the project, ensuring the continuity of high-quality cardiology services for both local and regional populations.\u003C\u002Fp>","University Hospitals Plymouth NHS Trust",[300,301],"Business Case","Capital Investment",{"team":263,"client":298,"outcome":303,"duration":64},"Catheterisation Laboratory Equipment Replacement Business Case Delivered, Catheterisation Laboratory Equipment Replacement Delivered, Catheterisation Laboratory Equipment Replacement Strengthened",[305],"capital-revenue-investments","2024-07-01T00:00:00Z","cmls21tf8005obkw4vwtn04jr",24,"2026-02-18T13:48:57.503Z","2026-03-09T10:51:25.136Z",{"id":307,"path":312,"filename":313,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536105-29-uhp2.png","1771420536105-29-uhp2.png",{"id":315,"slug":316,"title":317,"summary":318,"description":319,"client":298,"category":56,"tags":320,"details":324,"services":326,"engagementDate":306,"imageId":327,"sortOrder":328,"createdAt":329,"updatedAt":330,"seo":72,"image":331},"cmls38ppc001fi5wuli1x2vlf","optimising-investment-in-nuclear-medicine-pet-ct-service-financial-assessment","Nuclear Medicine PET-CT Service Financial Assessment","University Hospitals Plymouth NHS Trust (UHP) asked Seagry to assess the potential for a UHP-led PET-CT service to generate financial contributions towards the investment needed for its Nuclear Medici...","\u003Cp>University Hospitals Plymouth NHS Trust (UHP) asked Seagry to assess the potential for a UHP-led PET-CT service to generate financial contributions towards the investment needed for its Nuclear Medicine Department. The Nuclear Medicine Department, which serves a wide regional catchment, is facing significant equipment renewal challenges, particularly with its aging gamma cameras and other critical medical equipment. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry worked with UHP to develop high-level financial models, estimating income from the proposed PET-CT service, based on expected activity levels and tariff structures. We also considered the cost of the new PET-CT scanner, maintenance, workforce, and other related support services. In parallel, Seagry worked with UHP to assess the investment required for replacing the Nuclear Medicine scanners, factoring in capital works and the potential for co-locating the new PET-CT service. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>This work resulted in a clear estimate of the financial contribution the PET-CT service could make to the Nuclear Medicine Department’s renewal efforts, providing a critical input into the decision-making process for the upcoming procurement exercise.\u003C\u002Fp>",[321,322,323],"Nuclear Medicine","PET-CT","Financial Assessment",{"team":61,"client":298,"outcome":325,"duration":64},"Optimising Investment in Nuclear Medicine PET-CT Service Financial Assessment Delivered, Nuclear Medicine PET-CT Service Financial Assessment Strengthened, Nuclear Medicine PET-CT Service Financial Assessment Strengthened",[305],"cmls21tfe005qbkw41vzj0vx2",25,"2026-02-18T13:48:57.504Z","2026-03-09T13:50:11.841Z",{"id":327,"path":332,"filename":333,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536117-30-uhp.png","1771420536117-30-uhp.png",{"id":335,"slug":336,"title":337,"summary":338,"description":339,"client":298,"category":56,"tags":340,"details":342,"services":344,"engagementDate":306,"imageId":345,"sortOrder":346,"createdAt":347,"updatedAt":348,"seo":72,"image":349},"cmls38ppc001hi5wukxnc97ft","renal-dialysis-services-business-case-development","Renal Dialysis Business Case","Seagry is supporting University Hospitals Plymouth NHS Trust (UHP) in developing a Business Case to address capacity challenges and infrastructure needs in its renal dialysis services. UHP has identif...","\u003Cp>Seagry is supporting University Hospitals Plymouth NHS Trust (UHP) in developing a Business Case to address capacity challenges and infrastructure needs in its renal dialysis services. UHP has identified several immediate challenges, including insufficient capacity to meet growing demand, equipment reaching end of life, and the need for significant improvements at its Plymouth Dialysis Unit. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry’s role is to guide UHP through the process of evaluating potential solutions. This includes identifying and assessing options for replacing and expanding renal dialysis equipment, as well as addressing the infrastructure issues at the Plymouth Dialysis Unit. In collaboration with UHP, Seagry is conducting a detailed evaluation of potential delivery models, factoring in location, equipment procurement, and workforce needs. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Through careful financial analysis, Seagry will help UHP develop a sustainable funding model for the preferred option, assessing both capital and revenue requirements. Seagry is also supporting the development of a high-level delivery plan, including timelines, resource requirements, and risk management strategies. By the end of the engagement, Seagry will present a Business Case that will guide UHP’s decision-making process, helping to ensure that the renal dialysis service can meet future demand while delivering value for money.\u003C\u002Fp>",[341,300],"Renal Dialysis",{"team":263,"client":298,"outcome":343,"duration":64},"Renal Dialysis Services Busienss Case Development Delivered, Renal Dialysis Services Busienss Case Development Strengthened, Renal Dialysis Services Busienss Case Development Strengthened",[305],"cmls21tbk0044bkw43mks24os",26,"2026-02-18T13:48:57.505Z","2026-03-09T13:50:23.965Z",{"id":345,"path":350,"filename":351,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420535979-1-uhp3.png","1771420535979-1-uhp3.png",{"id":353,"slug":354,"title":355,"summary":356,"description":357,"client":358,"category":56,"tags":359,"details":362,"services":364,"engagementDate":365,"imageId":366,"sortOrder":367,"createdAt":368,"updatedAt":369,"seo":72,"image":370},"cmls38ppe001ni5wuh5jmr06q","well-led-assessment-support","Well-Led Assessment Support","We supported Frimley Heath NHS Foundation Trust in preparing for an upcoming Care Quality Commission (CQC) inspection. The CQC inspection would include a well-led assessment, and the Trust wanted to e...","\u003Cp>We supported Frimley Heath NHS Foundation Trust in preparing for an upcoming Care Quality Commission (CQC) inspection. The CQC inspection would include a well-led assessment, and the Trust wanted to ensure it was fully prepared. Our support included facilitating workshops with the executive team to brief them on the well-led process and explore areas of strength and weakness against CQC quality statements and sub-topics. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>We also briefed the board on the well-led process, highlighting key considerations and developments, and worked with the Trust’s project lead in setting up a work programme to ensure the Trust was fully prepared for the inspection. In addition, we conducted preparatory interviews with Directors (Exec\u002FNED) as required to identify areas for improvement. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our support enabled Frimley Heath NHS Foundation Trust to enhance its understanding of the well-led process, identify areas of strength and weakness, and develop a plan to address any gaps or deficiencies. We also helped the Trust develop a comprehensive work programme to ensure readiness for the CQC inspection.\u003C\u002Fp>","Frimley Heath NHS Foundation Trust",[360,361],"Well-Led Assessment","CQC",{"team":61,"client":358,"outcome":363,"duration":64},"Well-Led Assessment Support Delivered, Well-Led Assessment Support Strengthened, Well-Led Assessment Support Strengthened",[134],"2024-06-01T00:00:00Z","cmls21tc7004ibkw46iw5h692",29,"2026-02-18T13:48:57.507Z","2026-03-10T16:11:44.821Z",{"id":366,"path":371,"filename":372,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536003-8-frimley.png","1771420536003-8-frimley.png",{"id":374,"slug":375,"title":376,"summary":377,"description":378,"client":379,"category":56,"tags":380,"details":382,"services":385,"engagementDate":365,"imageId":386,"sortOrder":387,"createdAt":388,"updatedAt":389,"seo":72,"image":390},"cmls38pph001xi5wu5fm1hizc","financial-forecasting-improvement","Financial Forecasting Improvement","Seagry supported Oxford University Hospitals improve its financial forecasting in particular in relation to cash, through producing a forecasting tool, using it to develop a realistic forecast, and re...","\u003Cp>Seagry supported Oxford University Hospitals improve its financial forecasting in particular in relation to cash, through producing a forecasting tool, using it to develop a realistic forecast, and reviewing its internal processes. This was in response to a requirement for improved forecasting given the Trust’s tightening financial position. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our work included reviewing existing tools for cash forecasting and developing a new two-year cash forecasting model, which was handed over to the Trust team. We reviewed processes within the finance team and made recommendations for improvement, which were then followed up nine months later to assess progress in their implementation. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>We also identified opportunities for improving the financial position and determined both the cash and associated income and expenditure (I&E) impact. Additionally, we populated the forecasting tool on behalf of the Trust, based on discussions with the finance team. As a result of our work, there were improvements in the financial management process at the Trust, and greater confidence in the forecast cash position.\u003C\u002Fp>","Oxford University Hospitals",[381,261],"Financial Forecasting",{"team":263,"client":383,"outcome":384,"duration":64},"Oxford University Hospitals NHS FT","Financial Forecasting Improvement Delivered, Financial Forecasting Improvement Strengthened, Financial Forecasting Improvement Strengthened",[66],"cmls21tbs0048bkw4gt60eqfc",34,"2026-02-18T13:48:57.51Z","2026-03-09T11:14:25.132Z",{"id":386,"path":391,"filename":392,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420535988-3-oxford.png","1771420535988-3-oxford.png",{"id":394,"slug":395,"title":255,"summary":396,"description":397,"client":398,"category":56,"tags":399,"details":400,"services":401,"engagementDate":402,"imageId":403,"sortOrder":404,"createdAt":388,"updatedAt":405,"seo":72,"image":406},"cmls38ppi001zi5wu4dea3lgo","productivity-tool-case-study-2","Seagry developed a productivity tool for Royal Free London NHS FT which allows it to monitor the productivity of its individual sites, divisions and specialties, both comparing to pre-pandemic levels,...","\u003Cp>Seagry developed a productivity tool for Royal Free London NHS FT which allows it to monitor the productivity of its individual sites, divisions and specialties, both comparing to pre-pandemic levels, and tracking on a monthly basis over time.  It provides an alternative to benchmarking as a route to identify areas for savings, and being based on the Trust’s own data, avoids the challenge of “we’re different” which often occurs with benchmarking. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The tool uses the trust’s ledger, SLAM and PLICS data to provide specialty by specialty analysis of changes in productivity over time.  This can then be aggregated by service, site, division, and for the trust as a whole, both to help explain productivity changes, informing discussions with commissioners and NHS England, and to identify particular areas for productivity improvement.  It provides a more accurate and useful figure than the one provided by NHS England (which is based on only a part of the Trust’s overall cost base, and cannot be disaggregated by service).\u003C\u002Fp>","Royal Free London NHS FT",[260,261],{"team":178,"client":398,"outcome":180,"duration":181},[66],"2024-04-01T00:00:00Z","cmls21tbn0046bkw4us8wp3ri",35,"2026-03-09T11:14:32.581Z",{"id":403,"path":407,"filename":408,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420535985-2-royalfree.png","1771420535985-2-royalfree.png",{"id":410,"slug":411,"title":412,"summary":413,"description":414,"client":415,"category":56,"tags":416,"details":418,"services":421,"engagementDate":422,"imageId":423,"sortOrder":424,"createdAt":425,"updatedAt":426,"seo":72,"image":427},"cmls38ppd001ji5wup4bg5sdg","financial-improvement","Financial Improvement","Seagry supported Berkshire and Surrey Pathology Services (a c.£100m turnover contractual joint venture between five acute NHS FTs\u002FTrusts) to develop and deliver plans for financial sustainability.  Th...","\u003Cp>Seagry supported Berkshire and Surrey Pathology Services (a c.£100m turnover contractual joint venture between five acute NHS FTs\u002FTrusts) to develop and deliver plans for financial sustainability. The service was facing financial challenges as a result of increasing volume of activity and increasing costs. Our work included: \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Working with management to develop an annual plan which could be accepted by its five partner Trusts\u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Reviewing and proposing amendments to the controls framework and working with management to identify immediate cost savings\u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Reviewing the service’s CIP plans and associated governance arrangements, as well as benefits realisation from past business cases\u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Producing a recovery action plan\u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Developing a high level plan to move to an activity-based funding model, to ensure future financial stability. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>As a result of our work, an annual plan was agreed with the partner Trusts, and a recovery plan was produced identifying significant cost savings, and changes to the control environment.\u003C\u002Fp>","Berkshire and Surrey Pathology Services",[412,417],"Pathology Services",{"team":61,"client":415,"outcome":419,"duration":420},"Financial Improvement Delivered, Financial Improvement Strengthened, Financial Improvement Strengthened","1 Month",[66],"2023-07-01T00:00:00Z","cmls21tcb004kbkw46g00jrvd",27,"2026-02-18T13:48:57.506Z","2026-02-18T13:59:48.54Z",{"id":423,"path":428,"filename":429,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536008-9-berkshirepathology.png","1771420536008-9-berkshirepathology.png",{"id":431,"slug":432,"title":433,"summary":434,"description":435,"client":436,"category":56,"tags":437,"details":440,"services":442,"engagementDate":444,"imageId":445,"sortOrder":446,"createdAt":447,"updatedAt":448,"seo":72,"image":449},"cmls38pp4000xi5wuc43k7bqr","merger-strategic-and-business-case-development","Merger Support","Seagry supported the creation of Hampshire and Isle of Wight Healthcare NHS FT, which was formed through integration of Southern Healthcare NHS FT with Solent NHS FT,  together with the transfer of me...","\u003Cp>Seagry supported the creation of Hampshire and Isle of Wight Healthcare NHS FT, which was formed through integration of Southern Healthcare NHS FT with Solent NHS FT, together with the transfer of mental health services from Isle of Wight NHS Trust and the transfer of CAHMS services from Sussex Partnership NHS FT. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry supported NHS colleagues throughout the life of the programme, from the preparation of the Strategic Case through to Ministerial approval and the formation of the new organisation. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our support included the following:\u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Development of the programme strategy, design and implementation of programme management and governance arrangements, preparation of workstream scopes and assessment of capacity and capability required for programme delivery\u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Preparation of the Strategic Case, Full Business Case, Patients Benefits Case and Post Transaction integration Plan\u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Support for the integration workstreams preparing the detailed integration plans\u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Strategic advice for the Boards of all organisation\u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Supporting engagement with system partners, NHS England and all other critical stakeholders. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The merger of Southern Healthcare and Solent successfully took place on 1 October 2024, resulting in the creation of the largest provider of mental health services in England.\u003C\u002Fp>","Hampshire and Isle of Wight Healthcare NHS FT",[438,439,300],"Merger","Strategic Case",{"team":263,"client":436,"outcome":441,"duration":89},"Strategic and Business Case Delivered, Merger Mobilised, Post Transaction Integration Plan Delivered, Integration Planning and Support Delivered",[443],"collaboration-integration","2023-04-01T00:00:00Z","cmls21tdf0050bkw4ws6ong2y",16,"2026-02-18T13:48:57.496Z","2026-03-09T11:15:06.119Z",{"id":445,"path":450,"filename":451,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536048-17-hampshire.png","1771420536048-17-hampshire.png",{"id":453,"slug":454,"title":433,"summary":455,"description":456,"client":457,"category":458,"tags":459,"details":463,"services":465,"engagementDate":466,"imageId":467,"sortOrder":468,"createdAt":469,"updatedAt":470,"seo":72,"image":471},"cmls38pop0001i5wumep77wor","somerset-nhs-fts-merger-with-yeovil-district-hospital-nhs-ft","In partnership with Deloitte, Seagry provided ‘critical friend’ advice in respect of the development of the Business Case and Integration Plan for the proposed merger of Somerset NHS FT with Yeovil Di...","\u003Cp>In partnership with Deloitte, Seagry provided ‘critical friend’ advice in respect of the development of the Business Case and Integration Plan for the proposed merger of Somerset NHS FT with Yeovil District Hospitals NHS FT, which was one of the first NHS transactions to be delivered under the new Transactions Guidance. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The merger resulted in a single provider for NHS acute, community and mental health services for the Somerset ICS. Our role included providing strategic advice to the Board of both organisations, supporting the Trusts’ teams to undertake due diligence, and reviewing the Business Case and Integration Plan, including the financial forecasts for the merged organisation.\u003C\u002Fp>","Somerset NHS FT","Mergers & Acquisitions",[460,461,462],"Trust Merger","Deloitte","M&A",{"team":263,"client":457,"outcome":464,"duration":64},"Business Case and Integration Plan Delivered, Strategic and Financial Advice Delivered to Boards of both Trusts",[443],"2022-09-01T00:00:00Z","cmls21tfg005sbkw4n6z8hemd",0,"2026-02-18T13:48:57.482Z","2026-03-09T10:55:08.245Z",{"id":467,"path":472,"filename":473,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536122-31-mus-yeo.png","1771420536122-31-mus-yeo.png",{"id":475,"slug":476,"title":477,"summary":478,"description":479,"client":480,"category":56,"tags":481,"details":484,"services":486,"engagementDate":487,"imageId":488,"sortOrder":489,"createdAt":490,"updatedAt":491,"seo":72,"image":492},"cmls38poz000ni5wu7ai4oyqf","demand-capacity-model-development","Demand & Capacity Model Development","Seagry developed a demand and capacity model for NSFT which allows the Trust to forecast demand by patient type on a monthly basis, match that demand to the relevant type of capacity, and thereby proj...","\u003Cp>Seagry developed a demand and capacity model for NSFT which allows the Trust to forecast demand by patient type on a monthly basis, match that demand to the relevant type of capacity, and thereby project the short and medium term potential for Out of Area Placements. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The bespoke model is designed to accommodate NSFT’s data sets so that it can be updated for the most recent referral and admission data, and employs a flexible set of parameters which take account of conversion rates and length of stay for each specialty, gender and ICS, as well as existing number and types of beds. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The model has the functionality for these parameters to be updated on an ongoing basis to allow for changes in operational reality, and therefor provides the Trust with a powerful operational planning tool.\u003C\u002Fp>","Norfolk and Suffolk NHS FT",[482,483],"Demand & Capacity Model","Mental Health",{"team":61,"client":480,"outcome":485,"duration":64},"Demand & Capacity Model Delivered, Out of Area Placements Forecasted, Capacity Planning Tool Delivered",[66],"2022-03-01T00:00:00Z","cmls21te9005abkw4r5bkvyhp",11,"2026-02-18T13:48:57.492Z","2026-03-09T11:15:45.821Z",{"id":488,"path":493,"filename":494,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536081-22-norfolk.jpg","1771420536081-22-norfolk.jpg",{"id":496,"slug":497,"title":498,"summary":499,"description":500,"client":501,"category":56,"tags":502,"details":504,"services":506,"engagementDate":487,"imageId":507,"sortOrder":508,"createdAt":490,"updatedAt":509,"seo":72,"image":510},"cmls38pp0000pi5wuogm8u8jc","integrated-technology-strategy","Integrated Technology Strategy","Seagry supported Age UK North Tyneside to determine the cross - organisational digital system requirements for all divisions, with an aim of delivering new and integrated technology and solutions.","\u003Cp>Seagry supported Age UK North Tyneside to determine the cross- organisational digital system requirements for all divisions, with an aim of delivering new and integrated technology and solutions. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The integration and implementation of enterprise level solutions is critical in supporting Age UK in the delivery of support and services to people across North Tyneside in their later years. It is critical that solutions are mobile, as most operational activity happens in the field. It is also important that solutions and technology reduce the requirement for manual activity and cumbersome operational processes in the back-office. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry supported AGE UK to undertake a process of identifying the organisation’s requirements for existing and new digital tools that meet these requirements, assessing the options for either delivering refinements to existing tools or identifying new tools which will meet the requirements, and planning the implementation of the preferred options.\u003C\u002Fp>","Age UK North Tyneside",[503,150,220],"Integrated Technology",{"team":130,"client":501,"outcome":505,"duration":64},"Integrated Technology Strategy Delivered, Cross-Organisational Digital System Requirements Identified, New and Integrated Technology and Solutions Delivered",[159],"cmls21te80058bkw4i13so1b6",12,"2026-02-18T14:02:54.227Z",{"id":507,"path":511,"filename":512,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536078-21-ageuk.png","1771420536078-21-ageuk.png",{"id":514,"slug":515,"title":516,"summary":517,"description":518,"client":519,"category":56,"tags":520,"details":522,"services":524,"engagementDate":525,"imageId":526,"sortOrder":527,"createdAt":528,"updatedAt":529,"seo":72,"image":530},"cmls38pov000di5wurzpwh0xg","commercial-strategy","Commercial Strategy","GSTT asked Seagry to support the Trust to develop a strategy for Private Patient Services which took account of the impact of the COVID-19 pandemic, and the recent merger of GSTT with the Royal Brompt...","\u003Cp>GSTT asked Seagry to support the Trust to develop a strategy for Private Patient Services which took account of the impact of the COVID-19 pandemic, and the merger of GSTT with the Royal Brompton Hospitals NHS FT. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry combined an analysis of relevant Trust data with structured interviews with senior GSTT colleagues and relevant market analysis in order to establish the potential for the growth of services, and the potential constraints to achieving that growth, including an assessment of existing capacity. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry prepared a concise, articulate and credible commercial strategy document which is supporting the Trust Board of GSTT to determine the future direction of Private Patient Services for the organisation.\u003C\u002Fp>","Guy's and St Thomas' NHS Foundation Trust",[516,521],"Private Patient Services",{"team":61,"client":519,"outcome":523,"duration":64},"Commercial Strategy Strenghtened and Delivered",[443,305],"2022-01-01T00:00:00Z","cmls21tek005gbkw4nij4u5gp",6,"2026-02-18T13:48:57.488Z","2026-03-10T16:12:49.309Z",{"id":526,"path":531,"filename":532,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536090-25-guys.png","1771420536090-25-guys.png",{"id":534,"slug":535,"title":536,"summary":537,"description":538,"client":298,"category":56,"tags":539,"details":542,"services":544,"engagementDate":546,"imageId":345,"sortOrder":547,"createdAt":548,"updatedAt":549,"seo":72,"image":550},"cmls38pos0005i5wu2dzv9gwv","elective-recovery-programme","Elective Recovery Programme Support","Seagry supported UHP to deliver its Elective Recovery Programme, with the objective of reducing waiting lists and improving patient care.","\u003Cp>Seagry supported UHP to deliver its Elective Recovery Programme, with the objective of reducing waiting lists and improving patient care. Our support included designing and delivering the programme management and programme governance arrangements, developing the detailed workforce and staffing model requirements for the individual projects which made up the programme, and preparing Business Cases for a range of capital investments, including for three new orthopaedic theatres, modular wards and an endoscopy suite. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our support allowed UHP to deliver the projects at pace, with a measurable impact on waiting lists and patient care.\u003C\u002Fp>",[540,541],"Elective Recovery","Wait List Reduction",{"team":263,"client":298,"outcome":543,"duration":64},"Elective Recovery Programme Accelerated, Govenernance and Financial Controls Strengthened, Essential Infrastructure Delivered",[443,159,545],"analytics-financial-modelling","2021-12-01T00:00:00Z",2,"2026-02-18T13:48:57.485Z","2026-03-09T10:55:44.003Z",{"id":345,"path":350,"filename":351,"alt":72},{"id":552,"slug":553,"title":554,"summary":555,"description":556,"client":557,"category":56,"tags":558,"details":561,"services":564,"engagementDate":565,"imageId":566,"sortOrder":567,"createdAt":568,"updatedAt":569,"seo":72,"image":570},"cmls38poy000ji5wu80jwqotf","digital-infrastructure-strategy","Digital Infrastructure Strategy","The TEC Services Association is the industry advisory body for Technology Enabled Care in the UK. Seagry is supporting the TSA to develop and implement a strategy for a digital infrastructure which me...","\u003Cp>The TEC Services Association is the industry advisory body for Technology Enabled Care in the UK. Seagry is supporting the TSA to develop and implement a strategy for a digital infrastructure which meets the organisation’s current and future operational requirements. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The TSA originally asked Seagry to help to identify a solution for meeting the TSA’s Customer Relationship Management requirements. That brief was then expanded to address the TSA’s entire digital ecosystem, taking account of workflow management systems, customer\u002Fmember\u002Fpublic facing applications, the Quality Audit System and Knowledge Hub, and document management systems, as well as the CRM. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>To date Seagry have designed a proposed digital architecture, identified options for the key components of that architecture, and are continuing to support the implementation of those options.\u003C\u002Fp>","TEC Services Association",[559,560],"Digital Infrastructure","Strategy",{"team":61,"client":557,"outcome":562,"duration":563},"Strategy LIVE, Suppliers Selected, Scalable Digital Infrastructure Delivered","5 Months",[159],"2021-07-01T00:00:00Z","cmls21teh005ebkw4m0fkfz39",9,"2026-02-18T13:48:57.49Z","2026-02-18T14:04:10.387Z",{"id":566,"path":571,"filename":572,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536085-24-tsa.png","1771420536085-24-tsa.png",{"id":574,"slug":575,"title":576,"summary":577,"description":578,"client":579,"category":56,"tags":580,"details":582,"services":584,"engagementDate":585,"imageId":586,"sortOrder":587,"createdAt":588,"updatedAt":589,"seo":72,"image":590},"cmls38poy000li5wuom0a7ygj","mental-health-lead-provider-programme","Mental Health Lead Provider Programme Support","Seagry supported BCHFT to deliver the Mental Health Lead Provider Programme. The purpose of the programme is to establish BCHFT as the Lead Provider for Mental Health Services for the majority of the ...","Seagry supported BCHFT to deliver the Mental Health Lead Provider Programme. The purpose of the programme is to establish BCHFT as the Lead Provider for Mental Health Services for the majority of the Black Country footprint. Seagry supported the development of the necessary contractual, financial and governance arrangements requred to deliver the Lead Provider framework.","Black Country Healthcare NHS FT",[483,581,220],"Lead Provider",{"team":61,"client":579,"outcome":583,"duration":64},"Mental Health Lead Provider Programme Delivered",[443],"2021-01-01T00:00:00Z","cmls21ted005cbkw4cz1j6a29",10,"2026-02-18T13:48:57.491Z","2026-03-09T11:17:05.089Z",{"id":586,"path":591,"filename":592,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536082-23-blackcountry.jpg","1771420536082-23-blackcountry.jpg",{"id":594,"slug":595,"title":433,"summary":596,"description":597,"client":598,"category":56,"tags":599,"details":600,"services":603,"engagementDate":604,"imageId":605,"sortOrder":606,"createdAt":607,"updatedAt":608,"seo":72,"image":609},"cmls38pp1000ri5wusjsrwqeo","guys-and-st-thomass-nhs-fts-merger-with-the-royal-brompton-and-harfield-nhs-ft","Seagry supported the development of the Strategic Case and the Business Case for the Royal Brompton and Harefield NHS FT’s merger with Guy’s and St Thomas’s NHS FT, which successfully took place on 1 ...","\u003Cp>Seagry supported the development of the Strategic Case and the Business Case for the Royal Brompton and Harefield NHS FT’s merger with Guy’s and St Thomas’s NHS FT, which successfully took place on 1 February 2021. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>We supported the mobilisation of the programme, including designing the PMO and the scope of workstreams, and subsequently supported the drafting of the Strategic Case, the Business Case and the Post Transaction Integration Plan. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>In addition, we supported the Trusts’ teams to develop integration plans designed to ensure a safe transfer on Day 1, and the rapid delivery of benefits thereafter.\u003C\u002Fp>","Guy's & St Thomas' NHS FT & Royal Brompton and Harefield NHS FT",[438,439,300],{"team":263,"client":601,"outcome":441,"duration":602},"Royal Brompton and Harfield NHS FT","6 Months",[443],"2020-09-01T00:00:00Z","cmls21te50056bkw46uodxlnb",13,"2026-02-18T13:48:57.493Z","2026-03-09T10:57:05.454Z",{"id":605,"path":610,"filename":611,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536063-20-brompton.png","1771420536063-20-brompton.png",{"id":613,"slug":614,"title":615,"summary":616,"description":617,"client":618,"category":56,"tags":619,"details":622,"services":624,"engagementDate":625,"imageId":626,"sortOrder":627,"createdAt":628,"updatedAt":629,"seo":72,"image":630},"cmls38pou0009i5wu2hx1rcmx","planned-redevelopment-of-hospital-infrastructure","Planned Redevelopment of Hospital Infrastructure","Cardiff and Vale University Health Board is developing a programme for the planned redevelopment of hospital infrastructure at the University Hospital Wales and University Hospital Llandough sites, in...","\u003Cp>Cardiff and Vale University Health Board is developing a programme for the planned redevelopment of hospital infrastructure at the University Hospital Wales and University Hospital Llandough sites, in tandem with the planned delivery of clinical service transformation in line with CVUHB’s clinical model and vision. CVUHB needed to procure a Strategic Advisor to support the development of the UHW2 programme, which promises to be the most significant service transformation and capital investment which CVUHB has undertaken in a generation. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry supported CVUHB to successfully procure the appropriate Strategic Partner by helping CVUHB to identify the key required attributes of the Strategic Partner, and developing an assessment process designed to test for those key attributes. Seagry supported the drafting of the tender documentation, including the specification, and undertook market testing in order to inform the process. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The procurement process concluded with a number of high quality responses, and the successful selection of the Strategic Advisor.\u003C\u002Fp>","Cardiff and Vale University Health Board",[620,621,220],"Health Board","Wales",{"team":61,"client":618,"outcome":623,"duration":64},"Strategic Advisor Appointed",[305],"2020-08-01T00:00:00Z","cmls21ter005kbkw4d2btw4ga",4,"2026-02-18T13:48:57.486Z","2026-03-09T11:17:42.882Z",{"id":626,"path":631,"filename":632,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536097-27-cardiff.png","1771420536097-27-cardiff.png",{"id":634,"slug":635,"title":636,"summary":637,"description":638,"client":298,"category":56,"tags":639,"details":641,"services":643,"engagementDate":625,"imageId":307,"sortOrder":644,"createdAt":645,"updatedAt":646,"seo":72,"image":647},"cmls38pox000hi5wun79jh284","integrated-care-programme-for-western-devon","Western Devon Integrated Care Programme","Seagry supported UHP to deliver the Integrated Care Programme for Western Devon. As Lead Provider, the Trust is collaborating with Livewell Southwest CIC in order to deliver community health services ...","\u003Cp>Seagry supported UHP to deliver the Integrated Care Programme for Western Devon. As Lead Provider, the Trust is collaborating with Livewell Southwest CIC in order to deliver community health services for adults with complex needs in the West of Devon, and mental health services, learning disability services and social care for adults in Plymouth. Livewell will continue as the provider of the services, with the Trust contracting with the CCG as Lead Provider. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our support included developing and delivering the Business Case and Transition Plans, leading the PMO, preparing the financial model, providing strategic advice to the Trust Board, and supporting the Trust to engage with key stakeholders, including the ICB and NHSE. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Further services have included the delivery of detailed financial due diligence and the development of a granular financial model to support agreement of appropriate financial arrangements, and to provide appropriate assurance to the Trust Board.\u003C\u002Fp>",[581,640],"Integrated Care Programme",{"team":61,"client":298,"outcome":642,"duration":64},"Integrated Care Programme for Western Devon Delivered",[443],8,"2026-02-18T13:48:57.489Z","2026-03-09T13:50:58.847Z",{"id":307,"path":312,"filename":313,"alt":72},{"id":649,"slug":650,"title":651,"summary":652,"description":653,"client":654,"category":655,"tags":656,"details":658,"services":660,"engagementDate":661,"imageId":662,"sortOrder":663,"createdAt":664,"updatedAt":665,"seo":72,"image":666},"cmls38por0003i5wu4sj7zv2i","financial-strategic-advisory-service","Financial & Strategic Advice","Seagry provided financial and strategic advisory services to Yeovil District Hospital NHS FT, supporting the Trust’s Board to engage with system partners in the development of transformation plans des...","\u003Cp>Seagry provided financial and strategic advisory services to Yeovil District Hospital NHS FT, supporting the Trust’s Board to engage with system partners in the development of transformation plans designed to deliver on the objectives of the Long Term Plan, as well as supporting the finance function to provide high quality information and analysis to the Trust Board and the wider organisation. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>“Michael has made a outstanding contribution during his time with us, providing excellent leadership for YDH’s finance team, supporting our Board to develop the Trust’s short and medium Term strategy, and helping the Trust to collaborate effectively with our system partners. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Michael made an immediate impact on arrival, successfully landing the year end process and our Annual Plan submission, then improving the effectiveness of the Trust’s monthly financial reporting, as well as effectively engaging with our system partners and regulators. \u003C\u002Fp>\u003Cp>Michael’s ability to contribute is based on his significant experience and technical expertise, but it is the combination of his ability to think strategically and his engaging style which has made him an invaluable member of the team”\u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Jonathan Higman, Chief Executive, Yeovil District Hospital NHS FT\u003C\u002Fp>","Yeovil District Hospital NHS FT","Strategy  |  Finance",[560,657],"Financial improvement",{"team":130,"client":654,"outcome":659,"duration":420},"Financial and Strategic Advisory Services Delivered, Financial Position Strengthened,",[443,66],"2020-01-01T00:00:00Z","cmls21tfk005ubkw4qos421ip",1,"2026-02-18T13:48:57.484Z","2026-03-09T10:58:20.204Z",{"id":662,"path":667,"filename":668,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536125-32-yeovil.png","1771420536125-32-yeovil.png",{"id":670,"slug":671,"title":52,"summary":672,"description":673,"client":674,"category":56,"tags":675,"details":678,"services":680,"engagementDate":681,"imageId":682,"sortOrder":683,"createdAt":528,"updatedAt":684,"seo":72,"image":685},"cmls38pow000fi5wu099q1vld","transformational-productivity-improvement-programmes","Seagry supported Great Western Hospitals NHS FT to enhance the organisation’s capability to deliver transformational productivity improvement programmes in order to improve patient care and drive fina...","\u003Cp>Seagry supported Great Western Hospitals NHS FT to enhance the organisation’s capability to deliver transformational productivity improvement programmes in order to improve patient care and drive financial performance. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our support included an assessment of the Trust’s current CIP programme, and a review of the organisation’s PMO, in order to identify measures which will allow the Trust to improve its grip on operational and financial performance. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Our review and recommendations have led the Trust to initiate significant changes to its approach to CIP delivery, the structure of its PMO, and the manner in which the performance of its improvement programmes are reported to the Trust Board.\u003C\u002Fp>","Great Western Hospitals NHS FT",[676,677],"Productivity Improvement","Transformation",{"team":61,"client":674,"outcome":679,"duration":64},"Productivity Improvement Programmes Strengthened",[66],"2019-11-01T00:00:00Z","cmls21tbe0042bkw4ahnxzi2v",7,"2026-03-09T11:18:39.995Z",{"id":682,"path":686,"filename":687,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420535974-0-gwh.png","1771420535974-0-gwh.png",{"id":689,"slug":690,"title":691,"summary":692,"description":693,"client":579,"category":56,"tags":694,"details":696,"services":699,"engagementDate":700,"imageId":701,"sortOrder":702,"createdAt":703,"updatedAt":704,"seo":72,"image":705},"cmls38pp2000ti5wugls87tyk","merger-integration-planning-and-support","Merger support","Seagry played a key role in supporting the integration of Black Country Partnership NHS FT and Dudley and Walsall Mental Health Partnership NHS Trust, which was successfully achieved on 1 April 2020. ...","\u003Cp>Seagry played a key role in supporting the integration of Black Country Partnership NHS FT and Dudley and Walsall Mental Health Partnership NHS Trust, which was successfully achieved on 1 April 2020. Seagry supported the Trusts to develop the Business Case and the Integration Plan for the merger of the two organisations, and provided strategic, financial and technical advice to the Boards of both Trusts throughout the process. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The transaction was relatively unusual in that it was implemented through a commercial business transfer, rather than a statutory transfer, which allowed for the Dudley and Walsall Mental Health NHS Trust legacy entity to remain in existence, and become the Dudley Integrated Healthcare Trust, an integrated care provider which will deliver the Black Country system’s vision for a Multi-specialty Community Provider. Seagry played a key role in supporting the integration of the two Trusts, which was successfully achieved on 1 April 2020. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry supported the Trusts to develop the Business Case and the Integration Plan for the merger of the two organisations, and provided strategic, financial and technical advice to the Boards of both Trusts throughout the process. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The transaction was relatively unusual in that it was implemented through a commercial business transfer, rather than a statutory transfer, which allowed for the Dudley and Walsall Mental Health NHS Trust legacy entity to remain in existence, and become the Dudley Integrated Healthcare Trust, an integrated care provider which will deliver the Black Country system’s vision for a Multi-specialty Community Provider.\u003C\u002Fp>",[438,695,220],"Integration Planning",{"team":61,"client":579,"outcome":697,"duration":698},"Integration Planning and Support Delivered, Business Case and Integration Plan Delivered, Strategic and Financial Advice Delivered to Boards of both Trusts","1 Month + 2 Months",[443],"2019-10-01T00:00:00Z","cmls21td4004wbkw4bbpseotk",14,"2026-02-18T13:48:57.494Z","2026-03-09T11:00:10.513Z",{"id":701,"path":706,"filename":707,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536037-15-blackicb.png","1771420536037-15-blackicb.png",{"id":709,"slug":710,"title":433,"summary":711,"description":712,"client":713,"category":56,"tags":714,"details":716,"services":719,"engagementDate":720,"imageId":721,"sortOrder":722,"createdAt":548,"updatedAt":723,"seo":72,"image":724},"cmls38pot0007i5wuk4xjhnr6","luton-and-dunstable-university-hospitals-nhs-fts-merger-with-bedford-hospital-nhs-trust","Working in partnership with Ernst & Young LLP, Seagry led the Reporting Accountant working capital assessment of the integration of Luton and Dunstable University Hospital NHS FT with Bedford Hospital...","\u003Cp>Working in partnership with Ernst & Young LLP, Seagry led the Reporting Accountant working capital assessment of the integration of Luton and Dunstable University Hospital NHS FT with Bedford Hospital NHS Trust. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>The transaction was successfully completed on 1 April 2020, leading to the formation of Bedfordshire Hospitals NHS FT. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>Seagry undertook a detailed analysis of the financial forecasts for the combined organisation, applying sensitivity testing to key assumptions, and concluding with a concise deliverable of insightful observations and practical recommendations.\u003C\u002Fp>","Luton and Dunstable University Hospitals NHS FT",[715,438],"Ernst & Young LLP",{"team":61,"client":717,"outcome":718,"duration":64},"Bedfordshire Hospitals NHS FT","Reporting Accountant Working Capital Assessment Delivered, Insights and Recommendations Delivered, Governance and Assurance Strengthened",[443],"2019-09-01T00:00:00Z","cmls21tew005mbkw47dulacoa",3,"2026-03-09T11:00:59.436Z",{"id":721,"path":725,"filename":726,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536100-28-bedford.png","1771420536100-28-bedford.png",{"id":728,"slug":729,"title":433,"summary":730,"description":731,"client":732,"category":56,"tags":733,"details":735,"services":739,"engagementDate":740,"imageId":467,"sortOrder":741,"createdAt":742,"updatedAt":743,"seo":72,"image":744},"cmls38pov000bi5wujmjpze01","merger-business-case-and-integration-plan","Seagry supported the development of the Business Case and Integration Plan for the merger of the two organisations. As well as developing these documents, Seagry provided strategic advice in respect o...","Seagry supported the development of the Business Case and Integration Plan for the merger of the two organisations. As well as developing these documents, Seagry provided strategic advice in respect of governance arrangements, stakeholder management, programme management and the regulatory process.","Taunton and Somerset NHS Trust and Somerset Partnership NHS FT",[438,300,734],"Integration Plan",{"team":736,"client":732,"outcome":737,"duration":738},"5 Associates","Merger Business Case and Integration Plan Delivered, Merger Mobilised, Post Transaction Integration Plan Delivered, Integration Planning and Support Delivered","4 Months",[443],"2019-07-01T00:00:00Z",5,"2026-02-18T13:48:57.487Z","2026-03-09T11:01:15.318Z",{"id":467,"path":472,"filename":473,"alt":72},{"id":746,"slug":747,"title":433,"summary":748,"description":749,"client":750,"category":56,"tags":751,"details":754,"services":756,"engagementDate":757,"imageId":758,"sortOrder":759,"createdAt":760,"updatedAt":761,"seo":72,"image":762},"cmls38pp3000vi5wu44qhwvrv","reporting-accountant-working-capital-assessment","Working in partnership with Ernst & Young LLP, Seagry led the Reporting Accountant working capital assessment of Wrightington, Wigan and Leigh NHS FT’s acquisition of the Wigan Borough community servi...","Working in partnership with Ernst & Young LLP, Seagry led the Reporting Accountant working capital assessment of Wrightington, Wigan and Leigh NHS FT’s acquisition of the Wigan Borough community services. Seagry undertook a detailed analysis of the financial forecasts for the combined organisation, applying sensitivity testing to key assumptions, and concluded with a concise deliverable of insightful observations and practical recommendations.","Wrightington, Wigan and Leigh NHS FT",[752,753],"Reporting Accountant","Working Capital Assessment",{"team":130,"client":750,"outcome":755,"duration":64},"Reporting Accountant Working Capital Assessment Delivered, Insights and Recommendations Delivered",[443],"2019-02-01T00:00:00Z","cmls21tdl0052bkw49ytivcnc",15,"2026-02-18T13:48:57.495Z","2026-03-09T11:01:36.711Z",{"id":758,"path":763,"filename":764,"alt":72},"\u002Fapi\u002Fuploads\u002F1771420536052-18-wigan.png","1771420536052-18-wigan.png",{"id":766,"slug":767,"title":768,"summary":769,"description":770,"client":618,"category":56,"tags":771,"details":774,"services":776,"engagementDate":72,"imageId":626,"sortOrder":777,"createdAt":425,"updatedAt":778,"seo":72,"image":779},"cmls38ppe001li5wub8srym0d","procurement-process-for-a-strategic-advisor","Procurement Process for a Strategic Advisor","We supported CVUHB to deliver a procurement process for a Strategic Advisor for the University Hospital of Wales development programme. We confirmed the vision and strategic objectives of the programm...","\u003Cp>We supported CVUHB to deliver a procurement process for a Strategic Advisor for the University Hospital of Wales development programme. We confirmed the vision and strategic objectives of the programme through structured interviews with relevant HB colleagues and a desktop review of documentation. We developed the overall scope of the programme, the workstreams required to deliver the scope, and the necessary capabilities and expertise required for each of the workstreams. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>In collaboration with the client, we undertook a capacity and capability assessment to determine which elements of the scope could be delivered ‘in-house’, and which elements would need external support. In addition, we identified those elements of the scope for which independent advice would be necessary or desirable. We drafted the tender specification which reflected the elements of the programme scope required to deliver and undertook a soft market testing exercise to confirm that the proposed specification would be desirable to potential bidders. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>In collaboration with the client, we identified the key attributes of the Strategic Advisor and developed Award Questionnaire questions designed to test those attributes, along with evaluation criteria and a scoring methodology that reflected the HB’s priorities. We incorporated these specific elements into the HB’s standard tender documentation, which was then issued through an appropriate framework and subsequently resulted in the successful identification and appointment of a Strategic Advisor. \u003C\u002Fp>\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>\u003Cp>In addition, we support our clients throughout the period of dialogue through to contract award by undertaking the following: preparing financial\u002Fcommercial model templates as part of the tender documentation; planning and facilitating bidder dialogue meetings; preparing responses to bidders’ clarifications; supporting the evaluation of tender responses, and in particular undertaking the mathematical evaluation of commercial proposals; facilitating evaluation standardisation meetings; calculating the weighted scores of bidders’ proposals; and assisting with stakeholder engagement.\u003C\u002Fp>",[772,773],"Strategic Advisor","Procurement",{"team":61,"client":618,"outcome":775,"duration":64},"Procurement Process for a Strategic Advisor Delivered, Strategic Advisor Delivered, Strategic Advisor Strengthened",[305],28,"2026-02-18T13:50:36.4Z",{"id":626,"path":631,"filename":632,"alt":72},[781,798,814,830,848,867],{"id":782,"slug":66,"title":783,"strapline":784,"summary":785,"whoFor":72,"outcomes":786,"whyUs":72,"iconId":787,"bannerImageId":788,"bannerGradientIntensity":789,"serviceElementTopMargin":72,"iconPadding":587,"sortOrder":663,"createdAt":790,"updatedAt":791,"seo":72,"icon":792,"bannerImage":795},"cmlqbjbf9002a8mmxyqiq35p1","Financial Review and Improvement","Understanding and addressing the financial challenge","\u003Ch1>\u003Cstrong>Understanding and Addressing the Financial Challenge\u003C\u002Fstrong>\u003C\u002Fh1>\u003Cp>The NHS is facing ongoing significant financial challenges as systems and providers work towards elective recovery and manage increasing non-elective service demand within constrained budgets.  There is an urgent need to do more with less; however, often inadequate infrastructure (both physical and digital), and a workforce feeling undervalued present unique challenges in delivering these improvements.\u003C\u002Fp>\u003Cp>Seagry brings extensive experience in assisting NHS systems and providers to gain an accurate understanding of their financial position, and then to address it. Our services include:\u003C\u002Fp>\u003Cul>\u003Cli>\u003Cp>\u003Cstrong>Baseline Reviews\u003C\u002Fstrong>: Conducting ‘drivers of the deficit’ style reviews to provide a clear articulation of your organization's financial position and ensure that all stakeholders understand and recognize the underlying drivers.\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>\u003Cstrong>Opportunity Identification\u003C\u002Fstrong>: Utilizing tailored benchmarking tools and practical assessments to pinpoint areas for improvement, ensuring strategic alignment with achievable outcomes.\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>\u003Cstrong>Forecast Preparation Support\u003C\u002Fstrong>: Assisting in the creation of organizational and system medium-term financial forecasts, offering alternatives to merely extending last year’s budget. We provide a critical friend review of prepared forecasts to enhance accuracy and reliability.\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>\u003Cstrong>Programme Management and Governance\u003C\u002Fstrong>: Delivering robust management support for your financial improvement program, ensuring effective control and providing assurance to Boards, systems, and regulators.\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>\u003Cstrong>Change Management  Support\u003C\u002Fstrong>: Offering assistance to colleagues impacted by change, fostering resilience and well-being throughout the transition process.\u003C\u002Fp>\u003C\u002Fli>\u003C\u002Ful>\u003Cp>We believe that successful change programs are those implemented with our clients. We collaborate closely with relevant financial and operational teams to ensure buy-in and maximize impact, aligning with Trust Boards to understand values and priorities, thus supporting leadership effectively.\u003C\u002Fp>\u003Cp>For more information on how Seagry can help accelerate your financial improvement ambitions, please get in touch.\u003C\u002Fp>\u003Cp> \u003C\u002Fp>",[],"cmlrvo029000o78685dt5ew8a","cmlsjd1z0000413t05qhye1as",100,"2026-02-17T08:05:36.789Z","2026-04-30T09:10:48.212+00:00",{"id":787,"path":793,"filename":794,"alt":72},"\u002Fapi\u002Fuploads\u002F1771409813840-5-financial.jpg","1771409813840-5-financial.jpg",{"id":788,"path":796,"filename":797,"alt":72},"\u002Fapi\u002Fuploads\u002F1771449613882-0-financial-review-banner3.jpg","1771449613882-0-financial-review-banner3.jpg",{"id":799,"slug":443,"title":800,"strapline":801,"summary":802,"whoFor":72,"outcomes":803,"whyUs":72,"iconId":804,"bannerImageId":805,"bannerGradientIntensity":789,"serviceElementTopMargin":72,"iconPadding":72,"sortOrder":547,"createdAt":806,"updatedAt":807,"seo":72,"icon":808,"bannerImage":811},"cmlqbe9xa00268mmx7gs1sler","Mergers, Collaboration and Integration","Supporting NHS Mergers and Integrations","\u003Ch1>\u003Cstrong>Mergers and integrations to achieve sustainability\u003C\u002Fstrong>\u003C\u002Fh1>\u003Cp>At Seagry, we specialize in guiding healthcare organisations through the complex process of NHS mergers and integrations. Achieving genuine collaboration between organisations is difficult. It requires leadership and compromise - however integration is essential to the lasting sustainability of local health economies, Our expert team combines deep industry knowledge with strategic insights to ensure seamless transitions that enhance service delivery and patient outcomes.\u003C\u002Fp>\u003Cp>Our comprehensive approach includes:\u003C\u002Fp>\u003Cul>\u003Cli>\u003Cp>Strategic Planning: We work closely with stakeholders to develop a clear vision for integration, ensuring alignment with long-term organisational goals.\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>SOC, FBC and PTIP: We work with Trusts to produce business cases and integration plans which meet the needs of Boards, Governors, Regulators and other stakeholders.\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>Risk Management: Identifying potential challenges early in the process allows us to implement effective risk mitigation strategies, safeguarding against disruptions.\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>Regulatory Compliance: Navigating the regulatory landscape is crucial. Our team ensures all necessary approvals are secured, maintaining compliance throughout the integration journey.\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>Cultural Integration: Merging organisational cultures requires sensitivity and expertise. We facilitate workshops and training sessions to foster a unified, collaborative environment.\u003C\u002Fp>\u003C\u002Fli>\u003C\u002Ful>\u003Cp>Seagry's proven track record in successful NHS mergers and integrations positions us as the preferred partner for healthcare organizations aiming to deliver mergers and integrations quickly and successfully whilst managing the risks.\u003Cbr \u002F>\u003Cbr \u002F>\u003Cbr \u002F>\u003C\u002Fp>",[],"cmlrvo026000k786866mwil76","cmlrvnnbg00067868s8pbj7fk","2026-02-17T08:01:41.55Z","2026-04-30T09:10:21.931+00:00",{"id":804,"path":809,"filename":810,"alt":72},"\u002Fapi\u002Fuploads\u002F1771409813838-3-collaboration_15683456dc.jpg","1771409813838-3-collaboration_15683456dc.jpg",{"id":805,"path":812,"filename":813,"alt":72},"\u002Fapi\u002Fuploads\u002F1771409797323-1-collaboration-banner.jpg","1771409797323-1-collaboration-banner.jpg",{"id":815,"slug":305,"title":816,"strapline":817,"summary":818,"whoFor":72,"outcomes":819,"whyUs":72,"iconId":820,"bannerImageId":821,"bannerGradientIntensity":789,"serviceElementTopMargin":72,"iconPadding":72,"sortOrder":722,"createdAt":822,"updatedAt":823,"seo":72,"icon":824,"bannerImage":827},"cmlsfak9a0006z70gfyyr4uth","Capital and Revenue Investments","Rapid and effective business case development","\u003Cp>\u003Cstrong>Rapid and effective business case development\u003C\u002Fstrong>\u003C\u002Fp>\u003Cp>The preparation of a Business Case should be a tool for rapid and effective decision making, but too often, unnecessary complexity becomes a barrier to implementing positive change. Seagry has significant experience of supporting NHS organisations to develop and prepare Business Cases for a wide range of purposes, including capital and revenue investments, mergers and acquisitions, clinical services change and corporate shared services.\u003C\u002Fp>\u003Cp>Our services include the following:\u003Cbr \u002F>\u003C\u002Fp>\u003Cul>\u003Cli>\u003Cp>\u003Cstrong>Early stage support to design the Business Case programme of work,\u003C\u002Fstrong> including the appropriate format for the Business Case\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>\u003Cstrong>Identification of options, and development of financial and non-financial evaluation methodologies\u003C\u002Fstrong> for assessing those options\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>\u003Cstrong>Planning and facilitation of workshops\u003C\u002Fstrong> with appropriate stakeholders to apply evaluation methodologies in order to identify a short list of options or a Preferred Option\u003C\u002Fp>\u003C\u002Fli>\u003Cli>\u003Cp>\u003Cstrong>Preparation of all relevant documents\u003C\u002Fstrong>, including the Business Case, relevant appendices and supporting financial evaluation work books\u003C\u002Fp>\u003C\u002Fli>\u003C\u002Ful>\u003Cul>\u003Cli>\u003Cp>\u003Cstrong>Support with navigating the approvals processes\u003C\u002Fstrong>, including supporting engaging with NHSE regional and national teams, and the Cabinet Office Controls process\u003C\u002Fp>\u003C\u002Fli>\u003C\u002Ful>\u003Cp>Seagry will support you to manage the programme in order to achieve the two key outcomes for a successful Business Case. Firstly, a rapid an practical evaluation of options which provides a logical assessment based on valid data whilst minimising unnecessary work. And secondly, effective internal and stakeholder engagement so that the Preferred Option is ‘owned’ by the teams who will be required to deliver it, and supported by everyone who will be affected by it.\u003C\u002Fp>",[],"cmlrvo022000g78683apyplri","cmlsfawua0008z70g4t83q8v3","2026-02-18T19:26:19.15Z","2026-05-05T11:08:28.392+00:00",{"id":820,"path":825,"filename":826,"alt":72},"\u002Fapi\u002Fuploads\u002F1771409813830-1-capital_508b7aafe1.jpg","1771409813830-1-capital_508b7aafe1.jpg",{"id":821,"path":828,"filename":829,"alt":72},"\u002Fapi\u002Fuploads\u002F1771442795453-0-investment-banner.jpg","1771442795453-0-investment-banner.jpg",{"id":831,"slug":134,"title":832,"strapline":833,"summary":834,"whoFor":835,"outcomes":836,"whyUs":72,"iconId":837,"bannerImageId":838,"bannerGradientIntensity":789,"serviceElementTopMargin":839,"iconPadding":587,"sortOrder":627,"createdAt":840,"updatedAt":841,"seo":72,"icon":842,"bannerImage":845},"cmlsf49mn0002z70g2vssmnbx","People and Change","Empowering NHS teams through change and supporting successful adoption every step of the way.","\u003Ch1>Seagry supports NHS teams by guiding them through the complexities of change, ensuring that every transition is smooth and effective.\u003C\u002Fh1>\u003Cp>\u003C\u002Fp>\u003Cp>With a deep understanding of the unique challenges within the healthcare sector, we work closely with staff to foster a culture of adaptability and resilience. Our approach is centered on clear communication, training, and practical tools that enable individuals and teams to navigate change confidently. Whether it's implementing new systems, processes, or ways of working, we ensure that everyone is equipped with the knowledge and support needed to succeed.\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Cp>At Seagry, we don’t just manage change – we help people embrace it. We provide tailored solutions that prioritise both the technical and human aspects of transformation, ensuring that the adoption of new practices is both efficient and sustainable. By focusing on the needs of NHS staff and supporting them throughout the journey, we create environments where change isn’t just accepted but is seen as an opportunity for growth and improvement. With our expertise, NHS organisations can achieve lasting positive outcomes while empowering their teams to thrive in an ever-evolving healthcare landscape.\u003C\u002Fp>","\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\">\u003C\u002Fp>",[],"cmmnt7k09000q1091upr19ihu","cmmns67il00061091g7i9kic8",150,"2026-02-18T19:21:25.439Z","2026-03-12T18:36:57.859Z",{"id":837,"path":843,"filename":844,"alt":72},"\u002Fapi\u002Fuploads\u002F1773340604936-0-people-and-change.png","1773340604936-0-people-and-change.png",{"id":838,"path":846,"filename":847,"alt":72},"\u002Fapi\u002Fuploads\u002F1773338862471-0-people_banner.jpg","1773338862471-0-people_banner.jpg",{"id":849,"slug":159,"title":850,"strapline":851,"summary":852,"whoFor":853,"outcomes":854,"whyUs":855,"iconId":856,"bannerImageId":857,"bannerGradientIntensity":789,"serviceElementTopMargin":858,"iconPadding":72,"sortOrder":741,"createdAt":859,"updatedAt":860,"seo":72,"icon":861,"bannerImage":864},"cmlpru4o000248mmx26n8728w","Digital Transformation and Tools","Refining digital strategies, embedding digital first approaches","\u003Cp>\u003Cspan class=\"text-sm\">Seagry provides practical, innovative digital support to help organisations deliver more effective, efficient, and sustainable services.  \u003C\u002Fspan>Our approach focuses on using existing tools intelligently, introducing targeted innovation where it adds value, and ensuring organisations have the foundations in place to deliver modern digital services.\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Ch1>Our support commonly focuses on the following areas:\u003C\u002Fh1>\u003Ch2>AI and Automation within Microsoft\u003C\u002Fh2>\u003Cp>We design and deploy AI-enabled solutions across the Microsoft ecosystem, including Microsoft 365, PowerApps and Power Automate.\u003C\u002Fp>\u003Cp>Where appropriate, we also implement secure, self-hosted AI alternatives that replicate the experience of leading AI tools without high licensing costs or the risk of sending sensitive data outside your network.\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Ch2>Doing More With Less\u003C\u002Fh2>\u003Cp>Many organisations already own powerful digital tools but do not fully utilise them. We help teams unlock the value of existing platforms - particularly within the Microsoft stack - to improve productivity across corporate, operational and clinical services.\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Ch2>\u003Cspan class=\"text-sm\">Keeping the Lights On\u003C\u002Fspan>\u003C\u002Fh2>\u003Cp>We support organisations with the day-to-day delivery and optimisation of digital services, strengthening reliability, improving user experience and increasing organisational digital maturity.\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Ch2>Solid Foundations\u003C\u002Fh2>\u003Cp>Successful digital transformation depends on strong fundamentals. We help organisations improve core digital capability, support services and training so frontline teams can make better use of technology.\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Ch2>Business Intelligence and Data Insight\u003C\u002Fh2>\u003Cp>We help organisations make better use of their data by integrating sources, automating data flows and developing dashboards that provide clear operational and strategic insight.\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Ch2>Supporting Digital Strategy and Transformation\u003C\u002Fh2>\u003Cp>Seagry works with NHS organisations to strengthen digital strategy and improve digital maturity, aligning technology delivery with clinical and operational priorities and supporting the practical delivery of transformation programmes.\u003C\u002Fp>","\u003Cp>\u003Cbr class=\"ProseMirror-trailingBreak\" \u002F>\u003C\u002Fp>",[],"\u003Cp>\u003Cbr \u002F>\u003Cbr class=\"ProseMirror-trailingBreak\" \u002F>\u003C\u002Fp>","cmlrvo028000m7868irx3vikr","cmm4u8pa50001x0zkiux3lb8z",70,"2026-02-16T22:54:08.928Z","2026-05-05T11:08:45.997+00:00",{"id":856,"path":862,"filename":863,"alt":72},"\u002Fapi\u002Fuploads\u002F1771409813839-4-Digital.jpg","1771409813839-4-Digital.jpg",{"id":857,"path":865,"filename":866,"alt":72},"\u002Fapi\u002Fuploads\u002F1772193480695-0-automation-banner.jpg","1772193480695-0-automation-banner.jpg",{"id":868,"slug":869,"title":870,"strapline":871,"summary":872,"whoFor":72,"outcomes":873,"whyUs":72,"iconId":874,"bannerImageId":875,"bannerGradientIntensity":789,"serviceElementTopMargin":72,"iconPadding":683,"sortOrder":527,"createdAt":876,"updatedAt":877,"seo":72,"icon":878,"bannerImage":881},"cmlsfh6cx000az70gjhly5kzm","strategic-commissioning","Strategic Commissioning and the 10 Year Plan","Delivering now the health models for the future","\u003Cp>\u003Cstrong>Delivering now the health models for the future\u003C\u002Fstrong>\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Cp>Seagry can help ICBs at each stage of the Strategic Commissioning Cycle, bringing real life knowledge and experience related to data & analytics, AI, strategy, financial prioritisation and value-based care.\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Cp>Value-based care offers an opportunity to align system resources with measurable outcomes, improving health, patient experience, and efficiency. It is an opportunity to reorient commissioning and delivery models from volume to value - incentivising better outcomes rather than more activity.\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cstrong>1. Understanding your local context\u003C\u002Fstrong>\u003C\u002Fp>\u003Cp>Helping you to understand the available data and how to create the infrastructure and conditions for successful delivery.\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cstrong>2. Developing your long-term population health strategy\u003C\u002Fstrong>\u003C\u002Fp>\u003Cp>Helping you to articulate a clear and compelling strategy for improving population health and implementing a neighbourhood model of care.\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cstrong>3. Delivering the strategy through payer functions and resource allocation\u003C\u002Fstrong>\u003C\u002Fp>\u003Cp>Helping you to achieve this through strategic financial advice and the use of specialist frameworks, tailored to your local requirements.\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cstrong>4. Evaluation of impact\u003C\u002Fstrong>\u003C\u002Fp>\u003Cp>Helping to put in place evaluation frameworks and tools that demonstrate impact and measurable improvement, as well as driving evidence-based decision making.\u003Cbr>\u003C\u002Fp>\u003Cp>We are always delighted to meet with our NHS colleagues for an informal discussion about your current circumstances and how we might be able to help you. Please contact any of our colleagues or send an email to \u003Ca target=\"_blank\" rel=\"noopener noreferrer\" href=\"mailto:LTPDelivery@seagryconsultancy.com\">LTPDelivery@seagryconsultancy.com\u003C\u002Fa>\u003C\u002Fp>",[],"cmm3l642q0001454lvj7ttk6z","cmlsfhhlo000cz70gzldtzqan","2026-02-18T19:31:27.713Z","2026-03-10T16:08:52.062Z",{"id":874,"path":879,"filename":880,"alt":72},"\u002Fapi\u002Fuploads\u002F1772117777176-0-Screenshot_2026-02-26_at_14.55.34.png","1772117777176-0-Screenshot_2026-02-26_at_14.55.34.png",{"id":875,"path":882,"filename":883,"alt":72},"\u002Fapi\u002Fuploads\u002F1771443102291-0-ambulance-banner.jpg","1771443102291-0-ambulance-banner.jpg",{"title":45,"description":885,"canonical":886,"robots":887,"openGraph":888,"twitter":896},"View Seagry project outcomes and case studies across health and public services.","https:\u002F\u002Fwww.seagryconsultancy.com\u002Fprojects",{"index":17,"follow":17},{"type":889,"url":886,"siteName":6,"title":45,"description":885,"images":890,"locale":895},"website",[891],{"url":892,"width":893,"height":894,"alt":6},"https:\u002F\u002Fwww.seagryconsultancy.com\u002Fapi\u002Fuploads\u002F1771420536035-14-blackpool.jpg",1200,630,"en_GB",{"card":897,"title":45,"description":885,"images":898},"summary_large_image",[892],1782328447205]