Our track record

The Client

  • A working group of the British Association for the Study of Community Dentistry
  • Concerned with Special Care Dental Services (SCDS)
  • Individual members from 6 Primary Care Trusts

The Challenge

  • For SCDS to assert itself as a distinct business
  • To determine how to measure and monitor performance in a way which helps the business whilst providing commissioners with the information they need; i.e. which both measures past performance and helps to drive the business forwards
  • To prepare a proposition for the BASCD national conference
  • To obtain buy-in from BASCD for the team’s proposal

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The Client

  • Owner-manager of small healthcare practice
  • Specialist healthcare provider
  • Looking to divest management responsibilities
  • Considering selling the practice
  • Receiving various advice from other sources
  • A reported “lack of discernible leadership and direction”
  • Feeling overwhelmed by demands on their time

The Challenge

  • To help them to get on top of their business, apply and strengthen their management capability, and to develop leadership skills
  • To support them through a critical period of decision-making
  • To assist them to “declutter”, to create greater clarity of purpose and to translate ideas into action
  • To increase the client’s self-confidence and motivation for their business

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The Client

  • A Primary Care Trust (PCT) with designated lead responsibility for Research Management and Governance (RM&G) in its sector
  • Lacking adequate infrastructure to support research governance obligations as defined by the Department of Health
  • Selected by the DoH as a Pilot Site for RM&G
  • Seeking to become a PCT(RM&G) and to attract recruits through the provision of opportunity for research and development (R&D)

The Challenge

  • To find a solution which would serve the whole sector and be acceptable and beneficial to multiple stakeholders, including academic institutions, NHS trusts, existing networks and other interested parties
  • To design a viable ‘organisation’ and new arrangements which could be introduced with limited resources
  • To establish the PCT as a ‘Demonstration Site’ and model of good practice as one of 7 national pilot RM&G PCTs’ and thence to secure the status of  PCT(RM&G)
  • To meet the obligations of a pilot PCT(RM&G) and accommodate the apparent complexity of the Department of Health’s Evaluation Project
  • To overcome a general lack of familiarity with the R&D process and infrastructure requirements
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The Client

  • A unitary authority
  • Engaged in provision of social services and hence subject to a Joint Review
  • Located in south east England and hence experiencing tight labour market competition, including from London-based Councils

The Challenge

  • To develop an appropriate workforce planning framework and process with a view subsequently to introducing, and eventually embedding, Workforce Planning across the Council
  • To develop a workforce plan for Social Services
  • To place Workforce Planning firmly on the agenda of middle and senior management
  • To engage busy staff in a new initiative where the principal drive for change originated externally

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The Client

  • A Primary Care Trust (PCT) wanting to commission new dental services for NHS patients
  • Commissioning team inexperienced in both dental commissioning within the new legal and contractual framework and (commercial) procurement processes
  • Team leader lacking training or experience in formal project management

The Challenge

  • To gain understanding of a legal and contractual vehicle by which the PCT can secure new dental services for NHS patients
  • To design the service model
  • To identify an appropriate locality or premises for a new practice
  • To bring on board a range of stakeholders and overcome some history of non-cooperation

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Kate Ward founded Spartacus Associates Limited as a Management Consultancy practice in 1999.  She remains the owner and sole Director.

From 2000 to 2006 Spartacus Associates Limited delivered Management Consultancy exclusively through The Consultancy Company.  This arrangement enabled Spartacus Associates to build up a client list whilst benefiting from being part of a larger consultancy group.    During this time Kate became Director of The Consultancy Company's Public Services Division.  In this role Kate, and thereby Spartacus Associates, had responsibility for Public Services business development and for the recruitment and coaching of other consultants.  Kate also provided support to colleagues in building their own consultancy careers and companies.

In 2002 Spartacus Associates Limited moved from Southampton to its current location in Chipping Norton, Oxfordshire.

In October 2006 we terminated our contract with The Consultancy Company so that Spartacus Associates Limited could deliver consultancy and coaching services directly to clients.

Key dates
 
 
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