Our strategy
We seek to improve the health and wellbeing of people across the UK and in Ireland by helping to tackle the biggest challenges facing healthcare today. Our focus is on the delivery of efficient, responsive healthcare and wellbeing services that reduce reliance on the healthcare sector, ensure access to high quality care and increase access to wellbeing services in the workplace.
Our approach is underpinned by five strategic pillars:
- Deliver services and solutions which improve healthcare across the UK and in Ireland
- Become a trusted partner of choice in healthcare through a focus on quality and safety
- Ensure our operations are efficient and sustainable, adding value for commissioners and shareholders alike
- Invest in our current and future workforce to become a great place to work and an employer of choice
- Identify opportunities to grow the business
Our strategic pillars
- Support the digital transformation of healthcare delivery in elective and urgent care.
- Deliver urgent care services that help tackle increased demand.
- Create additional capacity to support with the reduction of elective care waiting lists.
- Deliver wellbeing and physical health services which reduce future reliance on healthcare services.
- Contribute and influence NHS England’s strategy for the future of healthcare.
Focus for 2024/25
- Develop business intelligence to provide accurate and rapid feedback on all services.
- Develop an approach for the rapid update of patient care pathways and processes.
- Aggressively market new models of care with commissioners.
- Build a strong reputation for accessible, quality services which are resilient and able to respond to changes in demand.
- Maintain “Good” CQC rating for all registered services with good patient feedback.
- Demonstrable floor-to-Board governance and embedded learning culture.
- Keep patients and customers at the heart of all decision making.
- Focus on strong information security and cyber security practices.
Focus for 2024/25
- Maintain focus on “right first time” processes through a dedicated clinical learning programme.
- Pilot new models of care and new technologies to improve efficiency and accuracy, increasing value for money and performance potential.
- Champion sustainability across all our services and operations.
- Focus on continuous improvement and strong commercial management to maximise value for customers and shareholders.
- Transform the business through effective systems and processes which drive efficiencies.
Focus for 2024/25
- Continue rollout and embedding of new people and workforce management system to drive increased efficiencies.
- Increase engagement with commissioners on NHS climate targets.
- Simplify legal structure and review estate to streamline the organisation.
- Improve efficiency in the supply chain.
- Become an employer of choice within the healthcare sector.
- Increase our substantive employee base, reducing reliance on agency staff.
- Help build the next-generation healthcare workforce by training NHS clinicians within Totally’s services.
Focus for 2024/25
- Continue programme of cultural development, driving engagement and ensuring all colleagues understand how they contribute to organisational success.
- Build strong staff bank and pipeline of clinical resource to ensure flexibility for growth and minimise use of contingent workforce.
- Invest in apprenticeships to grow our own workforce.
- Redefine social value strategy.
- Identify new opportunities where Totally can support healthcare and wellbeing customers.
- Strengthen relationships with existing customers and commissioners by increasing patient care pathways and solutions provided.
Focus for 2024/25
- Ensure all opportunities are reviewed in line with current trading and growth expectations.
Delivering our strategy
Mobilisation on NHS England’s SVCC model
We are the first and only provider to have fully mobilised NHS England’s new, flexible platform for delivering NHS 111 services. The Single Virtual Contact Centre (“SVCC”) solution has been adopted alongside a new contract for the delivery of NHS 111 resilience services on behalf of NHS England. The successful, full, mobilisation on the SVCC platform also enables the mobilisation of new, additional contracts for the delivery of NHS 111 services to be undertaken at the click of a button, strengthening Totally’s position when tendering for additional NHS 111 contracts.
Improving employee health and wellbeing for corporate customers
EFP re-launched a gym and spin studio in partnership with its international insurance and risk client, revitalising the facility after a lockdown-induced closure. It was crucial to create an inclusive, welcoming, and educational environment to build the membership base at this new site. EFP worked with internal teams to craft a marketing and communication strategy to promote the facility to new and existing employees. The facility employs one full-time manager and five instructors, offering a timetable of five different classes and running a total of 20 sessions per week.
Creating flexible solutions to support commissioner needs
We have rolled out new support for trusts seeking to ensure the continuity of existing clinics by supplying, for example, theatre staff to work alongside trust-employed surgeons to maintain the smooth operation of surgical schedules and reduce cancellations or delays. In other locations, we deliver an outsourced service utilising the trust’s estate. This enables trusts to transfer the entire management of waiting lists to Totally whilst patients are seen at their local hospital. Trusts benefit financially through revenue generated from the hire of their facilities to Totally and patients are treated more quickly and close to home, enhancing patient satisfaction and outcomes.
Developing the next generation of doctors
We support a vocational Postgraduate Doctors in Training programme which helps develop new doctors through training around 90 trainees each year. The course is a key building block in their GP training and offers exposure to Totally’s healthcare services, providing invaluable hands-on experience.
As part of the programme, the doctors are taken through an extensive induction, giving them in-depth knowledge of a range of healthcare services provided by Totally, including urgent care and out of hours services. The trainees are then given the opportunity to utilise their knowledge during a four-hour amber shift, supervised by an accredited general practitioner, who works directly with the graduate under remote supervision to enable them to fully experience the services that Totally provides.
Preparing for emergency situations
By developing, testing and implementing comprehensive EPRR plans we ensure that our organisation is prepared to respond swiftly and efficiently to a range of emergencies. All senior staff receive training alongside NHS colleagues and scenario planning and testing form another vital component of our EPRR strategy. By conducting regular drills and simulations, ranging from pandemic response to managing heatwaves, we evaluate our readiness and identify potential weaknesses in our plans. These exercises test our response protocols and foster a culture of continuous improvement and resilience. Scenario-based training allows staff to experience realistic emergency situations in a controlled environment, enhancing their ability to perform under pressure.
North of England trust’s waiting list for gynaecology reduced from ninety to nine weeks
During 2024, Totally provided support which reduced waiting lists for gynaecology from ninety weeks to just nine weeks. Totally ran multiple outpatient clinics during weekends and bank holidays, supporting patients with the treatment of, for example, polyps and endometriosis, performing minor procedures and managing surgical lists. Insourcing services provided by Totally create additional capacity by delivering services during weekends and bank holidays when the Trust’s facilities are not otherwise being used. These services also have the advantage of meaning patients have the potential of avoiding appointments during the week.
Successful pilot covering category 3, 4 and 5 calls within 999 services
Over the course of three months Totally’s clinical advisers downgraded 66% of calls to other services, 27% of calls were closed following self-care advice, 10% were referred to their local A&E and 12% were referred to primary care services such as their GP. Initial support calls were concluded within 60 minutes. The pilot gives proof of concept on a new model to alleviate pressure on ambulance trusts ensuring that ambulance resources are prioritised for true emergencies and enhancing response times and patient outcomes in critical situations, but also integrates a broader spectrum of healthcare services into the emergency care pathway.
