NHS 24 Service Delivery - Mental Health TOM and SBC
Client
NHS 24
Location
Nationwide in Scotland
Year
April 2026 - Ongoing
NHS 24 commissioned B+A to develop a Strategic Business Case (SBC) to support the implementation of a new Target Operating Model (TOM) for Mental Health Services. The SBC focusses translating an agreed future operating model into a clear, actionable plan for delivery, aligned to NHS 24’s Corporate Strategy and wider service transformation programmes. The SBC is designed to support Executive‑level decision‑making and provide confidence that the proposed changes are deliverable, affordable, and sustainable.
The work brings together implementation sequencing, workforce and productivity modelling, financial analysis, leadership and governance arrangements, and performance measures into a single, coherent case for change. Engagement with Mental Health Services leadership ensures the Business Case reflects operational realities and secures ownership of delivery.
Approach
The work was delivered in three phases: diagnostic analysis to understand the current state; co-design workshops to define purpose, vision, and design principles; and iterative development of the TOM framework itself. Staff personas, leadership engagement, and scenario modelling were used to ensure the model was grounded in operational reality and shaped by those delivering the service.
Data and Insight
Understanding resourcing and performance and drawing on established learning from NHS 24’s core 111 services to ensure realistic and comparable assumptions.
Structured co‑delivery
Progressing the work through a series of focused workshops and one‑to‑one sessions with work stream leads to confirm dependencies, and delivery sequencing.
Implementation to impact
Translating the Target Operating Model into a practical implementation roadmap, supported by clear governance, performance measures, and a Strategic Business Case fit for Executive decision‑making.
Looking ahead...
The next stages of the work will focus on deepening and consolidating the foundations for future service change. This will include establishing a clear set of grounding principles to shape future Mental Health service delivery, exploring the scope and boundaries of services within NHS 24’s Mental Health remit, and considering how these services can best be configured to meet future demand. This work will inform the design of a refreshed approach to delivery, ensuring that proposals are coherent, future‑focused, and capable of supporting sustainable implementation at scale.