3 Where we are today • Our people and their commitment & passion • Patient centred care • Strong advocacy and policy voice • Ability to adapt • Credible history and reputation • Stakeholder relationships • Shared values across our people • Research and global reach/impact • Power of brand in changing the law for the better • Only provider with dedicated Research & Innovation function • National presence • Telemed offer • Streamline patient pathways – better patient experience and cost improvements for BPAS • Estates utilisation and rationalisation • Standalone contraception services and diversification of income • Power of digital technologies for both patient experience and back-office efficiencies • AQP contracts and opening of new geographies for BPAS • Hub and Spoke model aligned to Women’s Health Hubs • Extending Advocacy into wider Reproductive life cycle, such as contraception • Research based service innovation • Clinics and services within the devolved nations • Positive reform of abortion • Staff advocates for services and our patients • Fundraising and alternative investment/structure • Complex/Confusing patient pathways • Ageing estates and variations in their environments • Disjointed/outdated IT systems and processes • Waiting times and impact on patients • Staff morale and trust in leadership • CAS/BIS systems • Lack of data to understand true cost of delivering service • Underutilisation of estates • Induction, on-boarding and succession planning • Overly complex policies and processes • CQC ratings (50% Good or Outstanding) • Historic bidding without understanding the return/cost • New government and relationships to drive advocacy • Removal of contract monopoly under AQP contracts • Loss of market share • Recruitment and retention of skilled workforce • Financial sustainability • Single points of failure within BPAS • External regulators • Ability to down/up size at speed with limited financial runway • Financial issues outside of BPAS control • No diversity of income in portfolio (all NHSE funded) • Competitors with significantly more investment at their disposal taking BPAS market share • Limited access to funding to address infrastructure investment needed STRENGTHS WEAKNESSES OPPORTUNITIES THREATS S W O T The last three years have been challenging for BPAS, with a fiscal crisis in 2021/22 resulting in redundancies, particularly within the back-office support functions, and the CQC Well Led inspection leading to a Section 29 Notice in 2023. Whilst the organisation is now on a more stable financial footing, having secured fairer pricing for services, and has made significant improvements at speed resulting in the CQC Section 29 notice being lifted, we are still on a journey of transformation.
RkJQdWJsaXNoZXIy NTI5NzM=