Supporting genuine collaboration, co-creation and integration

Bringing commissioners and providers together to secure tailored wellbeing and outcomes that matter for care recipients

Welcome to our website

About us

Our founder Michael Kitts has been a local authority accountant and CFO, worked in management consulting for over 20 years including 13 as a Big 4 Partner, provided voluntary community consulting support, caring support to people with disabilities and has a strong focus on health, care and wellbeing.

He's very happy to be working with associate partners.

We help secure outcomes and impact that matter, particularly focused on wellbeing. We're passionate about collaboration and co-creation and support commissioners and providers to secure genuine and sustainable change. Standing in the shoes of those we support (and they support) and focussing on what matters to them is what will really secure desired outcomes and impact. We are drawing on years of national and international insights and experience. “It’s only right for us if it’s right for you…”

Our publications and blogs

Blog 01 - Effective partnering by having a shared ambition

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Blog 02 - NHS 10-year Plan Neighbourhood pioneering announcement

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Blog 03 - Adopting Value Based Care (VBC)

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Blog 04 - Adopting an Outcomes and Impact-based Focus

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Blog 05 - NHS Strategic Commissioning Framework 2025 - Ambition commentary

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Blog 06 - Person centricity

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Blog 07 - Commissioning transformation

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Blog 08 - Integration for wellbeing

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Our approach

Starting with the end in mind... the agreed and shared ambition. Full alignment and transformational change to secure that... through clear understanding, communication, teamwork, collaboration, strategic planning and execution... to drive impactful results. Outcomes and experience for our clients is the key sign of success.

Our mission

Supporting clients to secure wellbeing, person centricity and the impact that matters... critically, for those they care for.

Embracing management and execution led from the bottom not just the top. Standing in the shoes of those who are being supported to understand what matters to them… Genuine and sustainable delivery.

Challenging the status quo - innovation and doing different things, not just the same things differently.

Values

Person centricity - 'standing in their shoes'.
Being led by client and care recipient outcomes and experience.
A strong focus on place and people wellbeing.
Supporting and securing transformational change that sustainably delivers impact that matters.
People development and support. Creating opportunities for success through collaborative and co-creative efforts. Start with 'we' not 'I'.
Optimising resource use and broader commercials to maximise the value delivered.
Innovation and challenging the status quo., history and the norm.
Equity and equality in all aspects of society must be prioritised to create a fair and inclusive environment.

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The perspectives, services & support we provide

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Shared ambition & strategy

Many will have strategies in place but there are two acid test questions: First, is that strategy about securing the outcomes that matter and secondly, are the actions of the (often partnering) bodies fully aligned with its achievement? In many cases strategies are prepared and then left on the shelf. Developing your True North must reflect its different perspectives and lenses... what matters to different partnering bodies and those they support? We then need to start with the end in mind - overcoming the blockers and impediments that prevent this True North being secured and putting in place aligned actions. We can support this based on very much experience, often in challenging circumstances.

Partnering and integration

It is very unlikely that any single body or group will secure the full wellbeing of place and people. Working together and around recipients are therefore some of the most important things to secure full wellbeing. Genuine integration (more than within one public sector or other body) brings together insights, understanding and better informs what should be done in response. Partnering is not straightforward. It needs commitment, innovation and real joint focus and working.

This all needs collaboration and co-creation rather than dictation or own-body sole focus (leave your organisational bags at the door). It also needs shared values and a partnership agreement or memorandum of understanding (MoU) covering all of those that can influence and secure change. And potentially legislative arrangements. There are lots of partnerships but ambition and action should be about realism and action, not simply words. This should also include commissioner/provider relationships.

We have supported this extensively, both nationally and internationally and are very happy to discuss.

Collaboration and co-creation

An essential element of partnering and integration is both collaboration and co-creation - embracing 'the whole being greater than the sum of the parts'. It's about building relationships and co-working that creates more value together. This applies to bodies that are partnering or integrating, and critically, to providers working with recipients. The same applies to how commissioners work with potential and current providers. How can this be done in reality to maximise impact and inclusion? See more below...

Commissioning

Commissioned wellbeing support needs broader integration and partnering, supporting needs insight; co-developing what support would 'shift the dial'; the right incentivisation (drawing on VBC); co-working in delivery; tracking progress (outcomes, experience and impact) and ongoing learning/finessing based on all of this. It needs the right 'mechanics' to require, incentivise, track and align this - and too often this is not the case.

These can be regarded as ‘simple expressions’ but the reality is very different. What are the transformational steps or actions required to make commissioning and its intention a reality? We draw on very significant national and international skills and experience supporting commissioning improvement.

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People support & development

Michael Kitts was a Deloitte Australia appointed People Partner. He's passionate about people development and how to optimise what they can achieve. Without this, it doesn't matter what investment or technical changes are made. They alone will not secure impact. It's the people, particularly those on the front line that will make the difference. Behavioural change is needed.

Transformation

Change is critical to success but too often has limited ongoing impact. It requires:

Clarity of ambition (sometimes called True North) and ensuring alignment with that.
Starting with this end in mind – what’s called back-casting. Not simply moving forward.
Knowing where we are now – the baseline.
Understanding the impediments that block ambition
Overcoming these – what, when, how?
Creating a genuine and sustainable change culture – getting people aligned with the ambition – putting in place the right capability and motivations
Overarching behavioural change – empowering teams and clients’ teams
Tracking, learning and finessing where required.

Transformation is a bit like driving and cooking - we often all think we can do it well. Kittsy can support genuine change with a real focus on securing the impact that matters. We are about recognising and adding value.

Stakeholder management and communication

Both are critical to success. We can support you to make this happen and be instrumental in driving positive outcomes for your organisation. It's another example of 'standing in the shoes' - in this case, what matters to your partners and stakeholders not just individually or your own body.

Resource and financial management

Both are significant challenges for the public, private and 3rd sectors - how can we optimise impact based on the available resources? This needs doing different things, not just the same things differently. There can be too much focus on efficiency (let's save 10%) rather than effectiveness or stopping/changing what we do. Our founder Michael Kitts has been an accountant and financial manager for many years. His experience has shown that innovative strategies can lead to greater success.

Technology

Use of technology is again critical to success but technology alone, no matter at what cost or investment, will secure little, if anything, alone.

Our focus is not technology implementation - it's about its use in a way what will support outcomes and impact that matter. This requires data capture and integration, analysis, insights, and responses - for example, supporting preventative interventions and capturing outcomes and experience that will inform the success or otherwise of what's being done. This approach enables continuous improvement and adaptation in real-time.