Supporting Programme Management

2nd December 2022

How we are supporting management of health and care transformation programmes

Effective programme and project management is key to successful delivery of transformational change to provide better care for patients. Whether it’s a whole system transformation agenda, a portfolio of clinical redesign projects, or non-clinical initiatives, an organised and effective programme and project management approach is essential in ensuring organisations deliver on time, on budget and, most importantly, with the desired outcomes.

Specialist programme and project management support helps organisations to achieve their strategic goals, increase the success of projects through better management of interdependencies, more effective management of resources and better management of risks and issues. Put simply, health and care organisations that organise their projects as programmes and employ robust programme management methodology are more likely to see their desired outcomes.

Our approach to programme and project management is based upon recognised methodologies such as MSP® (Managing Successful Programmes) and PRINCE2®. Built into our programme and project management approach are:

  • A standardised mobilisation process ensuring that programmes and projects mobilise quickly and effectively.
  • Monitoring and quality assurance processes to ensure programmes and projects remain on track for delivery against milestones and meet our client’s requirements.
  • Standardised close-out process to confirm that all deliverables have been handed over to the client, and that feedback on the work has been received and acted upon.

The NHS Transformation Unit has significant experience of partnering with health and care organisations to provide programme and project management support on change programmes of all manner of sizes and complexity. We have highly qualified and experienced project and programme consultants who have worked with national programmes, integrated care systems, places and providers. Examples of how we have applied this support across a range of programmes include:

The national Active Hospitals (AH) programme on behalf of the Office for Health Improvement & Disparities (OHID)

The TU were commissioned by OHID as the Leadership Provider for Active Hospitals in Phase Two of the programme, to explore new models of delivery and work with the four pilot sites and OHID over a two-year period, to develop the programme and implement an AH approach. In addition to meeting the primary programme aims, the TU also produced a resource library on the FutureNHS platform, a Community of Practice with membership from 24 Acute Trusts and a sustainability plan for the programme.

Cheshire & Merseyside ICB Transformation Programme

We have been providing system-level programme leadership and support to the ICS since 2019, which has ranged from a stock take of the Acute Sustainability Programme to supporting the establishment of new ICS arrangements to providing central PMO support to the ICS Transformation Programme.

We are also providing programme management to the Cheshire & Merseyside Diagnostics Programme, supporting the establishment of a central team, governance arrangements and five-year strategy across all diagnostic areas.

Single Service Model for Complex Gynaecological Cancer in Greater Manchester

We delivered a service specification for specialist gynaecological cancer services which was agreed by the GM Joint Commissioning Board. We went on to implement this specification including rolling out a new MDT model and digital solution. We also completed a review of local gynaecological cancer diagnostic units which accounted for the interface between benign and cancer services.

Establishment of Programme Management Office for a large primary care provider

Primary Care 24 (PC24) is a social enterprise that provides urgent and primary care services across Merseyside and Warrington. Having initially supported development of a transformation strategy we supported PC24 to establish a programme management office (PMO) function and to recruit to this team. We helped to design the programme and the projects within the programme, ensuring we sought to capture and track likely benefits from the outset. We set up all the required programme and project documentation, worked with in-house teams to create realistic project plans and in some cases supported the development of internal and external business cases to secure funds for implementation. As the newly recruited team were onboarded, we undertook a process of knowledge and skills transfer so that we could successfully handover all responsibilities for programme and project management.

How we can help you

If you have a transformation programme and you’d like to discuss how we can help, please get in contact. As part of Midlands & Lancashire Commissioning Support Unit we have access to great range of expertise whether that be strategic planning, business cases, clinical redesign or complex programme management.