Transcript 19th February 2014 - North Derbyshire CCG

Lunch & Learn – Session 2
PMO Development
19th February 2014
Lunch & Learn – Session 2
Aim: To develop the PMO processes with you.
Previously….on Lunch & Learn #1:
• Keep it Simple
• Keep it Proportionate
• Remove the Bureaucracy
Feedback
• “I really value the introduction of the PMO, I think it will help Programme Leads
manage and prioritise their work and help us to know what is expected and when”
Head Of Planned Care
Lunch & Learn – Session 2
By 2.00PM
Part 1
• overview of PMO
• The story so far
• What is a PMO
• Ideas to Projects – a high level process
Part 2 - flexible
• What do you need from a PMO?
• What does a PMO need from you?
Lunch & Learn – Session 2
What do you want from this Lunch & Learn?
(apart from cake)
PMO – was it good for you?
PMO – The Story so Far
1) NHS England – 2 Year Operational & 5 Year Strategic Plan from each CCG
• Programme Leads presented first draft Dec 2013
• Draft 5 Year plan Jan 2014
• Draft 2 Operational Plan Feb 2014
• Final Operational plan Apr 2014
• Final Strategic Plan Jun 2014
2) CCG recognise the need for structured planning, prioritising, monitoring and
reporting
5 Year Strategic Plan – NDCCG Plan on a Page
1
DERBYSHIRE SYSTEM VISION
Derbyshire health and social care economy is a system comprised of partners from Erewash, Hardwick, North and Southern CCGs, Derbyshire County Council and all Provider Trusts within the Derbyshire borders. Our
common vision focuses on achieving a seamless health and social care service; at an individual level we have adopted the vision from National Voices: ‘I can plan my care with people who work together to understand
me and my carer (s), allowing me control and bringing together services to achieve the outcomes important to me’.
North Derbyshire CCG supports this with their vision:
‘Work together across health, social care, housing, voluntary sector and with the public itself to enable people to retain independence supported by their local community. When publicly funded services are required they
will be responsive, safe, caring and provide a good experience of care still within the local community in the majority of cases. Where exceptionally people need to access more specialised services outside of their
community this will happen easily and they will be supported to return to their local community as quickly as possible’.
4
2
Strategic Aim One
Transform Primary Care
Delivered through the following improvement interventions:
the improvement intervention required to deliver the desired state
1. Description
Develop a GPof
Federation
2.
Address clinical variation through
RMMT
visitsvision
and thesection
wider medicines
outlined
in the
above management programme
3.
4.
5.
Ensure seamless 24/7 access to primary care
Introduce a shared clinical record across all primary care medical care providers
Implement Flo telehealth system
Strategic Aim Two
Develop integrated models of
care (with a focus on frail and
elderly, children’s and young
people and mental health
pathways)
1.
2.
3.
4.
5.
6.
7.
Develop integrated community services for the frail elderly
Develop an integrated behaviour pathway for children and young people
Introduce new commissioning arrangements for children’s continuing care
Review of children’s services mapping, cost and value to enable outcomes based commissioning
Develop primary care based dementia services
Implement RAID psychiatric liaison service
Transform the care pathway for patients with learning disabilities moving to a more integrated,
community based service
Strategic Aim Three
Redesign urgent and emergency
care
1.
2.
3.
Offer assessment, treatment and care in the community as an alternative to travel to hospital
Optimise emergency patient pathway flow through CRH – ED, CDU, EMU and wards
Improve discharge planning and post acute pathway
Strategic Aim Four
Improve the management of
long term conditions
1.
2.
3.
Review and recommission new integrated diabetes pathways for type 1 and 2 patients
Review the current model provision/services for patients with COPD
Develop the Hospice at Home model supporting patients to die at home.
Strategic Aim Five
Focus on prevention/
self management
1.
2.
Continue to work with Public Health on a range of measures related to prevention and early diagnosis
Review and adopt the recommendations (as appropriate) of the prevention review commissioned
from Public Health
1.
Commission a deep dive analysis on a number of elective care pathways commencing with
Neurological conditions and MSK
Analyse and benchmark CCG performance on a range of elective care metrics such as conversion
rates, day surgery rates and new to follow up ratios
Work with the Clinical Strategic Networks to identify specialised services which necessitate
concentration in centres of excellence
Strategic Aim Six
Review the productivity of
elective care
2.
3.
5


3
Overseen through the following governance arrangements:
Existing system wide structures:
o Adult Care Board
o Health and Well Being Board
o Joint Commissioning Co-ordinating Group
o 21st Century Transformation Programme Board
Internal governance structure support by Programme
Management Office
Measured using the following success criteria:
 The health and wellbeing of the North Derbyshire population will
be maximised
 Inequalities and unwarranted clinical variation will be reduced
 People will increasingly be enabled to retain their independence
with the support of their local community and through integrated
care teams provided in the community
 Services, when required, will be responsive, safe, caring and
provide a good experience of care
 All organisations within the health economy will meet their
financial targets year on year.
 No provider will be under enhanced regulatory scrutiny due to
performance concerns
Achievement of the improving outcomes ambitions will be used as
the key set of measures to determine whether the above criteria
have been met.
6
System values and principles
All services will be commissioned in accordance with the publically
consulted on system wide guiding principles for service change and
the CCG’s values:




Patient Focus
Integrity
Courage
Responsiveness
Why do we need a PMO?
•
•
•
•
•
•
•
Where do I get a decision on this project?
What information do I need to get this proposal considered?
Which meeting does my proposal need to go to?
Who should I report progress to? When? How? Why?
Who do I speak to, to change the scope of my project?
Is there any funding available for a new change project?
How does my project relate to other projects/programmes?
• The PMO will help to put in place the process to answer
these questions
Why do we need a PMO?
•
Operational: To ensure the CCG delivers its plan and fundamentally improves services for
patients.
•
Strategic/Transformational:
– the CCG will need to transform health services in North Derbyshire. This will only be
delivered if we have a clear roadmap of how to get there and ensure we deliver against
this.
– The CCG will also need to ensure sustainability of its providers or if sustainability is not
desirable drive the commissioning of alternative models.
Why do we need a PMO?
•
Financial:
– Comprehensive Spending Review – funding increases will not cover demand and inflation
in future years and the CCG will need to make some difficult decisions about where to
invest (and disinvest).
– QIPP is not delivering year to date – will be critical in future years to deliver financial
balance and maintain authorisation.
390,000
385,000
Year 2 Gap: £14.1m
380,000
375,000
Forecast Spend
370,000
Resources Available
365,000
Year 1 Gap: £9m
360,000
355,000
2013/14
2014/15
2015/16
PMO - People
• Jo Ross, Brian Nevin, Jo Gregory
• Amy Miles, Evelyn Koon
• Shofiq Rahman, Aaron Gillott
• GEM - Ian Rosser, Helen Short, Obrad Sudar
One to One / Meeting - Any time, by request
What is a PMO?
The PMO provides
Detailed
Plans
Risk
Management
Benefit
Tracking
Challenging
Progress
Programme
Management
Office
Programme support
• Programme/project development;
• sufficiently robust to provide best chance of
success during implementation;
• rigorously detailed to allow measurement and
to track progress;
• ensure appropriate tools, templates and
processes are used and followed;
• implemented within the planned time limit and
with the intended outcomes (i.e. milestones
and KPI’s are met);
• provide project managers with support, advice
and signposting to additional expertise for
their projects
Monitoring and Measurement function
Co-ordination, Review and Scrutiny of key
projects
What isn’t a PMO?
Detailed
Plans
A PMO is NOT a function that takes control
over the projects from Programme Leads
Risk
Management
Benefit
Tracking
Challenging
Progress
Programme
Management
Office
It oversees and monitors delivery, it doesn’t
do or deliver the projects themselves!
What are the benefits of our PMO?
The PMO will help you to:
•
•
•
•
•
•
Demonstrate that we are delivering tangible improvements in service/patient care and shout
about our successes!
Provide assurance to the Governing Body that implementation of our plans is progressing and
delivering the intended benefits.
Identify what work/projects are priority and focus resource accordingly
Enable any barriers to progress/issues to be resolved quickly
Facilitate more effective and quicker decision making.
Develop excellent project management capabilities that will ensure we are an effective and
slick organisation.
DRAFT PMO Governance Structure
Governing Body
Gov. Body Assurance
Committee
Planning Delivery
Group
Purpose:
Oversees/monitors and
ensures delivery of the
CCG Plan
Clinically led Programme
Groups, i.e.:
•
•
•
•
•
•
•
Urgent Care Working Group
Integrated Care project group
Primary care
Children, maternity and young
people
Long Term Conditions/Planned
Care groups
Mental Health and LD
Medicines Management
PMO SUPPORT:
Provides assurance in the form of a monthly
highlight report including exceptional progress
and exceptions they can assist to progress
• Identifies key decisions to be made
• Highlights issues that the Group can assist in
resolving
• Coordinates the agenda and produces highlight
report (by exception).
• Assist in expediting/unblocking barriers to
progress
• Project resource is deployed where required to
bring projects back on track
• Works with programme leads to ensure all
project documentation is in place
• Status reports are provided monthly
PMO Structure
Notes:
• Clinically led programmes will continue to
report via their existing governance
processes. Links into PMO therefore
shown as a dotted line here.
• Multi-stakeholder/disciplinary groups will
be supported by an Executive Sponsor,
Clinical and Programme Manager. They
provide the top-level vision and support to
the Programme Manager to drive the
change by:
•
advocating the case for change to
strategic stakeholders,
•
enabling delivery of the programme
plan,
•
assisting resolution of major issues,
•
encouraging progress, and
•
ultimately ensuring delivery of
benefits.
Authorization of Projects - 1
Process for Development & Implementation of Change Projects
NO
ACTION
RESPONSIBILITIES
TIMELINE
Identify Need
Locality / Programme
Week 1
Generate & prioritize ideas
Locality / Programme
Week 2
Draft project Proposal and
identify priority level
Locality / Programme / PMO
Week 2
Submit To Authorising Group*
Locality / Programme / PMO
Week 2
Prioiritization Reviewed and
Agreed
Authorising Group*
Week 3
Decision to proceed
Authorising Group*
Week 3
YES
Authorization of Projects - 2
Process for Development & Implementation of Change Projects - page 2
NO
ACTION
RESPONSIBILITIES
TIMELINE
Refine project Proposal into
Project Planning Document
Locality / Programme / PMO
Week 4-7
Submit to Authorising Group*
Locality / Programme / PMO
Week 8
Decision to Proceed
Authorising Group*
Week 8
YES
Implementation
Locality / Programme / PMO
project performance and
outcome monitoring
PMO
Project Proposal
• Purpose: justify the release of resources to
work up this proposal into a project
Project Planning Document
• Purpose: set out how and when the project’s
aims and objectives are to be achieved. It
will define the approach to be used by the
Project team and provides details of the
execution, management and control of the
project to include costs, milestones, activities
and resources
End of Part One
What does it mean for your role/team?
What sort of work underway/planned in your
team will be affected by the PMO process?
minimum information 1
1. What issue is my project addressing?
2. What is the project setting out to do?
3. What is the plan to get there - 5/6 milestones?
4. How will I measure success – quality/activity?
5. What resources will I need – people / finance?
minimum information 2
6. How will I manage and govern the project?
7. What issues am I aware of?
8. What are the most significant 5-10 risks to the project?
9. Is our success dependant on anything else (and if so,
what)?
Lunch & Learn – Session 2
Next Steps:
Programme Leads - Answer the 9 questions by
Feb 28th
Produce a Project Planning Document by March
31st
Lunch & Learn – Session 2
Next Lunch & Learns
Tuesday 4th March
Back to Basics:
For staff looking to refresh your project management skills
Wednesday 12th March
Crunchy Numbers:
Measuring the success of your project is critical in ‘knowing how you
are doing’. This session will help you in developing outcomes and
how to measure impact
Wednesday 19th March
The Future
Understanding the PMO reporting cycle
Last Chance Saloon:
Open space for questions, specific project support and development
Wednesday 26th March
TBC
A Basic Introduction to PMO – for anyone to attend
Lunch & Learn – Session 2
Thank you
Please Evaluate now
Alternative options
North Derbyshire CCG - Project Proposal Prioritisation Tool
1. Does the Proposal contribute to the CCG’s vision and aims OR is it nationally mandated?
2. Is there good evidence supporting the reason for the change? 1
3. Can the impact of the change be measured?
NO
DO NOT PROCEED
YES
Will it deliver savings?
Will the proposal cost money?
Is the proposal cost neutral?
Rate of
Return
now
Rate of
return
< 2 years
Rate of
return
> 2 years
Rate of
return
now
Rate of
return
< 2 years
Rate of
Return
> 2 years
High
priority
High
priority
Medium
priority
High
priority
Medium
priority
Low
priority
Cost
< 100k
Cost
100k >
< 500k
Medium
priority
Low
priority
Cost
> 500k
Low priority
Procurement
route via F&R
Consider the following questions and answer yes or no
1. Does the proposal have an impact on health inequalities
2. Will the proposal improve health outcomes
BOTH YES
Increase priority level by one
ONE YES
Maintain original priority
level
N0 YES
Reduce priority level by one
Notes 1. Use Atlas of Variation or equivalent
PMO Reporting Cycle
Day 3
Programme Leads submit Highlight report – summarising project and
programme progress to the end of the calendar month
Day 5
Day 10
CCG Programme Pack collated
Month End Finance & Activity available - TBC
Day 11
Finance & Activity information added to Highlight Report
2nd
Tuesday?
Pack submitted to Planning Delivery Group (2nd SMT of the month) for
confirmation
PDG Progress report created
NB – if PDG meeting is before the Finance/Activity info is available, then the
info is added after the PDG
3rd
Monday?
PDG Progress report submitted to ?FRC equivalent - TBC?
(3rd week of the month)
NB – papers for this may need to be submitted 1 week before