Lunch & Learn – Session 12 A Basic Introduction to the Programme Management Office

Lunch & Learn – Session 12

A Basic Introduction to the Programme Management Office

29th May 2014


Aim: To introduce the Programme Management Office (PMO)

Previously….on Lunch & Learn #1, 2, 4 & 5:

• 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


By 1.45PM

• What do you want from this session?• What is a PMO?• The story so far• Who’s in the PMO?• What will the PMO be doing. And how?• How can PMO help you? / How can you help PMO?• Evaluate


What do you want from this Lunch & Learn?


PMO – was it good for you?

What is P.M.O.?

PMO – Programme Management Office

A support function of the CCG involving:

• Monitoring and Measurement• Co-ordination• Development & Support• Review • Scrutiny


Projects & Programmes

Portfolio

Programme

Project


Projects & the PMO (Programme Management Office)

20-30 projects

6 programmes

1 PMO PMO

Programme 1

Project 1 Project 2

Programme 2

Project 3


Examples

Programme: PLANNED CARE/LONG TERM CONDITIONS

Project: Chronic Obstructive Pulmonary Disease – commissioning of additional provision of Pulmonary Rehabilitation (PR) programmes for patients with Chronic Obstructive Pulmonary Disease (COPD)

Programme: Children’s Commissioning

Project: Behaviour Pathway– To develop a new pathway for children and young people to re-design the system around C&YP early help and emotional well being.

PROGRAMME 1 PROGRAMME 3PROGRAMME 2

P1

P11

P2 P10

P9

P7

P4

P5

P6

P8

P3

2014

2015

P13

P12 P14

P15

P16

P12

Provider project

How much did we save?

Are we on track?

Did this project

deliver the quality?

How are we doing?

What happens

if…?

How do I know this is delivering?

Can I start a new

project?

Should I stop this project? Is anyone

else already doing this?


Why, O Why?


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 removal of barriers and 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.

What doe a PMO do?

The PMO provides

Programme support enabling• Programme/project development;• Plans to be sufficiently robust to provide best

chance of success during implementation;• rigorous detailed to allow measurement and

to track progress;• appropriate tools, templates and processes

are used and followed;• Projects/programmes to be implemented

within the planned time limit and with the intended outcomes (i.e. milestones and KPI’s are met);

• Provision of 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

Ch

alleng

ing

P

rog

ress

Detailed Plans

Risk Management

Contingency

Planning

Stakeholder

Reporting R

igorous

Reporting

Process

Benefit Tracking

ProgrammeManagement

Office

New

Pla

n

Dev

elop

men

t

What isn’t a PMO?

A PMO is NOT:

a function that takes control over the projects from Programme Leads

A separate unit from the rest of the organisation with a different focus and

mandate

It oversees and monitors delivery, it doesn’t do or deliver the projects themselves!

Ch

alleng

ing

P

rog

ress

Detailed Plans

Risk Management

Contingency

Planning

Stakeholder

Reporting R

igorous

Reporting

Process

Benefit Tracking

ProgrammeManagement

Office

New

Pla

n

Dev

elop

men

t

PMO Governance Structure

Governing Body

Gov. Body Assurance Committee

Plan Delivery GroupPurpose:

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

Why do we need a PMO?

1) NHS England – 2 Year Operational & 5 Year Strategic Plan from each CCG

2) CCG recognise the need for structured planning, prioritising, monitoring and reporting

3) The financial imperative

5 Year Strategic Plan – NDCCG Plan on a Page

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.

Strategic Aim One Transform Primary Care

Strategic Aim Two Develop integrated models of care (with a focus on frail and elderly, children’s and young

people and mental health pathways)

Strategic Aim Three

Redesign urgent and emergency care

Strategic Aim Four Improve the management of

long term conditions

Strategic Aim Five Focus on prevention/

self management

Strategic Aim Six Review the productivity of

elective care

1. Develop a GP Federation 2. Address clinical variation through RMMT visits and the wider medicines management programme 3. Ensure seamless 24/7 access to primary care 4. Introduce a shared clinical record across all primary care medical care providers 5. Implement Flo telehealth system

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

2

3

5

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

6

Delivered through the following improvement interventions:

Description of the improvement intervention required to deliver the desired state outlined in the vision section above

4

1. Develop integrated community services for the frail elderly 2. Develop an integrated behaviour pathway for children and young people 3. Introduce new commissioning arrangements for children’s continuing care 4. Review of children’s services mapping, cost and value to enable outcomes based commissioning 5. Develop primary care based dementia services 6. Implement RAID psychiatric liaison service 7. Transform the care pathway for patients with learning disabilities moving to a more integrated,

community based service

1. Offer assessment, treatment and care in the community as an alternative to travel to hospital 2. Optimise emergency patient pathway flow through CRH – ED, CDU, EMU and wards 3. Improve discharge planning and post acute pathway

1. Review and recommission new integrated diabetes pathways for type 1 and 2 patients 2. Review the current model provision/services for patients with COPD 3. Develop the Hospice at Home model supporting patients to die at home.

1. Continue to work with Public Health on a range of measures related to prevention and early diagnosis 2. 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

2. 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

3. Work with the Clinical Strategic Networks to identify specialised services which necessitate concentration in centres of excellence

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’.

1


• 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


• 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.

2013/14 2014/15 2015/16355,000

360,000

365,000

370,000

375,000

380,000

385,000

390,000

Forecast SpendResources Available

Year 2 Gap: £14.1m

Year 1 Gap: £9m

PMO - People

• Jo Ross – Head of Strategic Planning and Performance• Brian Nevin – Commissioning Manager• Jo Gregory – Project Support Officer• Amy Miles – Performance Manager / Senior Data Analyst• Evelyn Koon - Performance and Data Analyst

• Pam Purdue - Head of Patient Experience• Laura Joy - Head of Clinical Quality and Deputy CNO• Aaron Gillott – Head of Finance

How will the PMO help me?

• Development & Support – People, Process, Projects / Programmes

• Monitoring and Measurement – Reporting, Status of projects / programmes, Risks & Issues, Financial, quality, activity information

• Co-ordination - Plan Delivery Group – 6 programmes, New Ideas -> projects, Linking with Quality, Finance, Engagement, GEM

• Review - Monthly review, Transformation / MRET / Better Care

• Scrutiny - Plan Delivery Group, Governing Body Assurance Committee, Governing Body

How will you help the PMO?

• Feedback

• Awareness

• Challenge

• Embed the process

Revisit the aims of the day

Have you got out of today what you wanted?


Thank you

Please Evaluate now

(or you will not be allowed to leave the room)

Lunch & Learn – Session 12 A Basic Introduction to the Programme Management Office

Documents