using a business pmo to improve uk healthcare delivery
DESCRIPTION
Part of the UK's National Health Service, NHS Lincolnshire is responsible for facilitating healthcare access for a population of over 730,000 people. ln the economic downturn, the NHS faces significant budget constraints while demand for healthcare services continues to grow at the unrelenting pace of 6-7% per year. View this excerpt from a webcast with Gary James, Director of Informatics at NHS Lincolnshire. Gary reviews how his organisation established a Programme Management Office (PMO) to manage the business change required to maintain & even improve the quality of healthcare delivery while simultaneously cutting costs. Gary is joined by Kevin Corry, Management Consultant at Mott MacDonald, who has been supporting the NHS Lincolnshire in defining and implementing the PMO. View the slidesdv to learn how the PMO is helping NHS Lincolnshire: -Increase governance of its £1.2 billion portfolio in annual contract allotments -Ensure consistency across inter-departmental service improvement initiatives -Report progress against the strategic targets of the National Health Service -Use PowerSteering Software to enable programme planning, management & reportingTRANSCRIPT
Using a Business PMO to Improve UK Healthcare Delivery
Presenters:
Gary James, Director of Informatics, NHS Lincolnshire
Kevin Corry, Health and Social Care, Mott MacDonald
Welcome! Thank you for joining us.Want to see the full presentation?
Or Contact UsPowerSteering Softwarewww.powersteeringsoftware.com1-866-390-9088
Company Overview
The leader in Business PPM software for driving results in PMOs and strategic programs.
Unmatched flexibility & ease-of-use encourages user adoption.
Deploys quickly & requires no IT resources to configure or support.
Offices in London & Cambridge, MA.
Defence
Over 140 global customers, including:
Using a Business PMO toImprove UK Healthcare Delivery
Gary James – Director of Informatics, NHS Lincolnshire
Kevin Corry – Health and Social Care, Mott MacDonald
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Agenda
• Introduction to NHS Lincolnshire and our PMO project• Current NHS Lincolnshire position
– Dashboards currently in use
• Our journey– Scoping the PMO– Implementation challenges and benefits– Key messages
• Now and the future– Positioning for the new NHS– The potential for PMO and PowerSteering
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NHS Lincolnshire
• A commissioner of healthcare in England (Primary Care Trust, PCT)
• County of Lincolnshire population 750,000
• Budget £1.2 Billion ($1.9 Billion)
• Publicly funded National Health Service (NHS)
• NHS budget £104 Billion
• NHS productivity target £20 Billion over 4 years (QIPP)
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QIPP
• Long term conditions
• Urgent and emergency care
• Safe care
• End of life care
• Medicines use and procurement
• Productive care
• Procurement
• Back office efficiency
• Clinical support rationalisation
• Shared decision making
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QIPP = Quality, Innovation, Productivity, Prevention
National work streams:
PMO Project Objectives
• Improve the visibility of projects and investments
• Increase the grip and delivery of projects and programmes
• Assign a logical hierarchy of projects and programmes
• Support good project management practice
• Improve cross organisational delivery
• Increase the assurance of benefits delivery
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3 categories of investments
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Service Improvements
• All initiatives to achieve service improvements, including LOP, QIPP, etc
Contracted Services
• All services contracted by the PCT, however paid for
Corporate
• All other PCT investments including capital, lease, HR, etc
Investments within these categories will have one or more ‘life cycles’ applied, representing the stages the investmentshould proceed through
1 2 3
Step1
Step2
Step3Step4
Step5
Step1
Step2
Step3Step4
Step5
Step1
Step2
Step3Step4
Step5
• Project & programme management
• Managing return on investment
• Managing portfolios
Three PMO functions
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What worked well?
• Business alignment
• Rapid achievement of visibility through dashboards and portals
• Smooth technology deployment
• Establishment of PMO board
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What benefits have we realised so far?
• Achieved visibility of our service redesign portfolio
• Executive dashboards with drill through in place
• Reviewed and standardised business processes
• Greater scrutiny and grip on project investments
• More robust and informed investment/disinvestment discussions
• Improved ‘corporate memory’ and continuity management
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Would You Like to Know More?Gary James, Director of Informatics, NHS [email protected]
Kevin Corry, Management Consultant, Mott MacDonald
PowerSteering Software
+ 44 (0) 20 3372 5120 (UK)
+1 866 390 9088 (US)
www.powersteeringsoftware.com
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View the full presentation
Or Contact UsPowerSteering Softwarewww.powersteeringsoftware.com1-866-390-9088