29th April 2014 - North Derbyshire CCG

Report
Lunch & Learn – Session 12
A Basic Introduction to the
Programme Management
Office
29th May 2014
Lunch & Learn – Session 12
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
Lunch & Learn – Session 12
By 1.45PM
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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
Lunch & Learn – Session 12
What do you want from this Lunch & Learn?
Lunch & Learn – Session 12
PMO – was it good for you?
What is P.M.O.?
PMO – Programme Management Office
A support function of the CCG involving:
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Monitoring and Measurement
Co-ordination
Development & Support
Review
Scrutiny
Lunch & Learn – Session 12
Projects & Programmes
Lunch & Learn – Session 12
Projects & the PMO (Programme Management
Office)
1 PMO
6
programmes
20-30
projects
PMO
Programme
1
Project 1
Project 2
Programme
2
Project 3
Lunch & Learn – Session 12
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.
P2
else already
doing this?
P3
2
0
1
5
How much
did we
P12
save?
PROGRAMME 2
PROGRAMME 3
What
happens
P9
if…?
P4
P
8
P5How are we
doing?
P6
P10
P
7
How do I
know this is
delivering?
Did this
project
Can I start a
deliver the
P11
new
quality?
project?
P14
P16
P15
P13
Provider
project
2
0
1
4
PROGRAMME 1
Are we on
track?
Should I
P1
stop this
project?
Is anyone
P12
Lunch & Learn – Session 12
Why, O Why?
Lunch & Learn – Session 12
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
Detailed
Plans
Risk
Management
Benefit
Tracking
Challenging
Progress
Programme
Management
Office
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
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
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!
PMO Governance Structure
Governing Body
Gov. Body Assurance
Committee
Plan Delivery Group
Purpose:
Oversees/monitors and
ensures delivery of the
CCG Plan
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).
Clinically led Programme
Groups, i.e.:
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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
• 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
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
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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:
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Patient Focus
Integrity
Courage
Responsiveness
Why do we need a PMO?
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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?
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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
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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?
Lunch & Learn – Session 12
Thank you
Please Evaluate now
(or you will not be allowed to leave the room)

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