Following 1:1 engagements with directorate staff, the programme was launched via an opportunity search workshop which engaged the clinical and managerial team in identifying the priorities that were most important to them. Once clinical leads were nominated to progress each priority, we supported and coached these leads over a number of months to shape and initiate their projects with their project teams. Alongside this, we worked with the Senior Management Team and the directorate’s internal programme management resource to develop and support a pragmatic approach to programme and project management that could be sustained long term as a vehicle to deliver change within the directorate. This included setting up a directorate Programme Management Office (PMO) and the associated programme governance as well as engaging clinical leads to embed the programme approach. We also helped the directorate to identify measurable benefits for the programme and to link this to delivery of the their financial plan.
We supported the directorate to successfully plan, structure and implement an improvement programme, linked to delivery of their savings plan totalling £2.9M . A programme approach was embedded that provided assurance to the directorate Senior Management team and enabled them to have full visibility of progress against the key milestones and measures across all of the change projects being progressed within the directorate. This allowed them to manage delivery on an ongoing basis and in turn this provided assurance to the trust Executive that the directorate was taking the appropriate steps to turn around their financial performance . In addition to this, each project had an engaged clinical lead who was confident in running effective project meetings and using project documentation and reports to manage and report on their progress.