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West, North and East Cumbria Success Regime Programme Management Office

Challenge

NECS lead on the establishment and mobilisation of a Project Management Office (PMO) which provided support to manage the Success Regime Programme through the stages of the programme - diagnostic, planning and decision making across West North East Cumbria Health and Care System.

The Health and Care System now known as ‘West, North East Cumbria’ was identified in June 2015 as one of the three areas to be included in the Success Regime, a national initiative to help the most challenged health and care economies.

The aim of the national programme was to provide increased support and direction to the most challenged systems. The problems in these health and care economies were deep-rooted, long-standing and spread across the whole system as opposed to individual organisations.

Local and national organisations may have worked hard for some time to improve services for patients and the public, but had not made the required progress. Transformation was required for national and local leaders to take a different, system-wide approach to those taken previously, none of which had effectively delivered the expected improvements for patients and the public. West, North and East Cumbria Success Regime Programme Management Office

Tasks

  • The team from NECS ensured that the scope of the project was clearly defined, understood and unambiguous
    We ensured that modelling to identify current and future state was agreed. This involved liaising with key stakeholders from all internal and external organisations including external consultants, finance, HR and performance
  • The project team worked closely with the Communications and Engagement Team to coordinate stakeholder communications and engagement effectively and align activities across the various work areas
  • We facilitated the development of high level programme plan and the collation of project and transition plans
  • All programme activity was coordinated to ensure key milestones and deadlines were achieved in line with governance processes
  • Dependencies between projects and programmes were identified and managed.
  • Threads and opportunities were identified and the true implications of the aggregate level of project risk were evaluated
  • Accurate configuration records of all programme deliverables were maintained and audits administered as appropriate
  • Future resource requirements were forecast
  • Benefits to be realised were forecast and tracked
  • Effective and sufficient management information was maintained in order to report up to the senior management team and programme board.
  • The Chair and Executives were advised on assurance and decision making processes
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The Success Regime has helped establish stronger integrated working across the system and supported the early development of Integrated Care Communities, which will see health and social care services working much more closely with General Practice to provide a more patient-centred service closer to home.

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Results

Outputs from the Programme included:

  • Clinical strategy development and response to CQC report (March 2016) that supported the development and submission of the STP (Oct 2017)
  • Pre-consultation business case (July 2016)
  • 3 months consultation (Sept – Dec 2016)
  • CCG decision making (March 2017)

There have been many successes associated with the project.

North Cumbria University Hospitals Trust (NCUH) is now out of special measures.

Cumbria Partnership NHS Foundation Trust (CPFT) has seen its children’s services rated as good.

Cumbria has the highest proportion of outstanding and good GP Practices in the north and the second highest in England.

Cumbria Health on Call (CHOC), the county’s out of hours GP service, has been rated as outstanding – the first in the country to receive this rating under new CQC inspection regime.

The Success Regime has helped establish stronger integrated working across the system and supported the early development of Integrated Care Communities, which will see health and social care services working much more closely with General Practice to provide a more patient-centred service closer to home.

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