PAPER L
WEST LEICESTERSHIRE CLINICAL COMMISSIONING GROUP
BOARD MEETING
11 August 2015
Title of the report:
PMO Operational Plan Delivery Update
Section:
Report by:
Delivery
Sandeep Chohan - PMO Project Support Officer
Adrian Ashe – Head of Programme Management Office
Presented by:
Ket Chudasama – Assistant Director Corporate Affairs
Report supports the following West Leicestershire CCG’s goal(s) 2012 – 2015:
 Improve the quality of health-care 
Improve health outcomes
services

Use our resources wisely
Equality Act 2010 – positive general duties:
1. The CCG is committed to fulfil its obligations under the Equality Act 2010, and to
ensure services commissioned by the CCG are non-discriminatory on the
grounds of any protected characteristics.
2. The CCG will work with providers, service users and communities of interest to
ensure if any issues relating to equality of service within this report are identified
and addressed.
Additional Paper details:
Please state relevant Constitution Governing Body functions:
provision
•Section 5.2.4: Act with a view to securing
continuing improvement to the quality of services
•Section 6.6.1(f): Monitoring Performance Against
Plan
Please state relevant Scheme of N/A
Reservation and Delegation provision
(SORD)
Please state relevant Financial Scheme N/A
of Delegation provision
Please state reason why this paper is Update from the Planning and Delivery Subbeing presented to the WLCCG Board
Group Meeting
Discussed by
Planning and Delivery Sub-Group Meeting 28
July 2015
Alignment with other strategies
2015/16 WLCCG Operational Plan
Environmental Implications
N/A
Has this paper been discussed with N/A
members of the public and other
stakeholders? If so, please provide
details
EXECUTIVE SUMMARY:
1. The paper reports of the PMO work currently underway to work with the Programmes
and finalise their project plans that underpin the WLCCG Operational Plan
Programmes for 2015/16.
2. The paper also reviews some of the key corporate risks in relation to delivery of the
Operational Plan, with proposed actions to mitigate the high risks.
3. The paper outlines the key activities to take place over the next month, which will be:
a. The PMO to confirm the project plans for the remaining 5 Programmes in the
Operational Plan
b. Present on QIPP reporting in 2015/16
c. Report on project performance
RECOMMENDATION:
The Board is requested to:
RECEIVE
the PMO update on the Operational Plan Programmes
AGREE
the next steps
2
WEST LEICESTERSHIRE CLINICAL COMMISSIONING GROUP
BOARD MEETING
11 August 2015
PMO Update – Delivery of the 2015/16 Operational Plan
INTRODUCTION
1. The purpose of this paper is to provide an update on the production of project plans
that underpin the WLCCG Operational Plan Programmes.
2. The paper also highlights key PMO risks and proposed mitigating actions.
3. The appendices accompanying this paper are Appendix 1: WLCCG 2015/16 QIPP
showing the target sources of QIPP:
i.
ii.
iii.
iv.
Better Care Fund
WLCCG
Better Care Together
Various Other
- £1.86million (22%)
- £1.71million (20%)
- £1.51million (18%)
- £3.43million (40%)
BACKGROUND
HIGH-LEVEL PROGRAMME PERFORMANCE (PMO DASHBOARD)
4. The PMO has completed the 1-to-1 meetings with all the Programme Leads and
project managers in the CCG to ensure that the documentation to be used in 2015/16
in uniform across all teams (Table 1).
The PMO has received some complete Programme/Project Plans, a couple are
awaiting approval by Programme Boards, and the rest are in progress. (The 8th
Programme, High Quality, Great Value does not report through the Planning and
Delivery Sub-Group).
A meeting was scheduled for the PMO will work with Finance to produce a QIPP
reporting format for the CCG in view of the different approach to the contracts signed
this year, and this will be complete for the July P&D Sub-group Meeting.
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Table 1: PMO schedule of meetings with Programme / Project Managers
#
1
2
3
4
5
6
7
8
Roles
Lead
Excellent Primary Medical Care
Senior Responsible Clinician
Dr Chris Barlow
Angela Bright
Senior Responsible Officer
Ian Potter
Programme Lead
Gill Stead
Project Manager: Prescribing
Community Urgent Care (Step Up)
Dr Nick Willmott
Senior Responsible Clinician
Senior Responsible Officer
Caron Williams
Donna Brewer
Programme Lead
Integrate Discharge And Reablement (Step Down)
Senior Responsible Clinician
Dr Chris Trzcinski
Caron Williams
Senior Responsible Officer
Donna Brewer
Programme Lead
Complex Long Term Conditions
Dr Darren Jackson
Senior Responsible Clinician
Senior Responsible Officer
Angela Bright
Programme Lead
Cathrina-Tierney-Reed
Project leads
CVD
Arlene Nevile
Respiratory
Jake Cooke
7 Day Working
Wendy Pearson
Jennie Caukwell
EOL
Cancer
Jennie Caukwell
Parity of Esteem
Senior Responsible Clinician
Dr Peter Cannon
Jim Bosworth
Senior Responsible Officer
Mark Whitmore
Programme Lead
Planned Care
Senior Responsible Clinician
Dr Geoff Hanlon
Senior Responsible Officer
Spencer Gay
Gill Killbery
Programme Lead
Empowering Patients
Senior Responsible Clinician
Prof. Mayur Lakhani
Senior Responsible Officer
Ket Chudasama
Programme Lead
Sue Venables
High Quality And Great Value
Senior Responsible Clinician
Dr Chris Trzinski
Senior Responsible Officer
Caroline Trevithick
Programme Lead
Pat Ford
Date Seen
20.05.15
20.05.16
10.06.15
10.06.15
09.06.15
13.05.15
18.05.15
22.05.15
20.05.16
20.05.16
13.05.15
20.05.15
15.05.15
22.05.15
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Table 2: State of Programme / Project Plans for 2015/16
Programme/Project Plan Submission
Status
Programme
Excellent Primary Medical Care
Project
Complete
Draft Being
Reviewed by
Programme
Boards
In P r ogr ess
Excellent Primary
Medical Care
Prescribing
Community Urgent Care Response
Integrate Discharge and Reablement
Complex and Multiple Long-Term
Conditions
CVD
Cancer
Respiratory
End of Life
Parity of Esteem
Planned Care
Empowering Our Patients
Further exploratory discussions have taken place with Finance and the Out Of Hospital
Lead regarding a centralised business case repository to follow projects, and also so
that we quantity investment/resources against benefits accrued and ensure business
cases capture all this information at the start.
In addition, a potential gap was identified when a project mandate is initiated in-year,
and PMO will work to provide standardised documentation for the CCG to cover this
area.
5. PROGRAMME ACHIEVEMENTS
Cancer
Cancer national screening programme resources and learning disability videos were
promoted by the comms and engagement team during National Nurse Awareness day
on the 12th May
A 2 week wait patient communication hand out for patients being referred to UHL was
produced by the Cancer Board and a copy of this has been shared with practices in
the CCG
Anticoagulation
• In March 2014, we had 6,156 patients diagnosed with AF.
In March 2015, we diagnosed a further 345 (1.67% to 1.73%) with AF
• In March 2014, we had 2,593 AF patients on the register
In March 2015, we reached 2,771 patients on the AF register.
This was an increase of 170 patients (42% > 43%)
• Using NICE guidelines, this has meant that in March 2015, we prevented 77
strokes and 25 deaths.
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6. The PMO is in the process of reviewing project plans to identify any crossdependencies and as plans are still being submitted, and there may be changes in
reporting over the next month or so, we therefore we have not produced a key
programme headlines report. as the project plans for 2015/16 are still under
development with some nearing completion and others requiring further consultations
with stakeholders.
QIPP and INVESTMENTS (SAVE AND SPEND)
7. There have been no issues raised with data feeds from Arden&GEM, and the
dashboard reports are proving extremely useful and timely to project managers.
RISKS IDENTIFIED THROUGH THE PMO PROCESS
8. There was no change to the risks identified from last month (the QIPP risk has been
updated, but remains at a score of 4). The table below lists the updated key corporate
risks to delivery of the Operational Plan identified through the Programme Leads and
by the PMO.
N
o
1
2
3
Risk Description
Failure to deliver
programmes due
to lack of staff
capacity due to
the number of
project per
programme and
time
commitments on
other areas e.g.
BCF / BCT etc.
Ensuring effective
delivery of key
IM&T projects
that impact upon
Operation Plan
programmes
RTT delivery is
heavily
dependent on
continued
delivery of UHL
action plan.
Slippage in this
plan will impact
on the CCG’s
Actions
• AD Strategy & Planning exploring
options to secure interim 8a
resource - unlikely to secure
appropriate resource
• Band 6 position recruited.
• Current staff resource re-prioritised
to form Out of Hospital Programme
• Head of Delivery and AD Corporate
Affairs met to review existing
structures / governance
arrangements for IM&T and IG.
• Request routine update reports from
IM&T Project leads to P&D
• Monitor delivery against UHL plan
• Monitor delivery against LLR
Planned Care QIPP Plan
• CCG internal Delivery group to
continue to progress West CCG
actions
Scor
e
Chang
e
6
(3x2)
8
(4x2)
15
(5x3)
6
achievement
4
Failure to deliver
planned levels of
QIPP savings
• Individual workstream leads to
provide QIPP monitoring, to be
compared with CCG wide impact
calculated by GEM CSU
• Process to be enacted to share
QIPP delivery with UHL through
contract performance meetings
• Establish key activities required to
deliver additional QIPP projects in
year
• Dashboard improvements requested
to assist with QIPP assessment
• QIPP for 15/16 being developed at
CCG and BCT level
4
(1x4)
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PROPOSAL TO MITIGATE / ADDRESS KEY RISKS
9. As a result of the key risks presented in this report and specific discussions with
Programmes, P&D are requested to consider and approve the following proposals:
a) That all Programmes with QIPP areas continue to work with Finance and the PMO
to improve reporting and performance metrics.
NEXT STEPS
10. In addition to the monthly PMO process, the following key actions will be addressed
before the next meeting:
i.
ii.
iii.
The PMO to confirm the project plans for the remaining 5 Programmes in the
Operational Plan
Present on QIPP reporting in 2015/16
Report on project performance
RECOMMENDATION:
The West Leicestershire Clinical Commissioning Group is requested to:
RECEIVE
the PMO update on the Operational Plan Programmes and QIPP
AGREE
the next steps
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