Our client, one of the largest Primary Care NHS Trusts (PCT) in England, required an interim Strategy Implementation Manager to be responsible for the co-ordinated development and implementation of a portfolio within strategic commissioning and to ensure that individual programmes were delivered in line with agreed strategic direction, outcomes, financial baselines and performance targets.
The client required an individual to ensure an energetic and proactive approach to commissioning that delivered improved quality services for patients across the county along with comprehensive engagement with Practice Based Commissioning (PBC), clinical professionals and the public.
Our consultant assumed direct responsibility for the development and commissioning of a range of work programmes and planning frameworks for an agreed portfolio and related work streams at both county and local level, in order to ensure effective co-ordination with the local health and social care planning process. We also led the implementation of relevant National Service Frameworks and provided expertise in translating national and regional policy initiatives into local action.
Extensive work was carried out across the county with PCT colleagues, PBC localities and partners in other organisations (including senior management and clinical professionals), to ensure a collaborative approach to the strategic planning, development and commissioning of services.
Complex and sensitive service change information was presented to multi agency stakeholders, taking account of their views in order to influence the future delivery of services.
Our role included the representation of the PCT in agreed areas of responsibility in a health and multi agency context at area, county and Strategic Health Authority level.
Mechanisms developed to facilitate the involvement of patients and the public in the development and monitoring of services. Priorities for development of new programmes of work were identified by the undertaking of baseline assessments, whilst playing a leading role in developing integrated care pathways, facilitating innovation and modernisation in prevention, treatment and care.
Clinical service strategies were led and developed through effective establishment and management of programme boards and project groups which in turn contributed significantly to the £50million PCT cost reduction target.