1. PHSI PMO FORUM #PMOForum
Hospital Group programme – Introduction and progress to date
Carole Broadbank
National Portfolio Lead for HG with PHSI
31st January 2018

2. About me….
30 years in Healthcare, Nursing, Operational management, Senior leadership roles in both Public and private providers, NHS and HSE
Led projects in the development of models of care in both scheduled and unscheduled care including Frailty, Ambulatory care and Diagnostic imaging
Responsible for programmes of organisational change
Developed Organisational strategy for Quality
11 of the new posts are not filled yet but are on the way. In CHO it’s 6 unfilled posts locally and 1 nationally. In HG it’s 3 unfilled posts locally and 1 nationally. Breakdown is 37 local and 26 national in post.

3. About the role… Lead for the HG portfolio and the HG PMO team
Working with NDAHDs team Supporting development of the Operating model for the HG’s
Supporting local HG PMO teams in design and implementing both national and local projects
Working with other PMO teams to embed integration to support operational colleagues to deliver change
11 of the new posts are not filled yet but are on the way. In CHO it’s 6 unfilled posts locally and 1 nationally. In HG it’s 3 unfilled posts locally and 1 nationally. Breakdown is 37 local and 26 national in post.

4. HG operating model -What does this mean and why is it important?
There are huge opportunities for change!
HGs are in place and designing their strategic plans based on national policy e.g. Sláinte care
In developing an operating model together we can ensure that we ‘design in’ the best possible aspects of care delivery that can be applied across the country
11 of the new posts are not filled yet but are on the way. In CHO it’s 6 unfilled posts locally and 1 nationally. In HG it’s 3 unfilled posts locally and 1 nationally. Breakdown is 37 local and 26 national in post.

5. HG operating model – progress to date
Working with Acute Hospitals HR and QPS leads
Design principles and change objectives agreed
2 work streams commenced Nov 18
identify capacity and capability required in QPS and HR functions at:-
Group level
Hospital level
accountability and governance for each function
ensure all activities relating are captured
Will feed into HG strategic design work
11 of the new posts are not filled yet but are on the way. In CHO it’s 6 unfilled posts locally and 1 nationally. In HG it’s 3 unfilled posts locally and 1 nationally. Breakdown is 37 local and 26 national in post.

6. HG operating model - next steps
Involve and engage national teams and key stakeholders to ensure fit with other Op models e.g. centre
Design options to be agreed end Q1
Early Q Preferred models to be discussed and agreed with Group CEO’s at Steering group
11 of the new posts are not filled yet but are on the way. In CHO it’s 6 unfilled posts locally and 1 nationally. In HG it’s 3 unfilled posts locally and 1 nationally. Breakdown is 37 local and 26 national in post.

7. HG programme – other key interactions
Working with process experts in other programmes:-
ICP for children
QPS – Frailty (ICPOP)
Clinical Governance
NAS
Working with CHO portfolio lead across the wider PMO network to build a community of practice and to support integration
11 of the new posts are not filled yet but are on the way. In CHO it’s 6 unfilled posts locally and 1 nationally. In HG it’s 3 unfilled posts locally and 1 nationally. Breakdown is 37 local and 26 national in post.

8. Thank you for listening
11 of the new posts are not filled yet but are on the way. In CHO it’s 6 unfilled posts locally and 1 nationally. In HG it’s 3 unfilled posts locally and 1 nationally. Breakdown is 37 local and 26 national in post.