1. CONFIDENTIAL between PA and WLMHT West London Mental Health Trust Enhancing Project Management capability March 2010 Version FINAL

2. © PA Knowledge Limited 2010. Page 2 CONFIDENTIAL between PA and WLMHT Introduction PA has been engaged by WLMHT to provide an assessment of project delivery across the organisation and implement recommendations to improve delivery capability Information gathered via interviews and desktop research has been used as a basis for creating: – A new Portfolio structure which will support delivery of the Trust’s strategic objectives – A Programme Management Office (PMO) model that will support the delivery of the portfolio This presentation provides: – Summary of findings – Recommendation for the Portfolio Shape – Recommendation of proposed PMO structure – Proposed reporting structure for future Operations Boards to be produced by the PMO – Next steps

3. © PA Knowledge Limited 2010. Page 3 CONFIDENTIAL between PA and WLMHT What staff have told us about project management in the Trust “Everything seems to come as a surprise – we should be better prepared” “Projects seem to mushroom out of good ideas rather than be planned” “Projects tend to be parked somewhere rather than having shared ownership” “Need to get away from action plans and start running projects” “Nobody ever questions are we delivering value for money to tax payers” “Resources are pulled to deal with crisis - there is a lack of basic planning” “Often the same requests come in each year - the wheel is re-invented each year” “The organisation relies on individuals rather than team work”

4. © PA Knowledge Limited 2010. Page 4 CONFIDENTIAL between PA and WLMHT Outline summary of our findings The Trust is delivering a significant number of initiatives ranging from: implementing the CQC action plan, improving patient experience, exploring alternative clinical models through to redeveloping the estate. Our main findings are that:  Broadly, projects can be grouped into three types – Major & Operational Capital Projects, Business Change and Other  There are pockets of good practice, but there are inconsistencies in how projects and programmes are currently managed and resourced across the organisation  There appears to be an unclear alignment of delivery activity with the Trust’s strategy  Projects are mostly aligned to functional silos  The impact of changes to projects are not fully understood before being implemented  Risks are not robustly managed. What the portfolio looks like (as is) FINDINGS

5. © PA Knowledge Limited 2010. Page 5 CONFIDENTIAL between PA and WLMHT The Trust’s strategy will be delivered through six programmes of work Summarising the current strategic objectives, the Trust is seeking to:  Become a top performing mental health trust  Ensure services are of a high quality & are safe  Provide patients with a positive experience  Become a trust that commissioners want to do business with  Have motivated staff who strive for excellence and be a place where people want to work  Be viewed positively by all stakeholders. To support delivery of these objectives, the portfolio has been shaped into six programmes of work: WLMHT Portfolio Meeting regulatory Requirements Improving efficiency of central & business services Developing & motivating our people Enhancing high secure services (Broadmoor) Improving service delivery (London) Improving patient experience & safety RECOMMENDATION: THE PORTFOLIO

6. © PA Knowledge Limited 2010. Page 6 CONFIDENTIAL between PA and WLMHT WLMHT Portfolio Programme nameMeeting regulatory requirements Improving efficiency of central & business services Developing & motivating our people Enhancing high secure services (Broadmoor) Improving service delivery (London) Improving patient experience & safety Accountable Exec Director (Sponsor) TBC Programme Manager TBC Vickie HolcroftTBC Rationale / objectives  To ensure that the Trust meets its statutory & regulatory obligations & that they are aligned with service requirement  To provide assurance that governance of the service is comprehensive, clear & understood.  To maximise efficiency & effectiveness of support services & processes to meet the needs of the organisation.  To implement effective staff development & raise performance so that staff feel valued, that they contribute to the cultural change & belong to the organisation  To attract & retain high calibre staff within the Trust.  To ensure the political, statutory & high secure standards are met & provide patients with a secure, safe & fit for purpose environment & clinical model.  To redevelop the site to ensure that the Trust provides an improved patient experience which is fit for purpose & delivered in the most effective & efficient way possible.  To establish an inclusive & recovery based service which is led by service users needs. Current projects that fall within proposed scope  Embedding CQC Recommendations  CQC Registration / Compliance  NHSLA  Risk Reduction  Safeguarding.  FTe  IM&T  Service Line Reporting  Exploring efficiencies  Contact Centre  Streamlining Governance.  Promise  Leadership Development  Performance Management (appraisals, etc)  Police Programme.  Defining the clinical model  Site development  Workforce development  Implementing Rio  Continuous clinical and service improvement  PB/RL Actions.  Pathways  Accommodation  Workforce  Continuous service improvement.  Nursing strategy  Time to Care  Establishing patient experience assurance  Physical healthcare. Existing projects have been mapped to the proposed programmes RECOMMENDATION: THE PORTFOLIO

7. © PA Knowledge Limited 2010. Page 7 CONFIDENTIAL between PA and WLMHT Example: ‘Improving Service Delivery (London)’ programme integrates a number of independent projects ‘To Be’ – An integrated programme of work focused on delivering efficiencies and service improvements across London Improving Service Delivery (London) Care Pathways AccommodationWorkforceContinuous Service Improvement  Older People  Adult inpatient  Secure  Specialist  Community  Shut/release  Keep  Build  Skills  Size  Structure  Refurbishment  Health & Safety ‘As Is’ – Many SDU and functional projects operating in organisational silos SDUs Operational Capital projects Facilities projects Service reconfiguration projects PSO Hounslow Community Development H&F Service Reconfiguration WLFS Reconfiguration Community Forensic Development Ealing PICU S106 Works National Commissioning Group & Cassel Families Service Regional Funding for the Cassel ESPD Service Ealing Capital Programme Hounslow Capital Programme Hounslow Hammersmith & Fulham Ealing WLFS H&F Capital Programme Physical Healthcare Environment Deep Clean Fire Project Facilities & Estates St. Bernard’s Redevelopment Capital Programmes WLFS Capital Programme RECOMMENDATION: THE PORTFOLIO

8. © PA Knowledge Limited 2010. Page 8 CONFIDENTIAL between PA and WLMHT The new PMO aligns with the services and capabilities required by the Trust PSO Improving efficiency of shared services Enhancing high secure services (Broadmoor) Improving service delivery (London) PMO 1x Head of PMO 1x PMO Coordinator PSO Improving patient experience & safety Developing & motivating our people Meeting regulatory requirements Chief Executive Peter Cubbon Network of Expertise 3 or 4 Programme Directors 0.5 days per week each The new PMO comprises of a small, central function with ‘local’ Project Support Offices (PSOs) embedded within each programme. It will:  Provide a consistent set of tools and templates  Create a focal point for project information and expertise  Build on the existing Trust PSO structure  Be able to adapt to meet the needs of the individual programmes. In addition, a network of programme and project management expertise will be established to provide:  Further assurance  Intervention support  Capability development through mentoring and coaching of other, less-experienced programme and project managers. RECOMMENDATION: PMO

9. © PA Knowledge Limited 2010. Page 9 CONFIDENTIAL between PA and WLMHT Next steps - roadmap PA 4 Week analysis & recommendation PA/ PMO Parallel PMO ‘Open for Business’ 1/038/0315/03 22/0329/03 5/0419/04 12/04 03/05 26/04 Agree Portfolio Accountabilities Select Programme Managers Allocate Project Managers Report data gathering April Dashboard issued PSO Shape agreed and resourced PMO Processes Embedded May Dashboard issued PID workshops for each programme and project Communications across Trust ref Portfolio & PMO & PSOs Report data gathering