Managing delivery of change
Helping organisations manage complex health programmes
PA has an excellent track record in helping organizations to manage complex government programs of change. We believe that our success comes from combining a deep understanding of the content and context for change with tried-and-tested programme management methodology. This enables our clients to:
- understand the rationale for the programme and the benefits it is designed to deliver
- be confident that all the work necessary to achieve those benefits has been identified and planned comprehensively
- assess whether the program is resourced and governed appropriately
- measure the success of the program and the benefits projected as it progresses, giving vital early warning of failure.
Currently there is a large range of UK healthcare change programs that are being delivered, either as a result of central drive from the Department of Health (DH), or as a consequence of local delivery strategies. PA has been working in a number of these areas, using our proven change management capability to support those tasked with delivery.
Case study: Day Case strategy
Early in 2003 PA was asked by the UK Prime Minster's Delivery Unit (PMDU) to work with DH and the Modernisation Agency (MA) on developing a new delivery strategy for promoting day surgery in order to increase day surgery rates and ensure surgery is performed in the most appropriate environment. The benefits of this move are that day care is more convenient and less disruptive for patients. It also recognised that making the shift to day surgery could significantly release capacity in in-patient services that could then be utilised differently.
Working with the MA, PA developed a strategy in consultation with all 28 Strategic Health Authoroities (SHAs) and clinical champions who were recruited to support this change. Subsequently PA was asked to design the supporting delivery programme with the MA and test the approach in three health economies.The approach involved an intensive diagnostic phase over two weeks which was conducted by a senior team with PA providing the change and project management support. This was followed by 12 weeks of hands-on implementation support.
Once the approach proved successful, PA was asked to develop the business case for rolling out the delivery programme across the service. The business case was successful and was heralded as a model for how modernisation programmes should be planned and executed in the future, because of the rigour and transparency it brought to the process and the emphasis it placed on being able to measure the benefit the DH would see for its return on investment.
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