Strategic risk management of major change programme at the NHS
- OverviewRead more
The NHS National Programme for Information technology (NPfIT) is a ten year programme that will reform the way the NHS uses information and hence improve services and the quality of patient care. Moorhouse were tasked with developing a way forward for driving the repositioning of the programme and implementing the new NPfIT operating model. We identified a number of key strategic risks that could impact the ultimate objectives of the repositioning programme. To manage this, we established an effective governance framework, defined measures of success for the Programme, and conducted a Transition Assurance Review in each of the Strategic Health Authorities (SHAs) to ensure they had the capability to discharge their new accountabilities and responsibilities. Our approach ensured a successful transfer of resources and responsibilities; we developed a way forward for mitigating risks post programme closure and secured buy-in from key decision makers.
- Our client's challengeRead more
In 2006, the National Audit Office recommended the optimisation of the NPfIT governance arrangements, structures, processes and commercial arrangements. Moorhouse was tasked with developing a way forward for driving the repositioning of the programme and implementing the new NPfIT operating model. In developing this implementation plan, we identified and worked to mitigate the key strategic risks that could impact the ultimate objectives of the repositioning programme.
The risks covered a number of areas, including:
- Commercial and contractual constraints
- Delineation of roles and responsibilities and the redeployment of NHS CFH resources going forward
- Stakeholder engagement
- Effective establishment and co-ordination of programmes for IT in the South, North Midlands and East and London as well as on going activity within Connecting for Health
- Continued information management and technology capability
- Our responseRead more
We structured the repositioning programme to ensure that these strategic risks were adequately addressed. To manage these strategic risks, we:
- Established an effective governance framework (a Design Working Group Executive) for monitoring and evaluating performance as well as providing an escalation and decision making framework
- Ensured a clear understanding of programme priorities by defining measures of success
- Considered the impact of the programme on front line delivery and at an operational level
Conducted a Transition Assurance Review in each of the SHAs to ensure that the SHAs had the required capability to discharge their new accountabilities and responsibilities
- The value to our clientRead more
Our approach to strategic risk management enabled a responsive and effective decision making framework that ensured the successful transfer of resources and responsibilities. This was achieved by establishing clearly defined ownership for decision making and promoting focused leadership within NHS CFH and the wider NHS.
Through the Assurance Review exercise, a number of risks were identified and assessed. As part of this assessment, Moorhouse developed a way forward for mitigating these risks, post programme closure. In addition we secured buy-in from key decision makers, as well as those responsible for implementation, through the establishment of various working groups (e.g. around HR and Finance specific issues) and stakeholder fora.
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