Strategic Alignment of Projects v5 - Looking Back

Strategic Alignment of Projects

The Year 2012/13
RUH
During 2012/13 - 94 projects had been started and/or run.
42 QIPP
15 Lean
10 Qulturum (Quality)
27 CQUIN
(not counting the sub-projects)
…with everyone trying to do everything – and the
trust had, in the main, been mostly successful.

EPM
Txfm
Qulturum
Quality
QIPP
To recap – Where we were

Where we want to get to
A STRATEGIC ALIGNMENT
of
• Every Patient Matters (EPM) Transformation programme
• Qulturum/Quality priorities
• QIPP (Quality, Innovation, Productivity, Prevention)
• CQUIN
Lean/
Txfm
Qulturum
Quality
QIPP

Where we want to get to
A STRATEGIC ALIGNMENT OF PROJECTS
Resulting in
• Strategic prioritisation of projects and focussed organisational effort
• Combining of Enabling projects, Quality Initiatives and Delivery/Implementation
• High focus on fewer transformational projects for (say) 8 – 25 weeks at a time
• No more everyone trying to do everything all of the time – and their day jobs
Lean/
Txfm
Qulturum
Quality
QIPP

2013/14’s Major QIPP Projects
At the November Board the Major 14 QIPP projects for 2013/14 were selected
Project Name > 250k Theatre/- Impact/- Criteria
Ward Flow Trigger
1. Outpatient Efficiencies Y Y Y Y
2. Theatre Closures Y Y Y Y
3. Skill Mix Review/Reduction in Bank Staff Y N Y Y
4. Bed Efficiency AAU Y P Y P
5. Bed Efficiency DTOC & Green to Go Y P Y P
6. Pathology Y N Y P
7. Improving efficiency in Radiology Y N Y N
8. Drugs Review Y N Y N
9. Terms & Conditions Y N N P
10. Procurement Y N P N
11. Energy & Water Consumption Y N N N
12. Agency Recruitment Y * * *
13. SLM Rollout Y * * *
14. Back Office Review Y * * *

2013/14’s Strategic Projects
34 projects with a total estimated savings = £11,4m
Top 14 projects = £ 9,2m
80% of the QIPP Programme
2013/14 QIPP

EPM - LEAN
1. Patient Flow – Elective
2. Patient Flow - Elective. Day Surgery - Start Times
3. Patient Flow - Elective - Patient Validation
4. Patient Flow - Non Elective - (Front Door, EOL Pathway)
5. Patient Flow - Non Elective (Ward Flow)
6. Discharge Planning (TTAs)
7. Patient Flow - Non Elective (Emergency Theatres)
8. Accounts Payable
9. Booking Review
10. Cardiology
11. Chemotherapy Outpatients, Booking
12. Diagnostics
13. IM&T Review
14. Medical Records (Flow of Notes & U-Codes)
15. Outpatients - Orthopaedics (Shoulder)
16. Purchasing
17. Recruitment
18. SUIs Process
19. Theatre Equipment & Resources

Qulturum - QUALITY
1. Safer Clinical Systems – Parkinson’s
2. SHINE - Health Foundation
3. Emergency Laparotomy pathway
4. Quality Improvement Care Bundle
5. Dementia Challenge Fund project
6. Improving Nutrition
7. 5 year Patient Safety Programme
8. Staff Engagement
Quality Accounts priorities :
9. Promoting Organisational Learning
10. Reducing Infections
11. Improving the care of patients with COPD (reducing re-admissions)
12. Improving care for patients & carers at the End of Life (link to re-admissions audit)
13. Continence

CQUIN
National Schemes
1. Dementia FAIR
2. Safety Thermometer (Pressure Ulcers)
3. VTE
4. Friends and Family Test (FFT)
Local Schemes
5. End of Life Care (EOLC)
6. 7/7 Working
7. Acute Oncology
8. Continence
9. Francis Report

A Strategic Alignment of Projects
The 2013/14 RUH transformation projects for the 4 areas have now been mapped.
QIPP EPM QULTURUM CQUIN (13/14)
TRANSFORMATION BOARD
1.11 Bed Efficiency – AAU Patient Flow - Non Elective - (Front Door,
EOL Pathway)
1.12 Bed Efficiency. DTOC 2013 -2015 & Green
to Go Plan
Patient Flow - Non Elective (Ward Flow),
Discharge Planning (TTAs)
Safer Clinical Systems project - focussing
on patients with Parkinson's Disease;
Health Foundation SHINE project -
Emergency Laparotomy pathway Quality
Improvement Care Bundle; Dementia
Challenge Fund project; Improving
Nutrition will support reductions in LOS
7/7 working scheme
2.1d Improving Efficiencies in Radiology Diagnostics 7/7 working scheme
4.6 Outpatient Efficiencies Outpatients - Orthopaedics (Shoulder),
Cardiology, Chemotherapy Outpatients,
Booking
5.1 Theatre Scheduling & Capacity
Realignment
Patient Flow - Non Elective (Emergency
Theatres)
5.1 Theatre Scheduling & Capacity
Realignment
Patient Flow - Elective
Patient Flow - Elective. Booking Review
Patient Flow - Elective. Day Surgery -
Start Times
Theatre Equipment & Resources
Patient Flow - Elective - Patient
Validation
1.2 Reduction in Infection & Harm 5 year Patient Safety Programme;
Quality Accounts priority 'Promoting
Organisational Learning'- aim to reduce
harm events by increasign learning from
incidents; Quality Accounts priority -
reducing infections;
VTE Scheme
Stafety Thermometer Scheme (Pressure
Ulcers)
1.3 Reduction in Readmissions Quality Accounts priorities - Improving
the care of patients with COPD
(reducing re-admissions) and Improving
care for patients & carers at the End of
Life (link to re-admissions audit)
EOLC scheme
1.4 ED attendance avoidance project
5.4 INNF Compliance
1.6 Acute Oncology Acute Oncology Scheme
2.5 Pathology Efficiency
Theatre Recovery
EFFICIENCY BOARD
3.1 Back Office Review IM&T Review, Recruitment, Medical
Records (Flow of Notes & U-Codes),
Accounts Payable, SUIs Process
3.10b Agency Recruitment Recruitment
3.2 Procurement Purchasing
3.3 R&D/Commercial Research
3.6 Energy & Water Consumption
3.12 Terms & Conditions Qulturum links to Staff Engagement
group
3.10a Skill Mix Review / Reduction in Bank
2.9 Drugs Review
SLM
2.4a SLM Urology (v4)
2.4b SLM Gastro (v9)
2.4c SLM OPU (v9)

But Wait -
Theres More!
MORE?

Information Technology
±75 Projects
IT Infrastructure
Change Requests
E.P.R.

+ PLUS +
14 Commercial Development Projects

2013/14 - The Year Ahead
RUH
Transformation Projects for 2013/14
34 QIPP
19 Lean
13 Qulturum
9 CQUIN
# 75
+ PLUS +
75 IT Projects
14 Commercial Development Projects
# 89
Total 172 discreet pieces of work
Not Incl. Replacement PACS, Pathology Build etc.

A Strategic Alignment of Projects
OK. So what now?
Which do we do first?
How do we make informed decisions?
FIRST…….
Things we must be aware of – like Relationships &
Interdependencies

Relationships & Interdependencies - LOS
SLM OPU
SLM
Urology
Reduction
in infection
& Harm
Non Face-
to-Face
Ophthalm
ology
PSA
Tracker
Theatre
Schedulin
g
ED
Attendanc
e
Avoidance
Ambulator
y Care
FOCUS
Unit
Hip
Fracture
Pathway
Acute
Oncology
Paediadtri
c Pilot
Best
Practice
Tariff
Outpatient
Efficiencie
s
Green to
Go
Increasing
Day Case
Rates
Reducing
Readmissi
ons
Back
Office
Review
INNF
R&D
Income
E-
Rostering
Reduction
in Agency
PACs
System
Diagnostic
Efficiencie
s
Medical
Workforce
- Med
Drugs
Review
Medical
Workforce
- Surg
SLM
Gastro
Procurem
ent
Terms &
Conditions
Energy &
Water
Patholgy
SAU/ Non-
Elective
Surgery
7/25/2013
LOS Work Stream
LOS
Outpatients
Theatres
Medicine
Other
Surgery
Other
Efficiency

Relationships & Interdependencies - OP
SLM OPU
SLM
Urology
Reduction
in infection
& Harm
Non Face-
to-Face
Ophthalm
ology
PSA
Tracker
Theatre
Schedulin
g
ED
Attendanc
e
Avoidance
Ambulator
y Care
FOCUS
Unit
Hip
Fracture
Pathway
Acute
Oncology
Paediadtri
c Pilot
Best
Practice
Tariff
Outpatient
Efficiencie
s
Green to
Go
Increasing
Day Case
Rates
Reducing
Readmissi
ons
Back
Office
Review
INNF
R&D
Income
E-
Rostering
Reduction
in Agency
PACs
System
Diagnostic
Efficiencie
s
Medical
Workforce
- Med
Drugs
Review
Medical
Workforce
- Surg
SLM
Gastro
Procurem
ent
Terms &
Conditions
Energy &
Water
Patholgy
SAU/ Non-
Elective
Surgery
7/25/2013
Outpatients Work Stream
LOS
Outpatients
Theatres
Medicine
Other
Surgery
Other
Efficiency

SLM OPU
SLM
Urology
Reduction
in infection
& Harm
Non Face-
to-Face
Ophthalm
ology
PSA
Tracker
Theatre
Schedulin
g
ED
Attendanc
e
Avoidance
Ambulator
y Care
FOCUS
Unit
Hip
Fracture
Pathway
Acute
Oncology
Paediadtri
c Pilot
Best
Practice
Tariff
Outpatient
Efficiencie
s
Green to
Go
Increasing
Day Case
Rates
Reducing
Readmissi
ons
Back
Office
Review
INNF
R&D
Income
E-
Rostering
Reduction
in Agency
PACs
System
Diagnostic
Efficiencie
s
Medical
Workforce
- Med
Drugs
Review
Medical
Workforce
- Surg
SLM
Gastro
Procurem
ent
Terms &
Conditions
Energy &
Water
Patholgy
SAU/ Non-
Elective
Surgery
7/25/2013
Theatres Work Stream
LOS
Outpatients
Theatres
Medicine
Other
Surgery
Other
Efficiency
Relationships & Interdependencies - Theatres

SLM OPU
SLM
Urology
Reduction
in infection
& Harm
Non Face-
to-Face
Ophthalm
ology
PSA
Tracker
Theatre
Schedulin
g
ED
Attendanc
e
Avoidance
Ambulator
y Care
FOCUS
Unit
Hip
Fracture
Pathway
Acute
Oncology
Paediadtri
c Pilot
Best
Practice
Tariff
Outpatient
Efficiencie
s
Green to
Go
Increasing
Day Case
Rates
Reducing
Readmissi
ons
Back
Office
Review
INNF
R&D
Income
E-
Rostering
Reduction
in Agency
PACs
System
Diagnostic
Efficiencie
s
Medical
Workforce
- Med
Drugs
Review
Medical
Workforce
- Surg
SLM
Gastro
Procurem
ent
Terms &
Conditions
Energy &
Water
Patholgy
SAU/ Non-
Elective
Surgery
7/25/2013
Medicine Other Work Stream
LOS
Outpatients
Theatres
Medicine
Other
Surgery
Other
Efficiency
Relationships & Interdependencies - Medicine

2013/14’s Strategic Projects - Scoring
1.1 Area B – New AAU
1.2 Redn. Infection & Harm
1.3 Redn. Re-Admissions
1.4 ED Attend. Avoids
1.6 Acute Oncology
1.8 Increasing Day Case Rates
1.11 Bed Efficiency AAU
1.12 Green To Go
1.13 Hip Fracture Pathway (N)
2.1a Reduction Diagnostics
2.1d Radiology Efficiencies
2.3a Medical Wkfce Job Plng Med.
2.3b Medical Wkfce Job Plng Sur.
2.4 SLM (x3)
2.4i PSA Tracker
2.5 Pathology
2.6 Emergency Surgery (N)
2.9 Drugs Review
3.1 Back Office Review
3.2 Procurement
3.3 R&D Research
3.6 Energy & Water Cons.
3.8 Estates Efficiencies
3.10a Skill mix/Redn. Bank
3.10b Skill Mix/Redn. Agency
3.12 T&Cs
4.4a Non F2F Ophthalmology
4.4b Non F2F Paeds
4.6 OutP Efficiencies
5.1 Theatre Scheduling
5.4 INNF
EDS - Elec. Day Surgery Start Times
PV – Elec. Patient Validation
SAVINGS
VALUE
£0
£1,000k
QUALITY
Low Medium High
ANALYSIS
SAVINGS & QUALITY
(Q) 3.12
2.1d (EPM)
1.4
3.3
5.4
2.3a
(Q) 1.2
5.13.6
4.4b
(EPM) 3.1 (Q) (EPM) 1.11
1.12 (Q) (EPM)
2.4
3.2 (EPM)
3.10b (EPM)
(EPM) 4.6 2.1a
£200k
£400k
£600k
£800k
2.4i
EDS

2013/14’s Strategic Projects – Scoring Double Check
1.1 Area B – New AAU
1.2 Redn. Infection & Harm
1.3 Redn. Re-Admissions
1.4 ED Attend. Avoids
1.6 Acute Oncology
1.8 Increasing Day Case Rates
1.11 Bed Efficiency AAU
1.12 Green To Go
1.13 Hip Fracture Pathway (N)
2.1a Reduction Diagnostics
2.1d Radiology Efficiencies
2.3a Medical Wkfce Job Plng Med.
2.3b Medical Wkfce Job Plng Sur.
2.4 SLM (x3)
2.4i PSA Tracker
2.5 Pathology
2.6 Emergency Surgery (N)
2.9 Drugs Review
3.2 Procurement
3.3 R&D Research
3.6 Energy & Water Cons.
3.10a Skill mix/Redn. Bank
3.10b Skill Mix/Redn. Agency
3.12 T&Cs
4.4a Non F2F Ophthalmology
4.4b Non F2F Paeds
4.6 OutP Efficiencies
5.1 Theatre Scheduling
5.4 INNF
EDS - Elec. Day Surgery Start Times
PV – Elec. Patient Validation
EFFORT
IMPACT
Low Medium High
ANALYSIS
EFFORT & IMPACT
1.4
1.2 (Q)
3.6
4.4b
(EPM) 3.1 (Q) (EPM) 1.11
3.2 (EPM)(EPM) 3.10a
2.1a
1.13
EDS
PV
1.8High

Top Scoring Projects
PROJECT
Savings/
Quality
Impact/
Effort
Major
Projects
Projects which Scored 5 x 5
1.11 Bed Efficiency AAU Y Y Y
1.13 Hip Fracture Pathway Y Y
2.6 Emergency Surgery Y Y
Elective Day Surgery - Start Times Y Y
5.1 Theatre Scheduling Y Y
1.6 Acute Oncology Y
2.4 SLM Y Y
2.1a Reduction in Diagnostics Radiology Y Y
1.12 Green To Go Y Y
Projects which Scored 5 x 4 and 4 x 5
3.1 Back Office Review Y Y Y
3.10b Skill Mix - Reduction in Agency Y Y Y
2.9 Drugs Review Y Y
1.3 Reduction in Readmissions Y
1.8 Increasing Day Case Rates Y
3.12 Terms and Conditions Y Y
2013/14 Major Projects
4.6 Outpatient Efficiencies Y
3.10a Skill Mix Reduction in Bank Staff Y
2.5 Pathology Y
3.6 Energy & Water Consumption Y
3.2 Procurement Y

RECOMMENDATIONS
Efficiency Projects
2.9 Drugs Review
3.2 Procurement
3.3 R&D Income
3.6 Energy & Water
3.12 Terms & Conditions
3.10a Reduction in Bank Spend
3.10b Reduction in Agency Spend Run as a Programme
3.14 E-Rostering

What should the order of priority be?
Recommended Drivers
– Non Elective / Urgent Care
- LOS & Patient Flow
- SLM

RECOMMENDATIONS
Front Door Projects
Back Door Projects 1.12 Green To Go
1.3 Reducing Readmissions
1.13 Hip Fracture Pathway
3.10b Reduction in Agency
3.10a Reduction in Bank
3.14 ERostering
1.11 Area B / SAU
2.1d Diagnostics Efficiencies
1.6 Acute Oncology
2.6 Non Elective Emergency
Surgery
5.1a Theatre Scheduling
Day Surgery Ringfence
5.1b EPM Theatres Equipment and resources
1.8 Increasing Daycase Rates
Elective Day Surgery Start Times (EPM)
4.6 Outpatient Efficiencies
Cross-Cutting Projects 2.4 SLM
2.1a Reduction in Diagnostics
2.3a Medical Workforce J.P. (M)
2.3b Medical Workforce J.P. (S)
First Phase Second Phase
(enablers for 2nd phase)

PROJECT SCOPE
1.11 AREA B / SAU
QIPP This project relates only to Acute Medicine; Surgery, ED and ED obs are excluded.
Improve the flow of patients from MAU to the hospital and back to the community by focussing resource
on patients who can be quickly turned around and returned to the community.
There are two key deliverables:
1. Revised and enhanced model of care in the MAU, acting as an enabler for bed
closures elsewhere in the Trust.
2. Agree recording of activity through AAU, with a view to minimising the risk of
hitting the non-elective activity threshold.
LEAN Urgent Care Programme – Key Aims:
1. Increase number of GP expected patients into assessment areas (SAU focused at present)
2. Provide diagnostic tests and senior clinician review within 2 hrs of admission
3. Improve access to GP information
QUALITY Safer Clinical Systems project - focussing on patients with Parkinson's Disease
Health Foundation SHINE project
Emergency Laparotomy pathway Quality Improvement Care Bundle
Dementia Challenge Fund project
Improving Nutrition will support reductions in LOS
CQUIN 7/7 working scheme [TBC]

QIPP To improve the emergency surgical pathway for category C/D (see NCEPOD classification) patients, thus
reducing length of stay by;
* Providing consultant led ring fenced emergency theatre lists
* Providing consultant led daily urgent GP access clinics, with access to diagnostics, within the Surgical
Assessment Unit (SAU)
The above is recommended in the RCS published guideline titled " Emergency Surgery - Standards for
unscheduled surgical care (Feb 2011)
LEAN Non-Elective Patient Flow
QUALITY None as yet
PROJECT SCOPE
2.6 Non-Elective Emergency Surgery

PROJECT SCOPE
1.12 Green To Go
QIPP To significantly reduce DTOC (all Health and Social Care) to 1%. Current performance for the RUH in 2012/13
has remained above 5%. This project led by the RUH will require service re-design across the health and
social care community to ensure a sustained 1% DTOC level at the RUH. This will release in-patient capacity
at the RUH based on the capacity currently used by patients that are delayed which will result in QIPP savings.
The project will also review all patients Green (medically fit for discharge) as reducing DTOCs should also
improve discharge across the Trust. The RUH will need to complete an analysis of the trigger points for
escalation based on the number of patients on the Green Waiting list, this will need to be split by CCG.
LEAN Key Aims:
1. Reduce LOS for Cat C/D emergency patients by providing additional emergency theatre capacity
(pilot in place)
2. Enhance IT to manage flow of patients within the hospital (new bed board) and with community teams
3. Improve discharge planning (TTA process)
4. Reduce patient moves (links with EOL pathway)
QUALITY Safer Clinical Systems project - focussing on patients with Parkinson's Disease
Health Foundation SHINE project
Emergency Laparotomy pathway Quality Improvement Care Bundle
Dementia Challenge Fund project
Improving Nutrition will support reductions in LOS

PROJECT SCOPE
1.3 Reducing Re-Admissions
QIPP 1. To reduce the numbers of 'avoidable' readmissions of patients back into the Hospital within 30 days of
discharge.
2. To determine and agree the criteria and pathways of care (which presently flag as readmissions) and ensure
they are coded correctly and are following the correct pathway.
3. To measure our numbers of readmissions (by HRG) against other similar Trusts using benchmark data
(Dr Foster) to identify if we are outlying in terms of practice.
4. To determine any trends or cases whereby patients have been readmitted and the Clinical team needs to
audit and review practice and if necessary change practice.
5. To work with our Commissioners on any shared pathways of care where it has been identified that an
agreed pathway needs changing across the health community.
LEAN 1. Baseline data currently being captured for the Emergency Cat C/D patients to see if they fit into a
re-admissions category
QUALITY Quality Accounts priorities - Improving the care of patients with COPD (reducing re-admissions) and Improving
care for patients & carers at the End of Life (link to re-admissions audit)
CQUIN EOLC scheme
- Ensuring appropriate conversations [details TBC]
- Survivorship – focus on supporting metastatic disease [TBC]

PROJECT SCOPE
2.1d Diagnostics Efficiencies
QIPP The primary aims are to cease the reliance upon the use of mobile MRI which is currently supporting the
delivery associated with the increasing demand for MRI imaging.
1. To improve efficiency and productivity by utilising our own equipment assets and staff.
2. To reduce our current reliance on funded and unfunded outsourced mobile MRI paid for at a significant
premium.
3. To reduce the ad hoc reliance on the existing staff pool to pick up additional weekend sessions which
longer term is unsustainable and places staff health and the 6 week target at risk.
4. Utilisation of benchmarking data to achieve pay and non pay savings.
5. Potential savings from remodelling the administrative functions.
LEAN Aims:
1. Internal Requesting: To review demand and capacity to align diagnostics to where it is needed most to
meet both patient needs and needs of the business.
QUALITY None as yet.

PROJECT SCOPE
1.6 Acute Oncology
QIPP Implementation of an Acute Oncology Service this is an invest to save initiative which includes reducing in-
patient beds, reducing LoS, preventing admission, providing day care/outpatient treatments wherever possible
and increased outpatient activity. From the benefits realization work this indicates that there is a potential
gain (in line with Dr Foster Upper Quartile and additional work to reduce DNAs in Clinical Oncology) by three
clinics per week. The aim is to reduce the number of follow ups through continuous review of clinical
protocols to be in line with Upper Quartile and to grow the new and follow up activity in line with the Acute
Oncology Business Case and Cancer Business Plan 2012/13. The project has already achieved the
Implementation of a Consultant Oncologist 24/7 on-call and weekend ward rounds to enable effective
discharge.
1) Reduce the number of both non-elective and elective admissions by transferring treatment delivery to Day
Care/Chemotherapy, review in outpatients and avoiding admissions.
2) To close four beds across the Trust by March 2013.
3) To be upper quartile LOS by December 2012.
4. Integrate acute oncology service to Front door.
CQUIN Acute Oncology Scheme
- Patients admitted via A&E due to complications of chemotherapy to be reviewed by a member of the acute
oncology team within 24hrs of admission
- 1hr to antibiotic pathway for patients with neutropenic sepsis
LEAN None as yet
QUALITY None as yet

PROJECT SCOPE
3.10a Skill Mix – Reduction in Bank
QIPP To review staffing levels for key staff groups against benchmarked data
To make recommendations to divisional management teams regarding potential for skill mix change
in relation to key staff groups
To bring RUH staffing levels for key staff groups in line with nationally benchmarked equivalent
organisations
To release monies in support of the QIPP programme
Link with 3.10b Agency Red’n and 3.14 eRostering
LEAN - None as yet
QUALITY - None as yet
CQUIN - None as yet

PROJECT SCOPE
3.10b Skill Mix – Reduction in Agency
QIPP Reduce Agency expenditure within agreed LTFM figures for all nursing agency and Operating Department
Practitioner spend.
Link with 3.10a Bank Red’n and 3.14 eRostering
LEAN Recruitment Project:
1. Recruitment teams aim is to reduce the number of vacant positions by processing external applications
in five weeks, from advert to conditional offer.
CQUIN - None as yet

PROJECT SCOPE
3.14 ERostering
QIPP 1) Rollout E-Rostering achieved for all employees across the Trust
2) Record planned and actual time worked - leading to phasing out use of paper timesheets and bank forms
3) Pay all employees using E-Rosters
5) Reduce bank and agency spend and interim payments due to delayed reporting of actual time worked,
including enhancements
6) Increase flexibility of workforce
7) Enable detailed analysis of department rosters to identify improvements in employee deployment to
increase productivity and ensure time worked, A/L and S/L match contracts of employment and
continuous service entitlements.
Link with 3.10a Bank red’n and 3.10b Agency Red’n
LEAN - None as yet
CQUIN - None as yet

PROJECT SCOPE
1.13 Hip Fracture Pathway
QIPP Project in development - None as yet
LEAN Enhanced recovery was identified as a theme for ‘what does good look like?’ and is currently being
scoped, could enhanced recovery work for hip fractures?
QUALITY Project in development - None as yet
CQUIN Project in development - None as yet

Next Steps
1. Create Trust-wide Strategic Transformation Plan aligning QIPP, LEAN, Quality & CQUIN projects
2. Ensure alignment with the Trust’s “Continuous Improvement Strategy”
3. Plan in and show dependencies with 75 I.T. & 14 Commercial Development Projects etc.
4. Resulting in a Trust-wide Programme Plan showing all projects & dependencies for the year

2013/14 – 4 Months in – 92% delivery

2013/14 – 12 Months YTD – 94.6% delivery

Strategic Alignment of Projects v5 - Looking Back

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