We have been involved in developing a number of robust project management structures along with supporting reporting documentation within the NHS.  These have included –

• Reconfiguration of three ambulance trusts into one
• Supporting a Community Investment Strategy for a whole health economy in the Midlands
• Developing a clear management arrangement for PFI and LIFT project bids to support the Capital Investment Manual guidance

Ambulance Trust Re-organisation

When three Ambulance Trusts were faced with the task of combining all of their services into one single organisation, they were faced with two challenges – maintaining their services and meeting their performances targets during the change process, and planning for re-organisation at the same time.

Throughout this process Fowler Consulting has been able to provide an overview for managing the change process.  The team has set up the structure that will manage the process and the changes in working practice between three organisations which each had their own identity and ethos, however working towards, maintaining and meeting new performance targets.

Fowler Consulting has worked with the Partnership Board to direct staff in determining the key service delivery priorities working alongside senior managers  - as an ongoing project these were regularly reviewed, with progress reports along with risk register being provided to the Partnership Board on a monthly basis.

Community Investment Strategy

The CIS aimed to pump prime changes in the delivery of stroke, heart failure, head and neck diseases, diagnostics, primary care, the falls service and COPD through service redesign.  Change was to be measured through occupied bed days and Fowler Consulting played an instrumental part in setting up the robust project management structure and organisational arrangements.

As part of this work we produced the necessary documentation for each of the project groups to ensure that information was fed back to the Community Investment Strategy Project Board in a consistent and timely format so that activity could be assessed, compared and monitored.

PFI and LIFT Projects

Our task was to develop a clear and consider arrangement for the development and completion of bid documentation and to provide ongoing direction on projects that involved the NHS.

We developed a structure for a typical construction project that involved a bidding process and we worked with a supply chain of consultants to achieve this.  As the pressure was on to complete within a 12 week period, most of our activity was IT based to ensure that information was fed speedily and accurately to various participants within  the supply chain.

« back