This presentation has been used with public health staff and with a learning set of public sector leaders. We are embedding project management across our public health service as a way of getting to implementation. It to seeks to explain how we use project management while maintaining strong science. It seeks to explain why it's important for public health to keep and use scientific, analytical, evidence, commissioning and project skills all together in the journey to improving population health. It discusses the "four engines" model of analysis/intelligence, public health science and evidence, commissioning and project management. It illustrates why consultants, specialists, PH practitioners, analysts commissioners and project managers all need to be skilled. It

1. Hertfordshire Programme
Delivery Approach to Public
Health
Embedding programme management in public health
delivery in Hertfordshire
Jim McManus
Director of Public Health
October 2013
www.hertsdirect.org

2. About this presentation
• This presentation outlines how we are building
mechanisms for programme management
approaches and a culture of programme
management in Herts County Council
• We are building a culture of project
management across our Directorate so we get
implementation quicker, better and more
consistent
• This means culture change, skills development
and a new approach to workforce
www.hertsdirect.org

3. Note...
• This does not mean we use or train everyone in
PRINCE, it means we use a common project
management approach and set of frameworks
and tools which are fit for purpose for what we
are doing, so a small project uses a lighter
touch set and a bigger project uses more
• Every public health project defines its scope,
implementation and outcomes both scientifically
and in project terms
www.hertsdirect.org

4. So
• Our obesity programme will seek to achieve a
halt in rise of reduction of obesity and hit the
public health outcomes framework
• In programme terms it is a programme of
projects which have timescales, outcomes and
deliverables and people accountable for
delivering them
www.hertsdirect.org

5. Art and Science
• Public Health is the art and science of the
organized efforts of society to improve and
protect the health of our residents.
• The science is what we need to do. Intelligence,
effectiveness, etc. Very important
• The art is how we get things done – project
management, commissioning, leadership,
influencing. The art is no less complex, no less
important and no less skilled than the science
www.hertsdirect.org

6. So how do we do this?
• Good strong “science”
• Good strong “art”
• Working together
• People who specialise in “science” can
understand the “art” and vice versa
• People certified, qualified, trained, developing
• Both types work together
• A framework for doing this across the Directorate
www.hertsdirect.org

7. Why
• New responsibilities in County Council and new
Public Health Strategy. We will not deliver this
without everyone working together effectively
• Good implementation is crucial to our success
• New Public Health Strategy
• Need to commission and deliver programmes
quickly
• Need robust delivery
• Need a culture for and mechanisms of turning
ideas into reality
www.hertsdirect.org

8. Our Public Health Strategy at a glance
OUR PURPOSE
to work together to improve the health and wellbeing of the people of
Hertfordshire, based on best practice and best evidence
OUR VISION:
A Healthy, Happy Hertfordshire: everyone in Hertfordshire is born healthy, and lives full, healthy
and happy lives. We compare well with England and every area in Hertfordshire compares well
against Hertfordshire
The
Public
Health
Outcomes
Framework
(the national
PHOF will
Help us measure
Our success)
WHAT WE WILL ACHIEVE WORKING FOR AND WITH OUT
POPULATION
(our strategic priorities: what we achieve for our County)
Priority 1:
Our
Populatio
n lives
Longer, H
ealthier
Lives
Building
Strong
Blocks
Leadership
For the
Public Health Family
Priority 2:
Our
Population
Starts Life
Healthy
and Stays
Healthy
Capable, Skille
d People
www.hertsdirect.org
Priority 3: We
narrow the
gap in life
expectancy
and health
between
most and
least healthy
Co-production
with citizens
Priority 4: We
protect our
communities
from harm
(chemical, biolo
gical, radiologic
al and
environmental)
Effective
Partnerships
HOW WE WILL WORK TOGETHER
(our strategic priorities: how we do it for
our County)
Priority 5:
We
understand
what’s
needed and
we do what
works
Evidence and
Knowledge
Driven
Priority 6: We
make public
health
everybody’s
business and
work together
Plan and
Deliver for
Localism
Making better use of behavioural sciences at individual, interpersonal, community and service levels
Whole
System
Approaches

9. We are using the strategy pyramid for all our
business. Project management approaches fit
Why do we
within this
Exist ?
Mission:
{
Values, what’s
important to us ?
Miss ?
Whyio
Vision: Where we want
n
to get to
Where/What do
we want to be?
How we want to
get there?
Strategy: How we want to get to the
vision
Implementation Plans : What we need to do in each area
of the business and for each topic
Individual Plans: My personal objectives and must dos
www.hertsdirect.org
What we
need to do!
What I
need to
do!

10. Conceptual Principles – what’s important to us
• Strong public health science – intelligence,
needs analysis, identifying what works
• Strong public health art – project management,
commissioning, contracting
• Delivery of public health at scale and pace to
improve population health
• This is embodied in our new public health
delivery model
www.hertsdirect.org

11. A key point about our delivery model
• If it doesn’t benefit our residents, why are we
doing it?
• If we do this right, we will get better delivery,
better value and better outcomes – we’ve
already seen this in Obesity and Health checks
– our first stabs at making this model work
www.hertsdirect.org

12. www.hertsdirect.org

13. Some points
• Understand what’s needed – science and
community intelligence working together
• Identify what works – science and citizen codesigning solution
• Good implementation – co-production project
management, commissioning
www.hertsdirect.org

14. A Commissioning Cycle
2. Identify
and Prioritise
Candidate
Interventions
4b
Get Others to
Commission
1.Assess
Population
Need
4a
Commission
5. Evaluate
www.hertsdirect.org
3. Whose
Lead?

15. A Commissioning Cycle with Project
Management
Project Management Will
Assess
Population
Need
www.hertsdirect.org
1.
2.
3.
4.
5.
6.
7.
Identify timescales
Identify data inputs
Identify deliverables
State leads
Clarify Resources
Make clear products
Make clear what we will get

16. A Commissioning Cycle with Project
Management
Identify and
Prioritise
Candidate
Interventions
www.hertsdirect.org
Project Management Will
1. State what is to be done during the
piece of work
2. State what we will have at end of it
3. Timescales
4. Resources needed to identify
interventions
5. State what we will not do

17. A Commissioning Cycle with Project
Management
Project Management Will
1.
2.
3.
4.
5.
6.
What is being commissioned
When
By whom
How
Products at end
What is not in scope
www.hertsdirect.org
Commission

18. A Commissioning Cycle with Project
Management
Project Management Will
1. Identify what evaluation will
and will not deliver
2. State timescales
3. State resources
Evaluate
www.hertsdirect.org

19. The Building blocks of public health delivery – the
four “engines” of our public health directorate
Needs Analysis and
Intelligence
JSNA,
Needs Assessments
Commissioning and
Contracting
Make, share or buy decision
Procure, commission, manage
providers
www.hertsdirect.org
Public Health Appraisal
Common
aims,
Variety of
skills
Consultants and specialists
advising on what works and on
implementation
Programme Management
Office
Four programme managers who
project manage implementation

20. The different skills blocks we use
Needs Analysis and
Intelligence
Analysts, PH scientist roles
who have project management
training
Commissioning and
Contracting
Commissioners (all qualified to
degree level in commissioning)
who have project management
training
www.hertsdirect.org
Public Health Appraisal
Leadership and
influencing
Skills
Consultants, Specialists, PH
Practitioners (all registered) who
have project management
training
Programme Management
Office
Certified project managers who
also get trained in public health

21. This means
• We want strong, skilled public health scientists
(analysts, consultants, specialists, practitioners) who are
registered in their fields and have leadership skills and
project management skills
• We want strong commissioners who are skilled in
commissioning and contracting etc and they have a
knowledge of public health and they have project
management skills
• We want strong project managers skilled and certified in
project management and they develop public health
skills and training
www.hertsdirect.org

22. This means every has a primary Competencey
Suite and supporting competencey suites
Needs Analysis and
Intelligence
Primary:
Analysis, Science, Leadership
Supporting: Project Mgt
Commissioning and
Contracting
Public Health Appraisal
•Matrix working
•Leading, Learni
ng and
Managing
self, others and
resources
Primary:
Commissioning, Influencing, Proje
ct Mgt
Supporting: PH Science
www.hertsdirect.org
Primary: PH Science, PH
Leadership, (PH Art)
Supporting: Project Mgt
Programme Management
Office
Primary: Project
Mgt, Influencing,Delivery
Supporting: PH Science

23. The Building blocks of public health delivery – the
four “engines” and the mechanisms for delivery
Needs Analysis and
Intelligence
JSNA,
Needs Assessments
Public Health Appraisal
Public Health
Commissioning
Board Monthly
Single Board
Commissioning and
overseeing whole
Contracting
programme
(Individual project
Make, share or buy decision
meetings e.g.
Procure, commission, manage obesity as needed)
providers
Consultants and specialists
advising on what works and on
implementation
Programme Management
Office
Four programme managers who
project manage implementation
Performance dashboard for whole directorate (every PH Commissioning Board)
Standard document suite (Project documents and tools)
www.hertsdirect.org
Every directorate member trained in project management using HCC approach

24. Our success so far using this framework
• Strategy – written and going through
programme
• Commissioning – 3 year programme scoped
and commissioning underway
• Obesity programme – commissioning already
underway
• Health checks – improvement already tangible
• New Projects – marketing, behavioural science,
learning and training all being project managed
www.hertsdirect.org