A White Paper for Healthcare Executives, PMO Leads and Project Managers

1. Eliminating the top 5 challenges for STPs
A White Paper for Healthcare Executives, PMO Leads and Project Managers

3. © QOREX Ltd 2017
Contents
The Five Challenges For STPs
A partnership approach to whole-system planning and healthcare
delivery across a local area is a radical shift from the previous
commissioner/provider split approach and leads to a number of
challenges.
1. Coherence
How do you design a plan that is logical, coherent and addresses
national priorities while meeting the needs of your local population?
2. Clarity
How do you ensure that your plans are easily understood, focused
and prioritised, with a clear line of sight from your objectives to how
they will be accomplished and by whom?
3. Consistency
How do you ensure a consistent approach to delivering your plans
across a diverse range of organisations that makes the best use of
finite resources?
4. Collaboration
How do you create an environment in which people can collaborate,
cooperate and trust each other so that you leverage the capability
and expertise across the partnership giving your plans the greatest
chance of success?
5. Control
How do you control delivery of your plans across a diverse and
dispersed range of stakeholders in your local health and care
system, supported by a simple, effective and affordable governance
structure where accountability and responsibility for achieving your
plans are understood?

5. © QOREX Ltd 2017
There are 44 Sustainability and Transformation Partnerships
(STPs) establishing themselves across the NHS in England. This is
a radical shift from the existing commissioner/provider approach,
to partnership working for whole-system healthcare planning and
delivery, across a local area.
The intricacy of partnership-working and the inherent complexity
of these plans virtually guarantees delivery challenges for STPs.
This whitepaper sets out our assessment of the top 5 challenges
facing STP delivery and seeks to offer some insight into how they
may be eliminated.
Causes of the top five STP Challenges
There are fundamentally two causes of the top five STP
challenges:
1. Complexity – over the years the NHS has added layers of
unnecessary complexity to an already inherently complex
system.
2. Silos – the NHS has an organisational-centred approach
to strategy, planning and delivery rather than working in
partnerships centred around the patient and public.
Simplifying this complexity and creating a partnership across
multiple organisations leads to some significant challenges.
▶▶ Coherence
How do you design a plan that is logical, coherent and
addresses national priorities while meeting the needs of your
local population?
There is so much national guidance. It is difficult to integrate
this with your own local needs to construct a coherent plan.
▶▶ Clarity
How do you ensure that your plans are easily understood,
focused, and prioritised? How do you establish a clear
line of sight from your STP objectives to how they will be
accomplished, and by whom?
The interconnected nature of the health and care system
makes it challenging to have a clear line of sight and shared
understanding of how best to deliver your plans.
“
““
“
QOREX has skillfully demystified the
complexity that was our STP portfolio, and
revealed a hidden beauty in a simplified and
ordered governance. Pure brilliance!
Adele Yemm, SW London STP
Introduction

6. © QOREX Ltd 2017
▶▶ Consistency
How do you ensure a consistent approach to delivering your
plans? How do you ensure consistency across a diverse
range of organisations? How do you make the best use of
finite resources?
Even if you’ve trained people in a consistent approach to
management and delivery you will face challenges. Without a
mechanism to embed that approach across the partnership,
you will experience significant variation. This results in waste,
duplication, and inefficiency.
▶▶ Collaboration
How do you create an environment in which people can
collaborate, co-operate, and trust each other? How do you
leverage the capability and expertise across the partnership?
How do you give your plans the greatest chance of success?
Geographically dispersed teams, with isolated systems of
work, struggle to achieve a single point of truth. How do you
collaborate to drive successful, joined up delivery?
▶▶ Control
How do you control delivery of your plans? You have a
diverse and dispersed range of stakeholders in your local
health and care system. How do you establish a simple,
effective, and affordable governance structure? How well
is accountability and responsibility for achieving your plans
understood?
You can’t take control of whole-system transformation
without a whole system view.
A system-wide view of investment plans, delivery plans and
benefit plans is needed. Accountability and responsibility
throughout the system needs to be understood.

7. © QOREX Ltd 2017© QOREX Ltd 2017
Implications of the top five challenges for STPs
Failing to address these challenges leads to a highly stretched,
stressed environment within which it is impossible to achieve your
plans.
Asking a newly formed partnership to deliver a complex set of
requirements within an already complex environment can be
likened to asking a team of new drivers to navigate spaghetti
junction without a map. Using a helicopter view, you can see
that whilst all the drivers are on the road, they are not necessarily
heading in the same direction. They have no line of sight to see
where the others are. It is unlikely that they will successfully reach
the required destination on time (some may even run out of fuel
before they get there).
Let’s have a look at how we can eliminate each of these
challenges.
Better Health
& Care
4.Fin
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3.Capab
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2. Health and
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Maximising
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Financial
plan
Financial
plan
Digital
Acute Care
Provider
Community Care
Provider
Primary Care
Urgent &
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ergency
C
are
Provider
Mental
Health
ProviderServiceIntegration
(PatientPathways)
CCGs
Autism
Learning
Disabilities
M
aternity
M
ental
Health
Dementia
Diabete
Can
Obesity
R
in
Funding
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ap
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Public and Patient
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CQC inpatient / MH
and community survey IAP
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Patient
Access
Experience
Optimise
Expenditure

8. © QOREX Ltd 2017
A coherent plan first requires a structured approach to
creating that plan which is agreed and shared across the STP.
It should create a framework that:
1. Identifies those things internally and externally to the STP that
are driving direction and strategy (such as the Government’s
mandate for the NHS)
2. Articulates the STP’s strategic intent as a set of SMART
Objectives. The Objectives are made measurable through
Key Performance Indicators (KPI) that quantify the operational
improvements that you are looking to achieve (e.g. health
outcomes, financial savings, patient satisfaction etc.)
3. Enables a portfolio of work to be defined and managed that
transforms the health system to achieve the Objectives
4. Defines:
a. the required programmes of work, accountable for
delivering the expected Results
b. the associated projects to deliver the capabilities to
enable the expected Results to be realised and so deliver
the transformation
Coherence
Strategic
Intent
Formulate strategy
as a set of SMART
Objectives based on
internal and external Drivers
Enterprise Portfolio
Establish and manage a Portfolio that
invests in transforming Operations to
accomplish the Strategic Intent
Business
Manage and deliver
Business Results (KPIs)
Operations
Manage day-to-day Operations
Programmes
Manage and deliver
Programme Results
Projects
Manage and deliver Project Outputs
DesigntheBusiness,definetheOperations
DesigntheTransformation,definethechange
ChangetheBusiness,Governthechange
RuntheBusiness,governtheOperations
Drivers
Why and how the Business is
driven to deliver and behave
as it does
Objectives
The purpose of the Business -
what it is trying to accomplish
Results (Value)
Measurable Results (Benefits
and Outcomes) that demon-
strate progress towards the
Objectives and quantify value
to the Business
Enablers (Investment)
The capability and capacity,
systems and processes
required for the Business to
achieve its Outcomes and
deliver the associated value
1

9. © QOREX Ltd 2017
5. Allows the business cases for the investment in
transformation to be continually managed and prioritised to
ensure maximum return on investment.
There are many Key Performance Indicators (KPI) that enable
you to measure the performance of your STP. It is improvement
in these KPIs that you are looking to achieve. These KPIs
are articulated in many different documents including: NHS
Outcomes Framework, CCG Improvement and Assessment
Framework, NHS Single Oversight Framework, NHS England’s
Transformation Programme Management Office Indicators, STP
local indicators.
There is significant overlap across these KPIs leading to a
substantial piece of work for STPs to enable them to align and
prioritise their programmes of work with these KPIs as well as
measuring and reporting on progress against them. Alignment
and reporting can be automated through Business Management
Software such as QOREX PATH.
Action steps
First make sense of the demands on your STP to determine your
strategic intent.
Then establish and manage a portfolio of work that invests in
transforming operations to achieve your Key Performance
Indicators and deliver your strategy.
Use appropriate Business
Management Software to help
make sense of national and local
STP requirements and consolidate
them in one place enabling you
to construct a coherent plan that
translates strategy into action and
results.
This will enable you to design
a plan that is logical, coherent
and addresses national priorities
while meeting the needs of your
local population.

10. © QOREX Ltd 2017
It is important to adopt a structured approach that establishes
a “golden thread” from your Objectives, through Results to
enabling activities, giving a clear line of sight from STP strategy
to delivery.
As an organisation becomes larger and more complex the clarity
it may have once had often becomes obscured. This lack of
clarity can impact across everything that it does; from its Vision
and Objectives, through to individual roles and responsibilities.
This can also be compounded by the absence of a common and
agreed business language across the organisation. The usual
outcome is that the organisation becomes increasingly ineffective.
Clarity is concerned with answering the question, ‘Why?’ Why
does this organisation exist? Why do we have the Vision and
Objectives that we have? Why am I working on my current task?
A lack of clarity will manifest itself as confusion across an
organisation. A lack of clarity means that the Purpose, Vision and
Objectives of the organisation are not clear, nor are they aligned with
each other. Furthermore, it is not clear how what you are working on
contributes to the Vision and Objectives of the business.
Clarity
“
““
“
It’s a lack of clarity that creates chaos
and frustration. Those emotions are
poison to any living goal.
Steve Maraboli
2

11. © QOREX Ltd 2017
We must ensure that we are clear on what we are trying to
achieve and why. It is fundamentally important that there is clarity
across the STP; from a clear Vision and an agreed set of Aims
and Objectives, to clarity of overall outcome and our contribution
at an individual level. As individuals, it is important that we
understand how what we are doing contributes to delivering what
the STP wants to achieve.
The structured approach set out in the Coherence section,
provides a framework that enables you to create the golden
thread from your Objectives through to delivery, and everyone’s
contribution to that delivery.
Once you have identified the STP’s Objectives and how they will
be measured (often through making the connection between
each Objective and the relevant KPIs that measure operational
performance) you can then associate your transformational
projects with the relevant KPIs.
Every project in which an STP invests should have a
consequence; either enabling another project to deliver or
contributing to the positive improvement in an operational KPI.
By connecting individuals to each of the activities and deliverables
within the projects you create the golden thread that shows how
each individual is contributing to the Objectives of the STP.
Creating these “Business Maps” is a way of setting out your
strategy for achieving your Objectives. You can also start to
better understand the contribution that each project is making to
your transformation and the impact of late or non-delivery.
NHS England has set out many KPIs for STPs, all of which
should be considered in your business mapping process. After
all, transformation is always about improving your operational
business. If any of the NHSE KPIs do not map to one or more
of your Objectives then you have either missed an Objective,
or you believe that there is no operational value in that KPI (in
which case you could link it to an Objective such as “Meet NHSE
Requirements”).

12. © QOREX Ltd 2017
Action Steps
First understand the STP’s Objectives and make them
measurable by linking them to your operational KPIs.
Align all your transformational projects with these KPIs and
ensure that the projects have roles and responsibilities for delivery
assigned. This then provides the golden thread from individuals’
delivery through to STP Objectives.
Relational Business Management Software is essential in helping
you to complete this task and to manage the ongoing delivery of
your strategy and plans, after all it is impossible to hold this level
of detail and complexity in your head.
This will ensure your plans are easily understood, focused,
and prioritised; establishing a clear line of sight from your STP
objectives to how they will be accomplished, and by whom.

13. © QOREX Ltd 2017
Any organisation needs to have a consistent approach to
delivery and standard ways of working if it is to be successful.
This becomes even more critical when working in partnership
across multiple organisations, such as an STP.
In the absence of a consistent approach, your teams will do the
next best thing – improvise. Typically, they will work individually,
or in small groups, which results in lots of well-intentioned
misdirection. Varying and unpredictable processes invariably
lead to people working at crossed purposes and in an extremely
inefficient manner.
Consistency is about answering the question ‘How?’
How do I go about achieving this? How am I meant to deliver
this task? How can I work collaboratively across the partnership?
How do I work in a way that adds most value to the STP?
How people work effectively, efficiently and collaboratively across
an organisation or partnership is embodied informally within its
culture and formally within its documented and active business
processes. Formal business processes are only useful if they
enable people to work efficiently, effectively and collaboratively
and if they are adhered to.
Defining and adopting a consistent approach to delivering your
plans requires clear, simple, logical and shared processes that are
communicated and adopted across the partnership.
Consistency helps to ensure that everyone knows what they
need to work on and provides a mechanism for monitoring and
managing the performance of the applied processes. Adhering
strictly to a well-defined business language in everything that you
do helps enormously.
Consistency reduces inefficiency, duplication and redundancy
and enables you to introduce integrity and cohesion across the
partnership.
Most people don’t like change, they like stability and to remain
in their comfort zone. They like to come to work and know
what they need to do, how they are going to do it and how it
contributes to the bigger picture. It is consistency that provides
this stability for people.
Consistency
3

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Everything that we deliver has four aspects to it:
1. Objective - what am I trying to accomplish and why?
2. Outcome - what am I expecting the measurable outcome to be?
3. Output - what physical things am I going to deliver?
4. Process - how am I going to create the output?
This structure is in priority order. If you address what you are
trying to accomplish, and why, followed by the outcome that you
are trying to deliver, then the quality (conformance to requirement)
of your output will be driven up naturally. The process is the
controlled activity that you undertake to deliver the output and
should be clearly defined and understood by the partnership.
For example, providing a consistent approach to project
management can have an enormously positive impact on the
productivity and success of the STP.
Providing a standard template that sets out all the required
phases, project management milestones and deliverables along
with the key project deliverables enables all projects to deliver,
report and be governed consistently, efficiently and effectively.
Productivity increases and the adopted project management
methodology (e.g. PRINCE2) is deployed and adhered to across
the whole partnership just by way of adopting your standard
project management template.

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This approach has many benefits, not least of all it can be used to
ensure that all projects have an agreed set of deliverables and an
associated business case.
Action steps
Once you’ve understood why you are doing something (clarity)
you then need to understand how to do it (consistency) through
rigorous adoption of simple, standard and shared processes
across your partnership.
Appropriate Business Management Software can help you to
define and adopt a consistent way of working and to share this
across the multiple organisations that make up your STP.
STP plan consistency maximises productivity and quality
and enables your partnership to operate as efficiently and
effectively as possible to maximise the return on your
investment and deliver you shared STP Objectives.

16. © QOREX Ltd 2017
Having developed an agreed set of Objectives and Results that
you plan to achieve, it is important that these are shared across
your STP.
You need to work together across your partnership to reach
consensus rather than compromise and create an environment
within which you can take shared responsibility for collective
decision making.
I have already talked about the importance of defining an agreed
set of measurable Objectives that are shared across the STP. For
effective collaboration, the focus is on making sure that relevant
stakeholders have directly participated in the setting of these
Objectives and they must believe in both the Objectives and the
partnership enough to agree to take ‘cabinet responsibility’ for
their achievement.
This means that they must publicly support all the STP decisions
made for the benefit of the STP. It is critical that the right
people turn up, participate in finding the optimum solutions
to the challenges being faced and help the partnership reach
a consensus on the way ahead. Unfortunately,
the agreed solutions might not always align fully
with our personal preferences - however, when
a consensus is reached the direction is set and
should be followed by everyone.
The best way - possibly the only way - to achieve
the requisite level of collaboration is to, at least
initially, work together, face to face, to agree the
Objectives. Once agreed, capture them in a single
repository where all can share access to them and
update them with progress being made along with
useful notes that add additional intelligence as their
accomplishment progresses.
In the spirit of complete transparency, all
stakeholders across the partnership must have visibility of the
portfolio of programmes and projects that will deliver the required
health and care system transformation, and understand how this
delivers the agreed plans and Objectives.
All stakeholders across the STP must be clear on:
▶▶ Why they are doing what they are doing,
▶▶ The interdependencies between their work and the work of
others, and
▶▶ How it contributes overall to the Objectives of the STP.
This is one area in which being risk-averse pays dividends.
Take no chances. Know who is accountable for what, know
the interdependencies between different activities and different
results, actively manage them, record and report against them so
that all interested parties know what part they must play.
Collaboration
4

17. © QOREX Ltd 2017
You must design your portfolio of programmes and projects
so that there is an easy logic between what you do, what you
measure and how those measures realise the targeted Objectives.
‘Keep it simple’ is the rule to follow here, as any unnecessary
complexity will add both cost and confusion.
It is important that you are prepared and able to share knowledge,
expertise and best practice and leverage this across the whole
STP for the best outcome for all.
Just like when travelling in a thick fog, it is extremely difficult to
drive forward with confidence if you cannot see clearly where
the other vehicles on the road are. You need to be able to see
what work your colleagues are assigned to, what they are actively
doing, whether your trajectories remain aligned or whether you
are now working at crossed purposes.
In circumstances where this information is not clear, and teams
revert to working in silos, time is either wasted because they
are moving more slowly whilst trying to avoid collisions, or when
time pressures are exerted, the risk is overlooked, and the team
presses on regardless trying to optimise what they are doing
locally, just hoping it will all work out in the end. The negative
impacts arising from both sets of actions are often discovered late
in the delivery process when the cost of recovery (if recovery is
even possible) is usually much greater.
Don’t put off understanding and establishing the joined-up nature
of the whole and sharing that knowledge with all participants.
The return on the investment you make will pay dividends across
the whole portfolio and the partnership for years to come. Be as
open as is possible with your information because great ideas can
come from anywhere and the more people understand the whole
solution, the more likely you are to achieve it. If your plans depend
on the performance across multiple local delivery teams, make
sure you are centrally capturing intelligence on what each team is
doing and whether it is working well or not. Actively share your
experiences and when you find something that works well, share it
both locally and across other STPs that could benefit from it.
Action Steps
Collaboration isn’t just about working together but about co-
operating to achieve the best results for the STP as efficiently and
effectively as possible. It is about taking cabinet responsibility for
accomplishing your shared STP Objectives and understanding
how what you are doing relates to what others are doing to
achieve the desired outcomes.
This maximises productivity and quality and enables
your partnership to operate as efficiently and effectively
as possible to take full advantage of the return on your
investment and deliver you shared STP Objectives.

18. © QOREX Ltd 2017
You can’t take control of whole system transformation without
a whole system view of investment plans, delivery plans
and benefit plans, where accountability and responsibility
throughout is understood.
Do you have an efficient, effective and affordable governance
structure in place across your STP that ensures ultimate
accountability for project delivery and benefit realisation and the
decision-making process across the STP is clear?
Governance is about decision making, as well as ensuring that
things are controlled well enough for you to know that you can
say, with confidence, that you are doing the right things, in the
right way, for the right reasons.
Governance processes often become unwieldy because people
try to control absolutely everything. A good starting point would
be to ask yourself what is most important for you to control and
why, and then determine what information you need to be able to
do that. It is likely that different amounts and types of information
are needed at different levels within the partnership.
So, whilst at a project level, you are likely to want to discuss how
you ensure that day to day progress is being made at the right
pace and delivering the right results, at a portfolio level you are
more likely to need to know what is blocking you from doing what
you need to and how to remove those blockages so that you can
continue. At board level you may be more concerned with whether
the strategy that you are following is the right one and whether the
level of investment is appropriate. By keeping it simple, it should be
easy to understand, as well as being effective and affordable.
Make sure that you have suitable portfolio, programme and project
boards in place that are fit for purpose. This means that they have
a clear mandate, scope, budget and resource and that they are
clear on what they are accountable for. It is also important that
membership of your various boards is appropriate in terms of roles,
experience and number of attendees. I have attended programme
made, accountability and responsibility were unclear, and they just
became talking shops for people to air their points of view. This is
a very expensive and ineffectual way to govern.
Do you have a mechanism for providing all STP stakeholders
with access to a Single Point of Truth (SPOT) of holistic, high
integrity, information and knowledge of your Objectives, Results,
Performance and plans for delivery, presented in a way that is
easy to understand?
In a way, not having a single source of holistic, high integrity,
performance information and recognising that what you have is
not presented in a way that is easy to understand may be a blessing
in disguise. Yes - it means you have a significant piece of work to
do - but this brings you the opportunity to design your performance
information so that it is fit for purpose for your partnership. The key
Control
5

19. © QOREX Ltd 2017
here is to remember that sometimes less is more.
There is a large amount of statutory information that you need to
report on, however, when designing your measures, focus on the
most important outcomes of your processes (e.g. patient centred,
improving quality and timeliness of care for all patients) as the
measures typically reinforce the behaviour you want to encourage.
When you are clear about what you want to measure, you then
need to think about three more things:
1. Make sure that the hierarchy of measurements makes sense. In
other words, think about your audiences at the different levels in
the governance structure and how the measures build from
bottom to top. Ideally, the STP Board should be reviewing
no more than 7-10 measures and those measures should be
aggregated versions of the measures that sit beneath them.
For example, the STP Board would be interested in indicators
that measure progress towards closing any projected financial
gap across the STP; the Medicines Optimisation Programme
Board would be interested in measuring progress in delivering
its contribution to that financial gap target; and individual
projects within that programme would be interested in
measuring the success of delivery of their project outcomes
that enable those cost savings to be realised.
2. Think about how your measures associated with
transformation are impacting the operational measures that
you need to report on - linking these together will help in two
ways, it confirms that what you are doing will (by design)
impact the outcomes you need to achieve and publicly report
against as well as helping you to profile and then explain the
changes in performance you achieve as you progress.
3. You need to think about how you can present the information
in a way that is easy for everyone to understand. Special
skills should not be required to understand the picture you are
painting when feeding back on your performance - so keep it
simple, label things well and make the approach to reporting
consistent across the whole transformation portfolio so that
once you have understood it for one programme or project,
you can understand it for them all.
Do you have an objective view of your portfolio and its progress
so that you can prioritise your resources on the things that are
most urgent and most important to you?
Prioritising your investments in programmes and projects is
almost always difficult. There are a couple of reasons for this.
People are invariably passionate about the programmes and
projects that they are sponsoring. This is important as it is one
of the things that really helps make sure they deliver. There is

20. © QOREX Ltd 2017
sometimes a downside…. In some organisations,
it is not unknown for senior executives to sponsor
what might be referred to as vanity or pet projects.
Deprioritising these, due to the sponsor’s emotional
commitment and positional power, can be very
challenging.
To explain the second reason let’s assume you are
clear about the financial investment you are making
and the value that each project or programme is
expected to return. When the value is not presented
in financial terms it is often believed that you
therefore cannot compare it with another project or
programme delivering a different value category. We
all know that comparing ‘apples and pears’ doesn’t
really work. However, it can be done if you use a
method to ‘normalise’ the Results. This technique is
often used in six sigma and lean engineering and can
be applied in any industry. There are also business
management systems that will do this for you.
Whichever solution you opt for, make sure that the
return on investment can be objectively measured
so that you can rank everything within your portfolio to determine
which gives you the best return and which gives you the worst.
When this is understood objectively you can re-evaluate your
portfolio based on value and then bring in other influencing
factors (e.g. proximity and risk) into the dialogue when making
decisions about what work you should start, stop or continue.
When starting this journey keep it simple. Try to relate things
back to financial Results where possible. If it isn’t possible – limit
yourself to the same 7 -10 measures that the executives on the
Board consider. If you don’t have the ability to normalise your
Results across all value categories, at least aim to prioritise within
each value category. You can do this using a simple calculation
of what does it cost and how many units of value will that
investment get you by the end of the project.
Action Steps
Keep your governance clear, simple and fit for purpose.
Ensure you have a Single Point of Truth of holistic, high integrity,
information and knowledge of your Objectives, Results, Performance
and plans for delivery, presented in a way that is easy to understand.
And ensure you have an objective view of your portfolio and its
progress so that you can prioritise your resources on the things
that are most urgent and most important to you.
This enables you to take and retain control of delivering
your STP plan across the diverse range of organisations and
stakeholders in your partnership.
OBJECTIVE 1
KPI 1
PROJECT 1
PROJECT 2
PROJECT 3
KPI 2
PROJECT 4
PROJECT 5
KPI 3
PROJECT 6
PROJECT 7

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The intricacy of partnership-working, inherent complexity and
silo-working of the NHS virtually guarantees planning and
delivery challenges for STPs.
Coherence
How do you design a plan that is logical, coherent and addresses
national priorities while meeting the needs of your local population?
Make sense of the demands on your STP to determine your
strategic intent.
Establish and manage a portfolio of work that invests in
transforming operations to achieve your Key Performance
Indicators and deliver your strategy.
Use appropriate Business Management Software to help make
sense of national and local STP requirements and consolidate
them in one place, enabling you to construct a coherent plan
that translates strategy into action and results.
Clarity
How do you ensure that your plans are easily understood,
focused, and prioritised across the partnership?
Understand the STP’s Objectives and make them measurable
by linking them to your operational KPIs.
Align all your transformational projects with these KPIs and
ensure that the projects have roles and responsibilities for
delivery assigned. This then provides the golden thread from
individuals’ delivery through to STP Objectives.
Use relational Business Management Software to complete
this task and to manage the ongoing delivery of your strategy
and plans.
Consistency
How do you ensure a consistent approach to delivering your
plans across the STP?
Adopt simple, standard and shared processes across your
partnership.
Use appropriate Business Management Software to define
and adopt a consistent way of working and to share this
across the multiple organisations that make up your STP.
Summary

22. © QOREX Ltd 2017
Collaboration
How do you create an environment in which people can
collaborate, co-operate, and trust each other?
Take cabinet responsibility for accomplishing your shared STP
Objectives and understanding how what you are doing relates
to what others are doing to achieve the desired outcomes.
Control
How do you control delivery of your plans when you have a
diverse and dispersed range of stakeholders in your local health
and care system?
Keep your governance clear, simple and fit for purpose.
Ensure you have a Single Point of Truth of holistic, high
integrity, information and knowledge of your Objectives,
Results, Performance and plans for delivery, presented in a
way that is easy to understand.
Have an objective view of your portfolio and its progress so
that you can prioritise your resources on the things that are
most urgent and most important to you.
It is vital to eliminate these challenges to achieve the
health and social care transformation you are tasked
with delivering. Failing to address these challenges
leads to an overly-complex, disjointed environment
within which it is impossible to achieve your plans.

24. qorex.co.uk
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email: info@qorex.co.uk
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