Mcr Projects

Mcr Projects Limited were established in Manchester to deliver projects to the NHS and Public Sector. With 15 years of project management expertise, Mcr Projects have delivered projects for the public and private and sectors across the UK.

Mcr Projects has the scope to manage large NHS change projects, service reviews, P21+ procurement and contract management, construction schemes, lean and implementation projects. Experience includes:

Programme Manager for a whole Service and Site Review and Investment programme (£80M value) for a large 4-site NHS Foundation Trust in Greater Manchester (2010-present);
Programme Manager for the North West Manchester Sector Pathology Review (2010-present);
Project Managing the opening of 4 GP Surgeries and 2 GP Led Health Centres (2009);
Managed the P21+ process (2011-present);
Managed two NHS Decontamination Programme joint venture projects to transfer theater sterile services units to the private sector (Central Lancs & North Sefton and Herts & Beds Decon Programme);
Operational and Business Change projects;
Organisational Change Projects (especially around staff consultation projects and HR engagement);
Relationship management and diverse stakeholder engagement;
Owning and successfully delivering projects;
Benefit realisation planning;
Migration and facility relocation projects;
Ability to leverage consistent processes, tools, and best practices across the projects;
Ability to solve problems or pre-empt problems by employing appropriate measures and processes;
Planner for a large programme of estates works in the Greater Glasgow NHS
Procurement lead for appointment of lead consultant for redevelopment of Birmingham New Street railway station
Planner for the largest retail integration programme in Europe
Supported the largest Central Government new-build accommodation programme in Europe
Delivered a significant cultural change programme in the Highways Agency

NHS Service & Site Review

Acting Strategic Projects Manager for North West NHS Foundation Trust. Responsible for the Trusts’ Service and Site Review and Investment Programme.

The Service and Site Investment Programme involves a large-scale reconfiguration of the 4 hospital sites with a view to rationalising the services provided leading to a reduction in the size of footprint required. Working alongside the Chief Executive, Director of Strategy and Planning and Director of Finance, this is a senior role which will shape the future of the Trust for the next 30 years

We have been involved with the project since inception and have written the Strategic Outline Case, Outline Business Case and are currently producing the Full Business Case for delivery in mid-2013. We are also managing the P21+ process to deliver the £80M new build programme. The programme will protect the Trusts’ future and will deliver a much better patient and staff experience. There will be three new builds including an elective surgery centre, treatment centre and new wards and theatre block.

The project has involved a great deal of stakeholder engagement including meetings with clinicians, executive directors, governors and external bodies such as the PCT, GP commissioners, members of the public and NHS Northwest.

Roles include:

Managing a Core Team consisting of Estates, Finance, HR, IT, Operational and Support staff;
Producing Business Cases (SOC, OBC, FBC);
Holding clinical workshops to determine requirements;
Developing plans and programme timescales;
Assisting with financial affordability reporting;
Presenting to Board, Governors and members of the public;
Assisting with communications about the programme;
Managing the P21+ process to appoint the Principle Supply Chain Partner.

NW Manchester Pathology Review

The North West Manchester Pathology Review is a collaborative project between Wigan and Salford hospitals to share their pathology services in line with the recommendations of the Lord Carter Report of 2008. The aim of the project is to make 20% cost savings whilst improving quality by 20%. We have been the project manager for the review from inception to Full Business Case and we are now in the implementation phase. The new service, centralised at Salford, will go live on April 1st 2012.

We have used the hub and spoke model to drive efficiencies through the service. Cellular Pathology, Microbiology and Blood Sciences will be based at one Central Services Laboratory whilst emergency tests will remain at one of the sites in an Essential Services Laboratory. The new service will provide a 20% cost reduction to local GPs and will improve Quality by 20% as required by the Carter Report.

Role includes:

Programme Management
Liaising with the key stakeholders on a daily basis to ensure that the necessary documentation was produced and that the key legal items were covered
Negotiations with the staff
Delivery of the Outline and Full Business Cases
Service Modelling
Staff Structure Planning
IM&T Requirements
Establishing HR, IM&T, Communications and Finance sub-groups
Financial modelling
Transition planning
Engagement with Commissioners and neighbouring Trusts

GP Commissioning Services

Responsible for the delivery of 4 GP Practices and 2 GP Led Health Centres for GTD Primary Care Ltd (GoToDoc Ltd) in 2009.

GP Led Health Centres opened in Oldham and Manchester City Centre in December 2009.

GP Practices in Moston (Manchester), Coldhurst (Oldham), Kirkholt (Rochdale) and Heywood opened August to December 2009.

Planning:

Produced extensive plans for each practice;
Agreed floor plans and room data sheets;
Agreed staffing levels;
Met with senior NHS staff to agree implementation plans and procedures.

Recruitment:

Drew up recruitment plans;
Produced job descriptions for all staff (GP, practice nurse, advanced nurse practitioners, practice manager, healthcare assistant, receptionist);
Produced job adverts, drew up interview plan, carried out interviews;
Managed the induction of all staff across 6 sites;
Agreeing training requirements;
Supported staff in their new roles.

Operational:

Procurement of medical equipment;
Management of fit out;
Setting up clinical processes and procedures;
Arranging forms and certificates (GMS1, sick notes, prescription pads etc);
Liaising with senior PCT staff.

Marketing:

Produced Patient Leaflets;
Liaised with PCTs over marketing materials for the new surgeries;
Arranged open days with the local communities;

Attended health forums, community events and workshops to promote the new services.

Non-NHS Projects

Project Planning role working on Europe’s largest retail integration project. Shop Direct merged with Littlewoods to create the largest home shopping network in the country.

Created several detailed plans and was responsible for the tracking of progress
Reporting of risks and issues
Coordination of the weekly and monthly reporting cycles for project and programme managers
Created extensive Gantt charts, Work Breakdown Structures and PERT charts.
Produced the plan for a new contact centre for over 700 advisors. This involved liasing with stakeholders across the business and the production of a highly detailed plan that delivered in June 2005.

The Highways Agency

Successfully managed and supported the introduction of a new time recording system for 2000 staff around the country
Complex project which involved a large amount of ‘hearts and minds’ work as it delivered a big culture change for the civil servants concerned
Technical Author for the support material
Y2K compliancy testing for the application