The delivery model was built around the core principles of minimising impact on pandemic response and BAU activities, ensuring transfer of functions in good order and ensuring people were properly supported during the transition process.
The programme team was responsible for developing, and then supporting, the delivery of preparation work by PHE directorate teams to ensure functions, services and people transferred to new receiver organisations in a safe, secure, and carefully planned way
The work was delivered through a blended team of business and subject matter across: PHE, the NHS Business Services Authority (NHSBSA), the South Central and West Commissioning Support Unit (SCWCSU) and Clarity. This blended team approach enabled an agile and responsive approach to meeting the needs of the business and programme, both in terms of skills and capacity.
All workstreams were underpinned and supported by the introduction of a dedicated Integrated Programme Office (IPO) function. The IPO managed the transition risks and dependencies across PHE including business continuity and resilience, plus reporting into central transition on all sender activities.
Programme workstreams and projects were planned and managed utilising, wherever possible, Managing Successful Programmes and Prince2 methodologies. Core programme and project documentation was produced including, amongst others, a Programme Initiation Document, Critical Path, workplans and risk, issue and benefits logs.