Attain offers a full range of support to commissioners, providers and whole health and care systems.

QIPP image

The health and care system is facing unprecedented demand at a time when funding levels are reducing. We know that these challenges will intensify over the coming years as our older population increases and the number of people with multiple and complex health and care needs grows. We recognise that most organisations are in a similar position, struggling to balance their short term financial, safety, quality, performance and regulatory requirements with the need to achieve sustainable high quality services for the long term.

The scale of the challenges faced vary by locality and organisation, but the themes are common across the health and social care environment. In response to the Five Year Forward View, new models and of care and the prevention agenda are at the forefront of development, but for many organisations these in isolation will not deliver savings and quality improvement at the scale and pace required to meet the timescale available.

Consequently Cost Improvement Programmes (CIP) and Quality, Innovation, Productivity and Prevention (QIPP) and other efficiency scheme initiatives will still form a part of core business across health and social care for the short to medium term. We recognise that the level of opportunity for transactional savings and improvements has been eroded year on year by the changes already delivered, and many organisations are now looking to deliver larger scale transformational schemes in tandem with traditional in year ‘transactional’ schemes to address the current system challenges and create a longer term sustainable future in parallel.

We therefore offer a full range of support to commissioners, providers and whole health and care systems:

  • We can review, validate and enhance existing CIP, QIPP and Programme Management Office (PMO) capability
  • We can help you to identify, develop and deliver new quality improvement and cost reduction schemes
  • We can also provide an embedded PMO Director or full team to help you manage delivery of your programme
  • We work closely with a range NHS regulators and can help you establishing robust reporting and assurance processes, and prepare for associated challenge sessions.

Case studies

Read case studies on our CIP, QIPP, Transformation and Programme Management projects

QIPP and cost reduction

We have worked with a range of organisations, some who have failed to meet statutory obligations and are under intense scrutiny, and others who are able to balance some short and medium term initiatives to meet current requirements and prepare for the future. We are also currently supporting a number of organisations that are working on transformational multi-year programmes focussing on sustainability over time.

We bring a pragmatic, but robust approach to reviewing all options available to organisations

We are working with organisations at each of these points:

QIPP/CIP transformation journey

Wherever you are on the QIPP/CIP/transformation journey we can support you in the development of a robust programme of activities that will deliver savings or quality improvements you require.

Our QIPP/CIP programme methodology:

Programme methodology diagram

Management of a programme of quality or cost improvement

All change programmes must be managed carefully to ensure that they deliver the required benefits. Best practice for management of interrelated projects is to use a standard programme management framework, supported by a PMO. We recommend a formal programme management methodology that is tailored to your organisational infrastructure.

A robust PMO requires the following elements:

  • Programme design and control
  • Planning and reporting
  • Programme support
  • Risk and issue management
  • Benefits realisation

PMOs get a bad name if they become bureaucratic. Our PMO methodology takes a proportionate approach to the scale of projects or programmes that are being delivered and the organisational context and regulatory reporting requirements in which they operate. We recommend a formal governance structure is established to ensure monitoring, reporting and assurance to the governing body/trust board – and we have developed a comprehensive toolkit that can be tailored to your organisation to make best use of clinical and executive time.

Our PMO approach