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NHS-3 will be implemented over a 7-year period with a defined implementation plan that addresses each priority. The implementation plan outlines actions, timelines and responsibilities, as well as the support required for stakeholders. Formulation of this plan included identification of cross-sectoral interdependencies, including existing initiatives and projects, to avoid any misalignment or work duplication, and to determine the right sequence.

Project timelines are defined based on the best practices, resource requirements and local contexts.

To support successful implementation a holistic communication plan has been developed with three core objectives:

Awareness creation: Ensure stakeholders have a comprehensive understanding of NHS-3 including its goals, benefits and implications for healthcare delivery and access.

Implementation support: Provide stakeholders with clear, actionable information and guidelines to address challenges, facilitate ownership and enable smooth execution.​

Continuous engagement with patients: Foster interactions with patients to educate and enhance their involvement in their own healthcare journey, and improve overall satisfaction of their experience.

The communication plan consists of multiple internal and external activities that will run on a permanent basis to ensure involvement and support of all stakeholders across the duration of implementation. (e.g. communication activities include public health seminars, roadshows, and official website and social media campaigns). Activities will be continuously measured for impact against the above objectives, with stakeholder groups engaged via regular pulse checks, and the plan adjusted accordingly.

Successful implementation of the NHS-3 is dependent on a robust Governance approach. This includes clear accountability and well-defined reporting lines across project owners, outcome owners, the NHS committee and the MoPH Executive board. 

Additionally, a dedicated delivery unit will be set up to monitor the progress of outcomes and corresponding initiatives, and oversee codified processes including across budgets, change requests and performance management. Specific responsibilities of this unit include validation of the business cases for initiative and project budgeting, oversight of day-today implementation, the escalation and resolution of issues or roadblocks, and the coordination of crosscutting initiatives cross the ecosystem. 

To monitor the effectiveness of implementing the strategy a list of key performance Indicators (KPIs) have been developed that extend to the project level, with a focus on KPI ownership and performance management. A set of key principles of performance management have been defined to ensure:

• Progress reviews are based on KPIs and facts, minimizing narrative-based assessments or biases 
• Progress reviews inform strategic decision making, to ensure outputs of reviews are integrated to support NHS Committee and executive board decisions
• Feedback is tracked with accountable stakeholders, to ensure stakeholders take ownership and are supported to make any necessary pivots towards implementation success.