Strategy into action - Developing the commissioning programme: suggested steps
| Once again we wish to emphasise that what we offer here is one suggested route through which a PCT can structure its approach to these challenges. We positively welcome contributions of alternative models from PCTs’ practice. See Submit a resource. |
| This section should also be read in conjunction with Resource Guide 11 NHS Planning, which sets out a framework for translating national strategic objectives into local objectives and key tasks, within the Local Development Planning process. |
1. High level buy in 2. Operational preparation
3. Programme management
4. Review
1. High level buy in
The PCT Board designates an Executive Director who will take the lead on its behalf, and work with other key senior staff to identify for the Board:
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How the programmes align with the overall strategy
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The benefits to be achieved (normally in terms of service delivery and improvement)
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Risks and issues to be resolved
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Estimated costs, timescales and resources to be committed (including a list of associated projects).
2. Operational preparation
Once the Board has agreed these issues in principle the Executive Director then identifies the team to be involved in developing the detailed operational programme and its constituent elements taking account of:
- The skills and knowledge are required
- Which parts of the organisation need to be involved
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All of the stakeholders
This Group will work together on detailed operational planning which needs to cover for each programme
- A scheduled Project Portfolio, including costs. The projects should be grouped linked to significant milestones and review points.
- What will improvements will be achieved by when, who will be responsible and how progress will be measured
- A Programme Risk Log so that everyone involved can identify and share potential problems and how they will be resolved
Programme management resources and costs
How stakeholders interests will be identified and how they will be involved?
While it is important to include as much information as possible some details will not be available at this stage; planning needs to continue over the life of the programme.
At this stage, the programme team should also consider the skills profiles for each project and where there may be skill shortages, (e.g. in project management or technical skills.) It will also be necessary to think about commissioning requirements and the possibilities for collaborative commissioning across the projects, or even across programmes.
3. Programme management
Once the Executive Management Team has evaluated and agreed the operational planning, a Programme Manager needs to be designated. It is important that this person has been involved in developing the programme thus far but it could be that another senior colleague has more relevant managerial skills to lead the detailed implementation process than the Executive Director who has led the process to date.
The Programme Manager is responsible for commissioning projects within the programme portfolio and should ensure that appropriate individuals are appointed to the key project roles. Each project is accountable to the programme for the successful completion within specified time, cost and quality parameters.
As each project is about to begin, the Programme Manager should agree the project brief in detail with the project manager and project team. The brief for each project should provide a clear scope and a measurable definition of its required deliverables or outputs and should include the following information :
- Description of required services
- Dependencies on other projects
- Target delivery date and key milestone reviews
- Cost profile
- Resource profile
- Benefit Profile(s) relevant to the project
- Any risks identified at programme level relevant to the project.
As projects get underway the Programme Manager is responsible for the oversight of the overall process to resolve problems and manage the risks. To ensure that this is achieved project reports should align with the information held at programme level and should be provided regularly to the programme. Any departures from previously agreed operational plans should be assessed for impact on the rest of the programme. Impact assessment needs to be carried out as early as possible in order to manage any consequent changes. The Programme Manager is also responsible for ensuring that learning from individual projects is made available to all the others through an effective communications strategy.
Resources
More detail on Project Management in Resource Guide 10
4. Review
The point at which a programme may be closed is determined by the completion and implementation of the last project or when the new services are stable and operating effectively.
There needs to be a rigorous review process the objective of which is to formally assess and measure the delivery of benefits into the operational environment. It is very important that the review processes is framed in terms of learning rather than blame so that individuals and groups will report honesty on what has happened. This individual is also responsible for ensuring that any resource or skills gaps are addressed so that staff are appropriately supported for future activities. The Programme Manager is responsible for the reviews and will need to involve relevant internal and external stakeholders. This individual is also responsible for ensuring that any resource or skills gaps are addressed so that staff are appropriately supported for future activities.
The review outcomes will be presented to the Board to inform the next phase of strategic planning as well as being disseminated as part of the communications strategy.
Linked to the review process will be a close down process:
- A review of all programme documentation to ensure that all elements have been covered
- Any contracts used by the programme should be finalised and closed, or responsibility for continued contract management handed over to business management/operations
- Programme closure is confirmed by the Responsible Executive Director, the Programme Manager and the sponsoring group, and all stakeholders informed of the overall outcome
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