1. Transforming Community Equipment Services London Update for JIP meeting 180909

2. The Transformation of Community Equipment Services (TCES) in London
Aims to implement the retail solution for simple aids to daily living across London within 2 years and, additionally to:
Transform the market place for community equipment in London
Provide impetus to the achievement of the personalisation agenda within the London boroughs
Site
Status by 30/9
Comments
Barking & Dagenham
Project set up and launched 8th Sep
Brent
Developing governance structure
Camden
Project set up and go live planned for Oct
Enfield
Harrow
Project set up and launched 9th Sep
Havering
Lambeth
Project set up and launch being scheduled
Southwark
8 boroughs have previously committed resources and 6 are already well on the way to implementing the model

3. The proposed TCES London pre-programme planning covers the following activities
Set Up Governance Structure
Initiate Programme
Recruit and Mobilise Team
Prepare detailed plans
Engage London Sites
Review Process and Launch
Agree Partnership Arrangements
Agree the funding structure
Agree HR process and confirm T’s & C’s, contracting arrangements
Develop wider engagement approach
Develop high level plans
Establish Programme Sponsor Role and Develop Charter
Establish Executive Steering Group & Develop Charter
Establish Programme Board & Develop Charter
Confirm Project Resourcing
Plan Launch Event for Programme Board, ESG and other interested Directors
Confirm team structure and resources
Develop skill sets, job descriptions etc
Recruit team
Develop induction and training materials
Deliver induction and training
Engagement methodology and plan
Stakeholder analysis and management Comms plan
Implementation pathway and plans
Virtual teaming implementation support
Market development
RAIDs
KPIs
Contingency
Contact sites to set up engagement events
Present to key Directors (LA/NHS)
Understand preferred place in implementation waves
Understand local sign off process to commit
Draft wave plan
Finalise implementation waves
Allocate TCES London team to sites
Peer review plans and approach
Review with Sponsors
Approval and sign off by Programme Board and ESG
Hold Launch Event
Underpinning this programme are tried & tested tools and materials prepared by the highly experienced CSED team 3

4. Executive Steering Group (JIP)
(meets quarterly)
TCES London Programme Board (meets bi-monthly initially)
Project Managers/ Business Change Managers
Programme Sponsors
DRD (Ian Winter) &
JIP Chair (Marian Harrington)
Nominated DASS <<name>> <<name>>
DRD Team
Sarah Hollingworth
Capital Ambition
<<name>>
Council Member
<<name>
TCES Programme Manager
Akosua Bame-Ashiagbor
PM No 2
PM No 1
PM No 3
CSED
Lynne Horn
PM No 5
PM No 6
PM No 4
LA/NHS partnership
National TCES Implementation Team
Reports to
CA Efficiency Board
Anyone else?

5. Suggested Programme Board and Executive Steering Group Launch event
Event from 10am – 4pm (Date to be agreed)
Introductions and Expectations (15 mins)
Presentation of the Retail Model and Engagement Approach (2 hours)
Lunch (0.5hours)
Review TCES London business case and benefits realisation plan (1.5 hours)
Kick off Programme Boards and Executive Steering Group (1 hour)
Agree roles and responsibilities
Agree and sign off charters
Agree diary of meetings
Wrap up, next steps and close (15 mins)
By the end of the session all participants will be clear on the deliverables and timelines for the TCES London Programme

6. Indicative high level TCES London programme plan for 2009/10
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
TCES London Programme management
Planning for TCES London Programme
Programme Management
Recruit and onboard
TCES London Project Team
Team Start
Implement Wave 1 sites
Wave 2 onwards
National TCES Implementation Support
Engagement events
Complete current site SUR’s
Ax Centre
Mentoring and coaching new PMs and FSs
Virtual Team Support
National TCES Market Development Support
Thurrock Retail St
Helens Retail
Market research and planning of Wave 1 events
Wave 2 onwards
The target team start date is 16 November 2009 with the 1st wave of sites commencing their project initiation on 30 November 2009. 6

7. Approvals/decisions required today
Approvals required
Do you agree to the overall programme approach to launch on 30 November?
Actions required
Can we have 2 nominations for DASS to sit on the TCES London Programme Board? 7

8. TCES London Programme Supplementary Slides8

9. There are 10 Steps to implementing the new model for Community Equipment
PASS START UP READINESS TEST
Develop change management material & launch project with staff/stakeholders
Initiate SADLs project, set up SADLs governance structure & PM toolkit
Transition SADLs to BAU
Conduct user engagement activities
Adopt national catalogue & tariff, develop marketplace
Tailor ‘to be’ assessment, prescription & retail processes 1 2 3 4 5 8 9 7 6 10
Develop & initiate transition plans
Understand how change will be captured & conduct change readiness assessments
Tailor finance & back office processes
SADLs
GO LIVE
Develop & implement CADLs solution
Warehouse
CADLs GO LIVE
Project Management Support

10. High level TCES London Programme Plan
Local Approvals
SURs
Project Launch
Wave 2 Sites Engaged
Local Governance in
place
Wave 3 Sites Engaged
Wave 1Sites Engaged
M13
M14
M15
M16
M17
M18
M19
M20
M21
M22
M23
M24
Wave 5 Sites Engaged
Wave 4 Sites Engaged
Total slippage built in to programme
The target start date for the 1st wave of sites commencing their project is 30 November 2009. 10

11. High level Programme Plan per Borough
TCES London Support
Boroughs will receive 4 months on-site support then virtual teaming support from the TCES London Programme Manager and shared learning networks 11

12. TCES London Programme Governance Roles and Responsibilities12

13. TCES London Programme Sponsor
Deliverable: To champion the project and provide strategic support
Naturally works with which Stakeholders?
London TCES Programme and Executive Steering Boards
London DRD team
National TCES team
Individual London Boroughs
Aim: To remove barriers to the project’s success managing the project at strategic level ensuring sustained buy-in into the project with key stakeholders. This ensures the project manager is empowered and supported with the appropriate resources
Time Plan/Key Milestones:
Project launch Jan 10
Project duration 2 years
Scope:
Input into strategic decisions and financial implications
Excludes:
Day-to-day project decisions
Process detail
Policy Links:
NHS Next Stage Review
Putting People First
Our health, our care, our say: a new direction for community services
Activities:
Physically represent and champion the project at major events
Attend Executive Steering Group meetings to update on progress
Chair Project Board meetings
Formally manage project scope
Approve plans, schedules and budgets
Ensure project benefits are realised
Risks:
Lack of local borough executive engagement and commitment
Lack of locally provided resources, capability, timeliness
Resources
DASS Leads on Efficiency for London
(Marian Harrington & Mimi Konigsberg)
Deliverables:
Progress reporting to Project Board/Executive Steering Group
Critical Success Factors:
Budget
Stakeholder Commitment
RACI
A – London TCES Programme Manager 13

14. TCES London Executive Steering Group
Deliverable: To ensure the TCES London programme meets the overall strategic direction of the LA/NHS partners
Naturally works with which Stakeholders?
London TCES Programme Boards
London DRD team
National TCES team
London ADASS team
Individual London Boroughs
Aim: To provide strategic direction and leadership to the London TCES Programme and oversee external communications and stakeholder management
Time Plan/Key Milestones:
Project launch Jan 10
Project duration 2 years
Scope:
All 33 London boroughs and their NHS partners
Strategic decisions and financial implications
Excludes:
Day to day project decisions
Process detail
Policy Links:
NHS Next Stage Review
Putting People First
Our health, our care, our say: a new direction for community services
Activities:
Quarterly update session
Review of plan
Presentation of successes / major risks & issues
Resolution/actions on way forward
Strategic level decision-making
Lead the wider engagement through communications / disseminating project messages
Management with wider LA/NHS stakeholders
Risks:
Lack of local borough executive engagement and commitment
Lack of locally provided resources, capability, timeliness
Resources
JIP Board or nominated Sub Group
Deliverables: ?
Critical Success Factors:
Budget
Regular attendance to update meeting
Material structured effectively to promote decision-making
Willingness to front events and act as champions and sponsors
RACI
A – London TCES Programme Manager 14

15. TCES London Programme Board
Deliverable: To provide decision-making and leadership around the delivery of the TCES London programme
Naturally works with which Stakeholders?
London TCES Programme and Executive Steering Boards
London DRD team
National TCES team
Individual London Boroughs
Aim: To ensure available resources and capacity are available, that any obstacles or major risks to delivery are managed and that linkages with other initiatives/projects are managed.
Time Plan/Key Milestones:
Project launch Jan 10
Project duration 2 years
Scope:
All 33 London boroughs and their NHS partners
Simple Aids to Daily Living
Excludes:
Complex Aids to Daily Living
Policy Links:
NHS Next Stage Review
Putting People First
Our health, our care, our say: a new direction for community services
Activities:
Monthly update session
Review of plan
Presentation of successes / major risks & issues
Resolution/actions on way forward
Strategic level decision-making
Information cascade to appropriate teams
Risks:
Lack of local borough executive engagement and commitment
Lack of locally provided resources, capability, timeliness
Resources
DRD member
JIP member
CA member
Council member
National TCES member
Deliverables: ?
Critical Success Factors:
RACI
A – London TCES Programme Manager 15

16. TCES London Programme Manager
Deliverable: Structure, plans, systems and tools in place to manage programme within timeline
Naturally works with which Stakeholders?
London TCES Programme and Executive Steering Boards
Sponsors
London DRD team
National TCES team
Individual London Boroughs
Aim: To implement the retail solution for simple aids to daily living across London within 2 years whilst transforming the marketplace and provide impetus to achieve the wider personalisation agenda
Time Plan/Key Milestones:
Project launch Jan 10
Project duration 2 years
Scope:
All 33 London boroughs and their NHS partners
Simple Aids to Daily Living
Excludes:
Complex Aids to Daily Living
Policy Links:
NHS Next Stage Review
Putting People First
Our health, our care, our say: a new direction for community services
Activities:
Control the project through
Regular project meetings
Managing the project plan and project controls (RAIDs, Comms plan etc)
Ensuring sponsors are in touch with key issues
Managing measurement process
Support local Project Managers to
Design and implement their project plans to the defined quality standard
Review progress to plan
Escalate risks and issues locally
Sharing knowledge and coaching individuals
Providing QA through audits and checks
Risks:
Lack of local borough executive engagement and commitment
Lack of locally provided resources, capability, timeliness
Resources
London TCES Programme Manager
London TCES Programme Team
Deliverables:
Detailed project plan for implementation and roll out
Progress review methodology
Project Team recruited
Stakeholder engagement
Stakeholder communications
Risk matrix, Issues Log
Critical Success Factors:
Budget
Stakeholder Commitment
RACI
A – London TCES Programme Manager 16

17. TCES London Transformation Project Managers
Deliverable: Initiate local project and pass Start Up Readiness launching project within timeline
Naturally works with which Stakeholders?
Site Executive Steering and Project Boards
Site Sponsors
Site Business Change Manager and Working Group Leads
Site finance/service teams, prescribers, retailers, user forums
London TCES Programme Manager
Aim: Accountable for engaging executive sponsorship, initiating local project and establishing governance, start to develop the local business case and change management strategy, passing SUR to launch the local TCES SADLs project
Deliverables:
PID
Next Steps list
Risk and Issues log
Risks that could knock the project off course (with mitigating actions)
All issues will have next steps
Report ‘local status’ back to London TCES through conference calling / measurement templates
Regular progress report to Sponsor
Critical Success Factors:
Material structured effectively to promote decision-making
Willingness to front events and act as champions and sponsors
Ability to engage and work effectively with BCM
RACI
R – London TCES Project Manager
A - London TCES Programme Manager
Time Plan/Key Milestones:
Months 1 -3 Establish governance and pass SUR in allocated sites
Month 4 – Handover to site BCM
Scope:
Input into key decisions impacting the project
Input into financial decisions impacting the project
Day-to-day project decisions
Excludes:
Complex Aids to Daily Living
Strategic decisions
Policy Links:
NHS Next Stage Review
Putting People First
Our health, our care, our say: a new direction for community services
Risks:
Lack of local borough executive engagement and commitment
Lack of locally provided resources, capability, timeliness
Resources
London TCES Project Manager
Site Business Change Manager
Activities:
Regular project meetings
Manage project plan
Manage team temperature
Ensure sponsor is in touch with key issues
Manage comms plan
Ensure project key messages have been communicated to the right staff groups
Ensure team environment is appropriate
Develop measurement process
Manage handover to BCM 17

18. TCES London Financial Specialist Support
Deliverable: Support boroughs to complete their financial model as part of the local PID
Naturally works with which Stakeholders?
Site Executive Steering and Project Boards
Site Sponsors
Site finance and service teams
London TCES Project Managers
London TCES Programme Manager
Aim: Accountable for engaging finance and service teams in sites, providing financial templates, support to source, analyse and interpret data to enable the completion and validation of the local financial model
Time Plan/Key Milestones:
Months – Deliver financial models and measurement tools for allocated sites
Scope:
All 33 London boroughs and their NHS partners
Entire Community Equipment Service within each borough
Excludes:
Local Financial reporting
Policy Links:
NHS Next Stage Review
Putting People First
Our health, our care, our say: a new direction for community services
Activities:
Engage site finance and service teams
Distribute financial model and diagnostic tools
Coach site teams to source, collate and interpret the base data
Prepare Financial Model undertaking validation exercise with site teams
Analyse, clarify, identify and close gaps
Identify and confirm financial and non-financial benefits contributing to local business case
Facilitate sign off of local Financial Model
Develop business activity modelling tools and coach sites to apply through project lifecycle
Risks:
Lack of local borough executive engagement and commitment
Lack of locally provided resources, capability, timeliness
Lack of good quality data
Resources
London TCES Financial specialist
Site Business Change Manager
Deliverables:
Site Financial Models and Benefits Realisation Plan
Critical Success Factors:
Stakeholder Commitment
Good data
RACI
R – London TCES Financial Specialists
A – London TCES Programme Manager 18

19. Local Site Business Change Manager
Deliverable: To embed the changes introduced by the retail model and realise the benefits
Aim: Accountable for supporting the local site and responsible for managing working groups to plan and embed the change by championing and enabling new ways of working to transition into business as usual. This will involve co-ordination and monitoring of the change to realise the benefits in terms of measured improvements
Time Plan/Key Milestones:
Months – work with PM to initiate and launch project
Months 5 onwards – deliver project and realise benefits
Resources
Site Business Change Manager
Site Working Groups
RACI
A – Business Change Manager
Scope:
Community Equipment Service within own Borough
Day-to-day decisions regarding change activities
Strategic change management decisions
Excludes:
Generic strategic decisions and financial implications
Policy Links:
NHS Next Stage Review
Putting People First
Our health, our care, our say: a new direction for community services
Activities:
Responsible for developing & implementing change management activities
Responsible for developing & implementing stakeholder management activities
Responsible for implementing communications activities
Responsible for implementing training activities
Responsible for assessing the progress towards achieving and realising measured improvements
Responsible for establishing & implementing benefits tracking tools
Deliverables:
Change Management Strategy
Stakeholder Management Plan
Communications Strategy & Plan
Training Strategy & Plan
Measurement & Tracking tools to realise benefits
Local Retail Model Design
Full Business Case
Critical Success Factors:
Ability to secure ‘buy-in’ from key stakeholders
Visible sponsorship
Evidence to suggest progress towards achieving cultural change
Clear benefits realisation plan
Naturally works with which Stakeholders?
Site Executive Steering and Project Boards
Site Sponsors
Site finance and service teams
TCES Working Groups
London TCES Project Managers
London TCES Programme Manager
Risks:
Lack of local borough executive engagement and commitment
Lack of locally provided resources, capability, timeliness
Lack of good quality data 19

20. TCES London Programme Team Recruitment20

21. Detailed recruitment plan
Key Activities
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER 7 14 21 28 5 12 19 26 2 9 16 23 30
Receive approval from CA Efficiency Board
Develop Skills sets, job descriptions, T’s & C’s
Sign off resource plan and recruitment process/plan
Advertise posts
Develop Assessment Centre and materials
Shortlist candidates
Send out interview pack
Conduct Assessment Centre
Notify candidates
Repeat Assessment Centre if required
Notice periods
Develop Induction and training materials
New Recruits Commence 7 10 18 21 2 2 12 13 19 16 21

22. Detailed recruitment plan
Key Activities
NOVEMBER
DECEMBER
JANUARY
FEBRUARY 2 9 16 23 30 7 14 21 28
New Recruits Commence
Induction and training
Review PM and FS capabilities
Adjust training as required
Develop individual Charters and PM toolkit
Allocate to sites and engage with local sponsors
Commence work in Wave 1 site
Implementation of Wave 1 site 16 20 27 20 30
See detailed plan
The target start date is 16 November 2009 with the 1st wave of sites commencing their project initiation on 30 November 2009. 22

23. Resources – Pros and Cons of contracting arrangements
Interim
Interims more likely to have the requisite mix of skills and experience needed for this strategic project
Increased likelihood of the team’s ability to work at the pace required i.e. used to ‘hitting the ground’ running from one assignment to the other
Speedier recruitment as no need for strict application of certain internal processes such as Hays Job Evaluation tools
Speedier appointments i.e. avoid delays due to backfilling of staff etc
Significant knowledge and skills transfer to in-house staff – benefit from the total experience of the consultant not just those relating to the current project
Easier to replace if appointment turns out to be unsuitable i.e. the protracted process for terminating permanent appointments is avoided
Benefit from flexibility in their approach to working locations i.e. willingness to move from one organisation to the other
Secondments
Salary costs are significantly cheaper
Knowledge and skills from implementing the model are retained in house
If appointed from within the relevant organisation will benefit from existing networks within the organisation and an understanding of its ‘politics’
Pros
Salary costs are significantly higher
May still have difficulty in finding people with the requisite skills and experience
Significant knowledge and experience from rolling the model out across multiple organisations may not be successfully transferred in-house
Job evaluations for Project Managers within Local Authorities are pitched at rather junior levels therefore existing personnel lack the requisite knowledge, skills and experience
Protracted recruitment process as all applicable internal protocols and processes need to be adhered to
Protracted appointment process due to issues such as backfilling of positions etc
Cons 23

24. TCES London Programme Manager Job Profile
Job Title
TCES London Programme Manager
Direction from
Project Board
Direction to
Transformation Project Managers
Business Change Manager
Role Purpose
To plan, create and operate a virtual team networking structure, co-ordinating change management planning, design and implementation activities and documentation to deliver the TCES London programme, business case and financial model
To manage the project within cost and time constraints
Category Knowledge
Essential
PM Methodology
PM Quality Standards
MS Office Suite (Excel, Word, Project, PowerPoint)
Desirable
Understanding of Health Sector / Policies
Skills
Leadership
Team Management
Good Communication
Stakeholder Management
Influencing
Reporting
Structured Thinking Approach
Negotiation
Experience
Demonstrate previous management of complex programmes
Worked in a retail environment
Worked in Health &/or Social Care Sector
Personal Attributes
Enthusiastic and driven
Thorough
Credible and respected
Desire and ability to learn quickly
Flexible
Existing network of local contacts 24

25. Transformation Project Manager Job Profile
Job Title
Transformation Project Manager
Direction from
Project Board
TCES London Programme Manager
Direction to
Business Change Manager
Working Group Members
Role Purpose
To ensure that the Project as a whole produces the required deliverables to the defined standard of quality
To manage the project within cost and time constraints
Category Knowledge
Essential
PM Methodology
PM Quality Standards
MS Office Suite (Excel, Word, Project, PowerPoint)
Desirable
Understanding of Health Sector / Policies
Skills
Leadership
Team Management
Good Communication
Stakeholder Management
Influencing
Reporting
Structured Thinking Approach
Negotiation
Experience
Worked in a project environment
Worked in a retail environment
Worked in Health &/or Social Care Sector
Personal Attributes
Enthusiastic and driven
Thorough
Credible and respected
Desire and ability to learn quickly
Flexible
Existing network of local contacts 25

26. Financial Specialist Job Profile
Job Title
Financial Specialist
Direction from
Site Project Board and Site Business Change Manager
TCES London Programme Manager and Site Project Managers
Direction to
Working Group Members
Site finance and service teams
Role Purpose
To distribute financial modelling and diagnostic tools, evaluate information for inclusion in local site business cases and ensure inclusion in the TCES London business case and implementation plan
Category Knowledge
Essential
CCAB Accountant
Financial modelling and analyses
MS Office Suite (Excel, Word, Project, PowerPoint)
Desirable
Understanding of Health Sector / Policies
Skills
Financial competency
Good Communication
Stakeholder Management
Influencing
Reporting
Structured Thinking Approach
Negotiation
Experience
Worked in a project environment
Worked in Health &/or Social Care Sector
Personal Attributes
Enthusiastic and driven
Thorough
Credible and respected
Desire and ability to learn quickly
Flexible
Existing network of local contacts 26

27. Local Site Business Change Manager Job Profile
Job Title
Business Change Manager
Direction from
Site Project Board
TCES London Programme Manager and Site Project Manager (for first 4 months)
Direction to
Working Group Members
Site finance and service teams
Role Purpose
To ensure that the Project as a whole produces the required deliverables to the defined standard of quality
To embed the change within the organisation and transition to business as usual
Category Knowledge
Essential
PM Methodology
PM Quality Standards
MS Office Suite (Excel, Word, Project, PowerPoint)
Desirable
Understanding of Health Sector / Policies
Skills
Leadership
Change Management
Good Communication (written and oral)
Stakeholder Management
Influencing
Reporting
Structured Thinking Approach
Networking
Negotiation
Experience
Worked in a project environment
Worked in Health &/or Social Care Sector
Clinical background
Personal Attributes
Enthusiastic and driven
Thorough
Credible and respected
Desire and ability to learn quickly
Flexible
Existing network of local contacts 27