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Transforming Community Equipment Services London Update for JIP meeting 180909.

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Presentation on theme: "Transforming Community Equipment Services London Update for JIP meeting 180909."— Presentation transcript:

1 Transforming Community Equipment Services London Update for JIP meeting

2 2 The Transformation of Community Equipment Services (TCES) in London Site Status by 30/9 Comments Barking & Dagenham Project set up and launched 8 th Sep BrentDeveloping governance structure CamdenProject set up and go live planned for Oct EnfieldDeveloping governance structure HarrowProject set up and launched 9 th Sep HaveringProject set up and launched 8 th Sep LambethProject set up and launch being scheduled SouthwarkProject set up and launched 9 th Sep 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 8 boroughs have previously committed resources and 6 are already well on the way to implementing the model

3 3 The proposed TCES London pre-programme planning covers the following activities 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 Underpinning this programme are tried & tested tools and materials prepared by the highly experienced CSED team 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 Confirm team structure and resources Develop skill sets, job descriptions etc Recruit team Develop induction and training materials Deliver induction and training 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 Engagement methodology and plan Stakeholder analysis and management Comms plan Implementation pathway and plans Virtual teaming implementation support Market development RAIDs KPIs Contingency Set Up Governance Structure Initiate Programme Review Process and Launch Prepare detailed plans Engage London Sites Recruit and Mobilise Team Agree Partnership Arrangements Agree the funding structure Agree HR process and confirm Ts & Cs, contracting arrangements Develop wider engagement approach Develop high level plans

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

5 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 6 Indicative high level TCES London programme plan for 2009/10 SepOctNovDecJanFebMar TCES London Programme management TCES London Project Team National TCES Market Development Support AprMayJun JulAug Programme Management National TCES Implementation Support Planning for TCES London Programme Recruit and onboard Implement Wave 1 sitesWave 2 onwards Mentoring and coaching new PMs and FSs Complete current site SURs Ax Centre St Helens Retail Thurrock Retail Market research and planning of Wave 1 events Team Start Virtual Team Support Engagement events Wave 2 onwards The target team start date is 16 November 2009 with the 1 st wave of sites commencing their project initiation on 30 November 2009.

7 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?

8 8 TCES London Programme Supplementary Slides

9 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 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 10 High level TCES London Programme Plan M1M2M3M4M5M6M7M8M9M10M11M12 Local Approvals SURs Project Launch Wave 2 Sites Engaged Local Governance in place Local Approvals SURs Project Launch Wave 3 Sites Engaged Local Governance in place Local Approvals SURs Project Launch Wave 1Sites Engaged place Local Governance in M13M14M15M16M17M18M19M20M21M22M23M24 Wave 5 Sites Engaged Wave 4 Sites Engaged Local Approvals SURs Project Launch Local Governance in place Local Approvals SURs Project Launch Local Governance in place Total slippage built in to programme The target start date for the 1 st wave of sites commencing their project is 30 November 2009.

11 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

12 12 TCES London Programme Governance Roles and Responsibilities

13 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 projects 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: Resources Budget Stakeholder Commitment RACI A – London TCES Programme Manager

14 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: Resources 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

15 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

16 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: Resources Budget Stakeholder Commitment RACI A – London TCES Programme Manager

17 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

18 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 finance and service teams Site Business Change Manager Deliverables: Site Financial Models and Benefits Realisation Plan Critical Success Factors: Resources Stakeholder Commitment Good data RACI R – London TCES Financial Specialists A – London TCES Programme Manager

19 19 Local Site Business Change Manager Deliverable: To embed the changes introduced by the retail model and realise the benefits 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 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 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 Risks: Lack of local borough executive engagement and commitment Lack of locally provided resources, capability, timeliness Lack of good quality data Resources Site Business Change Manager Site Working Groups 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 RACI A – Business Change Manager

20 20 TCES London Programme Team Recruitment

21 21 Detailed recruitment plan Key Activities SEPTEMBEROCTOBERNOVEMBERDECEMBER Receive approval from CA Efficiency Board Develop Skills sets, job descriptions, Ts & Cs 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

22 22 Detailed recruitment plan Key Activities NOVEMBERDECEMBERJANUARYFEBRUARY 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 See detailed plan The target start date is 16 November 2009 with the 1 st wave of sites commencing their project initiation on 30 November 2009.

23 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 teams 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 Interims more likely to have the requisite mix of skills and experience needed for this strategic project Increased likelihood of the teams 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 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 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 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

24 24 TCES London Programme Manager Job Profile Job TitleTCES London Programme Manager Direction from1.Project Board Direction to1.Transformation Project Managers 2.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

25 25 Transformation Project Manager Job Profile Job TitleTransformation Project Manager Direction from1.Project Board 2.TCES London Programme Manager Direction to1.Business Change Manager 2.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

26 26 Financial Specialist Job Profile Job TitleFinancial Specialist Direction from1.Site Project Board and Site Business Change Manager 2.TCES London Programme Manager and Site Project Managers Direction to1.Working Group Members 2.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

27 27 Local Site Business Change Manager Job Profile Job TitleBusiness Change Manager Direction from1.Site Project Board 2.TCES London Programme Manager and Site Project Manager (for first 4 months) Direction to1.Working Group Members 2.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


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