Transforming Community Equipment Services
London
Update for JIP meeting 180909
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
Developing governance structure
Harrow
Project set up and launched 9th Sep
Havering
Project set up and launched 8th Sep
Lambeth
Project set up and launch being scheduled
Southwark
Project set up and launched 9th Sep
8 boroughs have previously committed resources and 6 are
already well on the way to implementing the model
2
3
The proposed TCES London pre-programme
planning covers the following activities
Initiate
Programme
• 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
Set Up
Governance
Structure
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
Recruit and
Mobilise Team
Confirm team •
structure and
resources
Develop skill
•
sets, job
descriptions etc
Recruit team
•
Develop
induction and
training
materials
•
Deliver
induction and
training
•
Prepare
detailed plans
Engagement •
methodology
and plan
Stakeholder
analysis and •
management
Comms plan
Implementation •
pathway and
plans
Virtual teaming
implementation
support
•
Market
development
• RAIDs
•
• KPIs
• Contingency
Engage
London Sites
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
Review
Process and
Launch
• 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
Executive Steering Group (JIP)
4
(meets quarterly)
Programme Sponsors
DRD (Ian Winter) &
Reports to
TCES London Programme
Board (meets bi-monthly initially)
CA Efficiency Board
Anyone else?
Nominated
DASS
<<name>>
<<name>>
DRD Team
Sarah
Hollingworth
JIP Chair (Marian Harrington)
Capital
Ambition
Council
Member
<<name>>
<<name>
CSED
Lynne Horn
TCES Programme Manager
Akosua Bame-Ashiagbor
Project Managers/ Business Change Managers
PM No 1
PM No 2
PM No 3
CSED
PM
No 4
PM No 5
PM No 6
<<name>>
<<name>>
<<name>>
Lynne
Horn
<<name>>
<<name>>
<<name>>
LA/NHS
partnership
LA/NHS
partnership
LA/NHS
partnership
LA/NHS
partnership
LA/NHS
partnership
<<name>>
<<name>>
<<name>>
LA/NHS
CSED
partnership
Lynne Horn
<<name>>
<<name>>
<<name>>
CSED
National TCES Implementation Team
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
TCES London
Programme
management
Aug Sep Oct Nov Dec Jan Feb Mar
Planning for TCES London
Programme
Programme Management
Recruit and onboard
TCES London
Project Team
National TCES
Implementation
Support
National TCES
Market
Development
Support
Apr May Jun
Team
Start
Implement Wave 1 sites
Wave 2 onwards
Mentoring and coaching new
PMs and FSs
Virtual Team
Support
Engagement
events
Complete current
site SUR’s
Thurrock
Retail
Ax
Centre
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.
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
TCES London Programme
Supplementary Slides
9
There are 10 Steps to implementing the new
model for Community Equipment
PASS START
UP READINESS
TEST
1
Initiate SADLs
project, set up SADLs
governance structure
& PM toolkit
2
Develop change
management material
& launch project with
staff/stakeholders
3
Develop & initiate
transition plans
4
Adopt national
catalogue & tariff,
develop
marketplace
5
Tailor ‘to be’
assessment,
prescription &
retail processes
Project Management Support
6
CADLs
GO LIVE
10
SADLs
GO LIVE
9
Develop &
implement CADLs
solution
Transition
SADLs to BAU
8
Understand how
change will be
captured & conduct
change readiness
assessments
7
Conduct user
engagement
activities
Tailor finance &
back office
processes
10
High level TCES London Programme Plan
M1
M2
M3
M4
M7
M8
M9
M10
M11
M12
Wave 3 Sites Engaged
Local Governance in
place
Local Governance in
place
M14
M6
Wave 2 Sites Engaged
Wave 1Sites Engaged
M13
M5
Local Governance in
place
Local Approvals
Local Approvals
Local Approvals
SURs
SURs
SURs
Project Launch
Project Launch
Project Launch
M15
M16
M17
M18
M19
M20
M21
M22
M23
M24
Wave 5 Sites Engaged
Wave 4 Sites Engaged
Local Governance in
place
Local Governance in
place
Local Approvals
Local Approvals
SURs
SURs
Project Launch
Project Launch
Total slippage built in to programme
The target start date for the 1st wave of sites commencing their project
is 30 November 2009.
11
High level Programme Plan per Borough
M1
M2
M3
M4
M5
M6
M7
M8
M9
M10
M11
M12
Sites Engaged
Local Governance in
place
Local Approvals
SURs
Project Launch
TCES London Support
Local Retail
Solution Developed
1st
Prescription
SADLs Ramp Up
Local Project
Closure
Boroughs will receive 4 months on-site support then virtual teaming
support from the TCES London Programme Manager and shared
learning networks
12
TCES London Programme
Governance Roles and Responsibilities
TCES London Programme Sponsor
13
Deliverable: To champion the project and provide strategic support
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:
Scope:
•Input into strategic decisions and financial implications
RACI
A – London TCES Programme
Manager
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
Naturally works with which Stakeholders?
• London TCES Programme and Executive Steering Boards
• London DRD team
• National TCES team
• Individual London Boroughs
Risks:
• Lack of local borough executive engagement and commitment
• Lack of locally provided resources, capability, timeliness
•
• Project launch Jan 10
• Project duration 2 years
Deliverables:
• Progress reporting to Project
Board/Executive Steering
Group
Critical Success Factors:
• Resources
• Budget
• Stakeholder Commitment
Resources
• DASS Leads on Efficiency
for London
(Marian Harrington & Mimi
Konigsberg)
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
TCES London Executive Steering Group
14
Deliverable: To ensure the TCES London programme meets the overall strategic direction of the LA/NHS partners
Aim: To provide strategic direction and leadership to the
London TCES Programme and oversee external
communications and stakeholder management
Time Plan/Key Milestones:
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
RACI
A – London TCES Programme
Manager
Naturally works with which Stakeholders?
• London TCES Programme Boards
• London DRD team
• National TCES team
•London ADASS team
• Individual London Boroughs
Risks:
• Lack of local borough executive engagement and commitment
• Lack of locally provided resources, capability, timeliness
• Project launch Jan 10
• Project duration 2 years
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
Resources
• JIP Board or nominated
Sub Group
Activities:
• Quarterly update session
• Review of plan
• Presentation of
successes / major
risks & issues
• Resolution/actions on
way forward
• Strategic level decisionmaking
• Lead the wider
engagement through
communications /
disseminating project
messages
• Management with wider
LA/NHS stakeholders
TCES London Programme Board
15
Deliverable: To provide decision-making and leadership around the delivery of the TCES London programme
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:
Scope:
• All 33 London boroughs and their NHS partners
• Simple Aids to Daily Living
RACI
A – London TCES Programme
Manager
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
Naturally works with which Stakeholders?
• London TCES Programme and Executive Steering Boards
• London DRD team
• National TCES team
• Individual London Boroughs
Risks:
• Lack of local borough executive engagement and commitment
• Lack of locally provided resources, capability, timeliness
•
• Project launch Jan 10
• Project duration 2 years
Deliverables:
•?
Critical Success Factors:
Resources
• DRD member
• JIP member
• CA member
• Council member
• National TCES member
Activities:
•Monthly update session
•Review of plan
•Presentation of
successes / major
risks & issues
•Resolution/actions on
way forward
• Strategic level decisionmaking
• Information cascade to
appropriate teams
TCES London Programme Manager
16
Deliverable: Structure, plans, systems and tools in place to manage programme within timeline
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:
Scope:
• All 33 London boroughs and their NHS partners
• Simple Aids to Daily Living
RACI
A – London TCES Programme
Manager
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
Naturally works with which Stakeholders?
• London TCES Programme and Executive Steering Boards
• Sponsors
• London DRD team
• National TCES team
• Individual London Boroughs
Risks:
• Lack of local borough executive engagement and commitment
• Lack of locally provided resources, capability, timeliness
•
• Project launch Jan 10
• Project duration 2 years
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
Resources
• London TCES
Programme Manager
• London TCES
Programme Team
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
TCES London Transformation Project Managers
17
Deliverable: Initiate local project and pass Start Up Readiness launching project within timeline
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
Time Plan/Key Milestones:
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
RACI
R – London TCES Project Manager
A - London TCES Programme
Manager
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
Risks:
• Lack of local borough executive engagement and commitment
• Lack of locally provided resources, capability, timeliness
•
• Months 1 -3 Establish governance
and pass SUR in allocated sites
• Month 4 – Handover to site BCM
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
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
TCES London Financial Specialist Support
18
Deliverable: Support boroughs to complete their financial model as part of the local PID
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:
Scope:
• All 33 London boroughs and their NHS partners
• Entire Community Equipment Service within each borough
RACI
R – London TCES Financial
Specialists
A – London TCES Programme
Manager
Deliverables:
• Site Financial Models and
Benefits Realisation Plan
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
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
Risks:
• Lack of local borough executive engagement and commitment
• Lack of locally provided resources, capability, timeliness
• Lack of good quality data
• Months 1 - 4 – Deliver financial
models and measurement tools
for allocated sites
Critical Success Factors:
• Resources
• Stakeholder Commitment
• Good data
Resources
• London TCES Financial
specialist
• Site finance and service
teams
• Site Business Change
Manager
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
Local Site Business Change Manager
19
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
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
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
Time Plan/Key Milestones:
• Months 1 - 4 – 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
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
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
20
TCES London Programme
Team Recruitment
21
Detailed recruitment plan
Key Activities
SEPTEMBER
7
Receive approval from CA
Efficiency Board
7
Develop Skills sets, job
descriptions, T’s & C’s
10
Sign off resource plan and
recruitment process/plan
Advertise posts
14
21
OCTOBER
28
5
12
19
NOVEMBER
26
2
9
16
18
21
Develop Assessment Centre
and materials
Shortlist candidates
2
Send out interview pack
2
Conduct Assessment
Centre
12
Notify candidates
13
Repeat Assessment Centre
if required
19
Notice periods
Develop Induction and
training materials
New Recruits Commence
16
DECEMBER
23
30
7
14
21
22
Detailed recruitment plan
Key Activities
New Recruits Commence
NOVEMBER
2
9
16
DECEMBER
23
30
7
14
JANUARY
21
FEBRUARY
28
16
Induction and training
Review PM and FS
capabilities
20
27
Adjust training as required
Develop individual Charters
and PM toolkit
20
Allocate to sites and engage
with local sponsors
Commence work in Wave 1
site
Implementation of Wave 1
site
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.
Resources –
Pros and Cons of contracting arrangements
Secondments
Interim
•
•
Pros
•
•
•
•
Cons
•
•
•
•
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
•
•
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 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’
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
23
TCES London Programme Manager Job Profile
Job Title
TCES London Programme Manager
Direction from
1.
Project Board
Direction to
1.
2.
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
Transformation Project Manager Job Profile
Job Title
Transformation Project Manager
Direction from
1.
2.
Project Board
TCES London Programme Manager
Direction to
1.
2.
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
1.
2.
Site Project Board and Site Business Change Manager
TCES London Programme Manager and Site Project Managers
Direction to
1.
2.
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
Local Site Business Change Manager Job Profile
Job Title
Business Change Manager
Direction from
1.
2.
Site Project Board
TCES London Programme Manager and Site Project Manager (for first 4 months)
Direction to
1.
2.
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
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Leadership
Change Management
Good Communication (written and oral)
Stakeholder Management
Influencing
Reporting
Structured Thinking Approach
Networking
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Negotiation
Experience
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Worked in a project environment
Worked in Health &/or Social Care Sector
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Clinical background
Personal Attributes
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Enthusiastic and driven
Thorough
Credible and respected
Desire and ability to learn quickly
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Flexible
Existing network of local contacts
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