Benefits management high level findings – update for DIs 10 th July

1. Benefits management high level findings –update for DIs 10th July

2. What did we do? • Visited each LHC nominated benefits lead • Therefore met with staff in different levels of the organisations • All from the PCT as co-ordinators of benefits collection • 2 hours to discuss • Benefits collection • Benefits management • Questionnaire • Took sample responses from the benefits leads on selection of areas • Sent out questionnaire for wider distribution • Based upon transformational lifecycle

3. Who did we see?

4. What did we want to find out? • How well do we manage change? • How well can we prove what change has led to? • What can we help you with?

5. Common feedback • LHCs in transition • Feeling a shift from deployment to benefits driven change, • CfH reporting also not geared towards programmatic evidencing

6. Core Delivery None Core Delivery None Integrated working across deployments will bring the potential of integrated working to reality. Outputs: Improved ways of working Improved Performance Optimised processes New ways of working Improved data governance Integrated service planning Developing local executive governance Sharing the plans with service improvement team, operational services and the IM&T agenda helps establish the programme correctly. Outputs:Governance Updated Care Models Blueprints Deployment Integrated Working Service Planning Change Plan and Readines TransformationalLifecycle Upgrade support Client side business change Programme management Benefits led implementation of the core enabling technology starts delivery of some of the Vision. Outputs: Benefits Cases Business Change Plans Communications Plans Future State Model Service development Building NHS capacity Roll-out planning Readiness assessments Planning an outcome based series of deployments linked to governance to confirm progress is essential to realise the potential. Outputs: Implementation plans Business Plans Improved Capacity & Capability Readiness Core Delivery Deployment Change Management Core Delivery Strategic Alignment Integrated processes and ways of working maximises the benefits Clear business plans increases motivation and moves the business forward with you Implementing the technology starts the journey for everyone Getting ready helps you and your stakeholders plan for success

7. Pockets of good practice / thinking • Linking benefits to strategic objectives • Of the organisation • In line with Darzi • Shifting the focus • Name of the LHC board • Where to position IM&T • Prioritising of projects

8. Pockets of good practice / thinking • Benefits owners • Business cases and PID work • Early engagement • Readiness assessments • Skills development

9. Pockets of good practice / thinking • Enabling commitment for champions / project team • End user and service lead involvement • Clinical champions Sharing learning to build relationships • Learning lessons

10. Pockets of good practice / thinking • Project closure • Reporting upwards and trackers • Ongoing collection • Benefits groups

11. Common areas for development • Positioning IM&T at the right place at the right time • Service driven planning • Role of commissioning in defining and proving the requirement (business cases) • PID development • Service driven ownership • Use of benefits owners • Baselining • Benefits understanding? • Post project benefits tracking • Benefits reporting to LHC board

12. Barriers / blockers • Whether PM and BC are delivered by in house resource • Perception of IT and how it relates to the day job • Benefits language • Whose responsibility?

13. What can the SHA do for you? • Standard benefits management process - collection • Support with top team engagement • Support on how benefits management fits with TCS • Product catalogue including expected benefits of the tools • Standard metrics for S1 • Examples of best practice / good working collateral / lessons learned • Benefits classes

14. What next?