Transforming Community Equipment Services London Update for JIP meeting 180909

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 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 Engage London Sites Initiate Programme Prepare detailed plans Recruit and Mobilise Team 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

4. Executive Steering Group (JIP) (meets quarterly) Programme Sponsors DRD (Ian Winter) & JIP Chair (Marian Harrington) Reports to CA Efficiency Board Anyone else? TCES London Programme Board (meets bi-monthly initially) DRD Team Sarah Hollingworth Nominated DASS <<name>> <<name>> Capital Ambition <<name>> Council Member <<name> CSED Lynne Horn TCES Programme Manager Akosua Bame-Ashiagbor Project Managers/ Business Change Managers PM No 1 <<name>> CSED Lynne Horn PM No 2 <<name>> PM No 4 <<name>> PM No 5 <<name>> PM No 6 <<name>> PM No 3 <<name>> LA/NHS partnership <<name>> CSED Lynne Horn LA/NHS partnership <<name>> LA/NHS partnership <<name>> LA/NHS partnership <<name>> LA/NHS partnership <<name>> LA/NHS partnership <<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 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 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 Engagement events National TCES Implementation Support Mentoring and coaching new PMs and FSs Ax Centre Complete current site SUR’s Virtual Team Support National TCES Market Development Support Market research and planning of Wave 1 events Thurrock Retail St Helens Retail 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 ProgrammeSupplementary Slides

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

10. High level TCES London Programme Plan M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Wave 2 Sites Engaged Wave 3 Sites Engaged Wave 1Sites Engaged Local Governance in Local Governance in Local Governance in place place place Local Approvals Local Approvals Local Approvals SURs SURs SURs Project Launch Project Launch Project Launch M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24 Wave 5 Sites Engaged Wave 4 Sites Engaged Local Governance in Local Governance in place 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 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. TCES London Programme Governance Roles and Responsibilities

13. TCES London Programme Sponsor 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: • Project launch Jan 10 • Project duration 2 years • Resources • DASS Leads on Efficiency for London • (Marian Harrington & Mimi Konigsberg) • 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 RACI A – London TCES Programme Manager • 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 • Deliverables: • Progress reporting to Project Board/Executive Steering Group • Critical Success Factors: • Resources • Budget • Stakeholder Commitment • Naturally works with which Stakeholders? • London TCES Programme and Executive Steering Boards • London DRD team • National TCES team • Individual London Boroughs • Risks: • Lack oflocal borough executive engagement and commitment • Lack of locally provided resources, capability, timeliness

14. TCES London Executive Steering Group 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: • Project launch Jan 10 • Project duration 2 years • Resources • JIP Board or nominated Sub Group • 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 • 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 • 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 • Naturally works with which Stakeholders? • London TCES Programme Boards • London DRD team • National TCES team • London ADASS team • Individual London Boroughs • Risks: • Lack oflocal borough executive engagement and commitment • Lack of locally provided resources, capability, timeliness

15. TCES London Programme Board 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: • Project launch Jan 10 • Project duration 2 years • Resources • DRD member • JIP member • CA member • Council member • National TCES member • 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 RACI A – London TCES Programme Manager • 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 • Deliverables: • ? • Critical Success Factors: • Naturally works with which Stakeholders? • London TCES Programme and Executive Steering Boards • London DRD team • National TCES team • Individual London Boroughs • Risks: • Lack oflocal borough executive engagement and commitment • Lack of locally provided resources, capability, timeliness

16. TCES London Programme Manager 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: • Project launch Jan 10 • Project duration 2 years • Resources • London TCES Programme Manager • London TCES Programme Team • 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 RACI A – London TCES Programme Manager • 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 • 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 • Naturally works with which Stakeholders? • London TCES Programme and Executive Steering Boards • Sponsors • London DRD team • National TCES team • Individual London Boroughs • Risks: • Lack oflocal borough executive engagement and commitment • Lack of locally provided resources, capability, timeliness

17. TCES London Transformation Project Managers 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: • Months 1 -3 Establish governance and pass SUR in allocated sites • Month 4 – Handover to site BCM • Resources • London TCES Project Manager • Site Business Change Manager • 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 • 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 • 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 • 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 oflocal borough executive engagement and commitment • Lack of locally provided resources, capability, timeliness

18. TCES London Financial Specialist Support 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: • Months 1 - 4 – Deliver financial models and measurement tools for allocated sites • Resources • London TCES Financial specialist • Site finance and service teams • Site Business Change Manager • 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 RACI R – London TCES Financial Specialists A – London TCES Programme 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 • Deliverables: • Site Financial Models and Benefits Realisation Plan • Critical Success Factors: • Resources • Stakeholder Commitment • Good data • 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 oflocal borough executive engagement and commitment • Lack of locally provided resources, capability, timeliness • Lack of good quality data

19. Local Site Business Change Manager Deliverable: To embed the changes introduced by the retail model and realise the benefits • 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 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 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 oflocal borough executive engagement and commitment • Lack of locally provided resources, capability, timeliness • Lack of good quality data

20. TCES London ProgrammeTeam Recruitment

21. Detailed recruitment plan 7 10 18 21 2 2 12 13 19 16

22. Detailed recruitment plan 16 27 20 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.

23. Resources – Pros and Cons of contracting arrangements Interim Secondments • 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 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

24. TCES London Programme Manager Job Profile

25. Transformation Project Manager Job Profile

26. Financial Specialist Job Profile

27. Local Site Business Change Manager Job Profile