Date / 13.08.2014 / Version Control / 1.0 / Stockport Health & Social Care Transformation
Author / Steve Sewell / Resource Centre Ref / 1A

Delivery Framework

  1. Summary

The use of systematic approaches to change management is strongly linked to successful change. This paper outlines a approved Delivery Framework for use across Stockport Health and Social Care Transformation. This Delivery Framework seeks to align to existing organisation delivery processes, rather than replace these in organisations.

The broad process are the core of the delivery framework, is as follows:

This core process will be used for both projects and programmes within the transformation agenda. The mapping of the core process and both the highlight (progress) and exception reporting to the agreed governance is outlined in Appendix A. A number of key supporting activities are shown that support the core process.

There is a need to further develop the detailed processes, templates and guidancerequired to enable this framework to support effective change within Stockport. This will be the responsibility of the Integrated Care Board with the Health and Social Care Leaders Group monitoring the effectiveness of the framework.

  1. Background

Over the years there has been a great deal of research into the success or otherwise of projects and programmes. This research has a number of common themes; two of particular interest are the low success rates and the impact of structured methodologies. Depending on the definition of success, the range of projects deemed to be successful is between 10 and 40%. One report in particular (Making Change Work, IBM, 2008) pulls out an important finding. Although on average 40% of projects succeeded, the difference between the best and worst organisations was 10 fold, with the worst performers have a 8% success rate and the best having 80%. The same report demonstrates roughly 15% increase in success when using an agreed formal structured approach.There are other common themes within this body of research, which will be discussed elsewhere, however it is clear that a structured approach would benefit the transformation agenda.

This document outlines a framework that can be used as the basis for a formal structured approach and this paper has been written to outline a possible framework and seek senior endorsement, before developing further detail, incorporating other features that have strong evidence.

The framework was developed using the following key principles:

•Aligns with, not replaces, existing organisation processes

•Built on the language and key concepts from MSP and PRINCE2

•Moving towards Agility (to match the transformation environment)

Individuals and interactions over processes and tools

Working solutions over comprehensive documentation

Stakeholder collaboration over contract negotiation

Responding to change over following a plan

•Encourages Communication

•Engender Consistency

•Promotes Partnership Working

•Supports Co-Production

•Can work with a range of tools/techniques, with a small number central

•Incorporates features that enable acceleration in complex multi organisation programmes

  1. Outline Delivery Framework

Over the past few months, in consultation with delivery leads in organisations, the following delivery framework has been developed.

This framework outlines a core process with a number of key decision points within both projects and programmes, as follows:

  • Vision Decision:Decision to agree the Strategy or Vision associated with the project programme
  • Design Decision:Decision to agree the design, modelling and comparison of options. Used to approve the initiation of any procurements.
  • Implement Decision:Decision to proceed to implementation of changes, based on a range of plans. Incorporates outcome of any procurements.
  • Benefits Review Decision: One or more reviews, during implementation to determine if stated benefits are achievable and determine courses of action that would enhance the realisation of these benefits.
  • Close Decision:Decision to close project or programme following successful or partially successful benefits delivery. Or premature closure due to expected benefits shortfall.

Work to define the work/content required at each decision point is under development and captured in a series of templates.

This framework aligns to existing documents used within delivery in partner organisations, as follows:

Vision Decision / Design Decision / Implement Decision / Benefits Review / Close Decision
Derbyshire CCG / tbc / tbc / tbc / n/a / n/a
Pennine Care / Outline Business Case / Full Business Case / n/a / n/a
Stockport CCG / Strategic Outline Case / Outline Business Case / Full Business Case / n/a / n/a
Stockport FT / PID / PID plus Plan / n/a / n/a
Stockport MBC / Project/ Programme Strategy / Outline Business case / Full Business case / n/a / n/a

Supporting this central process are a number of supporting activities, outlined as follows:

  • Benefits Management: Used to connect delivery work to organisation strategic outcomes and then drive delivery of these through identifying, planning and monitoring benefits as outlined in the Benefits Management Strategy.
  • Risk Framework: Approach to mitigating the impact or probability of know risks and preparing for unknown events.
  • Dependency Management: Approach identifying, understanding and managing dependencies within and outside the transformation agenda.
  • Dashboard Reporting: Performance reporting regarding progress, focused on the key issues or decisions.
  • Stakeholder Management: Activities to ensure that a wide range of stakeholders are aware, involved and/or committed to the proposed changes.
  • Framework Planning: Plans developed that focus on achievement of clearly defined milestones.

This framework will be used for for both projects and programmes, however the emphasis will change in each. For example, in Programmes, there will be a greater emphasis on benefits, stakeholder and risk management and the content will be much more strategic. For projects that sit within programmes, decisions regarding the extent to which the Vision and Design is incorporated within the programme work will need to be made by the programme board.

  1. Link to Governance

In order for this framework to be successful, there needs to be clarity regarding how this links to Governance and the responsibilities of each group. These linkages are set out in Appendix A, where each element of governance is mapped to the elements of the core process and outlines the activity that is expected. For example, for the Vision Decision, it is the Programme Team that produces the Vision, with the Programme Board recommending it to the Integrated Care Board having had it assured/reviewed by PMO, PRG and the relevant enabler workstreams. The Integrated Care Board would then endorse the Vision, before submission the appropriate organisation committee/Board for approval.

Each organisation has identified the committee/board that would undertake the formal partner approval (first row of Appendix A). These have been identified, as follows:

  • NHS Derbyshire CCG – Locality Group or Specific Commissioning Board
  • Pennine Care NHS Foundation Trust – Executive Directors Group
  • NHS Stockport CCG – Governing Body
  • Stockport NHS Foundation Trust – Building a Sustainable Future Programme Board
  • Stockport Metropolitan Borough Council – Investing in Stockport Programme Board.

Delivery FrameworkAugust 14

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Date / 13.08.2014 / Version Control / 1.0 / Stockport Health & Social Care Transformation
Author / Steve Sewell / Resource Centre Ref / 1A

Delivery Framework

Appendix A – Delivery Framework – Governance roles

Delivery FrameworkAugust 14

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