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Adult Social Services

Programme Initiation Document

Contents1 Introduction and Background 5

2 Programme Definition 7

3 Programme Governance Structures 18

4 Programme Approach and Controls 23

5 Appendix 1: Referenced Documents 25

6 Document Information 26

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Summary: Changes to the Programme Initiation Document (for v8)

Version 7.2 of the Programme Initiation Document was approved at the programme board meeting in September 2007. It has been used as the basis of the programme’s governance since that time.

Version 8 of the Programme Initiation Document has been developed to formalise the changes to the programme agreed by Adult Social Services’ senior management team on 4th September 2008. It is being presented for approval at the programme board meeting of 26th September 2008.

The key changes between version 7.2 and version 8 are as follows: Exclusion of commissioning work from the programme’s scope – instead sitting it as

the responsibility of the new Strategic Commissioning Team. This reflects the direction given by Adult Social Services’ SMT in later 2007.

Update the project definitions and timescales to reflect both the learning and also the slippage that has happened in the last year.

Build links with the Future Shape of the Council programme. This is both as a general dependency, but also specifically through closer links on customer engagement, policy development, and the development of a market for external support planning.

Revision of the programme’s governance structures. These changes are complex, and it is recommended that section 3 of this document is read in full.

Questions for programme board attention:

It is noted that the redevelopment of this PID would be a good opportunity to create a set of outcome measures for the programme (linked to new national, outcome-focussed, PIs). The board’s advice and approval for this are requested.

The views of the programme board are also sought as to whether Cllr Hillan should be a member of the programme board, under the new arrangements outlined in section 3 of this document.

The table below provides a detailed summary of the changes that have been made to the Programme Initiation Document between v7.2 and v8. All reference numbers are taken from v7.2.

Section Change1.1 Document Purpose Removal of paragraph 1.1.4, which stated that the Project

Definition and the Programme Resource Summary would normally be updated before each programme board meeting.

1.3 Methodology Rewording of paragraph 1.3.1 so that it reflects the decision that commissioning work should be done by commissioning teams, not directly delivered by the programme.

2.2 Programme Products and Success Criteria

Re-grouping of the list of products to separate work being delivered by the programme and work being delivered by commissioning staff.

Note: the development of independent brokers is being regarded

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as a programme activity, rather than a piece of commissioning work. This reflects the need to tie the work of independent brokers seamlessly to our internal processes.

2.3 Product Dependencies

Update the diagram of product dependencies.

2.3.1 Programme Dependencies

Updated to reflect links to Future Shape of the Council programme.

2.4 Project Definition Updated to reflect progress since September 2007 and current forecast timescales. The diagram was also updated to reflect this.

Removed reference to activity now defined as Commissioning Work.

Removed reference to analysis of links between projects and Medium Term Financial Strategy, which was done in late 2007.

Addition of a paragraph noting that the EDRMS and Independent Brokerage projects will form elements of the corporate Wisdom roll out and Future Shape of the Council work, respectively.

2.5 Change Management Activity

Added a paragraph explaining that the engagement with the wider community will be linked to the work of the Council’s new strategic core.

3. Programme Governance Structures

Completely re-written to reflect the new structures.

4. Programme Controls Minor changes to reflect new governance structure.

Removal of references to the Risk Management group, reflecting dissipation of the Council’s programme office and the advice of Manjeet Bhania that this group was not adding significant value.

Appendices 2 & 3 (programme comms and resourcing)

Removed as these are recorded and being managed in other documents.

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1. Introduction and Background

1.1 Document Purpose

1.1.1 This is the Programme Initiation Document (PID) for the London Borough of Barnet’s ‘Delivering Choice and Independence’ programme. This PID defines: what the programme will deliver; how the programme will be governed; how the programme’s progress will be monitored and controlled.

1.1.2 This PID acts as the ‘contract’ between the Programme Manager and the Programme Board. The PID provides both parties with a framework that supports the successful attainment of the programme’s objectives within a controlled environment.

1.1.3 This PID is a ‘living’ document. It will be updated to reflect significant changes to the programme or pertinent changes in the wider local or national context. The Programme Board will review and approve any changes to this document.

1.2 Background

1.2.1 Cabinet approved an initial 3-year Vision for Adult Social Services on 15 January 2007. This established a strategic direction for Adult Social Services based on increasing customer choice and control over services through large scale implementation of individualised budgets and development of self directed support. Cabinet agreed that if choice and control are to be meaningful, a radically different landscape of services will be required where providers will increasingly need to respond to individual service users as commissioners and purchasers of services.

1.2.2 As a consequence, the Council, and Adult Social Services in particular,1 will need to develop the capability and capacity to provide support and assistance via brokerage and advocacy functions to help service users identify, purchase and manage their own care choices, as well as having more developed market management capabilities exercised on behalf of the whole community where increasing numbers of people will wish to find self care solutions to their needs. This is a fundamental shift from the current arrangements where care packages are, in the main, determined by care managers and other local authority employed professional staff. The programme of change will fundamentally shift the decision-making power from the Council to individual service users.

1.2.3 Subsequent to the Cabinet decision on 15 January, a more detailed plan of action for the attainment of the vision was developed (the Vision Action Plan). This provided a comprehensive definition of the outputs that needed to be delivered. These outputs will impact on every service user and every member of staff in Adult Social Services. They will revise: ways of working; ways of commissioning and procuring services;

1 Whilst Adult Social Services will lead this programme of change, it will also call for changes in other council services as they also impact considerably on the day-to-day lives of vulnerable people in the borough

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relationships between care professionals and service users, their families or advocates;

requirements of information systems.

1.2.4 The Vision Action Plan was adopted as the formal policy of the Council on 18 June 2007.

1.3 Methodology

1.3.1 A large proportion of the work defined in the Vision Action Plan will be directly delivered through the ‘Delivering Choice and Independence’ programme. The exception to this is commissioning work defined in the action plan, which will be delivered by the service’s commissioners. Work delivered directly through the programme will be managed in a way that ensures that its constituent projects are operating within a controlled environment. To do this, the following principles will be adhered to: all activity should take place within a clearly defined governance structure; all activity should contribute to the delivery of formally defined ‘products’; all activity should be preceded by strong planning; all activity should be subject to formal monitoring and control mechanisms.

1.3.2 The programme’s constituent projects will be managed following the London Borough of Barnet’s Corporate Project Management Toolkit, which is derived from PRINCE2.

1.3.3 Where a project includes commissioning, contracting or procurement activity, that activity will be managed using the Council’s regulations for those activities.

1.3.4 The Programme Board incorporates Adult Social Services’ senior management team (SMT). This Programme Board, rather than SMT, will be the main decision-making body in relation to the programme. It should be noted, however, that the programme will report into other senior bodies, such as Council Directors Group, Cabinet, and the Future Shape of the Council board. The Programme Sponsor (the Director of Adult Social Services) will lead on such reporting.

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2. Programme Definition

2.1 Programme Aim and Objectives

2.1.1 The Vision provides an analysis of the relationship between Adult Social Services’ vision and corporate and national drivers. In turn, the Vision Action Plan describes how the implementation of the vision would have wide ranging impacts on the Council’s staff, our partners and service users. This PID builds on those documents by providing a concise description of the programme’s aim and objectives. This is given in sections 2.1.2 and 2.1.3, below.

2.1.2 The aim of the programme is to create an environment that: empowers vulnerable adults and their carers to direct their support; and enables vulnerable adults and their carers to choose support that reflects their

desires and needs and is affordable.

2.1.3 The programme will do this by achieving the following objectives: delivering a consumer driven Adult Social Services directorate; and developing a consumer driven care market.

2.1.4 In addition to the above, the programme has two ‘internal’ objectives. These are to deliver a consumer driven Adult Social Services directorate and care market in a way that: delivers the budget reductions defined in the Medium Term Financial Strategy;

and effectively supports all stakeholders through the changes generated by the

programme.

2.2 Programme Products and Success Criteria

2.2.1 The Vision Action Plan provides a comprehensive description of the outputs that needed to be delivered to achieve the Service’s vision.2 For the purposes of this programme, those outputs have been divided into three categories, namely: Products: tangible changes to Adult Social Services that will be delivered by

the programme; Change Management Activities: outputs that will facilitate the successful

delivery of the programme’s products; Commissioning Work: changes to the local care market, which will be

delivered by the council’s commissioning staff.

2.2.2 The table below lists the products and the commissioning work defined in the Vision Action Plan.3 It also defines the criteria that will be used to judge the success with which each product was delivered.4

2 In the Vision Action Plan, some of these outputs are defined as ‘Actions’ while others are defined as ‘Milestones’. Consequently, the level of detail with which each product has been specified varies. This means that further specification work will be required against some products, which will mainly be incorporated in the ‘Care Model Development’ and ‘Information Systems Analysis’ projects.3 A small number of success criteria have been added on the basis of feedback from Glynnis Joffe.4 Measures have not been set against some of these criteria, meaning that they are not ‘SMART’. This reflects the fact that significant analysis work needs to be undertaken, as part of the programme, before a complete set of ‘SMART’ measures can be developed.

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Output Success CriteriaProgramme ProductsResource allocation system The RAS tool is applicable to all client groups

The RAS tool delivers savings by decreasing the proportion of younger adult clients who have high-cost placements

Supply management team The team includes brokers who work directly with service users but do not set budgets

The team more effectively manages contracts than its predecessors

The team more effectively controls expenditure than its predecessors

The team’s activity supports market diversity and the take up of individual budgets

Improved domiciliary care monitoring enables a £450k budget decrease

Decreased use of spot purchases enables a £20k budget decrease

Renegotiated residential contracts enables £600k budget decrease

Improved procurement of spot contracts enables £125k decrease

Revised care management teams The teams include brokers who work directly with service users but do not set budgets

The teams include care managers who support service users with complex needs and / or individual budgets

The teams produce outcome-based assessmentsSingle access point The team includes staff who can assess people

with simple needs and apply the RAS tool to their case

The team can directly progress simple cases to brokers

The team can act as a ‘signpost’ for those not meeting FACE eligibility criteria

The team can directly progress complex cases to care managers

Model is developed with input from NHS partnersRevised business processes The business processes support the RAS

The business processes support brokerage The business processes support outcomes-based

assessmentUpgraded CM2000 The Council pays domiciliary care providers for the

actual amount of care provided, rather than the amount commissioned.

Payment for actual care provision enables a £400k budget decrease

Improved Swift Use of Swift’s financial management modules rationalised / unified

Improvements enable devolved budget management

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Output Success Criteria Improvements enable improved income and debt

management Improvements enable business intelligence

reportingEDRM Wisdom provides electronic document

management for service user and carer files Wisdom enables electronic file sharing between

teams Wisdom provides potential for file-sharing with

non-LBB staffeSAP Protocol provides improved assessment recording

tool Protocol links with other systems (Swift and

Wisdom) Protocol provides the potential to integrate with

other organisations’ care management systemsSocial care portal Portal provides information on demand for staff,

consumers, suppliers, partners and the wider community

Portal facilitates self-assessment Portal possibly supports individual budget

management toolInformation systems requirements analysis

The Service’s future information systems needs are identified.

Long term conditions teams Teams provide intensive support for people with long term conditions

Integrated teams (with NHS trusts) are created to support people with learning disabilities, physical and sensory impairments and mental health issues (for both older and younger adults)

A team is created for older adults (a model that reflects our relationship with health needs to be developed, but this may not be full-fledged integration)

Increased strategic commissioning capacity

This capacity reflects the Council’s commissioning relationships with NHS trusts and other partners.

This capacity is organised to work closely with the Supply Management Team

Independent brokers5 Independent brokers will work directly with service users but do not set budgets

Commissioning WorkRemodelled day care services Day care is targeted for people complex and

specialist needs Remodelling of services enables a £100k budget

decrease

5 This output overlaps with Commissioning Work. It will sit within the direct remit of the programme, as it is a form of support planning, and consequently needs to be closely aligned with the support planning processes done by in-house teams.

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Output Success CriteriaMarket development strategy Strategy covers:

o use of pre-procured serviceso remodelling of existing serviceso decommissioning of existing services

Strategy paces change to avoid destabilisation of the market

Rehabilitation service for people with neurological conditions

This includes community-based rehabilitation This is commissioned in partnership with the NHS

Recommissioned intermediate care service

This aligns with the Enablement service provided for domiciliary care

Recommissioned Enablement service

This includes a specialist Enablement service for people with mental health issues

Remodelled NHS intensive response service

This should be a multi-disciplinary team The team incorporates specialists in supporting

people with behaviours that challengeRemodelled Supporting People-funded services

This provides an increased level of housing-related floating support for disabled people living at home

Telecare services This is included in the Barnet ICES contract6

Reprovision of 2 new homes for people with dementia / supported living accommodation

This is delivered in partnership with the Tamarisk Trust

Each home has 22 bedsSanctuary Housing / Wood Court This provides 90 units of Extra Care housingReprovision of 2 residential homes as Supported Living flats

This is delivered in partnership with Adepta and Norwood

Transition service for Young People This is delivered in partnership with Notting Hill Housing

This provides 7 self-contained flats This provides 24 hour support for residents

Supported living service for the Asian Community

This provides 8 flats

Paid employment for people with learning disabilities

100 people with learning disabilities are in paid employment

Formal separation of the Council’s commissioning and in-house provision of services for people with learning disabilities

The Fairer Pricing Tool is utilised when care packages including in-house provision are generated

The relationship between the commissioning and provision functions is managed through a service level agreement

The use of the Fairer Pricing Tool enables a budget decrease of £176k

Remodelled Flightways Flightways provision is focussed on enablement Flightways provision is focussed on community-

based day activities and opportunities Remodelling Flightways enables a budget

decrease of £325kReduced respite services Remaining services are targeted on people with

complex and / or specialist support needs

6 Note that there is also work taking place, outside of the programme, to develop the delivery of the Telecare Response Service.

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Output Success Criteria Reduction in services enables a £200k budget

decreaseResettlement of people with learning disabilities from residential care to supported living

Resettlement enables a £1.419m budget reduction

Remodel nursing home block-procurement and domiciliary care procurement

This aligns with the introduction of individual budgets for older people

Remodelling enables a £100k budget reductionInformation and advocacy services Advocacy services provided for older people

Advocacy services provided for people with physical or sensory impairments

Barnet User Group delivers advocacy services for people with learning disabilities

2.2.2 The output-focussed success criteria listed above should be complemented by a set of outcome-focussed ones. In 2008/9, CSCI will utilise a suite of outcome-focussed performance indicators to monitor the performance of the Service. This programme’s outcome-focussed success criteria shall be defined once these new PIs are available. This will link the programme’s success to nationally recognised and comparable figures. It will also help control the Service’s performance management workload.

2.3 Programme Dependencies

2.3.1 The programme is closely linked to a number of other corporate and service-level initiatives. These links are detailed in the table below.

Initiative LinkCRM implementation The implementation of a single access point will be supported by

the availability of a CRM systemCustomer Access Programme

The implementation of a single access point, and the design of a new care management model, will be shaped by the Council’s wider Customer Access Programme

Modernising the Way We Work Programme

The implementation of a new care management model will be shaped by the corporate adoption of flexible workstyles

Financial Recovery Project

The lessons learnt from the controlling of spend in the Younger Adults care group will be of direct use to the development of a new care management model

Business and Finance Management Group

The stabilisation of Adult Social Services’ financial management processes and systems will lay some of the foundations for the development of a new care management model

Review of Financial Assessment and Income Activity

Any changes of Adult Social Services’ Financial Assessment and Income team will need to reflect the development of a new care management model

Future Shape of the Council Programme

As a large change programme which is heavily linked to market shaping, the Delivering Choice and Independence is being seen as a vehicle for ‘prototyping’ some of the ideas being developed by Future Shape of the Council.

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2.3.2 In addition to this, the products defined in section 2.2 are highly interrelated. This influence the order in which they can be delivered. These dependencies have been mapped, and are described in the programme’s Product Definition document. For ease of reference, they are represented diagrammatically below.

Product Dependencies

Revised Business Processes

Resource Allocation System

Information Systems

Requirements Analysis

EDRM Improved Swift Upgraded CM2000

Improvement of Current Information Systems

Single Access Point

Revised Care Management

Teams

Supply Management

Team

Revised Case Management Structure

eSAPSocial Care Portal

Independent Brokers

Increased Strategic

Commissioning Capacity

Long Term Conditions Teams

2.4 Project Definition

2.4.1 To structure their delivery, the programme’s products are grouped into a number of projects. The principles that have been used to define these projects are described in the table below.

Principle Reason

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The number of interdependencies between projects should be minimised

Interdependencies make projects reliant upon one another for success. This exacerbates the impact of a delay in a project, creating a ‘knock-on’ effect in related projects

The planned length of a project should not exceed one year

Time delays can be ‘hidden’ in long projects, meaning that they are not identified and managed sufficiently quickly

Project teams and stakeholders are more likely to lose focus on a project if it is overly-long

Overall programme progress is harder to assess if individual projects have long timescales

As project closures form good points to review the programme’s business case, long projects decrease the speed with which the programme can react to change

Changes to information systems should be incorporated into wider organisational change

This helps ensure that information systems are being set up in a manner that supports business needs, and decreases the risk that business models are ‘corrupted’ to fit technological requirements

2.4.2 The table below defines the programme’s projects.

Project Description Estimated Timescale

Envisioning and Modelling

This project will deliver a model for how the Vision can be delivered.

Products Delivered: Vision Action Plan High-level map of care pathways Initial proposals for revised organisational

structure and business model

This project closed in October 2007.

Financial Convergence

This project will improve the Services’ financial and performance management information systems.

Products Delivered: Upgraded CM2000 Improved Swift

This project closed in December 2007.

Electronic Document and Records Management

This project will introduce electronic document management of service users’ files.

This project is

Products Delivered: EDRM

This project is scheduled to close in December 2008.

Supply Management

This project will set up the Supply Management Team and related business processes.

Products Delivered:

This project closed in September 2008.

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Supply Management TeamCare Model Development

This project will result in the development of a detailed model for a consumer driven Adult Social Services directorate, including: A tested Resource Allocation System Revised business processes Revised care management policies Revised role profiles Revised organisational structure

Products Delivered: Revised business processes This project will also deliver the detailed

model that will support:o Resource Allocation Systemo Single Access Pointo Revised Care Management Team

This project is scheduled to close in January 2009.

Strategic Commissioning

This project will increase Adult Social Services’ strategic commissioning capacity.

Products Delivered: Increased strategic commissioning capacity Market development strategy

This project is scheduled to close in January 2009.

Care Model Pilot This project will roll out the care management model developed in the ‘Care Model Development’ project to a circumscribed organisational unit. This will provide significant ‘real life’ testing of the model.

Products Delivered (all as pilot): Resource Allocation System Revised Care Management Team Independent brokers

This project started in August 2008, with the roll out scheduled for October 2008.

Est. completion = April 2009.

Information Systems Analysis

This project will review the information systems required to support the care model defined in the ‘Care Model Development’ project. It will review whether the Protocol eSAP system and a Social Care Portal should form part of that model.

Products Delivered: Information Systems Requirement Analysis

Some initial work has started, with full project start forecast for late 2008.

Care Model Implementation

This project will fully implement the care management model developed in the ‘Care Model Development’ project and tested in the ‘Care Model Pilot’ project.

Products Delivered: Resource Allocation System

Est. start = 04/2009Est. completion = 04/2010

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Single Access Point Revised Care Management Team eSAP (if approved in ‘Information Systems

Analysis’ project)Long Term Conditions

This project will create Long Term Conditions Teams and associated care management practices.

Products Delivered: Long Term Conditions Teams


Independent Brokerage

This project will create independent brokerage capacity within the borough.

Products Delivered: Independent Brokers Social Care Portal (if approved in

‘Information Systems Analysis’ project)


2.4.3 It should be noted that this definition of the programme’s projects becomes increasingly indicative the further they are in the future. It is acknowleged that plans must be increasingly flexible the further they are in the future. This reflects the impact of future issues, both internal and external to the programme, than cannot be currently predicted.

2.4.4 Reflecting this, the Programme Manager shall endeavour to provide: a detailed programme plan that looks six months in advance, or further when

specific projects have a life span that exceeds six months; and a high-level programme plan for the whole life of the programme, which can be

used to ensure that the detailed plan aligns with the programme’s overall direction.

2.4.5 A number of these projects are elements of wider corporate programmes. The details of these links are as follows: The Electronic Document and Records Management project is part of the

corporate roll out of Wisdom. It is primarily governed and resourced by that programme.

The Independent Brokerage project will be part of the Future Shape of the Council’s work on developing service provision external to the Council (led by Jenny Coombs). Details of this are to be confirmed. In the first instance, advice from PWC is being sought on how to undertake this piece of work.

2.4.6 The diagram below provides a visual representation of programme’s projects, reflecting the dependencies that dictate their order.

Project Map

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ESCR- EDRM implemented

Financial Convergence- Swift improvements implemented- CM2000 upgrade implemented

Care Model Development- RAS Developed- Revised Business Processes Developed- Revised Care Management Policies Developed- Revised Role Profiles Developed- Revised Care Management Structure Developed

Supply Management- Supply Management Team created and resourced- Initial team processes developed and rolled out

Information Systems Analysis - Service’s information systems requirements analysed- Business case for implementing eSAP reviewed

Care Model Pilot- Revised Care Management Teams piloted- Aligned Supply Management Team processes piloted

Care Model Implementation- Single Access Point rolled out- Revised Care Management Teams rolled out- Aligned Supply Management Team processes rolled out- eSAP implemented

Independent Brokerage- Independent Brokers set up- Social Care portal set up

Long Term Conditions- Long Term Conditions Teams set up

Strategic Commissioning- Increased strategic commissioning capacity set up- Market development strategy developed

Envisioning and Modelling- Vision Action Plan written- New care pathways mapped- New organisational structure proposed- New business model proposed

2.5 Change Management Activities

2.5.1 The programme will generate significant change for Council employees, partner organisations, service providers and the consumers of our services.

2.5.2 The nature of this change will be varied, but can generally be divided into two categories: Structural change: revision of the processes, organisational structures, and

formal inter-agency relationships that constitute the framework within which care is managed in Barnet; and

Cultural change: transformation of the roles individuals play and the ways they work within that care management framework, and the relationships between those roles.

2.5.3 The careful management of this change is an essential element of the successful delivery of the programme’s products. This is because: failure to manage structural change creates a lack of clarity about what people

should be doing, thus causing inefficiency; and

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failure to manage cultural change creates confusion about why people should adapt what they do, thus causing dysfunctional behaviour.

2.5.4 Change management will be prioritised within the programme. Change management activities will be included in all of the programme’s projects, using a common set of well-tested change management tools. The use of these will be coordinated centrally by a Change Manager, who will be supported by a network of Programme Champions.7

2.5.5 This approach to change management will ensure that stakeholders will be supported through change in a consistent and high-quality manner. They will: be identified and appropriately engaged in the development of the project; be supported through training and learning during the implementation of the

project; be guided through the cultural change required for the embedding of the project; be provided with a means of contributing to a 360° review of the project.

2.5.6 This approach to change management builds upon the Vision Action Plan’s identification of a number of key change management activities (listed in the table below).

Change Management Activity Action Plan WorkstreamCreate 3 Year Workforce Development Strategy

Workforce Development

Create Equalities Impact Assessment Monitoring and EvaluationOrganise programme evaluation arrangements Monitoring and EvaluationEstablish consumer groups Customer SatisfactionCreate Communication and Engagement Plan Change ManagementCreate Training and Development plan Change ManagementCreate Social Marketing Strategy Marketing and Communciation

2.5.7 One key elements of change management will be developed as part of the Future Shape of the Council programme, namely the engagement of the broader public to remove expectations that people will be dependent on the council for social care provision. It is thought that this piece of work will incorporate the use of social media, and will be led on by staff from the Policy, Intelligence and Analysis team in the council’s new strategic core. This proposal is being taken to the Future Shape of the Council’s strategic core in September 2008.

7 This situation is analogous to the programme’s consistent use of project management principles, coordinated by the Programme Manager.

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3. Programme Governance Structures

3.1 Programme Team

3.1.1 The programme’s outputs will be delivered by the Delivering Choice and Independence programme team. The table below describes the core roles in, and membership of, this team.

Role Responsibilities PersonProgramme Manager

The Programme Manager has the authority to run the programme and its constituent projects on a day-to-day basis on behalf of the Board.

He has responsibility for: Ensuring the Programme and its projects produce

the required outputs, to the required standard of quality and within the specified constraints of time and cost

Delivering an outcome that is capable of delivering the benefits defined in the PID

Ensuring that risks relating to the programme are being managed

Directing and motivating the programme team and ensuring they are trained and developed accordingly and meeting the specification for their role

Liaison with Programme Assurance and Programme Board

Reporting progress to the Programme Board Leadership, motivation and inspiration

Ed Gowan

Change Manager (*2)

The Change Managers lead on specific changes and projects within the programme. This involves a combination of project management, business analysis and change management.

Ian HutchisonLouise Hehir

Programme Support Officer

The Programme Support Officer provides the organisational and administrative effort that a programme of this scale requires.

She has responsibility for supporting the other members of the programme team in: Ensuring that projects are properly documented Ensuring that risks and issues are appropriately

captured and managed. Administering:

o Change controlo The programme libraryo Issue and risk logso Programme-related meetings.

Anna Lovering

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Communications Lead

Adult Social Services’ Communication Manager will act as a member of the programme team. Her role will be to: Develop the programme’s branding Ensure that the programme has consistent and

robust 2-way communication channels with all stakeholders

Ensure that the programme’s communications are fully aligned with the Service and Council’s other communications.

Emily Bowler

3.1.2 In addition to these core roles, staff will be brought in to the programme to help deliver specific pieces of work. This includes contractors employed directly by the programme (such as Deepak Lall, who manages the roll out of Wisdom in Adult Social Services) and staff from other areas of the Council (such as input from the strategic core on the development of Independent Brokers).

3.1.3 In addition to the above, the Programme Champions also undertake project work for the programme.

3.2 Programme Board

3.2.1 The purpose of the programme board is to provide detailed oversight of the delivery of the programme’s outputs. The board is responsible for ensuring that: Both the overarching programme plan and subsidiary project plans are kept

under review and that appropriate action is taken in response to significant variations from plan

Issues and risks associated with the programme are being effectively managed

All Internal Audit Management letters are considered, appropriate action implemented, agreed and signed off.

Budgets are managed and monitoring to a high standard with delegation to the Programme Manager

Any conflicts identified by the Programme Manager are resolved Post-implementation reviews for the programme’s projects are scheduled and

takes place.

3.2.2 The programme board will meet monthly. The high frequency of these meetings reflects the programme’s high import and risk. At each board meeting, the programme manager will submit the following for discussion and approval: A progress report for each of the programme’s projects, including a summary

of issues and risks that require senior management intervention; A progress report on the overarching programme, including a report on the

programme’s budget; Any papers that have been developed in the preceding month that require

senior management approval.

3.2.3 The table below defines the membership of the programme board, and the role of each of its members.

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Role Responsibilities PersonProgramme Director

The Programme Director is responsible for ensuring that the programme is run well. They chair the programme board, and have ultimate decision-making power within that forum.

The Programme Director is responsible for keeping the Programme Sponsor (see below) and other senior managers informed about the programme’s progress.

Deputy Director (Kate Kennally)

Senior Users The Senior Users are the senior managers in Adult Social Services who will inherit the outputs of the programme as they are completed.

The role of the Senior Users in the board is to represent the interests of the area of the service they head.

Assistant Director, Adult Social Services (Glynnis Joffe)

Assistant Director for Performance and Supply Management (Mathew Kendal)

Head of Finance (Andrew Filby)

also: a representative of the Children’s Choice Board (Barbara Ball)

Senior Suppliers

The Senior Suppliers are the managers of the sections of the council that provide resources and support to the programme.

The role of the Senior Suppliers in the board is to ensure that their areas are providing the required and forecast support, and to identify areas where the support available will not meet the requirements of the programme.

Tom Pyne (Head of Supply Management)

Head of Strategic Commissioning (tbc)

Resources Directorate’s Relationship Manager with Adult Social Services (Jonathan Bunt)

Future Shape of the Council Programme Manager (Claire Johnston)

Programme Manager

The Programme Manager is present to present the programme’s progress and to agree actions for the next period.

Programme Manager (Ed Gowan)

3.2.4 Other members of the programme team may attend the board to present and discuss issues relating to work they have personally been leading on. The Programme Support Officer will also attend to minute the meeting.

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3.2.5 Representatives of partner organisations will be invited to attend individual board meetings as and when issues of specific pertinence to them are addressed.

3.3 Adult Social Services’ Strategic Change Board

3.3.1 The purpose of the Adult Social Services’ Strategic Change Board is to provide coordinated leadership to all changes taking place that are led by the council’s Adult Social Services department. This includes both changes to the department itself and also changes to the local care market.

3.3.2 Work that would be overseen by the Strategic Change Board at the time of writing (September 2008) include: The Delivering Choice and Independence Programme The restructure of the in-house services for people with learning disabilities The redevelopment of Flightways The redevelopment of the Community Network Delivery against the four Commissioning Strategies.

3.3.3 The Strategic Change Board will meet once every two months. At each of these meetings, the board will receive a report on the overarching progress of the programme at each of its meetings. This report will include any risks and issues that the Programme Board believes need strategic direction.

3.3.4 The table below defines the membership of the Strategic Change Board, and the role of each of its members.

Role Responsibilities PersonChair (and Programme Sponsor)

The Chair is responsible for ensuring that the Strategic Change Board is run well. She has ultimate decision-making power within that forum.

The Chair is also the Delivering Choice and Independence programme’s Sponsor, and has ultimate accountability for the delivery of the programme.

Director of Adult Social Services (Irene Findlay, Kate Kennally currently acting in the role)

Programme Director

The Programme Director is a member of the board to report on progress in the programme, and agree changes in strategic direction.

Deputy Director (Kate Kennally)

Senior Advisors

The Senior Advisors are a group of senior officers from the Resources Directorate, the council’s Strategic Core, and our key partner organisations. Their role is to provide advice, challenge and support to the Chair on the strategic decisions being made in Adult Social Services.

Chief Financial Officer (Clive Medlam)

Executive Director for Organisational Development (Max Wide)

Executive Director for Communities (Jill Stansfield)

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Director of Strategy (Emer Coleman)

Programme Director for the Future Shape of the Council (Richard Grice)

Assistant Director, Adult Social Services (Glynnis Joffe)

Assistant Director for Performance and Supply Management (Matthew Kendal)

Head of Finance (Andrew Filby)

Childrens’ Lead(Graham Durham)

3.3.5 The membership of the Strategic Change Board may be extended to include officers who are responsible for the delivery of other key change projects (essentially mirroring the role of the Programme Director).

3.3.6 The Programme Manager would also attend the board to provide further detail on any programme issues, and to ensure that he clearly understood the strategic direction that the programme had to take.

3.3.7 The Strategic Change Board would either be minuted by the Programme Support Officer, or one of the service’s Business Support Officers.

3.3.8 The Strategic Change Board will, itself, report into the Future Shape of the Council board, which represents the Council’s overarching forum for specifying and directing strategic change.

3.3.9 Representatives of partner organisations will be invited to attend individual board meetings as and when issues of specific pertinence to them are addressed.

3.4 Policy Advisory Group

3.4.1 A steering group of members will be developed, led by Cllr Hillan, to consider and advise the programme on key policy issues.

3.4.2 This group will be facilitated by policy experts from the Policy, Information and Analysis team in the Council’s new strategic core.

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4. Programme Approach and Controls

4.1 Issue Control

4.1.1 All issues identified in relation to a project will be captured by the member of a the programme team leading on a project in the project’s issue log. Those issues that have the capacity to affect other elements of the programme will then be escalated to the attention of the Programme Manager.

4.1.2 Once an issue has been logged, it will be managed in accordance to Prince 2 project management methods.8 Issues will be regularly reported to the Programme Board, who will be alerted to those issues which require their management.

4.2 Change Control

4.2.1 All change controls required in a specific project will be captured and recorded by the appropriate Project Manager. These shall then be managed in accordance with Prince 2 project management methods.9

4.3 Programme and Project Assurance

4.3.1 The Programme Board is responsible for assuring the quality with which the programme is being managed. This activity should be independent of the Programme Manager. It is not enough to believe that standards will be adhered to and that the programme is well set up and justified. This needs to be checked throughout the programme as part of ensuring it continues to meet a business need and that no change affects the validity of the programme.

4.3.2 The use of one or more separate persons in this role is optional. Each member of the of the Programme Board is responsible for appointing one or more persons into the Programme Assurance role, aligned to their area of concern – business, user or supplier. They may choose to delegate the authority (although it cannot be delegated to the Programme Manager).

4.3.3 It should also be noted that this differs from the Quality Assurance role played by projects’ Senior Users. Project Assurance is the process of reviewing the quality with which a project is being run. Quality Assurance is the process of ensuring the a project’s products meet their users’ requirements.

4.4 Risk Management

4.4.1 All risks identified in relation to a project will be captured by the appropriate Project Manager in the project’s Risk Register. Those risks that have the capacity to affect other elements of the programme will then be escalated to the attention of the Programme Manager, who will place them on the programme’s composite Risk Register.

8 For a description of the Prince2 issue management approach, please refer to the ‘Managing Successful Project with Prince2 2005 edition’ manual (available from the Project Support Group in Resources) section 20.1 Project Issue Management, page 285.9 ibid

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4.4.2 One a risk has been identified it will be managed in accordance with the Prince 2 project management methodology.10 Programme level risks will be reviewed by the Programme Board at all of their meetings.

4.5 Equalities Impact Management

4.5.1 It is essential that an equalities impact assessment be completed before the major strands of the programme commenced to ensure the council complies with all relevant legislation and monitors progress in full awareness of the impact upon minority and disadvantaged groups. Not to do so could, in extreme circumstances, provoke a judicial review of the policy implementation.

4.5.2 Once this assessment has been completed, any issues or risks that it raises will be managed as described in sections 4.1 or 4.4 of this document. If the assessment generates the need to adapt the programme, this will be managed through the process described in section 4.2.

4.6 Highlight and Exception Reporting

4.6.1 At both the programme and project level, the programme will utilise highlight and exception reporting in line with the Prince 2 methodology.

4.6.2 If a project is progressing within its tolerances, then its Project Manager shall complete a project highlight report on a monthly basis. This shall follow the format provided in the Corporate Project Management Toolkit. This highlight report shall be circulated to the Project Board and Programme Manager.

4.6.3 If a project is at risk of exceeding tolerances, a highlight report shall be immediately completed and circulated to the Programme Board and Programme Manager. This shall then be discussed at an exceptional meeting of the Programme Board.

10 For a description of the Prince2 risk management approach, please refer to the ‘Managing Successful Project with PRINCE2 2005 edition’ manual section 17 Management of Risk, page 251

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5. Appendix 1: Referenced Documents

5.1 This PID refers to a number of other key programme documents, rather than including them as appendices. This has the dual benefit of keeping this document a manageable lengths and also avoiding creating multiple, and potentially varying, versions of key information.

5.2 All the documents referred to in this document can be provided by the Programme Manager. This arrangement will be superceded by direct access once the Programme Information Management Framework has been implemented.

5.3 The documents that have been referred to in this document (in order of reference) are: The Vision The Vision Action Plan Product Definition Internal Audit’s Terms of Reference for the Programme Initial Risk Log Risk Log The Programme Information Management Framework Programme Resource Framework

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6. Document Information

File pathReferenceVersion 8Date created This version commenced 16/09/08Status IssuedOwner Ed Gowan (Delivering Choice and Independence Programme

Manager)Author Ed Gowan (Delivering Choice and Independence Programme

Manager)Purpose and Scope

This document provides the ‘contract’ between the Programme Manager and Programme Board of the Delivering Choice and Independence programme, defining: what the programme will deliver; how the programme will be governed; how the programme’s progress will be monitored and controlled.

Security No restrictionsSuitable for Publication Scheme

Yes

Format Microsoft Word 2002 document

Document History

Date Version Reason for change Changes made by15/12/2006

1 Initial PID Julian Wakefield

18/06/2007

2 Action Plan developed Mick Lowe

16/07/07 3 Programme Manager Formally Appointed

Mick Lowe

17/07/07 4 Updated following feedback from SMT Mick Lowe17/07/07 5 Updated following feedback from

DirectorMick Lowe

19/07/07 5a Updated following feedback from SMT, Audit and other managers

Mick Lowe

20/07/07 5b Further updates from feedback Mick Lowe23/07/07 6 Following meeting between Chair and

SponsorMick Lowe

14/09/07 7 Updated following feedback from Programme Board, corporate programme office and SMT.

Ed Gowan

24/09/07 7.1 Updated following feedback from Julian Wakefield, Claire Johnston and Glynnis Joffe.

Issued to the Programme Board for approval

Ed Gowan

05/10/07 7.2 Add amendment specified at Project Board meeting of 27/09/07 (that

Ed Gowan

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Date Version Reason for change Changes made byStrategic Commissioning project is not dependent on Supply management project).

Add clarification about Telecare Response Service and integration of long term conditions teams, as requested by Glynnis Joffe.

This version is that approved by the Programme Board (technically, approval was of version 7.1 with these changes incorporated)

16/09/08 8 Signifcant rework, mainly focussed on changes to project descriptions and governance structures, reflecting learning from first year of programme and management desire to move the programme ‘firmer and faster’

Ed Gowan

Distribution List (Version 8): Name Role Date

Programme Board 23/09/08

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