L6-13 Strategic Public Sector Programme Management

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L6-13 Strategic Public Sector Programme Management

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31. This cascading effect from central to local government activity means that local authorities also require a clearly defined strategic approach to managing both programmes and projects. However, in practice achieving a common practice on project and programme management is particularly difficult for local authorities. This is predominantly due to the number of rapidly changing issues that local authorities invariably encounter as demonstrated in:

37. PASA is an executive agency of DH. It concentrates on those functions that demonstrate value to the NHS. It has responsibility for purchasing and supply issues in England only: Scotland, Wales and Northern Ireland have their own health services and supply organisations. Key PASA tasks Provide strategic guidance on procurement to the NHS where procurement is taking place at a regional or local level. Provide practical guidance, education and training to those involved in procurement throughout the NHS. Promote creativity from suppliers and encourage small and medium-sized enterprises (SMEs) to do business with the NHS. Promote sustainable development within the NHS and its supply chain to reduce the negative environmental and social impacts of procurement decisions and increase the positive ones. Encourage the introduction of beneficial, innovative products and technologies into the NHS. Support the national priorities of the NHS.

38. Outsourcing From 1 October 2006 a contract has been awarded to DHL to manage the supply chain services previously controlled by the logistics division of the NHS Business Services Authority and part of NHS PASA. The new service is known as ‘NHS Supply Chain’. Further details can be found at www.supplychain.nhs.uk  

39. At the strategic level, the MoD Directorate of Strategic Transition (DST) has the responsibility for developing the future defence strategic direction and managing the associated change programmes. The outputs of the DST fall into four main areas:   Strategic Change Corporate Communications Programme Management Office (‘PMO’) Right People, Right Skills, Right Environment    

40. The PMO in the MoD is responsible for the effective governance of change programmes and key governance processes including: Financial Management Risk Issue Management Coordination of the overall change programme Communications strategy and plan Tracking business benefits Management of the overall programme plan Change control Monthly reporting process to the Change Programme Board (PMOs are also used in many areas other than Defence)

41. A Non-Departmental Public Body (‘NDPB’) is a government classification applied to certain types of public body. NDPBs are not an integral part of any one Government department, but are ultimately responsible, via Government Ministers, to Parliament for any activities sponsored by any ministerial department.   There are four main types of NDPB: Advisory NDPBs: Boards which advise ministers on particular policy areas Executive NDPBs: bodies that usually deliver a particular public service and are overseen by a board rather than ministers Tribunals: NDPBs that have jurisdiction in a specific area of the law Independent Monitoring Boards: formally known as ‘boards of visitors’, these are responsible for the state of prisons, their administration and the treatment of prisoners

42. Typical NDPB structure for Programme and Project Management

99. Identifying Risk Physical audits Research Analysis of trends Access to records – accident reports, ‘near-misses’ Risk assessments

100. Treating Risk Avoid Minimise Spread Accept

101. Risk Management Process

102. Raising Risk Awareness Keep all managers informed Electronic bulletins Red, amber, green systems Involvement – audit teams risk questionnaires

103. Using Risk Registers Risk registers/logs kept as permanent record Record – Type Who is responsible Date identified Description Cost Probability Impact Response actions

104. Risk Register (Example)

105. Risk Register (Strategic Objective) Risk Impact Probability Control Action Owner Late High 35% Expedite ICT Ian Smith Delivery Report Adjust

194. Review the business need Ensure the support of management and all stakeholders Review leadership and management proposals Review risk management proposals Ensure appropriate financial provisions are in place Are proposals realistic?

195. Confirm business case is robust Check that a feasibility study is in place. Ensure appropriate authorities and support are in place. Ensure that key risks have been identified and management is in place.

196. Ensure that the proposals deliver the business goals Ensure that the scope & specified requirements are realistic and clear Have the scale, outcomes, timescales and external impact been fully considered? Check planning for the next stage Ensure that quality plans are in place

197. Confirm that the specification is realistic, clear and unambiguous Ensure that the business case remains valid Check that all procurement options have been explored and that the process is robust, legal, and understood by all sides Ensure that funding, resources and financial controls are in place for the whole project

198. Is the approach to service development and delivery appropriate? Is the required commercial expertise in place to ensure supplier capabilities? Have the issues relating to business change been accounted for and understood?

199. Confirm business case Ensure that agreed procurement strategy has been followed Check that recommended contract decision will deliver to time and to budget See that the implementation plans are robust Confirm there is appropriate expertise to manage the supply relationships

200. Are the projected business benefits deliverable? Do the implementation and management plans have appropriate resources? Ensure that agreed change control mechanisms are in place Have shared plans for risk management been agreed, and appropriate contingencies put in place?

201. See that full user/system testing has been undertaken to take implementation forward Check that client side plans for managing the working relationships are mirrored on the supply side Ensure that systems are in place to identify, record and retain the lessons learned, to better inform future projects and contracts.

202. Was the business case realistic? Have the expected benefits actually been delivered? Has a post-implementation review been undertaken and the results recorded? Is there still a business need for this contract – or if circumstances have altered, is the contract sufficiently flexible to cope?

203. Are we ready for the future, with plans for revised service provision? Have we actively sought improvements in performance and in value for money? Are the exit and re-competing strategies appropriate? Has active learning occurred in order to set appropriate new targets?

212. The Importance of Stakeholder Groups

213. Public Sector Stakeholders

214. How do Stakeholder Groups impact upon the purchasing function?


216. Bad practice for stakeholder groups

217. Results of bad practice for stakeholder groups

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