Implementation Planning: A Strategy of NHS

This document discusses the implementation planning strategy of NHS, focusing on improving care, support, and treatment for cancer patients. It covers the roles and responsibilities, stakeholder engagement, and risk management involved in the process. The document also includes a value chain analysis and analytical survey analysis. Suitable for students studying healthcare management or related courses.

Implementation Planning: A Strategy of NHS
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1

Executive Summary
It is important for NHS to have a clearly defined, agreed and documented roles and
responsibilities for each individual or group, who are involved in the initiative. Defining and
responsibilities of each individual or group would enable NHS in building consensus or
understanding the opportunities and challenges regarding the initiative. NHS is resorted to its
priority, which is to improve the care, support and treatment and support for those, who are
diagnosed with cancer. A wide range of specific steps, including design for increasing
prevention, speeding up diagnosis, improving the patients’ experience and providing aid to
people, who are living with and beyond the disease have been published by the National
Cancer Transformation Board. NHS needs to ensure active involvement of its stakeholders
throughout its policy life cycle, which includes developing, implementing, delivering the
policy, along with reviewing each stage of the policies. It is crucial for NHS to take the
feedbacks of its stakeholders into consideration and incorporate them for managing the
expectations of the stakeholders before engagement, during the time of the engagement and
after the engagement.
2

Table of Contents
Introduction................................................................................................................................4
Implementation Planning...........................................................................................................4
Governance................................................................................................................................6
Analytical Survey Analysis........................................................................................................6
Value Chain Analysis.................................................................................................................8
Engaging stakeholders.............................................................................................................11
Managing risk...........................................................................................................................12
Monitoring, reviewing and evaluation.....................................................................................14
Resource Management.............................................................................................................17
Management Strategy...............................................................................................................18
Conclusion................................................................................................................................19
Reference List..........................................................................................................................20
Appendix..................................................................................................................................23
3

Introduction
Implementation planning can be defined as the process, through which, organizations plan
their strategic goals and objectives to tactical goals and objectives. Implementation planning
enables an organization in describing milestones, conditions for success and explaining how
or what portion of a strategic plan is needed for an operation within a given operational
period (covwarkpt.nhs.uk, 2016). Besides, implementation planning is crucial for all
organizations, irrespective of their types in establishing their activities and budgets for each
part for the next one to three years. It also leads an organization link the strategic plan with its
activities; it would deliver along with its resources needed by it for the delivery. Hence, it can
be said that implementation planning is fundamental for organizations in enabling them
experience successful outcomes in accordance with their decisions. In this assignment, the
implementation planning of NHS would be provided along with the Planning, Governance,
Managing risk, Engaging stakeholders, Monitoring, review and evaluation and Management
Strategy.
Implementation Planning
The National Health Survey (NHS) seems to deliver thousands of initiatives every year
successfully. Implementation risk is included in its various policies, projects and programs
and that is why, appropriate management discipline, including engagement with central
agencies is required for maximizing the prospects of successfully delivery. NHS is resorted to
its priority, which is to improve the care, support, treatment, and support for those, who are
diagnosed with cancer (nhsinvolvement.co.uk, 2017). A wide range of specific steps,
including design for increasing prevention, speeding up diagnosis, improving the patients’
experience and providing aid to people, who are living with and beyond the disease have
been published by the National Cancer Transformation Board. NHS has outlined its
significant progress in a Progress Report (2016-2017) for delivering excellent cancer services
in England, including:
 Priority investment for faster and earlier diagnosis
 Installation of 12 upgrades for radiotherapy equipment and 36 Linear Accelerators at
more than 23 hospitals (emeraldinsight.com, 2017)
4

 Implementing a Recovery Package and developing a quality life metric for supporting
survivors.
In the current scenario, survival rates for cancer have become higher in England. However,
NHS has resorted to implement steps in order to ensure early diagnosis of cancer patients,
along with tackling variation in access to care and workforce (nhsinvolvement.co.uk, 2017).
The implantation plan seems to focuses on six priority areas:
1. Advanced diagnosis
2. Deterrence and health of the public
3. Experience of the patients
4. Looking after patients, who are living with and beyond cancer
5. Investing for a high quality, modern service
6. Accountability, Commissioning and Provision.
Effective implementation planning needs an approach, which is most structured in terms of
thinking and communicating in various areas:
1. Planning
2. Governance
3. Managing risk
4. Engaging stakeholders
5. Monitoring, review and evaluation
6. Resource Management
7. Management Strategy
Importance of implementation planning is as follows:
 Addressing a strategic priority regarding the government
 It includes complex or major changes (nhsinvolvement.co.uk, 2017)
 It includes important cross jurisdictional issues and cross agency
 It is sensitive in certain areas, including, stakeholders receiving media attention
 Needs vital implementation
 Includes complex or new service delivery arrangements or technology
 It has been formed over a shorter span of time.
5

Governance
It is critical for NHS to have effective governance arrangements. It should consider effective
governance arrangements primarily in order to plan for a new initiative.
NHS should design governance arrangements in parallel with other early planning activities,
including, stakeholder analysis, initial risk assessment and key task timelines
(emeraldinsight.com, 2016). It is crucial for NHS to develop governance arrangements
collaboratively along with agreement with all the key stakeholders in order to ensure
governance structure’s suitability in accordance with the demands of the initiatives.
Best practice principles and processes for helping NHS foundation trust boards of directors
are set by the code of governance, including,
 Enabling the organization in performing better (health.org.uk, 2017)
 Maintaining advance quality regarding corporate governance
 Providing the patients with effective, secured services
Analytical Survey Analysis
(Please find the analytical survey in Appendix)
From the analytical survey, it has been identified that most of the respondents are agreed that
most of the respondents are agreed regarding the asked questions through survey. On the
other hand, it has been identified that most of the respondents believe that analytics can be
applied as a principle business issue that every organization faces as a whole. In addition, it
has also been identified that functional areas can be improved with the help of better
investment planning in case of analytics-related HR resources. It can also be identified that
with the help of better planning and strategy, it becomes easy to predict the importance of
analytical skills, which can be proved as effective for an organization.
6

0
5
10
15
20
25
30
35
40
Figure 1: Culture
(Source: Created by the learner)
0
10
20
30
Figure 2: Data Management
(Source: Created by the learner)
7

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 3: Skills
(Source: Created by the learner)
Value Chain Analysis
Figure 4: Value Chain Analysis
(Source: business-to-you.com, 2019)
8

From the above figure, it has been identified that the term “Value Chain Analysis” enables an
organization to identify all the necessary activities (internal and external) in an effective
manner. It is also important to make proper planning, as it will lead the company towards
success. There are five primary activities performing in the value chain of an organization,
which are inbound logistics, operations, outbound logistics, marketing & sales and service
and these all denoting the margin of a business. All of these value chain elements can be
categorized based on organizational infrastructure, HR management, technology development
and procurement, which can be described as follows-
Inbound logistics: Inbound logistics enable an organization to purchase raw materials from
the external sources in where receiving, disseminating and storing of the products.
Operations: marketing related operations are aimed to provide proper input for the product
development and it will help the company to transform the input to final product (business-to-
you.com, 2019).
Outbound logistics: Outbound logistics enable the company to deliver the final product to the
customers.
Marketing & sales: Marketing and sales will help the company to make effective planning
and strategies in such a way that it can lead the entire firm towards success.
Service: Service refers to the process of providing proper maintenance program to the
customers, which will enable the company to gain customers’ satisfaction in an effective
manner.
Roles and responsibilities
It is important for NHS to have a clearly defined, agreed and documented roles and
responsibilities for each individual or group, who are involved in the initiative. Defining and
responsibilities of each individual or group would enable NHS in building consensus or
understanding the opportunities and challenges regarding the initiative (covwarkpt.nhs.uk,
2016). At the outset, it is crucial to define reporting arrangements, including the content and
frequency of daily reports and the way of dealing with budding issues or risks, arising outside
of the regular reporting cycle.
Roles and structures are as follows:
9

 The steering committee or the sponsoring group, which is the driving force of the
initiatives, providing top-level endorsement and investment decision in accordance
with the objective and direction of the initiative
 The project board, which is an executive level management group, which all the
interested parties, including identified internal and external suppliers in NHS
represent, A list of group members should be supplied in the implementation plan
with the usage of a project board.
 The project or program manager, who is endowed with the responsibility of managing
operations of the project along with the project team.
 The senior officer or the project sponsor of NHS is responsible, who has a significant
role to play in the successful delivery of the initiative in this scenario. However, it is
needed for the officer to inculcate sufficient expertise, independence and time for
committing to the project (emeraldinsight.com, 2016). Besides, they are also
responsible for the supply of names, implementation, contact details, positions, for
active management in the implementation plan.
NHS needs to engage and communicate with the stakeholders. NHS needs to involve various
tools, techniques and skills in order to engage and communicate with stakeholders
effectively.
In order to ensure a good understanding of the stakeholder environment, few considerations
should be done, including:
 The identification of stakeholders (emeraldinsight.com, 2017)
 Their interests in the project in accordance with their impact
 Their engagement capacity
 The level of active participation in the project
Implementation plan should have an introduction are as follows:
 The description of the policy objectives along with its possible outcomes
 Description of the policy context highlighting the underlying needs or problems
 Description of the delivery model or strategy for the achievement of policy
objective would be stated the way of delivering the outputs precisely and the way
of achieving the end goal (covwarkpt.nhs.uk, 2016).
 Stakeholders should understand the implementation plan easily.
 It should have effective stakeholders as the target audience.
10

Engaging stakeholders
It is important for all organizations to have stakeholder engagement in order to engage
relevant stakeholders for achieving an effective outcome. They play a key role in providing
the organization with useful information for shaping the implementation of the initiative
related to policy, program or project level (health.org.uk, 2017). The stakeholders of NHS
include,
 Academy for Healthcare Science (AHCS)
 National School of Healthcare Science (NSHCS)
 North West Healthcare Science Network
 Healthcare Science Professional Bodies
 Academic Health Science Networks
The primary elements of effective engagement are as follows:
 Involvement of the right stakeholders
 Ensuring an effective approach along with effective interactions
 Management of expectations
 Utilization of information, given by the stakeholders
NHS needs to ensure active involvement of its stakeholders throughout its policy life cycle,
which includes developing, implementing, delivering the policy, along with reviewing each
stage of the policies (england.nhs.uk, 2017). It is crucial for NHS to take the feedbacks of its
stakeholders into consideration and incorporate them for managing the expectations of the
stakeholders before engagement, during the time of the engagement and after the
engagement. Outlining the most appropriate times for engaging stakeholders is crucial for the
implementation plan along with the way of managing expectations for supporting the delivery
of the initiative.
Stakeholder engagement approach needs to be tailored to NHS’s initiatives through the usage
of a mix of methods reflecting the aim of the engagement and the stakeholders’ nature
(emeraldinsight.com, 2016). NHS needs to resort to identify the capacities and capabilities
already existing within government for delivering the stakeholder engagement approach
along with harnessing expertise from other agencies having experience regarding undertaking
of identical engagement activities.
11

Few other key things needed to be considered during the planning of stakeholder engagement
are as follows:
 The impact of stakeholder engagement along with its way of interaction with the rest
of project
 The impact of stakeholders risks’ on delivery
 The impact of other risks on engagement with stakeholders
 The way of monitoring, reviewing and evaluating stakeholder engagement.
Managing risk
Every organization needs to have efficient manager who would plan its operations and would
deal with complexity, uncertainty and ambiguity effectively. It is crucial for organizations to
understand the potential problems arising during implementation, which would enable them
in reducing the likelihood of those occurrences. Hence, effective engagement is required for
organizations, who would formulate effective strategy for managing the potential problems
and managing their impacts (england.nhs.uk, 2017). NHS’s management team plays an
essential part in implementing planning and providing a structured way for identifying,
mitigating, accepting and assigning responsibility to the risks affecting successful
implementation.
 Organizations may confront with certain risks, which can be defined as obstacles in
the path of achieving objectives. However, risk can turn out to be a threat for an
organization or an opportunity.
 Identifying risks and potential issues in project management at an early stage is not
valued and is missed quite often. However, identifying potential risks and issues at the
outset is necessary (nhsinvolvement.co.uk, 2017)
 During project start out phase in order to make them recognizable, acknowledgeable
along with its mitigation
In NHS, it is necessary to populate and update risk and issues logs at the start of the project
on a regular basis along with maintain them as live documents, which the project team can
assess through a shared drive. NHS have an audit trail for ensuring that with the identification
of risks and issues, followed by its mitigation, all steps and actions would be detained.
The organization resorts to identify a risk or issue, followed by its recording and registering
in a detailed way. The issue or risk is evaluated in accordance with the likelihood of its
12

occurrence and the impact of those risks on the project is evaluated on a scale of low,
medium or high (england.nhs.uk, 2017). The overall risk is determined through the
multiplication of the two factors. It resorts to creating an action plan for determining the way
of mitigating the risk or issue and the main source of that issue or risk. After mitigation, it is
important to show the risk occurrence and likelihood.
Risk Planning
The objectives of the initiatives and the governance arrangements for the project influence
the design and implementation of the risk management plan. However, various departments
and agencies undertake different strategies for managing issue. The risk management process
of NHS is as follows:
 Adapting an inclusive and realistic analysis of risks
 Consideration of risks for achieving desired results of the policy
 Identification and recording of the risks and outline its current controls and treatments
and the residual risk rating after the application of the treatments (england.nhs.uk,
2017).
 Consideration and recording the treatment in a detailed way for the mitigation of each
identified risk
 Outlining a timetable regarding regular reviews along with the reviews, which are in
progress
 Identification of the department, responsible for monitoring, reporting and
undertaking mitigating action for each risk, which has been identified.
 Identification of the department, responsible for reviewing and upgrading the plan
related to risk management regularly along with the identification of the review
process
 Outlining arrangements for cross portfolio measures in order to take a whole of
package consideration of the assessment of the risks, followed by the management
and review of the risks (england.nhs.uk, 2017).
Monitoring, reviewing and evaluation
The activities carried out by monitoring, reviewing and evaluation have three unique
objectives:
 To mentor the decision-making process
13

 To upgrade the effective delivery of the decision
 To intensify accountability
Monitoring:
NHS has an effective monitoring, review and evaluation strategy that depends on a number of
factors, which are genuine planning, understanding the goals, timings and procedures of the
survey and the application and recommendations. NHS carries out the analysis so as to
remain clear about their objectives to deliver the process with beneficial outcomes. For
example, they have a long-term plan to help people live a healthy life (health.org.uk¸2017).
They provide urgent and emergency care to critical patients; they have developed different
strategies to fight cancer and age-old mental diseases. Failure to plan an effective strategy to
meet people’s requirements leads to broken outcomes. In order to deliver the decision in right
time, NHS has joined multiple partnerships with different stakeholders. While deciding any
outcomes, NHS first considers whether they have an efficient intensive care strategy to attract
numerous customers (england.nhs.uk, 2017).
 Improved care experiences
 Improved outcomes related o patients’ health and fitness
 Efficient use of resources
NHS has gained fame as they engage more staffs and clinicians to attain better outcomes and
experiences for the people they serve. There are several approaches that can be used to
engage citizens:
Torbay ‘Mrs Smith’, which contains a narrative approach with respect to a user system
North West London Toolkit, which defines he services outcomes
Making a difference: Measuring the outcomes of Independent Mental Health advocacy,
which offers easy understanding of the metal issues and their outcomes
Logic model: With the help of logical model, it will be easy to recognize the outcomes and
benefits of the health and social models in an effective manner. On the other hand, logical
model enables the companies to modify the organizational activities and services properly,
which will enable the company to update its all procedures properly.
14

Fig 5: Logic model adopted by NHS
(Source- covwarkpt.nhs.uk 2016)
15
INPUTS
Resources rrequired for intercession
Involvenet of people in this process
for eg: Technology
INVOLVEMENT
Activities adopted to achieve outrputs from inputs
AQctions taken to improve social outcome
For eg: New sratey formulation
OUTPUTS
Expeced product of thsi process
prtiipationof total respondents
For eg: Data collection
OUTCOMES
Outcomes can be short term, medium, long term
depending upon the measures taken
IMPACT
Expectation of the impact of the adopted
strategies
Delivery of people centric criticakl are and
achieing ealth by effective resource manhgement

This model is used by NHS to assess the hypotheses and strengths being developed from the
program. It also identifies he cost-effect relationships (emeraldinsight.com, 2016). The model
helps the organization to understand the impact of the strategies on human health.
Reviewing and Evaluation:
Reviewing band evaluation help to decide which strategy is better to implement. For this,
NHS first builds a framework to collect the key information regarding the future predictions
of the outcomes. Different types of evaluations are there but formative evaluation is chosen
by the organization to improve the performance during an on-going project work. An
illustration is provided in a tabular form.
Aims Outputs Measures Data
collection
Analysis
To provide
workshops
on
parenting
potency
 Managing
children’s
behaviour
and health
 Target was about
65% of the
parent population
 45% of parents
attended the
workshop within
4 months of
launch of the first
workshop
(nhsinvolvement.
co.uk, 2017)
Programme
plan
Registration
Programme
management
Training
Sixth month
report
Quarterly
report
Improving
the
parenting
skills using
family
centre
 Parents have
enough
knowledge
about their
children’s
health
 Parents score
more than 80%
on the basis of
questionnaire
 Maximum
parents followed
the nutritional
and dietary
guidelines
Questionnaire
Preliminary
trainings
Sixth month
target
Quarterly
target
16

provided by the
organization for
their children’s
Table: Evaluation and monitoring framework
(Source- created by the learner)
The impact of the evaluations carried out through counterfactual analysis. The analysis draws
a comparison between the actual and the future happenings. NHS evaluates the different
approaches made by them in the field of healthcare and fitness through counterfactual
analysis.
Resource Management
NHS has developed different effective measures to aid people to achieve a fit and healthy
life. The resource management team consist of Practice mangers, practice reception team,
information for patients, GPS, practice nurses and other accessible information desk.
Practice managers:
 They lead the ambitious path of NHS to embrace technology so as to drive in modern.
Convenient and efficient responsive services are offered to the patients and their
families (nhsinvolvement.co.uk, 2017).
 NHS has developed an online programme that supports GP practices to promote and
offer online help to patients.
 The practice mangers ensure that the policies and regulations designed by the
company are maintained and the staffs are well equipped with their roles to attend the
patients.
 They monitor the policy of the agreements and ensure that it is followed even if any
local changes are made (england.nhs.uk, 2017).
 They train the new entrants to make them capable to carry out any responsibilities.
 The mangers appoint a “patient online champion” within the practice like appointing
special team to volunteer and help patients with online transactions.
Identity volunteers:
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 Special group are trained to assist in the process of identity verification. First, the ID
is checked. Then, a voucher is made with respect to it and finally, the voucher is
passed to the patient or his family with confirmation.
GPs
 The aim of this toolkit is to provide online information about the company and its
upcoming programmes to the public. This increase patents awareness towards the
services made by NHS (nhsinvolvement.co.uk, 2017). The toolkit provides a template
or articles to the public either through social media channels or through local media
marketing.
Practice reception team
 This is the first point of contact between the patients and the organization. This team
is confident about the services NHS provide with support of online volunteering.
Information for patients
 The patients come to know about the different services provided by NHs through
leaflets, banners or brochures. Digital media marketing is done to engage more people
towards the company. Promotional events and campaigns are set by the management
team to attract numerous patients who are provided with valuable treatment options
(england.nhs.uk, 2017).
Management Strategy
It is crucial to consider management strategy during developing an initiative due to its
effectiveness in providing an idea regarding whether it is possible to achieve timeframes and
outcomes within the proposed technical, human and financial risks. Key decision points are
set by the management strategy in the process indicating the effectiveness of the governance
framework and reporting and monitoring arrangements in delivering these goals.
Guidance and stipulate requirements are provided by most departments for program and
project management of government initiatives. The documents entail what should and should
not be done or why should it be done. A realistic estimate of the resources should be made by
the management strategy for delivering the initiative and providing required information to
the decision makers (england.nhs.uk, 2017). A dedicated project management office (PMO)
18

may benefit numerous stakeholders in taking highly complex, cross portfolio and cross-
jurisdictional initiatives. Central PMOs providing services, which range from provision of
templates to the expertise of effective project managers who provide tailored assistance or
involvement in projects, are maintained by some agencies. It is important for the management
team to have skills and capabilities in accordance with the initiative requirements.
It is important for the management team to have skills and experience for planning and
managing the implementation policy. It is needed for the management team to obtain skills,
including, formal learning, on the job experience and coaching (covwarkpt.nhs.uk, 2016).
Conclusion
It can be said that it is crucial to consider management strategy during developing an
initiative due to its effectiveness in providing an idea regarding whether it is possible to
achieve timeframes and outcomes within the proposed technical, human and financial risks.
Key decision points are set by the management strategy in the process indicating the
effectiveness of the governance framework and reporting and monitoring arrangements in
delivering these goals. Reviewing band evaluation help to decide which strategy is better to
implement. For this, NHS first builds a framework to collect the key information regarding
the future predictions of the outcomes. Different types of evaluations are there but formative
evaluation is chosen by the organization to improve the performance during an on-going
project work. An illustration is provided in a tabular form.
19

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Appendix
In order to complete the survey, 100 respondents are taken into consideration, which is
described below-
ANALYTICS COMPONENTS Totally
disagree
1
2 3 4
Totally
agree
5
CULTURE
Integration of information management and business
analytics into strategy
20 1
0
4 56 10
Promotion of analytics best practices 5 2
0
15 35 25
Collaborative use of data across company lines 18 3
2
20 36 4
Planned investments in analytics technology, new talent
and training
5 1
2
3 70 10
Pressure from senior management to become more data-
driven and analytical
35 5 8 12 40
Data is treated as a core asset 9 2
1
4 36 30
Analytics is a top-down mandate 20 2
2
8 38 12
Analytical insights guide future strategy 14 1
6
8 22 40
Data analysis outweighs management experience when
addressing key business issues
20 1
0
4 56 10
Organizational openness to new ideas and approaches
that challenge current practices
17 3
3
20 35 5
Analytics changes the way business is conducted 20 1 4 56 10
23

0
Analytics causes a power shift in the organization 11 1
9
4 34 32
DATA MANAGEMENT
Managers have all the data they need to make key
business decisions
17 3
3
20 35 5
Customer-facing employees have access to insights to
help drive sales and productivity
20 2
2
8 38 12
Access to useful data has improved during the past year 10 2
0
4 56 10
The organization is effective at capturing data, cleaning
data, aggregating/integrating data and visualizing data
30 1
0
4 46 10
Data is shared across functional silos and/or business
units.
18 3
2
20 36 4
The organization uses a great deal of the data it generates
or collects.
10 2
0
4 36 30
Functional areas are planning to make investments in
analytics technology in the next 12months, and/or have
already made investments in the past 12 months.
20 2
2
8 38 12
Analytics is being applied to key business issues by the
organization as a whole.
8 1
5
3 64 10
SKILLS
The organization as a whole is effective at analyzing
information and disseminating data insights
20 1
0
4 56 10
The organization has the appropriate analytical talent to
make good use of analytics
5 1
2
3 70 10
Executives are effective at balancing analytics and
intuition
17 3
3
20 35 5
Individual managers feel adequately prepared to use the 18 3 20 36 4
24

organization’s data to address business issues 2
Functional areas have made investments in the past 12
months and are planning to make Investments in the next
12 months in analytics-related human resources (hiring
analytics talent such as data scientists or analysts) and
training (expanding analytical skill sets of current
employees)
10 2
0
5 35 30
25