Implementation Planning: A Strategy of NHS

This presentation discusses the implementation planning strategy of NHS, including governance, analytical survey analysis, value chain analysis, roles and responsibilities, engaging stakeholders, managing risk, risk planning, monitoring, reviewing and evaluation, resource management, and management strategy.

IMPLEMENTATION PLANNING:
A STRATEGY OF NHS
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CONTENTS
• Introduction………………………………………………………Slide 3
• Implementation Planning………………………………………Slide 4 – Slide 5
• Governance………………………………………………………..Slide 6
• Analytical Survey Analysis……………………………………..Slide 7 – Slide 8
• Value Chain Analysis……………………………………………Slide 9
• Roles and Responsibilities……………………………………Slide 10 – Slide 12
• Engaging Stakeholders……………………………………………..Slide 13
• Managing Risk…………………………………………………..…Slide 14
• Risk Planning………………………………………………………Slide 15
• Monitoring, Reviewing and Evaluation………………………..Slide 16 – Slide 17
• Resource Management……………………………………………..Slide 18
• Management Strategy………………………………………………Slide 19
• Conclusion…………………………………………………………Slide 20
• Reference List………………………………………………………Slide 21

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).

IMPLEMENTATION PLANNING
• 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)
• Implementing a Recovery Package and developing a quality
life metric for supporting survivors.

CONT.
• 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.

GOVERNANCE
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
0
10
20
30
40
0
10
20
30

CONT.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%

VALUE CHAIN ANALYSIS
• 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
• 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.

CONT.
• 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

CONT.
• 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).

ENGAGING STAKEHOLDERS
• Academy for Healthcare Science (AHCS)
• National School of Healthcare Science (NSHCS)
• North West Healthcare Science Network
• Healthcare Science Professional Bodies
• Academic Health Science Networks

MANAGING RISK
• 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)

RISK PLANNING
• 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
• 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.

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

REVIEWING AND EVALUATION
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.u
k, 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
provided by the
organization for their
children’s
Questionnaire
Preliminary trainings
Sixth month target
Quarterly target

RESOURCE MANAGEMENT
• Practice managers
• Identity volunteers
• GPs
• Practice reception team
• Information for patients

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.

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.

REFERENCE LIST
• business-to-you.com (2019), available at: https://www.business-to-you.com/value-chain/ [accessed at: 18 March, 2019]
• Cleaver, F. (2017). Development through bricolage: rethinking institutions for natural resource management. Routledge.
• covwarkpt.nhs.uk (2016) available at: https://www.covwarkpt.nhs.uk/download.cfm?doc=docm93jijm4n3150.pdf&ver=4146 [accessed on 18.03.2019]
• digital.nhs.uk (2015) available at: https://digital.nhs.uk/services/child-protection-information-sharing-project/implementation-process-for-healthcare-organisations [accessed on 18.03.2019]
• docplayer.net (2016) available at: https://docplayer.net/12149120-Draft-corporate-governance-standard-for-central-government-departments.html [accessed on 18.03.2019]
• emeraldinsight.com (2015) available at: https://www.emeraldinsight.com/doi/abs/10.1108/01443570310467320 [accessed on 18.03.2019]
• emeraldinsight.com (2016) available at: https://www.emeraldinsight.com/doi/abs/10.1108/01437739210021866 [accessed on 18.03.2019]
• england.nhs.uk (2015) available at: https://improvement.nhs.uk/resources/nhs-foundation-trusts-code-governance/ [accessed on 18.03.2019]
• england.nhs.uk (2015) available at: https://www.england.nhs.uk/publication/implementation-plan-for-the-uk-strategy-for-rare-diseases/ [accessed on 18.03.2019]
• england.nhs.uk (2017) available at https://www.england.nhs.uk/participation/resources/governance/ [accessed on 18.03.2019]
• england.nhs.uk (2017) available at: https://www.england.nhs.uk/wp-content/uploads/2015/06/bcf-user-guide-04.pdf.pdf [ accessed on 18.03.2019]
• england.nhs.uk (2017) available at: https://www.england.nhs.uk/cancer/strategy/ [ accessed on 18.03.2019]
• england.nhs.uk (2017) available at: https://www.england.nhs.uk/healthcare-science/partners-and-stakeholders/ [accessed on 18.03.2019]
• england.nhs.uk (2017) available at: https://www.england.nhs.uk/operational-planning-and-contracting/ [accessed on 18.03.2019]
• england.nhs.uk (2019) available at: https://www.england.nhs.uk/2019/01/long-term-plan/ [accessed on 18.03.2019]
• health.org.uk (2015) available at: https://www.health.org.uk/sites/default/files/EvaluationWhatToConsider.pdf [accessed on 18.03.2019]
• Kanki, B. G. (2019). Communication and crew resource management. In Crew resource management (pp. 103-137). Academic Press.
• libraryservices.nhs.uk (2015) available at: http://www.libraryservices.nhs.uk/wiki/Default.aspx?Page=1-2-Implementation-Plan&NS=LQAF&AspxAutoDetectCookieSupport=1 [accessed on 18.03.2019]
• Narayan, A., & Ponnambalam, K. (2017). Risk-averse stochastic programming approach for microgrid planning under uncertainty. Renewable Energy, 101, 399-408.
• nhsemployers.org (2015) available at: https://www.nhsemployers.org/your-workforce/plan [accessed on 18.03.2019]
• nhsemployers.org (2016) available at: https://www.nhsemployers.org/your-workforce/pay-and-reward/reward/developing-a-reward-strategy/phase-three-implementation-and-communication/developing-your-implementation-plan-faqs [accessed on 18.03.2019]
• nhsinvolvement.co.uk (2017) available at: http://www.nhsinvolvement.co.uk/connect-and-create/auto-generate-from-title [accessed on 18.03.2019]
• salisbury.nhs.uk (2015) available at: http://www.salisbury.nhs.uk/aboutus/ourpoliciesandprocudures/pages/riskmanagementstrategy.aspx [accessed on 18.03.2019]
• sbs.nhs.uk (2015) available at: https://www.sbs.nhs.uk/newsletter-february2018-enterprise-resource-planning [accessed on 18.03.2019]