Appendix 8: NCLCA Implementation Plan
This document defines all major aspects of the project and forms the basis for its
management and the assessment of overall success.
There are two primary uses of the document:
To ensure that the project has a complete and sound basis before there is
any major commitment to the project
To act as a base document against which the project can assess progress,
change management issues, and ongoing viability questions.
The Implementation Plan identifies the arrangements for substantially
establishing the Agency such that it is “fit for purpose” to deliver the roles and
achieve the benefits identified in the Business Case.
The Business Case focuses on delivery of the direct financial benefits and the
priority in establishing the Agency will be to focus upon delivery of these “quick
The Implementation Plan does not cover arrangements for interim working over
the 6 month development period, the objective of which is to ensure business
continuity and which is described elsewhere in the Business Case.
The Implementation Plan does not cover arrangements that individual PCTs may
choose to make in regard to further re-structuring of departments or formal
consultation that individual PCTs may be required to undertake with their
employees as a consequence of setting up the NCLCA.
The Sector Chief Executive [CE] will be the Senior Responsible Officer for setting
up the Agency. The CE will be accountable for this to the JCPCT, as described it
the Business Case.
The CE will appoint a Managing Director for the Agency who will have a delegated
authority to progress the agenda of the NCLCA, however the CE will remain
accountable to the JCPCT for performance.
The CE will appoint a Programme Manager [PM], a direct report, who will locally
lead the work of establishing the Agency. This full time PM will be supported by a
Project office and be based in the offices from which the Agency will eventually
operate. The PM may report to the MD, after an MD is appointed.
Each PCT will nominate a Project Lead, with a minimum 1 day per week allocated
to supporting the Programme. The PM will lead the work programme on behalf of
the CE, coordinating the work of the Project Leads.
The Work Programme
The work programme will consist of 4 work-streams:
1. Recruitment and HR
developing competency based job specifications
finalising structure in discussion with CE and MD
recruiting to the Agency
working to the NHS London HR Framework
advising and coordinating sector wide approaches to staff consultation e.g.
preparing a Consultation Document
Setting up governance arrangements
developing and implementing a sector-wide communications strategy for
Identifying the support required for the Agency in Year 1
Putting in place the support, either from the Host PCT or outsourcing
Formalising specification and payment via an SLA.
Working closely with LCBSA to pilot and showcase new Service Lines as
“Exemplars” for NHS London
putting in place a programme of team development for the NCLCA as
senior staff are appointed
Developing further training and development opportunities for both
Agency and PCT staff to enhance skill sets within the Agency and to
maximise cross-learning and development opportunities.
Implementation will be through a matrix arrangement whereby each PCT Lead,
leads on 1 of the 4 workstreams, with 1 PCT lead supporting on the Recruitment
and HR work-stream which will require the largest input of time.
Specific roles and responsibilities will be agreed for each PCT Lead in relation to
the Project, with accountability for the Project implementation to the PM [and
The PM will have access to each PCT Executive Team meeting and prepare a
regular report to each on the work of the Programme as a whole, enlisting further
resources through the CE as required to deliver the programme to time and
The aim is to substantially establish the Agency by end of September 2009. In
this context, “substantially establish” requires that:
 most of the designated posts in the Agency have been recruited to on either a
permanent or temporary / part-time basis and
 clear operating and business processes have been agreed and are in place,
enabling the officers of the Agency to conduct their business within a clear
governance framework and set of operating policies. This is particularly
important in relation to defining a way of working between:
the Agency and sector PCTs and
the Agency and the LCBSA
An Outline Project Plan is attached as Appendix 1. The plan will be reviewed and
further developed at regular intervals during the project, with variations reported
to stakeholders as part of monthly progress reports.
An Implementation Budget is proposed of £70k:
Programme Manager – £25k
Programme Office support - £10k
Project Leads [Backfill resource] - £30k
Reserve - £5k
The PM will hold a delegated responsibility to manage the Assurance Strategy for
the implementation [see Business Case] and to work with the MD when appointed
to develop and put in place an effective Assurance strategy for the Agency when
The PM will develop a Programme Evaluation that will assess the effectiveness of
the Implementation in October 2009. Evaluation criteria will be based largely
upon structure and process measures [rather than outcomes such as realisation
of direct financial benefits as these will follow later].
Criteria may include e.g.
Success in appointment to senior posts
Recruitment of clinicians to key executive roles
Success in delivering the communications strategy
An SLA agreed and in place
NCLCA regarded as an Exemplar site for new LCBSA service lines
Development programme in place for the new Agency management team