Change Implementation Plan
This guide is designed to offer a concise, focused overview of change and project implementation at SCAS. It provides an outline of the key concepts as well as offering guidance on how to access further information.
We strongly encourage you to review this document and consult the Portfolio Office for further information regarding recommended methodology, templates and guidance.
A flow chart to summarise the process for implementing a change initiative in SCAS is outlined in Appendix 1.
INTRODUCTION
A core value of South Central Ambulance Service is innovation. We strive to develop new and innovative ways to meet the dynamic needs of our patients and staff. Innovation and change allows us to remain up to date with advancing technology, continuously
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It is important to recognise how each project contributes to the broader strategic aims of the Trust. This will help to ensure that, as an organisation, we are working collaboratively towards our shared vision for the future of SCAS.
ROLES AND RESPONSIBILITIES
At the start of a change initiative, it is necessary to identify who will be involved. Mapping stakeholders and clarifying roles and responsibilities early in a change can help to secure support for a change as well as ensuring that there is agreement around the levels of management required to make decisions.
The project management team structure confirms decision making forums and specifies responsibilities, goals, knowledge and skills required for each of the roles in order to ensure that the project has effective and appropriate support and governance. Key roles within this structure are detailed as follows:
Project
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Will there be any ongoing costs? What resources will be required to support the initiative?
- Risks – Are there any potential risks associated with this change initiative?
The outline business case should be approved by the Project Board and shared with the Portfolio Office and managers within relevant departments for review and feedback.
Authorisation to proceed with the change
For small projects, an outline business case should provide sufficient detail to proceed with the change initiative. An Outline Business Case for large scale projects is used to justify need to invest further resource and time in producing a detailed Business Case.
Business cases should be reviewed by the Transformation Board if the project requires additional resources outside of business as usual (BAU).
Small projects which will be managed as part of business as usual and do not require resources from other departments outside of BAU should submit their Business Cases to the Fixed Assets Management and Strategy Group.
GOVERNANCE OF CHANGE
Further to the review and approval of the business case as outlined above, it is necessary to
Update – regular monthly reporting to transformation board.
Once the aims and objectives for the project have been agreed, a
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