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Managing benefits from projects - the NHS way

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Within Project Management, Benefits Management can both make sure that the right things are done well, and can also drive the realisation of benefits through stakeholder engagement.
This workshop uses an NHS example to show how return on investment, even in hard cash terms, can be delivered within a non-profit environment

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Managing benefits from projects - the NHS way

  1. 1. Managing Benefits from Projects Hugo Minney PhD The Social Return Company
  2. 2. Contents  1 Hour practical session to cover:  Pick the right stakeholders  Know what makes a difference  Measure and report to drive change  Exercise in Stakeholder mapping  Exercise in Benefits mapping  15 mins introduction and explanation  20 mins stakeholder mapping  20mins benefits mapping  5 mins sum up
  3. 3. Who am I to talk?  1990 – PhD and Computer Salesman  2000 – Cap Gemini  2004 – NHS Modernisation Agency  Developing national policy including Emergency Care Practitioner (ECP); Regionally, locally, arms length bodies in NHS  For profit and not-for profit NHS and social care facing roles  CURRENTLY: Company Secretary of GP-led federation with 170,000 registered patients  AND: The Social Return Company lead consultant  AND Registered Project Professional, Fellow of APM
  4. 4. Basics of Benefits Management A benefit is a result that a stakeholder perceives to be of value. Benefits Management is the identification, definition, planning, tracking and realisation of business benefits Social Return on Investment (SROI) is a framework for measuring and accounting for a broad concept of value; it seeks to reduce inequality and environmental degradation and improve wellbeing by incorporating social, environmental and economic costs and benefits.
  5. 5. Benefits can be more than profit  Not-for-profit - how to measure return on investment? • Savings on other possible costs to the public purse • A value assigned to Quality of Life, or Happiness • Future impact on the economy  For Profit and Commercial • Customer satisfaction – an indicator of future business • Staff satisfaction – R&R and productivity • IP portfolio
  6. 6. Making Change Happen  Change doesn’t happen on its own – duh! (while not all changes do lead to improvement, all improvement requires change)
  7. 7. Change happens because people make it happen  A clear vision  A way to measure progress  A clear connection between what is done and what is achieved  Something that motivates people (The basic benefits questions of any Change): • Who is it all actually for? • What do they really want out of it? • What makes this choice better than Plan B?
  8. 8. Four stages when you apply Benefits Management: • WHY – business case, sponsor, stakeholders • WHAT & HOW  Project planning, measurement schema  Project delivery, decisions to maximise benefits • HANDOVER – handover capability, plus motivation • ONGOING  Measuring and reporting  Tweaking and adjusting for even better outcomes
  9. 9. Define Benefits Case for Investment Quantify and milestones Decisions to maximise benefits What benefits deferred and how to monitor them Benefits Framework Idea Initiation Define Deliverables Milestones Resources Project monitoring Project delivery Governance Closedown Project Management Handover Benefits Management and PRINCE2 Business as Usual Reporting & tweaks WHY WHAT & HOW HAND- OVER ONGOING
  10. 10. Considering Social Return on Investment (and any other investment which plans to achieve more than PROFIT) 1. Establish Scope and identify key stakeholders (Stakeholder Mapping and real Engagement) 2. Map outcomes (impact map/ theory of change) including 2nd and 3rd level impacts 3. Evidence outcomes and give them a value (Value is only what is described by stakeholder. What numbers are defendable?) 4. Establish impact (what would have happened anyway? What is attributed to what?) 5. Calculating SROI – and if you want to do it properly, sensitivity analysis 6. Reporting, using and embedding
  11. 11. TheSocialReturnon InvestmentFramework Scope of report •Define what service, what periods •Define stakeholder groups and engagement Map outcomes •Outcomes/benefits from stakeholder interviews •Cross-reference between stakeholders - which benefits contribute to more than one group Evidence and value •Triangulate responses and add desk-based research •Sanity-check calculations with original respondents Establish impact •Attribution to this or other initiatives •Deadweight - what would have happened anyway •Drop-off - how long do the costs last, how long do the benefits last? Calculate SROI •Ensure you've captured all the costs, and attributed them correctly to the correct stakeholders. Are some 'in kind' costs? •Capture all benefits. Avoid double-counting •Minimum and maximum for sensitivity analysis Reporting, using, embedding •Stakeholder review and comments •What is found to be most valuable by the recipient - can you do more of this? •What could be improved?
  12. 12. Engaging Stakeholders  Introduction to Airedale Integrated Care project  “1 Patient 1 Record”
  13. 13. Stakeholder Mapping – ‘Circle of Friends’ Important Influencing Interested
  14. 14. WIIFM  Take one of the stakeholders from the centre and list the non-financial benefits they want to see A benefit is a result that a stakeholder perceives to be of value.
  15. 15. Measuring the SRoI  Care Commissioners want to see empowered patients (on the assumption that empowered patients take more care of themselves and so make less demand on resources)  Empowerment: • Understand their condition and what they can do about it (scale?) • Take action to self-manage (scale?) • Impact on other resource use
  16. 16. Benefits Mapping
  17. 17. Benefits Mapping – on computer Enablers/ given Actions/ Projects End State (Needs to look like) Strategic Objectives Use of Resources Decision process Decision quality Performance Management Budget Systems Processes People Guidance Whole system results National KPIs Local presentation Public Service User Staff Cross system impacts Resources MEANS WAYS ENDS
  18. 18. Benefits Mapping  Map the links from “1 Patient, 1 Record” to More Empowered Patients
  19. 19. Benefits Mapping – on computer Enablers/ given Actions/ Projects End State (Needs to look like) Strategic Objectives Single ID Patient Information Training Staff/ Resource information Budget Systems Processes People National Guidance Healthier people More Effective Use of Resources Better Patient Experience Accessing Current Information Patient at the Centre Less duplicated activity Staff Empowered No carousel of faces MEANS WAYS Benefits by Stakeholder Group Balanced Scorecard
  20. 20. Staff Motivation  “I can tell my grandchildren ‘I did a good job this week’ “  Lower Sickness/ Absence  Easier Recruitment/ Retention  Getting much more done  Engaged with corporate objectives – even to MAKE MONEY
  21. 21. The calculations for Empowered patients  How many people are more empowered?  How much are they more empowered (may need to segment into types of empowerment)?  What difference does it make: • Quality of Life (and what’s our value assigned? Who for?) • Happiness (value assigned) • Use of resources (over next 12 months, next 36 months, next 5 years?) – predicted based on experience/ research
  22. 22. What would have happened anyway?  What’s the normal progression of disease/ decrepitude? (without empowerment) • When do they need residential care? • When do they need hospital care? • What’s changed in society’s attitudes?  How much would this normally cost?
  23. 23. The price of happiness  Votes  Sickness (loneliness and heart disease. Demotivation and obesity)  What I would want for myself – an how much of someone else’s money will I assign to it?  How much would I spend for myself?
  24. 24. What gets you up in the morning?  Nobody comes in to work to do a bad job (well, almost nobody)  We all want to make a difference – make the world a better place  Very few people work just for the money* • Osterloh & Frey 2007 Does pay for performance really motivate employees? • PwC NextGen 2013: Millennial workers want … “I can tell my grandchildren ‘I did a good job this week’ “
  25. 25. Driving improvement  We (the people who talk to the client/ do the work) see the need/problem first!  We know what to do about it (have the most experience)  We can inspire*  We won’t resist our own design for change  (a new problem – managing configuration) Malcolm Gladwell – Tipping Point
  26. 26. When the best leader’s work is done, the people will say: “We did it ourselves” Lao Tzu
  27. 27. Hugo Minney PhD, Acc Prac SROI, F APM, PRINCE2, RPP 07786 961837 Hugo.Minney@TheSocialReturnCo.org

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