ABSTRACT
In order to carry through a ‘policy’ for a new initiative or a change in practice, it is important to ensure that there is a clear framework for implementation. This avoids the danger of assuming that the completion of a written policy is an end point in itself. As with any stage in the planning process it is vital that the mission and vision of the team underpin any action taken:
• There needs to be positive leadership for the initiative, not necessarily by the team leader in every instance;
• Members of the team have to be aware of the role of the ‘leader’ and their responsibilities within the plan for the new initiative;
• There must be a team commitment to the plan/initiative; • Any new plan, or phases within it, should have clear objectives including success
criteria/performance indicators which are measurable or about which informed judgements can be made;
• The objectives should also have deadlines which are known to all of the team; • Resource allocation of finance, materials (where appropriate), staff and time must
be adequate; • The deadlines and resource requirements should be monitored and revised, if
necessary, at intervals during the implementation phase; • During the implementation phase members of the team should make a note of the
benefits, gains and improvements as well as any difficulties, errors and omissions; • The leader may have to intervene regularly with suggestions, encouragement,
support and help.
