Positive Ageing Strategy
Project Initiation
The purpose of this stage is to set up a contract in the form of a project initiation
document (PID) between the Project Board and the Project Manager, so there is a
common understanding of:
1.
2.
3.
4.
5.
6.
7.
8.
The reasons for doing the project
What the project will deliver
How and when the items to be delivered will be
The scope of what is to be done
Any constraints that apply
Who is to be involved in the project development and the decision making
The quality expectations of the project
Risks and controls
The reasons for undertaking this work, despite the small scale of the project are to:
1.
2.
3.
4.
Document and confirm the business case
Ensure a firm and accepted foundation to the project
Enable and encourage the project board to take ownership of the project
Set out a clear and common understanding for the decision making processes
required
5. Agree on the next stage of the project
Project Management Structure
Project Board (PB)
Executive (ultimately responsible) (Community Development Manager (Acting)
Mary-Anne Priest))
Supplier Representative (Cllr. Alison Rumball)
Supplier Representative (Cllr. Lance Girling Butcher)
Business Representative (Kate Macnaught, Manager Strategy and Policy)
Customer Representative (Grey Power, Emily Rose)
Customer Representative (Positive Ageing Trust, David Showler or John
Cunningham)
Customer Representative (Disability Information Centre, John Major)
Customer Representative (Kaumatua, Tui Ora)
Supplier Representative (Ministry of Social Development, Dr. Craig Ashcroft,
Regional Policy Advisor)
Supplier Representative (District Health Board, Brenda Hall, AGEWell Coordinator)
Supplier Representative (ACC, Kath Forde, Injury Prevention Manager)
Strategy Development Team (SDT)
Louise Tester (Project Manager – coordinator and manager of process) (PM)
Leighton Littlewood (Facilitator)
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External Agency Reference Group (comprised of members from)
Taranaki District Health Board
Ministry of Social Development
Primary Health Organisations
ACC
WITT
VTT
Bishops Action Foundation
External Aged Sector Reference Group
Age Concern
Grey Power
Positive Ageing
Disability Information Centre
Kaumatua Group
U3A
AGEWell
Project Approach
The work of the project is going to be developed by an in-house team of council staff.
Consultation will take place with provider organisations, partners, users and suppliers.
Do nothing is not an option. Existing strategy is 2006-2010, so important to review
the strategy well in advance.
We cannot buy a strategy off the shelf, as the approach, actions and targets needs to
be tailored to a New Plymouth population.
There is an option to engage a consultant to develop the strategy, but previous
knowledge tells us that a budget of between $30,000 and $50,000 would be required,
and much of the background work and thinking would still need to be undertaken by
members of the project board.
The skills required to undertake the project are:
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Project management skills
Knowledge and experience of undertaking research (qualitative and
quantitative) and literature reviews
Knowledge of experience of the local aged population, the issues, trends and
challenges
Knowledge and experience of the national aged political agenda
Relationships and communications with other providers and stakeholders who
engage with elderly people
Knowledge of the empirical research evidence available (or not)
Understanding of the council political, financial and cultural environment
Experience of developing strategies and undertaking consultation
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Project Brief
Project Mandate
Existing Strategy spanned 2006-2009, so it is important that a review of progress and
future direction takes place now, so a new strategy can take effect from January 2010.
Background
The benefits of positive ageing for individuals, good health, independence,
community participation, intellectual stimulation, and self fulfilment deliver big gains
for individuals and communities and society as a whole. A happy, healthy,
independent ageing population contributes skills, resources and experience to
communities, places less demand on some social services, and provides opportunities
for learning for younger members of the community.
New Zealand is acknowledged internationally as being at the forefront of positive
ageing since the launch of the NZ positive ageing strategy in 2001. New Plymouth
was the first council to embrace the principles of the strategy.
Scope
1. To develop a long term vision for the ageing population of New Plymouth district
(ageing is defined as 45+ years)
2. To develop a series of outcomes and objectives to deliver the vision.
3. To set out a series of actions, targets and milestones to deliver the vision and
objectives for the strategy
4. To set out an action plan that clearly defines roles and responsibilities for
delivering the strategy
5. To set out a means of monitoring and measuring progress
Project Scope Exclusion
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Aged Sector structures and systems
Review of Positive Ageing Policy
Establishment of Memorandum of Understanding
Project Interfaces
The strategy will interface with the:
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National Positive Ageing Strategy
Community Plan 2009-2019
Disabilities Strategy (under development)
Community Development Activity Management Plan
Memorandum of Understanding
Positive Ageing Policy
AGEWell Plan 2006-2010
Taranaki, King Country , Whanganui Regional Plan 2008-2009
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Why a Strategy is needed
In 1999 the Internal Year of the Older Person bought to the forefront of New
Plymouth the need think about the growing number of elderly people in our
community and how we might best serve their needs and interests long into the future.
New Plymouth made an early commitment in 2000 to work closely with the Office of
the Senior Citizen on the NZ Positive Ageing Strategy. The national strategy was
launched in 2003, and NPD became the first area in the country to sign up to the
national goals.
On the back of this national development the Positive Ageing Trust New Plymouth
was borne, the council developed a Positive Ageing Policy, and in 2006 a Strategy
type document was produced. The strategy has a life of 5 years, so is due for revision
by 2010.
Issues and Challenges
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Growing number of elderly persons
No annual action plan, that is targeted and monitored
Many aged structures and organisations, for example Age Concern, Positive
Ageing, Grey Power)
Lack of clarity on roles and relationship between NPDC and Aged
organisations
Aged organisations relationships with other providers and stakeholders i.e.
MSD, TDHB
Councillor knowledge and ownership of Positive Ageing Strategy
Council significant activity commitment to delivering the positive ageing
strategy
Value of the positive ageing policy to the aged community and the council
The various relationships with the council (positive ageing forum, senior
issues reference group and mayoral meeting)
An ageing population will impact on the planning and services delivered by
councils (footpaths, transport options, retail planning, general accessibility of
parks and buildings)
The lobbying that local government receives from the older rate payer
Ensuring that the services, programmes and the physical, social, cultural and
economic environment are conducive to diversity of older peoples needs
Despite these risks New Plymouth has many positive features, and a number of
opportunities exist to take this strategy forwards:
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A council commitment to meeting the needs of its aged population
A council striving to maintain the district as an attractive and prosperous place
to live, visit and work
An active and engaging elderly population
A strong positive relationship with Positive Ageing
A collaborative approach to ageing
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Local government delivers a broad range of services which places it in a
strong position to facilitate the development of this strategy
Independence and diversity of the growing number of elderly people (baby
boomers better off than previous generations)
Engaging elderly people in decision making processes
Adopting a whole of council approach to ageing (planning, policy,
participation, service delivery)
An intergenerational approach to ageing
Benefits of a NPD Positive Ageing Strategy
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Empower older people to make satisfying meaningful choices
Provide opportunities to participate in and contribute to community
Reflect positive attitudes to older people
Recognise the diversity of older people and ageing part of the normal cycle of
life
Affirm the value and strengthen the capabilities of older Maori and the
whanau
Appreciate the diversity of cultural identity of older people living in New
Zealand
Appreciate the different issues facing men and women
Ensure older people in rural and urban communities live in a secure
environment and receive and have access to the services they need
Enable older people to take responsibility for their personal growth and
development through their changing circumstances (Extract – Positive Ageing
Strategy, April 2001)
Project Tolerances
The strategy development team are to work within the tolerances or parameters set
below. Any deviation will require consultation with the PM and PB.
Time – strategy to be delivered by …..
Cost – a budget of ….. is allocated to the development work
Scope – the scope agreed by the PB is that which is to be followed.
Risk –
Benefit –
Quality
Quality Expectations and Acceptance Criteria
The scope will be expected to deliver the following benefits for the council as a
whole, the events staff and the rate payers of the district.
Acceptance Criteria
Council
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A long term vision that meets that needs of visitors and residents
A strategy that is affordable and achievable
A strategy that is visionary and creative
A strategy that sets out a clear partnership between the council, the aged
community and other organisations
A strategy that is commensurate to the aims, goals and values of the national
positive ageing strategy, and other local strategies and plans such as the
AGEwell Strategy and Community Plan
The action plan is clear, focussed, achievable, measurable, specific and
timebound
Council Staff
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A vision that provides clarity and certainty of purpose
A strategy that clearly defines the roles and relationships across teams
A strategy that provides the resources and authority to deliver
Rate payer
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A strategy that does not adversely impact on the level of rates payable.
Risks
Risks include:
Risk
Differing / conflicting expectations of
different parts of the council
No resource commitment to deliver the
strategy
Developing a strategy that fall short of
being able to achieve the customer
quality expectations
Differing / conflicting expectations of
other organisations and partners
Slippages
Ability to achieve consensus on who
will fulfil / take responsibility for
which parts of the strategy and action
plan.
Document just sits on the shelf
Other ???
Likelihood
L
Impact
M
M
H
L
M
H
H
L
M
M
H
L
H
Strategy constraints
Budget Staff time –
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Countermeasure
Project Quality Plan
The quality standards to be applied are set out in the Customer Quality Expectations
(CQE) and Acceptance Criteria (AE), and the project tolerances section above.
The quality techniques that will ensure that the achievement of the CQE and AE and
project tolerances will ultimately be an assessment by the project board.
The board will be given a clear framework of what they can expect at each stage of
the project, and the individual quality standards of the product (i.e. draft strategy).
Their decisions and acceptance of these will be made against the agreed product
description (i.e. a table of contents, the scope of the strategy).
Prior to going to the PB for a decision an independent assessment will be made by a
member of the Corporate Strategy and Policy team, who is not the PM.
Changes to any part of the strategy is permitted within the parameters set by the
board, for the project overall, or an individual stage. Changes will first be discussed
with the PM, who will decide if it is within or beyond the parameters of the project,
and therefore requires a decision by the board.
Neither the PM or the any member of the Strategy Development Team is permitted to
go beyond the scope of the project or the tolerances agreed to without a formal
decision by the board. This is particularly important as all parties will have agreed to
develop the strategy according to a defined scope.
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Project Plan
An overview of the major products and timescale to achieve these:
Stage
Pre Strategy
Stage
Stage One –
Understanding
the Issues
Product
Timeframe
Project Initiation
November 2009
Produce Research Paper
28 February 2009
Preceding / Supporting Activities
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Stage Two –
Defining our
Approach
Stage Three –
Shaping our
Future Direction
Define the initial consultation
approach
To develop a vision for the next
5 years
To define the objectives
supporting the strategy
To define the strategy goals
To set out the roles and
responsibilities
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30 March 2009
30 June 2009
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Brief
Approach
Tolerances
Quality
Risk
Customer Quality Expectations
and acceptance criteria
Compile list of all data sources
that we have/can lay our hands
on.
Identify data gaps that need to be
resolved
Data Collection
SWOT
Research paper
Initial engagement / consultation
Vision
/ Responsible Persons and
PB Decision Points
PM
Decision Point 1 – PB
(November 2009)
PM – SDT – Negotiation
Present data gaps and
solutions to PM.
Decision Point 2 – PB (April
2009
Vision
SWOT
Research paper
Decision Point PB 3 (June
2009)
Define the actions, targets and
measures of success
Stage Four Delivering the
Vision
Draft Strategy
Define the Consultation
Approach
Final Strategy
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All preceding Stage papers
Draft Strategy
Decision Point 4 – PB
(August 2009)
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Draft Strategy
Draft Strategy
Consultation Approach
Controls and Reports
The PB can expect to receive the following items for decision, at the following stages
veering the following elements.
Stage
1
2
3
4
5
Products to be presented
Project Initiation Document
Research paper
SWOT
Vision
Objectives
Goals
Targets
Draft Strategy
Final Strategy
Major Decision Points
November 2008
February 2009
June 2009
August 2009
October 2009
In addition the PB will receive Highlight Reports on a monthly basis. The highlight
report will monitor the progress of the stage against the overall project. It will also be
used to advise the board of any potential challenges or areas where the project board
can help.
In broad terms the highlight report will cover the following:
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The period covered
Budget Status
Stage schedule status
Project Schedule Status
Products completed
Products under development, (and dates for completion)
Actual or potential issues, problems or risks
Tolerance Status
The Highlight Report will be derived from discussions with the SDT, and their
submission of a monthly Checkpoint Report to the PM. The Checkpoint Report will
cover:
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The period covered
Stage schedule status
Products completed
Products under development, (and dates for completion)
Actual or potential issues, problems or risks
Stage Tolerance Status
Next Stage Plan
When the PB approve this project a detailed stage plan will be developed. This will
form the work programme for the SDT and focus the efforts of the PM and the PB for
the period the Stage covers. A stage plan will include:
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A brief description of what the plan covers
A brief description of the planned approach
The quality control methods and approach for the product
External dependencies
Reporting and controls
Plan prerequisites
External dependencies
Products to be produced
Resources and constraints
Risks
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Appendix A - New Zealand Positive Ageing Strategy (extract)
Positive Ageing Principles
1. Empower older people to make choices that enable them to live a satisfying life and lead a healthy lifestyle
2. Provide opportunities for older people to participate in and contribute to family, whanau and community
3. Reflect positive attitudes to older people
4. Recognise the diversity of older people and ageing as a normal part of the lifecycle
5. Affirm the values and strengthen the capabilities of older Maori and their whanua
6. Recognise the diversity and strengthen the capabilities of older Pacific people
7. Appreciate the diversity of cultural identity of older people living in New Zealand
8. Recognise the different issues facing men and women
9. Ensure older people in both urban and rural areas, live with confidence in a secure environment and receive the services they need to do so
10. Enable older people to take responsibility for their personal growth and development through changing circumstances
Positive Ageing Goals
1. Secure and adequate income for older people
2. Equitable, timely, affordable and accessible health services for older people
3. Affordable and appropriate housing options for older people
4. Affordable and accessible transport options for older people
5. Older people feel safe and secure and can age in place
6. A range of culturally appropriate services allows choice for older people
7. Older people living in rural communities are not disadvantages when accessing services
8. People of all ages have positive attitudes to ageing and older people
9. Elimination of ageism and the promotion of flexible work options
10. Increasing opportunities for personal growth and community participation
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