The twelve-month HSA pilot programme tasked HSA locations with forming partnerships to address multiple high street issues in a relatively short time. This Best Practice Guide for Developing Delivery Plans aims to help HSAs meet pilot programme requirements effectively by alleviating the typical project management burdens that place-based partnerships face when aiming to achieve ‘quick wins’. The goal of this guide is to assist you in developing a delivery plan that will provide tangible and intangible benefits, ranging from establishing immediate changes to fostering a sense of belonging among place stakeholders. See more on Section 3, ‘The importance of delivery plans’.
Section 2, ‘HSA delivery plan template’, offers a step-by-step guide on how to populate the delivery plan template available in a customisable form in the Excel model titled ‘How to develop a delivery plan that makes a difference’ (see Section 5). This Excel model includes three worksheets:
1. A key providing instructions and suggestions for populating your delivery plan
2. An example of a delivery plan based on best practices from High Street Task Force Experts
3. A customisable HSA delivery plan template
The following is a list of the key information you need for developing a delivery plan, which this Best Practice Guide develops in more detail in each of its sections.
• After developing a shared vision acknowledging the partnership landscape of your HSA location, you can extrapolate commonly agreed overarching issues summarising the main themes for change characterising your high streets. From a list of overarching issues, you can express actionable projects simplifying and tackling each overarching issue representing single interventions, or ‘quick wins’. See Section 4, ‘What Makes a Good Delivery Plan and Why’, for further details.
• For projects to be expressed as actionable items with clear outcomes, it is essential to address questions such as who will perform the action and when, where, and how it will be carried out (e.g., cost considerations). Conducting a capacity gap analysis can help answer these questions by comparing the current state of your high street (related to the project) with the desired state (linked to the anticipated benefits of completing the project). Allocating human and material resources, including time, to each project is crucial for ensuring its feasibility. The structure of the delivery plan template will streamline this process for you through milestones identification. See Section 4 and Section 6, ‘Assessing Resource and Capacity Requirements of your Delivery Plan’, for further details.
• The identification of project ownership and capacity resulting from your capacity gap analysis is crucial for assigning responsibilities for the delivery of each project. In a delivery plan, assigning responsibility does not imply blame; rather, it serves as a means to facilitate the flow of information/monitoring. Where possible, please name the person/people working on each project. See Section 7, ‘Assessing Responsibilities for Delivery’, for further details.
• Monitoring aids in managing interventions promptly if deviations arise. Planning is not an exact science, and what you anticipate will rarely follow a linear route of execution. It is important to note that a delivery plan is a ‘living’ document, designed to be adaptable to changes as new circumstances arise. Monitoring can happen at different intervals according to your discretion (if in doubt, please follow Experts’ advice). See Section 8, ‘Monitoring and adapting your delivery plan’, for further details.
The twelve-month HSA pilot programme tasked HSA locations with forming partnerships to address multiple high street issues in a relatively short time. This Best Practice Guide for Developing Delivery Plans aims to help HSAs meet pilot programme requirements effectively by alleviating the typical project management burdens that place-based partnerships face when aiming to achieve ‘quick wins’. The goal of this guide is to assist you in developing a delivery plan that will provide tangible and intangible benefits, ranging from establishing immediate changes to fostering a sense of belonging among place stakeholders. See more on Section 3, ‘The importance of delivery plans’.
Section 2, ‘HSA delivery plan template’, offers a step-by-step guide on how to populate the delivery plan template available in a customisable form in the Excel model titled ‘How to develop a delivery plan that makes a difference’ (see Section 5). This Excel model includes three worksheets:
1. A key providing instructions and suggestions for populating your delivery plan
2. An example of a delivery plan based on best practices from High Street Task Force Experts
3. A customisable HSA delivery plan template
The following is a list of the key information you need for developing a delivery plan, which this Best Practice Guide develops in more detail in each of its sections.
• After developing a shared vision acknowledging the partnership landscape of your HSA location, you can extrapolate commonly agreed overarching issues summarising the main themes for change characterising your high streets. From a list of overarching issues, you can express actionable projects simplifying and tackling each overarching issue representing single interventions, or ‘quick wins’. See Section 4, ‘What Makes a Good Delivery Plan and Why’, for further details.
• For projects to be expressed as actionable items with clear outcomes, it is essential to address questions such as who will perform the action and when, where, and how it will be carried out (e.g., cost considerations). Conducting a capacity gap analysis can help answer these questions by comparing the current state of your high street (related to the project) with the desired state (linked to the anticipated benefits of completing the project). Allocating human and material resources, including time, to each project is crucial for ensuring its feasibility. The structure of the delivery plan template will streamline this process for you through milestones identification. See Section 4 and Section 6, ‘Assessing Resource and Capacity Requirements of your Delivery Plan’, for further details.
• The identification of project ownership and capacity resulting from your capacity gap analysis is crucial for assigning responsibilities for the delivery of each project. In a delivery plan, assigning responsibility does not imply blame; rather, it serves as a means to facilitate the flow of information/monitoring. Where possible, please name the person/people working on each project. See Section 7, ‘Assessing Responsibilities for Delivery’, for further details.
• Monitoring aids in managing interventions promptly if deviations arise. Planning is not an exact science, and what you anticipate will rarely follow a linear route of execution. It is important to note that a delivery plan is a ‘living’ document, designed to be adaptable to changes as new circumstances arise. Monitoring can happen at different intervals according to your discretion (if in doubt, please follow Experts’ advice). See Section 8, ‘Monitoring and adapting your delivery plan’, for further details.
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