Clinical, operational & finance teams
One programme carries several decisions. Its clinical case, staffing plan and financial case need different accountable reviewers.
In development · Intended scope and questions for evaluation
The organisation.
The people around it.
Released capacity, cost avoidance, cash savings, income and health outcomes are different effects. Keeping them separate makes the programme easier to challenge.
The people involved
Medicines optimisation, clinical services, operations, finance, procurement, digital and governance functions.
The dependencies
Programme sponsors, professional leads, service managers, finance, procurement, digital, information governance and evaluation colleagues.
What to examine
Evidence accuracy, clinical and local relevance, workload, resources, permissions, affordability and reasons to stop or revise.
An illustrative set of programme relationships. The actual participants, authority, funding and permissions must be established for the defined setting. Explore every organisation perspective.
The decision worth examining.
Which assumptions can each team accept, challenge or leave unresolved?
Released capacity, cost avoidance, cash savings, income and health outcomes are different effects. Keeping them separate makes the programme easier to challenge.
Develop the programme around the setting.
Begin with the local need, relevant evidence, existing work and an agreed comparison. A proposed programme needs clear activities, alternatives, resources and reasons to revise or reject it.
Evidence accuracy, clinical and local relevance, workload, resources, permissions, affordability and reasons to stop or revise.
Give each participant a workable role.
Programme sponsors, professional leads, service managers, finance, procurement, digital, information governance and evaluation colleagues.
The overall case and the position of each necessary participant deserve separate examination. Staff time, cash timing, capacity, access, commitments and full costs can change which arrangement is practical.
Make the evaluation useful to a decision.
Identify an accountable sponsor, the current process, the permitted information and what a worthwhile finding would allow the organisation to decide. Include preparation, checking, correction, implementation and support in the comparison.
PHARMORIS is in development. This page describes intended scope and a possible evaluation conversation; it does not establish customers, operational deployment, clinical validation or realised benefit.
Bring the question
your organisation
needs to move.
Tell us where the programme gets stuck, who is affected and what a worthwhile evaluation would help you decide.
Discuss a PHARMORIS evaluationAn initial conversation should describe the organisational question. Agree the purpose and information requirements before sharing records.