5.32 NHS bodies will not obtain value for money from advisers without managing them effectively. Key considerations include:
• making sure that relevant expertise is available at meetings (but NHS bodies should always first consider whether the attendance of advisers is at all necessary);
• limiting of the numbers of advisers that attend meetings to key personnel;
• making sure that advisers have a clear picture about what is expected of them and the timescales within which they must operate;
• asking advisers to agree with one another which are to have prime responsibility in given areas so as to avoid duplication;
• ensuring that all advisers have equally effective systems in place to manage their own team;
• setting budgets with advisers for fees and monitoring their costs;
• ensuring that advisers have a clear client within the NHSScotland body (e.g. the finance or project director);
• not being afraid to demand that poor performers be replaced or not to pay for bad work or advice.
5.33 Regular monitoring of the performance of advisers as the project develops is essential. Concerns regarding performance should be raised with advisers as early as possible.
5.34 It is important to define the scope of work as clearly as possible before contracting with the adviser. However, changes in timetable or scope may develop through the course of the project and this may impact on advisers and their fees.
5.35 Changes in scope will always have to be confirmed to advisers, but the NHSScotland body will need to avoid having to re-negotiate its terms of appointment with its advisers after every such change. Therefore, a key item in relation to selection will be the attitude of advisers to change and their willingness to be flexible.