3.3.1 Revenue budget baselines must be produced at the outset of commissioning and monitored closely against Full Business Case objectives and assumptions. These baselines should then be reviewed to reflect the move from commissioning to full operation as well as emerging staffing profiles and schedules arising from the production of the operational procedures.
3.3.2 It is crucial that operational managers of the service(s) involved are part of this process. They are managers of budgets and should have full ownership of, and participation in, discussions relating to these budgets, which should form part of the overall NHSScotland Body business planning process.
3.3.3 Variances from the Full Business Case assumptions must be carefully monitored and explicitly identified in the overall strategy of the project implementation. This is essential to feed into Post Project Evaluation.
3.3.4 All income and expenditure projections must take account of the effect of any 'double running costs' so that the transition between old and new facilities can be fully budgeted for.
3.3.5 In order to provide detailed advice and support to the commissioning team, one of the key members should be a finance representative.
3.3.6 Depending upon the size of the scheme, it may be appropriate to establish a separate finance working group to co-ordinate and monitor the financial arrangements for the project. This could be the case for a number of 'functional aspects in a large project.