8 It is good practice to establish pathfinder schemes for a new initiative to ensure that lessons are learned in advance of its full implementation - this was not possible for LIFT as second and third wave schemes were rolled out, following a policy decision, before the first wave schemes had completed negotiations. In these circumstances, it is important that the public sector develop an alternative framework to identify good and bad practice, any common difficulties and how to resolve them as they arise during implementation. The Department and Partnerships for Health did disseminate lessons and plan to develop their framework further. This framework could be a useful starting point for similar procurement models.
9 The Department should establish a framework with which it can establish and evaluate the impact of LIFT. There are two essential components; firstly the Department should develop clear guidance about the nature and timing of Post Project Evaluation for LIFT schemes, allowing for a rigorous evaluation of implementation best practice and initial value for money. Secondly, the Department could usefully develop a basket of measures reflecting national priorities, allowing the Department to monitor the impact of LIFT over time. Working closely with the Department, LIFTCos could then track health outcomes and regeneration achievements. Local measures could be defined by LIFTCos and prioritised on the basis of the Strategic Service Development Plan. Together, these components will enable reasoned comparison of LIFT to alternative procurement models. Where developing similar initiatives it is important that Departments establish these frameworks prior to financial close.