3.8 An important aspect of the LIFT programme is the extent to which the implementation of each wave of the programme is evaluated providing for opportunity to spread best practice. Of our case study areas, only Sandwell has developed a post project evaluation plan basing it on generic guidance from the Department; Learning Lessons from Post Project Evaluation (January 2002). Although both Partnerships for Health and the Department recognise the importance of evaluation there is no clear guidance recommending either its nature or timing. Detailed guidance is important given the scale and speed of LIFT implementation - it will enable a consistent approach. There is also a risk, that without clear guidance, and given operational priorities, evaluation activity is curtailed.
3.9 The Strategic Partnering Agreement20 confirms that each LIFTCo will monitor the performance of the maintenance and partnering services demonstrating improvement through a series of Key Performance Indicators. Many of our case study areas were developing long term business plans, but there is no consistent approach to developing performance indicators. Apart from Sandwell who had developed a wide range of performance indicators, references in the business plans to performance measures were unspecific. There was little evidence that LIFTCos had gripped the approach to measuring and setting targets for the delivery of services once operational. Partnerships for Health and the Department would benefit greatly from the ability to produce a periodic picture of how LIFT is performing as a whole - consistency of approach is needed for this picture to be meaningful.
3.10 Over the longer term it is important that the local health economy is able to show that expected wider benefits of the LIFT programme have indeed contributed, as expected, to health and regeneration outcomes. In turn this will form an important element of the evidence base through which Partnerships for Health and the Department show longer term service improvements and value for money from LIFT. The Sandwell post project evaluation plan sensibly incorporates a benefits realisation plan, outlining how they intend to measure the wider benefits of the LIFTCo. The Department has significant experience in post project evaluation, but to assess the impact of LIFT needs to develop performance measures reflecting national priorities and policy. LIFTCos would benefit greatly from working with the Department to evaluate local outcomes - especially given that the monitoring of wider outcomes is a complex area. While we recognise that it may not be possible to establish direct linkage between LIFTCo activity and health outcomes, nonetheless, interim or proxy measures related to key local health concerns or deprivation issues could be developed. For example, a LIFT area that reports a high prevalence of lung cancer in its Strategic Service Development Plan would want its LIFT scheme to help deliver a reduction in lung cancer and could define an indicative measure such as the number of smoking cessation clinics held in LIFTCo buildings.
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