GREET: CHARACTER THAT INFLUENCES RELATIONSHIP

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A Programme is an interrelated series of Sub-Programmes, Projects and related activities in pursuit of an organisation’s longer-term objectives. Programmes deliver outcomes through changes in services Updated to include recent information on circulating variants and vaccines. Simplified advice for individuals with severe immunosuppression to align with the changes in primary doses.

Business As Usual (BAU) in Green Book terms is defined as the continuation of current arrangements, as if the proposal under consideration were not to be implemented. This is true even if such a course of action is completely unacceptable. The purpose is to provide a quantitative benchmark, as the “counterfactual” against which all proposals for change will be compared. BAU does not mean doing nothing, because continuing with current arrangements will have consequences and require action resulting in costs, in practical terms there is therefore no do-nothing option. 4.2 SMART objectives optimism bias – this is the proven tendency for appraisers to be optimistically biased about key project parameters, including capital costs and operating costs, project duration, and resulting benefits delivery. Optimistic rather than realistic projections result in undeliverable targets and if permitted across the board create institutional failure as all proposals fall consistently far short of promised results. For this reason, specific optimism bias adjustments must be applied at the start of the process as numbers are initially identified. As proposal specific risks are identified they must be entered into the risk register explained in Chapter 5. As ways of avoiding, sharing or mitigating risks are identified and included in a proposal optimism bias can be proportionately reduced. Initial optimism bias levels recommended by the Green Book must be employed unless the organisation concerned has their own robust alternative estimates based on sufficient reliable data from similar projects. Managing, avoiding, sharing and mitigating risk is the key to successful delivery of well designed proposals, points to note are: The key part of all proposals, whether strategic portfolio, programme or projects, is the strategic assessment which examines the current position (Business As Usual) and compares it with the desired outcome, as summarised by the SMART objectives. The gap which needs to be bridged between Business As Usual and the attainment of the SMART objectives represents the business needs. An objectively based understanding of how meeting the business needs will result in attainment of the SMART objectives, is a basic requirement – see Box 6 and the Green Book Supplementary Guidance on Business Cases concerning strategic assessment.All values in the economic dimension are expressed in real prices relating to the first year of the proposal. This means that the average inflation rate is removed. Discounting is based on the concept of time preference, which is that generally people prefer value now rather than later. This has nothing to do with inflation, because it is true even at constant prices. Discounting converts costs and benefits into present values by allowing for society’s preference for now compared with the future. It is used to allow comparison of future values in terms of their value in the present which is always assumed to be the base year of the proposal. For example if Projects A and B have identical costs and benefits but Project B delivers a year earlier, time preference gives Project B, a higher present value because it is discounted by a year less than project A. Updated to include JCVI advice on vaccination for children aged 6 months to 4 years in a clinical risk group.

Shortlist appraisal is where the expected costs and benefits of an intervention are estimated, including the cost of risks and risk management, it is where the trade-off between them is considered. Where there is a clear difference in the social costs and benefits between alternative shortlisted options Social Cost Benefit Analysis (CBA) is used. Where there is no measurable social difference between options then Social Cost-Effectiveness Analysis (CEA) is appropriate. Both of these are explained in more detail in Chapter 5.To deliver the vision, mission and long-term objectives of the organisation, typically involving transformational service change. Organisational Strategy for Transforming a Public Service In government as in many large private sector organisations, major changes involve a sequence of decisions at several levels. Typically, organisations will have their high level purpose expressed in some form of mission statement and may even talk about their intentions in terms of a vision. To make these rather high level statements into implementable programmes and projects, there needs to be another level of more specific strategic policy objectives. Realisation of these strategic objectives requires the organisation and planning of programmes and projects which are best managed in related strategic portfolios. Policies provide direction and high level objectives, these enduring parameters drive and direct the required changes the organisation is working to bring about. The definitions of key terms used in this guidance are given in Box 3. Updated to include information on the Moderna mRNa vaccine, further changes to the advice on managing allergic history and allergies after dose 1 and updated information and clarification of advice on pregnancy.

Dependencies are external factors such as infrastructure that an option is reliant upon to be successful, but which are beyond its direct control. The successful delivery of the proposal’s objectives depends on them being present and functioning, for example a digital development proposal would be dependent on users having access to adequate internet connectivity and capacity. Unmonetizable and Unquantifiable benefits Where proposals claim to be aiming for “transformational change” the nature of the change needs to be transparently explained. A credible explanation of the change process is required with the objective evidence on which it is based and objective support for assumptions made. Where the effects may be in practical terms irreversible, and intergenerational wealth transfers are involved, it is particularly important to take account of long-term structural changes and systemic impacts. In such cases sensitivity analysis and in many cases scenario analysis is important as explained in Chapters 4, 5 and 6. Collateral effects both positive and negative may result from an intervention and unintended consequences may occur as a result. These may affect particular groups in society or parts of the country. It is important to think about this when developing and appraising the longlist of options. This is especially true where proposed changes may create new opportunities, obligations or incentives. It is necessary to consider possible beneficial and adverse effects of changes in behaviour that may result from the intervention. The following paragraphs 4.15 to 4.18 are directly relevant to this consideration. Appraising Targeted Place Based effectsNational policy objectives that may have significant favourable or adverse effects on parts of the UK, should also be appraised from the relevant place based perspective, as well as from that of the UK as a whole. Where either UK or place based policies are likely to have significant effects on groups in UK society that are specified by the Equality Act 2010, or on families under provisions of the Family test 2014, these also need to be appraised. This consideration supports advice to decision makers based on a wider view of the effects of alternative options than just reporting on a nationwide bottom line. The results of this appraisal must be made visible to decision makers – see Chapter 7. Equality and Family Effects Longlist analysis and selection of the shortlist must use the options [footnote 3] in a workshop that including key experts and stakeholders as explained in more detail in Chapter 4. This method brings together the results of research, advice of experts, and knowledge of stakeholders. Provided the preparatory research has been carried out, and the right experts and stakeholders involved in the workshop, a wide variety of service scope, solution methods, service delivery methods, service implementation designs, and service funding options can be relatively rapidly appraised. Unintended collateral effects should also be considered including distributional effects that may unfairly impact particular parts of the UK, or groups within UK society. The reasons for inclusion or exclusion of option choices in the shortlist must be transparently recorded and cross referenced as a key part of longlist appraisal. Mahershala Ali wins Best Supporting Actor Golden Globe for 'Green Book' ". EW.com. January 6, 2019 . Retrieved January 17, 2019. A “rationale” explaining the desired change, and crucially the means by which it can be brought about, must be developed as outlined in Chapter 3. The rationale relates to the context of the proposal and its place in the chain of decision making, [footnote 6] the objectives of which run like a thread from Strategy, through programmes and in to projects. The content of the rationale will relate to both the context set both by its place in the chain of decision making and the nature of the proposal concerned. A clear explanation is required of the chain of cause and effect that is expected to support attainment of the objectives. It must also explain how the proposal fits with the objectives of the stages before it in the decision chain.