The core delivery team is responsible for the day-to-day implementation of self-management support. Its purpose is to coordinate, direct and oversee the implementation of the range of activities that fall under the self-management support mantle, meeting regularly to discuss and resolve operational issues.

Membership of the team might include amongst others the programme manager, the lead for practitioner development, the lead for improving systems and processes, patient representatives and someone who supports the administration of the programme.

When identifying who should be on your core delivery team consider:

• Do you know what roles and responsibilities need to be fulfilled in delivering the programme and what skill sets will support this delivery?
• Have you identified who will fulfil each of the roles required and are they clear on what their responsibilities are?
• Do you need to provide backfill or resources to enable people to be released for some of the time from their existing roles?
• How will you know when you have reached the point that the project team can be disbanded?

Top tips for ensuring the team is as effective as possible include:

• Make sure all team members are clear on their roles and responsibilities, reporting requirements and the time they are required to commit to the programme.
• Where you are paying for backfill or providing cover for people to be released from their existing role in order to dedicate time for your programme it is worth being specific about their contribution, both in terms of their time and what they will be doing.
• Involve team members to create a unified vision for the programme so they are bought in and have a sense of responsibility.
• Think about where the people on your team will come from (volunteers, other organisations, clinical, allied health professional etc.), and how they might need to be managed differently.
• Present clear, consistent and regular messages to the staff about team goals, priorities and work.
• Hold interactive all-hands meetings to gain a shared understanding of goals and cascade messages throughout the organisation at all levels.
• Encourage team members to communicate with each other and the wider stakeholder group and get each other’s view and ideas.
• Communicate openly and honestly through regular meetings and frequent one-on-one conversations.
• Provide regular, consistent and candid feedback and expect others to do the same.
• Flex the team membership depending on the needs and stage of the programme.

It is helpful, though, if the core delivery team is consistent over the lifecycle of the project and in supporting integration into services.