St Helens Cares a local care systemmoderngov.sthelens.gov.uk/documents/s61440/Overview...St Helens...

St Helens Cares

St Helens Cares – a local care system

Programme overview and PIDs

25.01.2017

St Helens CaresSt Helens Cares

Contents

2

Section Page no.

Overview 3

Programme management 5

Project plan 6

Appendix 1 - Project Initiation Document management process 7

Appendix 2 - Project Initiation Documents 12


1. Overview

1.1 At its last meeting, the People’s Board agreed to mobilise a programme of design to support the development of its thinking around St Helens Cares. Over the course of the past six weeks, a series of activities have been undertaken across a range of workstreams. This brief summary paper describes the progress that has been made.

1.2 The St Helens Cares programme has mobilised five workstreams:

• Programme Management

• Governance

• IT

• Business Intelligence

• Communications and engagement

1.3 A lead has been identified for each workstream, and additional resources mobilised from a range of the partner organisationsrepresented on the People’s Board. In addition, a central Programme Management Office (PMO) has been established to coordinate and monitor activity across the workstreams.

1.4 This core team have held a mobilisation event and have met weekly in Helena Central since the week before Christmas. The team has developed a good understanding of what will be required to support the development of St Helens Cares and has made good progress against the milestones that were agreed at the start of the programme. Regular progress updates have been discussed with the Executive Board.

1.5 The project plan the team has been working through is included on page 5 of this report – all the milestones identified have been achieved. In summary, the team has achieved the following:

• Programme Management – In addition to coordinating activity across all five workstreams, a Programme Initiation Document (PID) template and documented PID management process has been drafted and PIDs completed for each of the workstream. The PMO has coordinated this activity (supported and challenged by PwC) and workstream leads have developed working drafts of their PIDs for consideration by the People’s Board. The documented PID management process and working drafts of the PIDs are included at appendix 1 and 2.

3


• Governance – Potential options have been considered, examples from elsewhere examined, technical input from PwC secured and a paper setting out a proposed governance model for St Helens Cares drafted for the People’s Board.

• IT – A baselining exercise has been carried out to catalogue the existing technology architecture across the system and a workshop held, supported by external SMEs, for the IT leads of partner organisations to discuss the implications of this in greater detail. A further workshop, also supported by PwC Subject Manager Experts (SME), has been held to develop a set of initial design principles for the IT workstream and a paper describing the work to date drafted for the People’s Board.

• Business Intelligence – This workstream has focussed on carrying out a maturity assessment of current capabilities across the system. This has been achieved by circulating a pro-forma to collate information about current approaches within different partner organisations and by holding an PwC SME supported workshop to carry out the maturity assessment. A write-up of this exercise and recommended next steps has been developed for the People’s Board.

• Communications and engagement – Central resource to support the work has been identified and initial discussions held around branding and marketing options, a workshop has been arranged for the communications leads from many of the partner organisations and an initial strategy developed for consideration by the People’s Board. PwC has provided additional external challenge to the workstream.

1.6 Though the anticipated progress has been achieved, the work carried out to date has focussed on mobilisation and building programme momentum. Furthermore, significant areas of the programme have not yet commenced – in particular, detailed design of the key components that comprise the Target Operating Model.

1.7 There are significant milestones that will need to be delivered if the People’s Board is to achieve its ambition of establishing St Helens Cares in shadow form by April 2017 and full go-live by April 2018. In the first instance, a more detailed plan of the activities that will need to be performed over the course of the next three months, and the resources required, has been prepared for the People’s Board.

4


2. Programme Management

Pro

ject

man

agem

ent

pro

cess

The project management process has been developed and documented. This provides a consistent way of managing the workstreams required to design and implement St Helens Cares.

Pro

ject

Init

iati

on

Do

cum

ent A project initiation

document (PID) template was developed. These are iterative live documents and will be used to manage the workstreams.

Firs

t 5

wo

rkst

ream

s For each of the current workstreams, a lead officer has been identified. They have been responsible for developing the completed PID, with support and challenge from the PMO and PwC.

Programme Management

2.1 The following approach to programme management has been adopted to help drive forward the work to develop the design of St Helens Cares.

5

St Helens CaresSt Helens Cares3. Project plan

6

w/c 19.12 w/c 26.12 w/c 02.01 w/c 09.01 w/c 16.01 w/c 23.01

Oversight

Programme

management

Governance

Information

Technology

Business

Intelligence

Comms and

engagement

Team meeting Team meeting Team meeting Team meeting Team meeting

Develop PID template

Identify workstream leads

People’s Board

PID management process report

Develop report storyboard

Mobilise IT workstream group

Mobilise BI workstream group

Baseline current BI capabilities across St Helens Cares partners (using BI maturity model)

Mobilise comms team

PID complete

Exec BoardExec BoardExec BoardExec Board

Support completion of PIDs for all workstreams PIDs complete

Document PID management process

Develop draft report Review meeting with Exec Board

Finalise report Report complete

Develop current system view

Workshop 1 with IT workstream group

Develop draft design principles and approach

Finalise design principles Design principles complete

Develop first draft of implementation plan First draft complete

Complete PID PID complete


Finalise report

Workshop with BI workstream group

Develop draft reportReport complete including w/shop write up and recommendations


Strategy complete

Complete PID

Documented view of current systems

Workshop 2 with IT workstream group

Plan approach to baselining current system architecture across St Helens Cares partners

Review governance proposals elsewhere

Plan BI workshop

Develop comms and engagement strategy

Key: Meeting Deliverable

St Helens Cares


Appendix 1 - PID Management Process


PID Management

Purpose Of This Document

This document sets out the process through which Project Initiation Documents (PIDs) are managed within the St Helens ACMS project.

Need For PID Management

The PID acts as an information guide to a project or workstream, usually setting out the aims, timeframes, structures, activities, costs and resources in a single document. The PID is a point of reference for all members of the project or workstream and helps to secure their commitment.

PIDs require careful management as they inform the central planning, reporting and change control functions. In particular, the original PID must be retained in order to measure the overall success of the project during later stages.

However, the PID may need to be updated and re-baselined at different stages of the project in order to reflect the current status, plans and control structures. Changes to the PID must be monitored to ensure accuracy and to recognise any deviations that could impact outcomes.

The ACMS PID

For the St Helens ACMS project, PIDS will be completed by each workstream and stored by the ACMS PMO within the central document management function. The ACMS PMO will provide quality assurance for all PID documents and monitor progress against them.

8


PID Contents, Completion and Management

PID Contents

The ACMS PID template has been developed by the ACMS PMO. It includes the following information for each workstream: Project Definition; Project Structure; Key Milestones; Risks and Issues; Resources; PMO Acceptance Record.

PID Completion

PIDs should be completed by each ACMS workstreams as soon as it becomes active. The workstream lead is responsible for PID completion, with support from the central ACMS PMO as required.

PID Management

Once completed, the PID should be submitted by the workstream lead to the ACMS PMO. The ACMS PMO will store the PID centrally and identify it as the Master version.

In future phases, changes may be made to the PID document with approval from the ACMS PMO. The appropriate management cycle for these changes is shown on the next slide.

The Executive Board should also be notified of any PID change requests.

9


PID Management Process

Workstream Lead completes the Project

Initiation Document and submits to the ACMS

PMO

PMO completes quality assurance

checks and confirms acceptance to the Workstream Lead

DecisionProject Initiation

Document approved by Executive Board?

The Workstream Lead notifies the PMO and

details the change using the change request template

End

Yes

PMO stores the PID as the master version in the central document management function

No

Yes

Returned to Workstream Lead for

rework

DecisionWorkstream Lead, PMO or Exec Board

can prompt a request for a new version.

New version required?

No

Yes

DecisionNew version approved by

Executive Board?

New version developed

No

PMO stores the PID as the master version in the central

document management

function

Returned to Workstream

Lead for rework

10


Example PID Change Request Document

Change Request PID Update Date Requested: 06/01/2017

Project Phase: Phase 4 Status: Accepted

ACMS Workstream: IT Name of Reviewer: Sarah Bullock

Name of Requestor: Ste Sharples Date of Review: 10/01/2017

Please Detail the Reason for the Change:(In your response you should refer to the workstreamtimescales, cost, resources, risks and issues)

A change to the IT workstream PID is required for Phase 4. An additional milestone has been added to the plan for the IT workstream. The milestone relates to the completion of the IT Systems Catalogue Review with the external organisations. This is a key step to ensure that the catalogue is accurate and supports the architecture diagram developed in Phase 3. It should be included with the original Phase 4 milestones to ensure visibility and monitoring of the IT work.

Comments on Acceptance / Rejection: PID Change Request accepted. Master document released to Workstream Lead to update.

11

St Helens Cares


Appendix 2 – Workstream PIDs (Governance, IT, Business Intelligence, Communications)

St Helens Cares

Governance workstreamProject Initiation Document v0.2

Workstream lead: Sarah Bullock

Workstream project manager: TBC

Change control:Version ref. Date of issue Author Summary of changes

v0.1 10.01.2017 Grace Lynch First draft

v0.2 19.03.17 Ben Pykett PMO review – development of milestones

13


Contents

14

Section Page no.

1. Background 15

2. Project definition 16

3. Project structure 18

4. Key milestones 19

5. Risks and issues 20

6. Resource requirements 21

7. PMO acceptance record 22

Annexe 1 – St Helens People’s Board 23

Annexe 2 – Role profiles 24


1. Background

As is the case across the UK, health, social care and community services in St Helens are currently being delivered within a fragmented and complex system. This is a result of a complex web of services developing not as a system but independently. There is a need for a single operating model which articulates how care can be delivered most effectively across organisations boundaries.

The St Helens People’s Board (a multi-agency partnership established to tackle these issues) acknowledges that to achieve sustained improvement in population outcomes at the same time as delivering financial balance, significant change is required in the relationship between the partners that comprise the health and care system. They have decided to establish an integrated, place based, health and community care model – St Helens Cares.

Accountable care involves a group of providers agreeing to take responsibility for the care and its quality, for a given population over a defined period under a contractual arrangement with commissioners. They are held accountable for achieving a set of pre-agreed quality outcomes within a given budget.

The St Helen’s People’s Board has decided to broaden the potential scope of this approach to include a range of partners not typically involved in the direct provision of health and care services (e.g. the police, the fire service, housing providers).

Through the introduction of an St Helens Cares the residents will:

• benefit from a transformed, integrated care system, in which they receive care and support which is joined up, of high quality, and affordable;

• be supported and encouraged to do what they can to remain healthy, well and resilient; and• live in a borough which encourages raising ambition, achieving aspirations, connectedness and supports people to make the right

choices.

This will be achieved by transforming how health, care and community services are organised and delivered, and shaping a model of care which:

• helps to achieve better outcomes for residents;• promotes independence and champions prevention;• works with local communities; and• is clinically and financially sustainable.

15


2.1 Project aims

The Governance work stream aims to provide democratic stewardship and strategic oversight of St Helens Cares as a collaborative enterprise (between the organisations responsible for the commissioning and delivery of health, care and community services in St Helens). The governance arrangements aim to facilitate collective decision making and pooling of resources.

2.2 Objectives

2. Project definition

Ref. Objective Deliverables Acceptance criteria

G001 Build consensus around a high level governance model which facilitates collective decision making and provides appropriate oversight for St Helens Cares.

Document setting out preferred governance model ready for People’s Board on 25th January 2017.

Executive Board will sign off the preferred model to be considered by the People’s Board. People’s Board partner organisations to ratify decision at their governing bodies.

G002 Ensure the arrangements developed meet statutory and regulatory requirements.

Detailed legal and technical advice to be commissioned.

To be considered by the Executive Board.

G003 Establish the arrangements that will support effective governance of St Helens Cares.

Workshops and detailed reports identifying precise arrangements (e.g. risk share arrangements, model of arbitration, S75 agreement)

Sign off through the Executive Board and governing bodies of partner organisations.

16


2.3 Assumptions

• That the People’s Board partner organisations are committed to the project and that there is appropriate, reasonable and timely access to personnel and information required to assist the governance workstream.

• The project team will make the necessary arrangement to commission the design and testing of the preferred governance model.

• The Executive Board will sign off the preferred model to be included in People’s Board paper.

• The further development of the model will be controlled using an appropriate project management methodology.

17


3. Project structure

Name Role Membership

St Helens People’s Board

Overall sponsorship and oversight of the St Helens Cares programme.

See annexe 1.

St Helens CaresProgramme Executive Board

Accountable for the direction and success of the St Helens Cares programme.

Mike Wyatt, Strategic Director, St Helens Council and Recovery Director, St Helens CCGSarah O’Brien, Chief Executive, St Helens CCGIan Roberts, Strategic Director, St Helens Council

St Helens Cares Programme Team

Coordination and delivery of programme activity.

Workstream lead Accountable for the direction and success of the Governance workstream.

Sarah Bullock- Assistant Director: 2020 Vision and ChangeSee annexe 2 for a more detailed description of this role.

Workstream project manager

Coordination and delivery of workstream activity.

TBCSee annexe 2 for a more detailed description of this role.

Workstream stakeholder reference group

Specialist/practitioner input into workstream.

Sarah Bullock- Assistant Director: 2020 Vision and ChangeTBC

18


4. Key milestones (January – April 2017)

Ref. Description of milestone Due date Complete

GMST001 Evaluate key considerations and develop proposed governance model. 25.01.2017 Complete

GMST002 Agree governance model. 31.01.2017 Pending

GMST003 Define Terms of Reference for Executive Board and design reporting arrangements. 28.02.2017 Pending

GMST004 Develop role profiles. 28.02.2017 Pending

GMST005 Hold joint commissioning and provider alliance workshops. 28.02.2017 Pending

GMST006 Formally appoint Exec Board members. 31.03.2017 Pending

GMST007 Develop outcome based commissioning framework. 31.03.2017 Pending

GMST008 Commence establishment of Joint Commissioning Organisation (and draft required agreements).

31.03.2017 Pending

GMST009 Develop initial provider alliance agreements. 31.03.2017 Pending

GMST010 Publish outcome based commissioning framework. 30.04.2017 Pending

GMST011 Establish Joint Commissioning Organisation. 30.04.2017 Pending

GMST012 Finalise provider alliance agreements. 30.04.2017 Pending

GMST013 Commence detailed negotiations concerning commissioning and contracting arrangements and finalise provider alliance arrangements.

30.04.2017 Pending

19


5. Risks and issues

20

Ref. Risk/issue Likelihood Impact Mitigation

GR001Tight time scales associated with the programme results in a lack of co-ordination of key activities.

Programme management office established and project meetings held every tuesday.

GR002No agreement between partner organisations about preferred model.

One-to-ones to be arranged for People’s Board attendees and series of discussions at People’s Board.

GR003Preferred model breaches statutory/regulatory regulations or results in unforeseen negative impacts on partner organisations

Detailed legal and technical advice to be commissioned.

GI001

Messaging from representatives on the People’s Board does not cascade through partner organisations which undermines the idea of a collaborative enterprise

To be raised with the executive board.


6. Resources

21

Requirement Purpose Duration Sourcing solution

Legal advisor Provision or commissioning of specialist advice

3 months Deployed from an existing organisation.

Name Role Full time/part time

Sarah Bullock Project Manager – responsible for coordination of workstream activity Part time

TBC

TBC

6.1 Workstream resources

6.2 Additional resource requirements


7. PMO acceptance record

Date received by PMO

e.g. 03.01.17

PMO Approval/Rejection

For Project Management Office use only

Project Initiation Document Approved / Rejected (please check box below ☒)

Approved X

Rejected ☐

Please provide brief explanation below

22


Annexe 1 – St Helens People’s Board

Position Organisation

Leader St Helens Council

Portfolio Holder for Adult Social Care St Helens Council

Portfolio Holder for Children and

Young People’s Services

St Helens Council

Portfolio Holder for Public Health and

Wellbeing

St Helens Council

Portfolio Holder for Community

Safety

St Helens Council

Chief Executive St Helens Council

Strategic Director – People’s Services St Helens Council

Strategic Director – Environmental

and Trading Services

St Helens Council

Director of Public Health St Helens Council

Senior Assistant Director – Social

Work and Community

St Helens Council

Assistant Director – Vision and

Change

St Helens Council

Chair NHS St Helens CCG

Chief Executive NHS St Helens CCG

Deputy Chief Executive NHS St Helens CCG

Clinical Deputy Chair NHS St Helens CCG

Designated Nurse NHS St Helens CCG

Chief Executive Halton and St Helens Voluntary and

Community Action

Chair Healthwatch


NHS England Local Area Team

Representative

NHS England

Chief Superintendent Merseyside Police

Superintendent Merseyside Police

Group Manager Merseyside Fire and Rescue

Assistant Chief Executive National Probation Service

Assistant Divisional Director Community Rehabilitation Company

Managing Director Helena Partnerships

Principal Court Clerk Knowsley, Liverpool and St Helens

Magistrates Court

Deputy Governor HMP Liverpool

Chief Executive Bridgewater Community Healthcare

NHS Trust

Chief Executive St Helens and Knowsley Hospitals NHS

Trust

Medical Director St Helens and Knowsley Hospitals NHS

Trust

Medical Director 5 Boroughs Partnership NHS

Foundation Trust

23


Annexe 2 - Project role descriptions

Workstream Lead:

• Leading the team working on the specific workstream and is responsible for coordinating its activities and overall progress.

• Engaging with partner organisations and staff, drawing on different experiences and knowledge to understand issues and develop

innovative solutions.

• Overseeing the development of the project plan, methodological approach and completion of the PID.

• Updating PMO on progress, briefing senior executives and presenting to the People’s Board.

Project Manager:

• Supporting the workstream lead and helping to ensure the project is delivered on time, to budget and to the required quality.

• Ensuring the project is effectively resourced.

• Providing a key communication lines between the workstreams and the PMO.

• Supporting the workstream lead in developing the project plan, methodological approach and the PID .

Analyst:

• Providing supporting capacity to the workstream.

• Conducting research, analysing data and delivering insight to help the workstream meet its objectives.

• Managing the logistics of workstream activity and supporting the Project Manager to deliver the project on time to budget and to

the required quality. 24

St Helens Cares

IT workstreamProject Initiation Document v0.2

Workstream lead: Ste Sharples

Workstream project manager: Ste Sharples


v0.1 05.01.17 Ste Sharples Initial document


25


Contents

26

Section Page no.

1. Background 27










1. Background





Through the introduction of St Helens Cares the residents will:



choices.



27


2.1 Project aims

The IT workstream seeks to undertake analysis of the existing systems from all the St Helens Cares organisations which could be part of a local care system. The workstream will consider how these systems and associated data can be brought together to provide a combined health and social care record. This record will be used by multiple organisations to access and utilise data across a common, joined up platform. It will serve as central point to create a data warehouse, which will be used to drive Business Intelligence.

2.2 Objectives



IT001 To identify and document a view of the current IT systems.

Deliver workshop 1 with partner organisations to review the core systems that could form part of St Helens Cares and a combined health and social care record.

Build a core IT systems catalogue to baseline potential St Helens Cares candidate systems.

To be presented by report to thePeople’s Board for discussion and approval (combined if appropriate with outputs from IT0002).

IT002 To identify how the system and data components identified in IT0001 can be brought together to define an appropriate set of design principles.

Deliver workshop 2 (which builds on workshop 1) in order to define design principles associated with the proposed St Helens Cares.

To be presented by report to thePeople’s Board for discussion and approval.

IT003 To define what the potential St Helens Cares may look like based on an options appraisal. To create a draft implementation plan for an IT platform.

Consolidate workshop 1 and 2 outputs to produce a proposed plan to implement an IT platform for St Helens Cares.

To be presented by report to thePeople’s Board for discussion and approval.

28


2.3 Assumptions

• The Council and partner agencies are committed to the project and the appropriate levels of IT representation are provided.

• The system must be accessible to all partners with appropriate Information Governance (IG) in place.

• A secure mobile methodology will be applied to allow those who consume it to access it anytime, anyplace and anywhere.

• Open standards will be used where possible and appropriate.

• The IT project will link closely with the Business Intelligence strand to ensure correct data definition and integration.

• Any system created will adopt a relational database model and use common keys acceptable to all partners (e.g. NHS Number).

• Project will be controlled using project management methodologies appropriate to the design stages.

29






See annexe 1.






Workstream lead Accountable for the direction and success of the IT workstream.

Ste Sharples – Corporate ICT Business Manager, St.Helens CouncilSee annexe 2 for a more detailed description of this role.



Vanessa McDermott – Business Development Leader(ICT), St.Helens CouncilMike Roberts – Systems Support Manager(Social Care), St.Helens CouncilShaun Taylor – Communications Business Manager(ICT), St.Helens Council

See annexe 2 for a more detailed description of this role.



Paul Travis – Business Development Leader(ICT),St.Helens CouncilMatthew Campbell – Senior Production Analyst, St.Helens CouncilNick Lloyd – ICT Production Business Manager (IG Link)

30


4. Key milestones


ITMST001 Agree approach to information gathering ahead of workshop 22.12.2016 Yes

ITMST002 Agree workshop terms of reference (scope, inputs and outputs) 22.12.2016 Yes

ITMST003 Build template to capture information on current systems across the St Helens Cares organisations

22.12.2016 Yes

ITMST004 Share template with the St Helens Cares partners and brief them on the information gathering approach

22.12.2016 Yes

ITMST005 Confirm workshop attendees (names, contact details) 06.01.2017 Yes

ITMST006 Consolidate information received from the St Helens Cares partners into a single template and review

09.01.2016 Yes

ITMST007 Deliver workshop(1) - core systems review and review outputs 11.01.2017 Yes

ITMST008 Deliver workshop(2) - design principles and review outputs 18.01.2017 Yes

ITMST009 Consolidate outputs from both workshops to propose approaches to delivering St Helens Cares

20.01.2017 Yes

ITMST010 Present initial IT works stream update to People’s Board 25.01.2017 Pending

ITMST011 Draw up preferred solutions based on Technology Design Principles 28.02.2017 Pending

ITMST012 Test preferred solution with practitioner leads 28.02.2017 Pending

ITMST013 Evaluate make/buy options 28.02.2017 Pending

ITMST014 Conduct initial discussions with potential suppliers 31.03.2017 Pending31


4. Key Milestones Continued

32


ITMST015 Test design solutions (partner and procurement) against emerging TOM and iterate 31.03.2017 Pending

ITMST016 Draw up detailed system specification 30.04.2017 Pending

ITMST017 Develop approach to procurement phase 30.04.2017 Pending


5. Risks and issues

33


ITRI001Lack of engagement from key staff in defining outputs from the St Helens Cares organisations (health and social care).

Strategic directors to ensure that key staff are made available to drive St Helens Cares and its outputs beyond the initial design principles associated with creating a base health and social care record.

ITRI002Insufficient understanding of IG principles surrounding project leading to data sharing and connectivity issues later in project.

Involvement of council and partner IG staff to look at data sharing issues.

ITRI003Design principles are unclear due to the lack of a strategic approach in defining a system and who owns or is driving its creation.

Ensure the options around potential systems are defined and presented to the People’s Board with sufficient options appraisal in place to make the correct choice.

ITRI004Time scales to deliver a system may affect its overall output capabilities.

Assess initial deliverables against what is realistic and adopt a phased delivery approach if appropriate.


6. Resources

34


Systems Development Support

Systems Analysis and Development (including Datacleansing).

Will only be known when design principles and proposed plan have been created.

Internal Business IT and Systems Support Unit.

Systems Implementation Support

Implementation and live systems support.


Internal Business IT and Systems Support Unit.

External systems support To be defined when design principles and proposed plan have been created.


External via existing or new supplier.


Vanessa McDermott Business Development Leader(Business ICT) PT (FT on need)

Paul Travis Business Development Leader(Business ICT) PT (FT on need)

Mike Roberts Systems Support Manager(Systems Support Unit) PT (FT on need)

Shaun Taylor Communications Business Manager(Business ICT) PT

Nick Lloyd Production Support Business Manager(Business ICT) – IG Stream link PT

Matthew Campbell Senior Production Analyst(Business ICT) PT (FT on need)






e.g. 03.01.17




Approved X

Rejected ☐


35








St Helens Council


Wellbeing

St Helens Council


Safety

St Helens Council





St Helens Council



Work and Community

St Helens Council


Change

St Helens Council







Community Action

Chair Healthwatch



Representative

NHS England








Magistrates Court



NHS Trust


Trust


Trust


Foundation Trust

36



Workstream Lead:






Project Manager:





Analyst:





St Helens Cares

Business Intelligence workstreamProject Initiation Document v0.2

Workstream lead: Sue Forster

Workstream project manager: Sue Forster


v0.1 17.03.17 Sue Forster Initial document


38


Contents

39

Section Page no.

1. Background 40










1. Background








choices.



40


2.1 Project aims

The aim is for St Helens Cares to have access to a truly integrated BI Function that includes accurate data (single version of the truth) delivered through a single portal, backed by expert analytics and resources to deliver actionable insight from the reports produced. The BI Function seeks to promote better understanding and predictions regarding the health and care needs of a given population so thatpreventative interventions, informed financial decisions and more effective case management can be undertaken.

2.2 Objectives



BI001 To carry out a BI Maturity Assessmentof the St Helens Cares organisations current data landscape focusing on 1. Facilitating reporting2. Facilitating Information Access3. Facilitating Quality4. People5. Process6. Organisation7. Culture

A readiness assessment. To be presented to the People Board for discussion and approval.

BI002 To understand the current data held by each organisation, its use and who uses it.

Development of a baseline to inform detailed design stages and to measure the potential impact of proposed changes against.

To be presented to the People Board for discussion and approval.

41


2.2 Objectives(continued)

2.3 Assumptions • All member organisations will be committed to enabling the BI function.• Appropriate Business Analyst resource will be provided.• All member organisations will contribute to the provision of data in an appropriate form with appropriate data Governance in place.• All member organisations will be committed to finding solution’s to data sharing issues and connectivity.



BI003 To ensure that organisations across St Helens Cares can contribute to its development by ensuring highly specialised individuals, with analytical expertise, are employed by partner organisations and have sufficient capacity.

A resource map of key individuals linked to St Helens Caresrepresenting partner organisations.


BI004 To develop a 100 day plan that outlines the data requirements for the set up of the data warehouse e.g. data quality is essential.

A 100 day plan. To be presented to the People Board for discussion and approval.

BI005 Identification of short, medium and longer term goals to improve business intelligence across St Helens Cares that improve effectiveness and can support reduction of cost and demand.

Identify short term quick wins to improve efficiency and demonstrate project benefits to all partners.


42






See annexe 1.






Workstream lead Accountable for the direction and success of the Business Intelligence workstream.

Sue ForsterSee annexe 2 for a more detailed description of this role.



Sue Forster / Gill HealeySee annexe 2 for a more detailed description of this role.



Rishabh Srivastava [email protected] Dalal [email protected] Knuckey Public Health Intelligence, Evidence and Performance Manager

43

mailto:[email protected]

mailto:[email protected]




BIMST001 Agree approach to information gathering ahead of workshop. 22.12.16 Yes

BIMST002 Agree workshop scope and agenda. 22.12.16 Yes

BIMST003 Agree approach to BI maturity model. 22.12.16 Yes

BIMST004 Agree workshop attendees from each organisation. 22.12.16 Yes

BIMST005 Completion of baselining workshop with key stakeholders from across the system. 12.01.17 Yes

BIMST006 Identification of where each St Helens partner organisation is on the BI maturity model. 13.01.17 Yes

BIMST007 Consolidate information received from the members of all the St Helens partner organisations on key datasets and requirements.

13.01.17 Yes

BIMST008 Report to Peoples Board outlining approach for sign off an agreed way forward. 25.01.17 Pending

BIMST009 Outline approach to carrying out detailed design on BI function. 28.02.17 Pending

BIMST010 Determine in-scope resources and evaluate transfer options. 28.02.17 Pending

BIMST011 Gap analysis of Information Governance (IG) issues. 28.02.17 Pending

BIMST012 Design prototype dashboard and issue release 1. 31.03.17 Pending

BIMST013 BI function operating model and role profiles (and commence staff engagement). 31.03.17 Pending

BIMST014 Catalogue of required IG solutions. 31.03.17 Pending

BIMST015 Data quality report 30.04.17 Pending

BIMST016 Skills and capability report 30.04.17 Pending

BIMST017 Dashboard release 2 and 3. 30.04.17 Pending

BIMST018 Implement BI function. 30.04.17 Pending

BIMST019 Draw up information sharing agreements. 30.04.17 Pending44


5. Risks and issues

45


BIRI001Insufficient understanding of IG principles surrounding project leading to data sharing and connectivity issues.

All People’s Board members to support a “find a solution” approach rather than a “problem” based approach. Create an Information Governance workstream to run along side both the IT and BI work streams

BIRI002 Lack of involvement of key staff in defining data requirements for the St Helens Cares.

Strategic lead members of the People’s Board to prioritise data intelligence requirements of their respective organisations

BIRI003 Organisations don’t have the capacity to contribute fully to the St Helens BI Function.

Resourcing to provide capacity will be essential to the success of improved BI in order to drive decision making and drive efficiency. Results of quick wins may need to be reinvested to provide capacity.

BIRI004Not identifying the most important issues to focus on, or wasting time and resources in the wrong areas.

Significant involvement in the design stage of the project to establish the right data requirements required form all agencies.

BIRI005Timescales for delivery are reliant on IG and IT workstreams.

All work streams to work collaboratively and to maintain pace with delivery requirement.


6. Resources

46


TBC


Sue Forster Interim Director of Public Health PT

Gill Healey Group Head of Social Investment PT

Steven Knuckey Head of Public Health Intelligence, Evidence and Performance Manager PT






e.g. 03.01.17




Approved X

Rejected ☐


47








St Helens Council


Wellbeing

St Helens Council


Safety

St Helens Council





St Helens Council



Work and Community

St Helens Council


Change

St Helens Council







Community Action

Chair Healthwatch



Representative

NHS England








Magistrates Court



NHS Trust


Trust


Trust


Foundation Trust

48



Workstream Lead:






Project Manager:





Analyst:





St Helens Cares

Communications workstreamProject Initiation Document v0.2

Workstream lead: Sarah Bullock

Workstream project manager: TBC


v0.1 16.01.2017 Sarah Bullock First draft

V0.2 19.01.2017 Ben Pykett PMO review – development of milestones

50


Contents

51

Section Page no.

1. Background 52








Annexe 2 – Role descriptions 61


1. Background








choices.



52


2.1 Project aims

• To raise awareness amongst key stakeholders of the benefits and impact of the Local Care System, St Helens Cares.

• To gain commitment from the Executive Board and the People’s Board to the changes being introduced.

• To engage with key stakeholders to inform the development and system of the St Helens Cares.

• To keep stakeholders informed of progress before, during and after delivery of component projects.

• Promote key messages from the Programme.

• Actively encourage stakeholders to provide feedback. All types of feedback should be expected and responses will be considered carefully.

• To ensure all Project Leads have an understanding of the scope, nature and outcomes of the programme.

• Promote outcomes to maximise the benefits of the new local care system, St Helens Cares.


53


2.2 Objectives

54


COM001 To achieve message clarity and consistency across St Helens Cares stakeholders in order to ensure relevance and recognition and engender trust.

‒ Infographics that depict the facts and figures.

‒ A branding for St HelensCares.

‒ A video/animation that describes a local care system.

Branding, infographics and video to be approved by the Exec board.

COM002 To ensure that all key stakeholders are identified and that their communication needs are analysed to ensure that the right messages are given to the right audiences.

Stakeholder analysis workshop with communication leads. This will help produce Stakeholder Map.

Exec board to approve stakeholder analysis.

COM003 To create effective communication channels to ensure that messages are delivered in a timely and effective way.

Detailed communication plan agreed with communication leads. A weekly highlight report will also be produced.

Exec board to approve the communications plan.

COM004 To implement a system to obtain feedback and assess the effectiveness of communications.

Feedback system to be agreed at the communication workshop. (TBC 26th Jan)

Approval of feedback system and regular review at weekly team meetings.

2.3 Assumptions

• That members of the People’s Board will disseminate clear and consistent key messages within their organisations.






See annexe 1.




St Helens CaresProgramme Team


Workstream lead Accountable for the direction and success of the Communications workstream.

Sarah Bullock- Assistant Director: 2020 Vision and ChangeSee annexe 2 for a more detailed description of this role.



TBCSee annexe 2 for a more detailed description of this role.



Sarah Bullock- Assistant Director: 2020 Vision and ChangeJayne Taylor- Head of Corporate Communications, St Helens CouncilPaul SteeleTBC

55




CMST001 Agree terminology to be used to describe St Helens Cares. 31.01.2017 Yes

CMST002 Create design brief for procurement surrounding branding and confirm budget. 31.01.2017 Pending

CMST003 Communications and engagement workshop with St Helens Cares partner organisations.

31.01.2017 Pending

CMST004 Detailed communication and engagement plan. 28.02.2017 Pending

CMST005 Briefing sessions for Board Members of partner organisations. 28.02.2017 Pending

CMST006 Briefing sessions for wider stakeholder groups and staff. 31.03.2017 Pending

CMST007 Media briefings issued. 31.03.2017 Pending

CMST008 Develop social media content. 31.03.2017 Pending

CMST009 Develop St Helens Cares informatics and video content 31.03.2017 Pending

CMST010 Logistics plan for public consultation activity complete. 31.03.2017 Pending

CMST011 Procurement of branding. 31.03.2017 Pending

CMST012 Issue social media content and commence campaign. 30.04.2017 Pending

CMST013 Public consultation and engagement roadshow commences. 30.04.2017 Pending

56


5. Risks and issues

57


COMR001Tight time scales associated with the programme could results in a lack of co-ordination of key activities.

Programme management office established and project meetings held every Tuesday.

COMR002Lack of identified communications resources to support this workstream.

Comms and Engagement leads meeting yet to be held, resource requirements to be established and escalated to Board.

COMR003 Mixed/unclear messages are offered by different individuals/groups.

Agreement of common communications and engagement plan, consistent messages and themes.

COMR004 Stakeholders become overloaded with new information overload about St Helens Cares.

Staff receive lots of information on a daily basis and will need to ensure that St Helens Cares information is not overlooked. Modern communication channels will be used and the communications activity will be omnichannel to achieve maximum reach.

COMR005 Stakeholders, particularly staff, start to suffer with change apathy/fatigue.

Share plans and demonstrate progress and “quick wins”. Be aware of staff time commitments and make communications and engagement activities as accessible as possible.


6. Resources

58


Angela Delea

Paul Steele

TBC


Sarah Bullock Project Manager – responsible for coordination of workstream activity Part time

Jayne Taylor TBC

Cathryn White TBC






e.g. 03.01.17




Approved X

Rejected ☐


59








St Helens Council

Portfolio Holder for Change and

Transition

St Helens Council


Wellbeing

St Helens Council


Safety

St Helens Council





St Helens Council



Work and Community

St Helens Council


Change

St Helens Council








Community Action

Chair Healthwatch


Representative

NHS England








Magistrates Court



NHS Trust


Trust


Trust


Foundation Trust

60



Workstream Lead:






Project Manager:





Analyst:




the required quality.

61

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