St Helens Cares a local care systemmoderngov.sthelens.gov.uk/documents/s61440/Overview...St Helens...
Transcript of 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
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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
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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.
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• 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.
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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.
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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
Complete PID PID complete
Finalise report
Workshop with BI workstream group
Develop draft reportReport complete including w/shop write up and recommendations
Complete PID PID complete
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
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Appendix 1 - PID Management Process
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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.
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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.
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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
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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.
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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
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Contents
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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
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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.
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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.
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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.
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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
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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
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5. Risks and issues
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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.
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6. Resources
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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
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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
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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
Position Organisation
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
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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
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IT workstreamProject Initiation Document v0.2
Workstream lead: Ste Sharples
Workstream project manager: Ste Sharples
Change control:Version ref. Date of issue Author Summary of changes
v0.1 05.01.17 Ste Sharples Initial document
v0.2 19.03.17 Ben Pykett PMO review – development of milestones
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Contents
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Section Page no.
1. Background 27
2. Project definition 28
3. Project structure 30
4. Key milestones 31
5. Risks and issues 33
6. Resource requirements 34
7. PMO acceptance record 35
Annexe 1 – St Helens People’s Board 36
Annexe 2 – Role profiles 37
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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 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.
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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
2. Project definition
Ref. Objective Deliverables Acceptance criteria
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.
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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.
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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 IT workstream.
Ste Sharples – Corporate ICT Business Manager, St.Helens CouncilSee annexe 2 for a more detailed description of this role.
Workstream project manager
Coordination and delivery of workstream activity.
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.
Workstream stakeholder reference group
Specialist/practitioner input into workstream.
Paul Travis – Business Development Leader(ICT),St.Helens CouncilMatthew Campbell – Senior Production Analyst, St.Helens CouncilNick Lloyd – ICT Production Business Manager (IG Link)
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4. Key milestones
Ref. Description of milestone Due date Complete
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
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4. Key Milestones Continued
32
Ref. Description of milestone Due date Complete
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
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5. Risks and issues
33
Ref. Risk/issue Likelihood Impact Mitigation
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.
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6. Resources
34
Requirement Purpose Duration Sourcing solution
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.
Will only be known when design principles and proposed plan have been created.
Internal Business IT and Systems Support Unit.
External systems support To be defined when design principles and proposed plan have been created.
Will only be known when design principles and proposed plan have been created.
External via existing or new supplier.
Name Role Full time/part time
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)
6.1 Workstream resources
6.2 Additional resource requirements
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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
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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
Position Organisation
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
36
St Helens CaresSt Helens Cares
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. 37
St Helens Cares
Business Intelligence workstreamProject Initiation Document v0.2
Workstream lead: Sue Forster
Workstream project manager: Sue Forster
Change control:Version ref. Date of issue Author Summary of changes
v0.1 17.03.17 Sue Forster Initial document
v0.2 19.03.17 Ben Pykett PMO review – development of milestones
38
St Helens CaresSt Helens Cares
Contents
39
Section Page no.
1. Background 40
2. Project definition 41
3. Project structure 43
4. Key milestones 44
5. Risks and issues 45
6. Resource requirements 46
7. PMO acceptance record 47
Annexe 1 – St Helens People’s Board 48
Annexe 2 – Role profiles 49
St Helens CaresSt Helens Cares
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 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.
40
St Helens CaresSt Helens Cares
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
2. Project definition
Ref. Objective Deliverables Acceptance criteria
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
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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.
2. Project definition
Ref. Objective Deliverables Acceptance criteria
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.
To be presented to the People Board for discussion and approval.
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.
To be presented to the People Board for discussion and approval.
42
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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 Business Intelligence workstream.
Sue ForsterSee annexe 2 for a more detailed description of this role.
Workstream project manager
Coordination and delivery of workstream activity.
Sue Forster / Gill HealeySee annexe 2 for a more detailed description of this role.
Workstream stakeholder reference group
Specialist/practitioner input into workstream.
Rishabh Srivastava [email protected] Dalal [email protected] Knuckey Public Health Intelligence, Evidence and Performance Manager
43
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4. Key milestones (January – April 2017)
Ref. Description of milestone Due date Complete
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
St Helens CaresSt Helens Cares
5. Risks and issues
45
Ref. Risk/issue Likelihood Impact Mitigation
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.
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6. Resources
46
Requirement Purpose Duration Sourcing solution
TBC
Name Role Full time/part time
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
6.1 Workstream resources
6.2 Additional resource requirements
St Helens CaresSt Helens Cares
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
47
St Helens CaresSt Helens Cares
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
Position Organisation
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
48
St Helens CaresSt Helens Cares
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. 49
St Helens Cares
Communications 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 16.01.2017 Sarah Bullock First draft
V0.2 19.01.2017 Ben Pykett PMO review – development of milestones
50
St Helens CaresSt Helens Cares
Contents
51
Section Page no.
1. Background 52
2. Project definition 53
3. Project structure 55
4. Key milestones 56
5. Risks and issues 57
6. Resource requirements 58
7. PMO acceptance record 59
Annexe 1 – St Helens People’s Board 60
Annexe 2 – Role descriptions 61
St Helens CaresSt Helens Cares
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 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.
52
St Helens CaresSt Helens Cares
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.
2. Project definition
53
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2.2 Objectives
54
Ref. Objective Deliverables Acceptance criteria
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.
St Helens CaresSt Helens Cares
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 CaresProgramme Team
Coordination and delivery of programme activity.
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.
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 ChangeJayne Taylor- Head of Corporate Communications, St Helens CouncilPaul SteeleTBC
55
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4. Key milestones (January – April 2017)
Ref. Description of milestone Due date Complete
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
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5. Risks and issues
57
Ref. Risk/issue Likelihood Impact Mitigation
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.
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6. Resources
58
Requirement Purpose Duration Sourcing solution
Angela Delea
Paul Steele
TBC
Name Role Full time/part time
Sarah Bullock Project Manager – responsible for coordination of workstream activity Part time
Jayne Taylor TBC
Cathryn White TBC
6.1 Workstream resources
6.2 Additional resource requirements
St Helens CaresSt Helens Cares
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
59
St Helens CaresSt Helens Cares
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 Change and
Transition
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
Position Organisation
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
60
St Helens CaresSt Helens Cares
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.
61