The New Scottish Capital Investment Manual. Presentation to CIN 12 th May 2015

Transcription

1 The New Scottish Capital Investment Manual Presentation to CIN 12 th May 2015

2 Service Planning Strategic & Investment Planning Process Local Delivery Plan Where do we want to be? SAFR National perspective How do we get there? (P)AMS Where are we now? Capital Planning System EAMS Strategic Assessment Strategic Investment Prioritisation 2

3 New SCIM framework Service Planning Develops the service change proposal Engages with stakeholders Identifies major service change Strategic Assessment Brief outline of proposal Indicates intentions to Scottish Government Used to assess strategic priority Initial Agreement Evidence base of need for change Confirms benefits of investment Identifies preferred strategic / service solution(s) 3

4 New SCIM framework Initial Agreement Evidence base of need for change Confirms benefits of investment Identifies preferred strategic / service solution(s) Outline Business Case Tests vfm of implementation options Identifies affordable preferred option Sets out arrangements for delivery Full Business Case Confirms appropriate arrangements for delivery Outlines contractual details ready for sign-off 4

5 Service Planning Develops the service change proposal Engages with stakeholders Identifies major service change 5

6 Service change policy requirements Statutory duty to involve patients & public in planning health services CEL 4 (2010) sets out how to engage with local communities Applies to all service change proposals that will impact on the public Including independent contractors 6

7 Service change - expectations Seek advice from Scottish Health Council Involve stakeholders in decision making process (including option appraisals) Engage in a realistic, manageable & proportionate way Consult on preferred option(s) 7

8 Major Service Change (MSC) Review SHC s guidance on whether it applies Seek advice from SGHD Requires minimum 3 month consultation If MSC, Ministerial approval will be required 8

9 Strategic Assessment Brief outline of proposal Indicates intentions to Scottish Government Used to assess strategic priority 9

10 The Strategic Assessment Brief outline of a proposal Indicates intentions to Scottish Government Will be used to assess strategic priority Fits within (P)AMS document Gateway towards Initial Agreement 10

11 Based on 5 questions: 1. What are the current arrangements? 2. What is the need for change? 3. What benefits will be gained from addressing these needs? 4. How do these benefits link to NHSScotland s strategic priorities? 5. What solution is being considered to deliver these benefits? 11

12 PROJECT: A Care Village What are the Current Arrangements: Older People s Health & Care services in a location currently support 100 community beds, 75 care home beds in 4 locations, and 5 separate GP practices. They are all run at capacity. What is the need for change? More patients than necessary being discharged to care homes rather than home Patients are staying in hospital for longer than necessary Unable to afford projected increasing demand for service Existing facilities are functionally ineffective & unable to support proposed service model Identify Links What benefits will be gained from addressing these needs? Improves quality of life through care provided Improves support to allow people to live independently Increases proportion of people with intensive needs being cared for at home Ensures timely discharge from hospital Improves financial performance Improves functional suitability of the healthcare estate Reduces people waiting more than 14 days to be discharged from hospital into more appropriate care setting Identify Links How do these benefits link to NHSScotland s Strategic Investment Priorities? Person Centred Safe Effective Quality of Care Health of Population Value & Sustainability TOTAL SCORE Prioritisation Score What solution is being considered Service Scope/Size Full range of Older People s health & care services within a location Service Arrangement Integration of health & social care services & co-location of supporting services Service Providers Existing NHS, Council and GP health, community & social care service providers Impact on Assets Expansion of community hospital facility Value & Procurement Hub value circa 40m

13 Initial Agreement Evidence base of need for change Confirms benefits of investment Identifies preferred strategic / service solution(s) 13

14 Strategic Background Stakeholder engagement Links to Strategic Investment Priorities Links to other policies & strategies Initial Agreement A good thing to do? What are current arrangements?** Do Nothing What is the need for change? What needs to be done to overcome this? Investment Objectives What benefits will be gained? What are the risks? Preferred strategic / service option Recording service change proposal Or, assessment of proposed solutions Design objectives & AEDET Readiness to proceed Procurement & timetable Financial situation & affordability Resource needs & project plan 14

15 Current Arrangements Details of existing services Service activity: supply, demand & capacity Service providers & workforce Existing assets & AEDET Stakeholder views on services 15

16 Need for Change & Investment Objectives Cause of need for change? E.g. Future service demand Effect on organisation E.g. Capacity unable to cope in future Why need action now? E.g. Service sustainability at risk Investment Objective: Increase service capacity 16

17 Strategic Background Stakeholder engagement Links to Strategic Investment Priorities Links to other policies & strategies Initial Agreement A good thing to do? What are current arrangements?** Do Nothing What is the need for change? What needs to be done to overcome this? Investment Objectives What benefits will be gained? What are the risks? Preferred strategic / service option Recording service change proposal Or, assessment of proposed solutions Design objectives & AEDET Readiness to proceed Procurement & timetable Financial situation & affordability Resource needs & project plan 17

18 Preferred Service Change Proposal Description of process followed Outline of decision making process Details of proposed solution Indication of costs Design quality objectives (AEDET) 18

19 All other proposals Long list of options Each a step change in scope or content Describe short-list of three proposed solutions Prepare indicative costs (including optimism bias) SWOT assessment of proposed solutions Declare preferred strategic / service solution(s) 19

20 Readiness to proceed Proposed procurement Financial situation & affordability Resource needs & governance arrangements High level project plan setting out main activities and timescales Review & update of Strategic Assessment 20

21 Outline Business Case Tests vfm of implementation options Identifies affordable preferred option Sets out arrangements for delivery 21

22 Strategic Case Reconfirm case for change Reconfirm strategic background Add detail behind assumptions at IA Economic Case Identify & test implementation options Aligned to GEM model Template for setting out results Outline Business Case Commercial Case Procurement plan Commercial arrangements Design information Financial Case Affordability & funding Costs & cash flow Template for setting out costs Management Case Project & change management arrangements Benefits & risks guides Planning ahead 22

23 SCIM Next Steps Prepare OBC manual ready for consultation Develop governance framework for SG prioritisation Launch the Strategic Assessment manual Align management of construction projects guide to SG procurement review Complete Full Business Case 23