MCA PROGRAMME MANDATE - PROGRAMME STRUCTURE STAKEHOLDERS, STRUCTURE & COMMUNICATIONS DRAFT Terms of Reference

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1 1. A number of national bodies are responsible for ensuring the Mental Capacity Act and Deprivation of Liberty Safeguards [Act and DoLS] are embedded in the work of the health and care sectors. Implementing the Act and DoLS are dependent on close, collaborative working between national bodies that are responsible for providing, commissioning regulating, inspecting and overseeing health and care services and training and education health and care staff. 2. Similarly, at local level and within this Programme, a number of parties are responsible for delivery of and a number have various interests in - the successful implementation of the Act and DoLS. 3. The Programme structure has been designed - and the communications plan to follow will aim - to ensure all these local stakeholders are clearly identified, appropriate represented and/or engaged and in the most efficient and effective way, ensuring best and wisest use of the skills required and that governance arrangements are fully covered. 4. The formal structure is show in Diagram 1 will comprise: Diagram 1 Programme Structure Programme Structure version 2 (UNDER DISCUSSION) Wider MCA Staff and Leaders, Patients and the Public L&L MCA Stakeholders Incl. SAB Department of Health NHS England Programme Board Overall Programme Steering Project Director with Project Sponsor for each Project Evaluation with action learning Projects day to day Project Management Each having a Project Manager working to a Project Director Patient and Carer Forum Programme Team day to day Programme Management Programme Manager Universal Learning Portal MCA Leadership at all Levels Best Interest Assessors Staff Forum Targeted Professional Groups 15 a) The Programme Board will oversee programme delivery and be accountable, through the Programme Director, to NHS England for the ultimate delivery of the programme and its benefits in line with the budget. The Board will ensure that the appropriate processes are in place to deliver the programme and that all activities comply with the strategic priorities of NHS England and the local organisations and stakeholders. The Board is responsible for overseeing the communications plan and ensuring effective reporting processes are in place to their respective 1

2 accountability structures and constituencies - with concurrent reporting to respective SABs, CCGs and other key partners. b) The Programme Team is accountable to the Programme Board (through the MCA Programme Manager) for the day-to-day delivery of the programme of work in line with the Programme mandate, plan and budget. This will include coordinating and joining up the work with related projects and ensuring timely reporting to the Board. The Team will largely comprise Project Managers for each of the Projects and, when relevant, their Project Directors. All team members are expected to communicate to their respective organisations or constituencies through standard organisational processes. c) The Project Teams are responsible for delivering each Project, managing the day-to-day activity as well as emergent issues and risks. They are responsible for developing and delivering the detailed plan of the project. The Team will be led by the Project Managers with providers of education and development, event management, technological solutions etc). The Project Manager will draw in advice and support from their Project Director as needed. All report to the Programme Manager. Where partners from other agencies are involved, each will be expected to communicate to their respective organisations through standard organisational processes. d) The communications plan (to follow) will be devised to clarify and provide opportunities for two-way communication about the programme with the fullest range of stakeholder interest including wider MCA leaders, staff, patients and the public. The terms of reference for each group and role descriptions can be found in the accompanying Appendix. 2

3 Appendix: (Element 1 of 3) All Terms of Reference are effective until terminated by agreement at the Programme Board. Programme Board Aim Primary Objectives Chair & Programme Director Membership Secretarial Frequency of meeting Overall Accountability Reporting Other To ensure the required benefits of the Project are realised and that products and services are sustained beyond the life of the project where appropriate. 1) Sign on the Programme Mandate [PID] - including resource proposals, ensuring all aspects of the bid and Project [Funding] Sponsor have been addressed. 2) Sign on and monitor delivery of the Programme Plan in line with the Mandate - to quality and within the agreed costing and timeframes. 3) Maintain focus of Programme Team upon the agreed scope, outcomes and benefits of the MCA Programme Plan. a) Provide specialist advice and strategic direction and leadership on a group or individual basis to the Programme or Project Director(s) and Manager(s) in delivery of the Plans and/or their roles. b) Receive exception reports on progress against the Programme and Project Plans and Project Exit Strategies c) Promptly agree remedial actions whenever variances or slippage in their delivery or in the management of risks that have or may occur d) Promptly remove all obstacles to the successful adoption, use and delivery of the Programme and Project Plans 4) Communicate and champion the MCA Programme and progress with Projects to all Stakeholders in line with the communications plan M DARBY, Director of Nursing, NHS England Area Team Leicestershire and Lincolnshire Independent Chair, Leicestershire & Rutland Safeguarding Adult Board Independent Chair, Leicester City Safeguarding Adult Board Independent Chair, Lincolnshire Safeguarding Adult Board Clinical Commissioning Group Chief Nursing Officers Patient & Service User NHS England Area Team Patient Experience Manager (In attendance) NHS England MCA Programme Manager (In attendance) At least quarterly and/or in line with the Programme Plan. Emergency and interim decisions may be taken through Programme Director and two other Board members. Department of Health & NHS England through the Programme Director. Each member also providing account to their own l organisations or constituencies e.g. Safeguarding Adult Boards. Programme Team and Project Teams 3

4 Associated Programme Roles Programme Director accountable for delivery of the overall Programme Confirms the personnel in place across the whole programme sponsors, managers and directors Confirms the Programme mandate is in line with the bid and funder s requirements, including the stakeholder communications Negotiates and allocates resources to support the Programme and projects Ensures the Programme Team is delivering in line with the mandate/plan, authorising adjustments Monitors the progress of the Programme against the plan Ensures risks are analysed regularly and managed Provides strategic advice to all aspects of the Programme Resolves conflict between the Programme and its projects, stakeholder interests etc. Reports on status of the project to Department of Health and NHS England as required Ensures two-way communication about the Programme to stakeholders especially the Safeguarding Adult Boards Project (and Sustainability) Sponsor accountable for delivery of a Project Champions the project in line with Board Terms of reference eg provides strategic advice to the specific project, advises on removal of obstacles and remedial actions etc Confirms project plan is consistent with key stakeholder initiatives Ensures project alignment with longer-term opportunities for sustainability Ensures two-way communication about the project is taking place with stakeholders Where agreed and appropriate: Agrees long term exit strategy for the project and ensures its delivery Draws in longer-term sponsorship for the project Directs the close and handover of the project to long term sponsors Board Member advise and steer the Programme in delivery of its benefits Advises on and rectifies the Programme Mandate (PID) and Plan - establishes what is missing, erroneous Signs off the agreed mandate and ratifies the Programme and project plans and structure (including roles and responsibilities) Signs on the Programme Manage and Plan as well as Project Plans Receives mid-stage reports, providing functional advice to support the Programme and projects on benefits realisation Guides programme development through the receipt of progress reports from the Programme Manager Advises the Programme Director on slippage, expenditure within the boundaries and benefits to be realised outlined in the Mandate Advises and supports Project Sponsors in the design, delivery and exit strategy for the Projects Signs off programme and benefits accrued Provides two-way communication about the Programme with stakeholders /continued 4

5 Appendix: (Page 2 of 3) Programme Team Aim Tasks Chair Membership to attend all meetings (or send proxy) Secretarial Frequency of meeting Overall Accountability Other Accountabilities Other To direct, lead and deliver the Programme plan on a day-to-day basis (overseeing delivery of the Project plans), realising all associated benefits 1) Produces the Programme Mandate for sign off including resource proposals and evaluation, ensuring all aspects of the bid and Project [Funding] have been addressed. 2) Produces the Programme Plan in line with the Mandate - to quality and within the agreed timeframes. This includes validating all Project Plans within the Programme, ensuring all aspects are evidence-based and take into account existing and future MCA needs, informed by current local and national strategy, policy and guidance. 3) Ensures delivery of the Programme through timely: a) Recommendations for adjustments to the Programme Plans to reflect changing needs within the local areas and the pooled use of Programme resources. b) Liaison with Programme Manager to confirm that all Projects (together with their Exit Strategies) are delivered, providing Programme oversight and advice. c) Responds to exception reports (provided by Project Managers) on progress against the Programme Plan and Exit Strategy to the Board, recommending and taking agreed actions. d) Alerts to the Board regarding significant variances and slippage in the Programme, proposing and taking agreed remedial actions. e) Management of the risks and risk log, recommending and taking agreed remedial actions drawing in advice from the Board if essential. 4) Disseminates experiences, good practice and learning from the Programme throughout the region and to the UK 5) Champions the Programme and its Projects, communicating within and without the Programme to all stakeholders in line with the communications plan (tbc). Nursing and Quality Clinical Lead NHS England L&L Area Team Role includes NHS E liaison and finance Project Managers for each Project Attendance, as required, and contributions from: Project Directors for each project Financial Lead MCA Programme Manager or their delegate Monthly or as required by the Programme Plan with virtual contact in between Programme Board through the Programme Manager. Messages to including progress in planning, implementing and evaluation the Plan, fostering collaboration and partnership working. Project Managers are accountable through their Project Director to their own Project Board sponsor 5

6 Associated Programme Roles Programme Manager: accountable for the day-to-day running of the Programme Prepares the Project Mandate for agreement - together with resource proposals Prepares, updates and provides (mid and end stage) progress reports against the Programme and Project Plan, maintaining version control Manages Delivery of Mandate including Benefits, Quality, Risks and Communications Programme Team (not line management) arrange and lead team meetings Reporting to the Board scheduling and organising all meetings Draws in additional advice, support and resource to the project as needed Ensure links are built with other Programme projects, related projects and groups to prevent gaps and duplication Provides two-way communication about the programme and projects to aligned stakeholders Project Directors & Project Managers see Appendix 3, Element 3 of 3. Other Programme Team Members who deliver their sub-plan(e.g. finance) and related benefits Confirms their brief with, and reports to, the programme manager Draws up Plan (for area of responsibility), produces updates and maintains version control Draws in and gives early opportunity to others regarding their required actions Delivers Plan, reporting progress to the Programme Manager together with slippage/exceptions or risks Provides two-way communication about the Programme and their plan to stakeholders as requested Ensure quality controls are in place 6

7 Appendix: (Element 3 of 3) Project Team Aim Tasks Chair Membership Secretarial Frequency of meeting Overall Accountability Other Accountabilities To devise and deliver the project plan on a day-to-day basis, realising the associated benefits 1) Produces the Project Mandate for sign off - including resource proposals, ensuring all aspects of the bid and Project [Funding] have been addressed. 2) Produces and delivers the Project Plan in line with the Mandate - to quality and within the agreed timeframes. 3) Provides prompt alerts the Programme Manager to variances and slippage in the project, proposing and taking agreed remedial actions. 4) Managing the risks and keeps the risk log up to date, recommending and taking agreed remedial actions. 5) Develops an Exit Strategy for the Project, in line with the advice from the Project Sponsor. 6) Reports on progress against the Project Plan and Exit Strategy to the Programme Team, recommending and taking agreed actions. 7) Ensures communications within and without the project in line with the Stakeholder and Communications Plan. This will involve administering all events including Project Team meetings. Project Director Project Manager, Team Members to be confirmed; would include those delivering education and development Initiatives Project Manager At least monthly or as required by the Project Plan Programme Team through the Project Manager (ultimately via the Programme Manager to the Project Board) Members are each also accountable to their own individual organisations or constituencies Other Associated Project Roles Programme Director accountable for delivery of the Project in line with benefits Confirms the personnel in place across the whole project Confirms the Project Plan is in line with the Programme Mandate Negotiates and allocates resources to support the Project Ensures the Project Team is delivering in line with the plan, authorising adjustments Monitors the progress of the Project against the plan Ensures risks are analysed regularly and managed Provides advice for all aspects to the Project Manager as requested Resolves conflict between the Project and its interests of stakeholders etc. 7

8 Reports on status of the project to Project Sponsor and Programme Manager in line with the Programme Plan Ensures two-way communication about the Project to stakeholders especially the Safeguarding Adult Boards Project Manager: accountable for the day-to-day running of the project Prepares the Project Mandate for agreement - together with resource proposals Prepares, updates and provides (mid and end stage) progress reports against the Project Plan, maintaining version control Manages Delivery of Mandate including Benefits, Quality, Risks and Communications Project Team (not line management) arrange and lead team meetings Reporting to the Programme Team scheduling and organising all meetings Draws in additional advice, support and resource to the project as needed Ensure links are built with other related projects and groups to prevent gaps and duplication Provides two-way communication about the project to aligned stakeholders 8