GREATER MANCHESTER HEALTH AND SOCIAL CARE STRATEGIC PARTNERSHIP BOARD

Transcription

1 GREATER MANCHESTER HEALTH AND SOCIAL CARE STRATEGIC PARTNERSHIP BOARD 9 Date: 25 November 2016 Subject: Report of: Transformation Theme 4 Governance Arrangements Steve Wilson, Executive Lead for Finance and Investment PURPOSE OF REPORT: The purpose of the attached report is to describe the proposed governance structure for Transformation Theme 4: Standardising Clinical Support and Corporate Functions and to provide a governance framework that will be applied to the projects that constitute the Theme. RECOMMENDATIONS: The Strategic Partnership Board is asked to: Approve the Transformation Theme 4 Governance Structure CONTACT OFFICERS: Steve Wilson steve.wilson6@nhs.net Sally Parkinson sally.parkinson1@nhs.net Jeff Niel jeff.niel@nhs.net 1

2 Transformation Theme 4 Standardising Clinical Support and Corporate Functions Theme 4 Governance Structure

3 Programme Name: Standardising Clinical Support and Corporate Functions Document Author Jeff Niel Key Roles Programme SRO Assistant Director Programme Manager Steve Wilson Sally Parkinson Jeff Niel Approvals Each revision must be approved by the following stakeholders: Programme SRO Theme 4 Programme Board Revision History Revision Date Version Changes 10 Jun 16 V0.4 Following internal review 23 Jun 16 V Jun 16 V Jul 16 V0.7 1 Nov 16 V0.8 Clarification around responsibilities of Programme SRO and Programme Board Inclusion of Claire Yarwood comments regarding membership of project boards and communication from programme board to AGG and Providers Federation Modification of wording around Hospital Pharmacy project objectives in Governance diagram in Appendix 1 Steve Wilson replacing Sarah Senior as SRO; reflecting changes to GMHSCP governance structure

4 Transformation Theme 4 Standardising Clinical Support and Corporate Functions Programme Governance 1. Purpose This paper sets out the high level governance that is required to support the delivery of Transformation Theme 4. As well as describing the governance arrangements for Theme 4, it provides a framework for the governance of the following five projects of work that currently constitute the theme, which can also be replicated for future projects: Corporate Functions (previously referred to as non-clinical support or back office services) Pathology Procurement Hospital Pharmacy Radiology It makes no reference to the development of Care Co-ordination Centres, as following work undertaken to establish interdependencies and connectively across Transformation Themes the work required around this work stream will form part of Transformation Theme 2, and be aligned with the development of Locality Care Organisations 2. Senior Responsible Owner The role of the Senior Responsible Owner (SRO) for Transformation Theme 4 is held by the GMHSCP Executive Lead for Finance and Investment. The SRO is ultimately responsible for Transformation Theme 4 programme successfully achieving its objectives and delivering the identified benefits. After taking advice and guidance from the Programme Board, and from other boards, groups, technical experts and teams as appropriate, it is the responsibility of the SRO to ensure that key decisions are made in a timely manner. The SROs specific responsibilities include: approve the Programme Definition Document (PDD) being accountable for the management of any Transformation Fund money allocated to the Theme and for achievement of the associated milestones authorising the project business cases and approve the benefits that will be delivered through the projects acting as the driver for the Theme managing communication about the Theme to the Transformation Portfolio Board, Provider Federation Board, AGG and GMCA

5 reporting progress to the Partnership Senior Management Team and other bodies, boards and management teams as required ensuring that risks and issues are appropriately managed at Theme level and on individual projects as defined in the Programme Definition Document and all of the Project Initiation Documents 3. Transformation Theme 4 Programme Board The Programme Board works with the SRO in owning, leading and championing the programme and effective leadership by the Programme Board is critical to the Theme s success. Board members will use their specialised skills and knowledge to provide advice and guidance to the rest of the Board and to the SRO whenever appropriate. Board members will jointly own and support decisions made by the Board. Specifically the Programme Board will: Have the authority, seniority, knowledge and credibility to make recommendations to the SRO regarding the direction of the Theme Understand and agree to the Theme vision and communicate this to all stakeholders Ensure there is alignment across the Theme 4 projects (where appropriate), and to be responsible for alignment against other Transformation Themes, Enablers and Cross-Cutting programmes (and any work streams that sit outside the broader Devolution Programme) Where the Board member is a representative of a group such as the Providers Federation, AGG, GMCA or any pan GM network, the Board member will report back on progress of the Theme to the group they represent and ensure the views of the group are reported back to the Programme Board Be responsible for any Transformation funds received by the Theme (and/or its constituent projects), and the achievement of investment deliverables Receive monthly Highlight Reports from the Programme Manager and provide direction, guidance and resources to assist future progress to plan. Motivate the programme team and keep the stakeholders engaged, committed and supportive to the programme. Be responsible for overall programme deliverables by holding the individual Project SROs to account for their project deliverables Consider progress, risks and issues at a strategic level as well as progress towards benefit realisation. Ensure that any key issues are addressed before authorising continuation of the programme. Identify risks and add them to the Theme risk log. Own strategic risks identified at Theme or project level, monitor the risk and advise the Programme Manager of any change in status, taking any action where appropriate. Approve any recommended changes to the projects Provide overall guidance and direction to the programme.

6 Review and contribute to the production of the Programme Definition Document (PDD), Programme Plan and the project business cases. Be responsible for the overall scope (including broadening and contraction) of the Programme. Inform the Programme Manager of any changes required to be made to the projects due to changes in strategic direction As a minimum the Board will be comprised of: Transformation Theme 4 SRO Project SRO for each constituent project Transformation Theme 4 PMO team NHS Provider Chief Executive representative (to be nominated by the Provider Federation) CCG Chief Accountable Officer representative (to be nominated by the AGG) GMCA representative Local Authority representative NHS Provider Director of Strategy (to be nominated by the Director of Strategy network) The Programme Board will be responsible to the Portfolio Transformation Board and also have reporting links into: Provider Federation AGG GMCA Finance Executive Group 4. Future Project Identification Group Theme 4 forms part of a five year Transformation programme and during that time some of the core projects may reach closedown and other new projects may need to be commissioned. We therefore require a mechanism to create a pipeline of additional projects that can be added to our portfolio as required. The Future Project Identification Group will have responsibility for providing advice as to how the scope of the programme can be broadened beyond those core projects identified in section 1. This group will formally report to the Programme Board on at least a quarterly basis on whether it has identified any additional projects which could be commissioned that contribute towards the Theme s vision. It should be expected that some of the quarterly reports will not contain any potential new projects. The Group should not be required to wait for the next quarterly report to raise new ideas if a more rapid evaluation by the Programme Board is deemed appropriate. Initial membership of the group will be the Transformation Theme 4 PMO team, although additional members may be added to the group in future as required. Project identification will be performed by:

7 Regularly review for any emerging ideas from elsewhere in the UK and abroad that may be applicable to Greater Manchester Collating ideas generated from within the Greater Manchester Health and Social Care economy 5. Programme Manager The Programme Manager is responsible to the SRO for managing the delivery of the programme. Specifically the Programme Manager will: Produce the Programme Definition Document (PDD) Provide day-to-day management of the programme Plan and design the programme Monitor and report progress against plan Manage the Theme s Risks and Issues logs on a day to day basis Coordinate the projects and their interdependencies Coordinate interdependencies with other Themes, Enablers and Cross-Cutting programmes Manage intra programme communications Ensure that the project delivery is meeting the programme requirements Initiate any extra activities where gaps in the programme are identified or if any issues arise Report progress of the Theme to the Programme Board and SRO, including by producing the monthly highlight report Provide technical project management support to the projects as required 6. Project Governance Each of the initial five projects will create their own governance structures, as will any future projects that are launched as part of Transformation Theme 4. The governance structures will be tailored to reflect the various requirements of each project and of the work streams that form part of them. Support will be provided by the Transformation Theme 4 PMO team to those projects that require assistance to develop a coherent governance structure. 6.1 Pathology, Procurement, Hospital Pharmacy, and Radiology The composition of the Project Board should reflect the input required to enable it to deliver its agreed objectives. The roles set out below are not intended to be a prescriptive list, and it is likely the Project Board s membership for these four projects will develop as the project and workstreams become more progressed. Project Board membership may include: Provider Director of Finance (to act as project SRO)* Provider Director of Strategy* CCG Chief Financial Officer Lead HROD representative Clinical input

8 IMT/Information Governance input PMO support including Project Manager* Work stream leads * These roles are required to be present on the Board Whilst the composition of the Project Boards will not be mandated, the Programme Board will require an appropriate level of assurance that the composition of each Project Board is constructed in a way that enables the delivery of the project s objectives and the realisation of its benefits. Before being finalised, the proposed Project Board membership should be reported to the Provider Federation Board and the AGG Board to agree what representation they require on the Project Board. Each project has been assigned a lead Director of Finance and a lead Director of Strategy. The Director of Finance will be responsible to: Determine if an HROD lead is required and ensure one is aligned to the project Identify appropriate IMT / Information Governance input to the project if it is required Identify appropriate Clinical input to the project if it is required Obtain appropriate Project Manager and project support resource The Theme 4 PMO team will provide assistance to identify the appropriate resources if required. The governance arrangements will be kept under review as project deliverables become clearer. 6.2 Corporate Functions The governance to support delivery of this project will include local authority, CCG, and NHS Provider representation due to the significant opportunities for collaboration that exist at multiple spatial levels across GM. Therefore it will be different to that developed to support Radiology, Pathology, Hospital Pharmacy, and Procurement. An interim project board will be established to take the project through the initial steps of: Baseline data collection Baseline data analysis Identification of options for collaboration Due to the complexity and potential scope of this project it is anticipated that there will be a requirement for a large supporting infrastructure of multiple work streams feeding into the Project Board. Once the necessary workstreams have been identified based on the options for collaboration, the composition of the Project Board will be reviewed to ensure the workstreams, sectors and localities are adequately represented.

9 The interim Project Board will consist of: NHS Providers Lead Director of Finance (Ian Moston, SRFT) who will act as project SRO Provider Director of Strategy (Fiona Noden, The Christie) HROD leads (Amanda Bromley, Tameside Hospital NHS FT and Andrew Jones, UHSM FT) Clinical Commissioning Groups CCG Managing Director (Denis Gizzi, Oldham CCG) CCG Chief Financial Officer / GM Shared Service Managing Director (Julie Daines, Oldham CCG and GM Shared Service) HROD lead (Andrea Anderson, GM Shared Services) Local Authorities GMCA Representative (Andrew Lightfoot and Rachel Pykett) Local Authority Treasurer (Paul McKevitt, Wigan Council) Local Authority Strategy representative (John Morrissy, Bolton Council) GMHSCP GMHSC Executive Lead for Finance and Investment (Steve Wilson) Associate Chief Finance Officer (Sally Parkinson) Theme 4 Programme Manager to initially act as Project Manager (Jeff Niel) GMHSC Strategic Workforce Lead (Yvonne Rogers) Legal Services representative (as required) 6.3 Summary Roles and Responsibilities Outlined below are the key roles along with their high level responsibilities that will be required to ensure that the project governance works effectively. This is not an exhaustive list; roles can be shared, and individuals can occupy multiple roles. Whilst beneficial to have clearly defined roles and responsibilities (as defined below), of equal importance is the Programme and Projects being constructed in a way that provides an appropriate level of assurance that the key functions (regardless of form) are covered. a. Project SRO Each project will need a Project SRO who will be responsible for the delivery of the project. They will form part of the Programme Board and be responsible for their own Project Board. The Project SRO is ultimately responsible for the project, supported by the Project Board. Their role is to ensure the project is focused throughout its life cycle on achieving its objectives and delivering products that will contribute to the achievement of benefits. Specifically the Project SRO will: Be responsible for ensuring that the project is set up and managed effectively. Approve the Project Initiation Document (PID)

10 Be responsible for ensuring that project deliverables are achieved to timescale and to cost Be accountable for the management of any Transformation Fund money allocated to the project and for achievement of the associated milestones Make key decisions required to ensure the project achieves its objectives in a timely manner Ensure that there is a coherent project organisation structure. Ensure that the project business case continues to be sound as external and internal influences; drivers and barriers change during the life of the programme. Monitor and control the progress of the project at a strategic level. Ensure that any proposed changes are agreed. Ensure risks are being tracked and mitigated as effectively as possible. Communicate performance and any relevant issues to appropriate organisations and stakeholders. Inform the Project Manager of any changes required to be made to the project due to changes in strategic direction Ensure key decisions are identified and taken b. Project Board The Project Board is responsible to the Programme Board for the overall direction and management of the project. It has the following responsibilities: Support the Project SRO to ensure that the project deliverables are achieved to timescale and to cost Contribute to the production of the Project Initiation Document (PID) Commit necessary project resources for the project Be responsible for any Transformation funds received by the project, and the achievement of deliverables Provide overall guidance and direction to the project, ensuring it remains within any specified constraints Ensure that proposed solutions will meet the requirements of their users Ensure that the delivered solutions meet the necessary quality standards Review and approve the Project Plan Identify risks and issues that may impact on the project achieving its objectives and add them to the project risk and issues log Ownership of project risks, responsible for monitoring the risk and advising the Project Manager of any change in status, and taking any action where appropriate Approve any recommended changes to the project Where the Board member is a representative of a group such as the Providers Federation, AGG, GMCA or any pan GM network, the Board member will report back on progress of the project to the group they represent and ensure the views of the group are reported back to the Project Board c. Project Manager Project Managers will need to be identified for each project; they will be accountable to the Project SRO and Project Board.

11 The Project Manager has the authority to run the project on a day to day basis on behalf of the Project SRO and Project Board. The prime responsibility is to ensure that the project produces a result capable of achieving defined benefits as detailed in the Business Case. Specific responsibilities are to: Produce the Project Initiation Document (PID) Manage the production of the required deliverables Prepare project plans and agree them with the Project Board, monitor the implementation of the plan and report on progress Manage risks and issues affecting the project, including the development of contingency plans Escalate issues to the Project SRO or Board Escalate unresolved issues to the Programme Manager Prepare and report to the Project Board and programme management through Highlight Reports and other ad-hoc reports as required Ensure that red rated project risks are added to the programme risk log and report on them to the Programme Manager Direct and motivate the project team Liaise with programme management or related projects to ensure that work is neither overlooked or duplicated Be responsible for progress, resource usage and initiate corrective action as necessary Be responsible for change control Maintain oversight of any workstreams that are established Liaise with any suppliers or contractors Prepare the project Closedown Report ensuring all required follow-on actions are detailed and agreed d. Workstream Lead Due to the complexity of the projects, it is anticipated that workstream leads will be identified to support delivery of workstreams that form part of projects. Responsibilities are: Prepare plans for the workstream and agree these with the Project Manager Manage the workstream team Deliver the identified and agreed deliverables and products Highlight and progress reporting and monitoring as required by the Project Board and Project Manager Complete any project documentation required by the Project Board and Project Manager Risk and issues management (identification and mitigation) at work stream level Advise the Project Manager of any deviations from plan, recommend corrective action and help prepare any appropriate Exception Plans 7. Transformation Theme 4 PMO Team To be defined and agreed depending on the requirement identified across the programme.

12 8. Risks and Issues It is the responsibility of everyone involved with the Theme, the Programme Board or the individual projects to identify any risks (including opportunities) or issues and to report them in writing to the relevant Programme Manager or Project Manager 9. Reporting The Programme Board will define a minimum set of reporting requirements from the projects covering PIDs, highlight reporting, risk and issue management and management of any transformation funding received. The reporting requirements will be kept under review and may be adjusted in response to any developing requirements of the Transformation Portfolio Board.

13 Appendix 1: Governance Transformation Theme 4 Strategic Partnership Board Executive Strategic Partnership Board Future Project Identification Sally Parkinson, Jeff Niel Theme 4 Programme Board Steve Wilson (Theme 4 SRO), Provider CEx, CCG CEx, GMCA Rep, Provider Director of Strategy, Sally Parkinson, Ian Moston, Simon Worthington, Feroz Patel, Joanne Fitzpatrick, Jeff Niel Transformation Portfolio Board Finance Executive Group Provider Federation AGG Theme 4 Programme Manager (Jeff Niel) GMCA V Oct 16 Projects 1. Corporate Functions 2. Pathology 3. Procurement 4. Hospital Pharmacy 5. Radiology To identify further opportunities to share services within the public sector of Greater Manchester, and to then implement appropriate forms of collaboration. Review pathology to identify the maximum potential savings from collaboration across Greater Manchester and to then implement the changes identified Build on work initiated by North West Procurement Development Team (NWPD) and undertake review of the procurement opportunities across Greater Manchester Acute Providers to centralise procurement, initially in several clusters. To identify service quality and savings opportunities through hospital pharmacy collaboration and joint procurement and to then implement the identified changes Review radiology to identify the maximum potential savings from collaboration across Greater Manchester and to then implement the changes identified Project SRO: Ian Moston Project SRO: Simon Worthington Project SRO: Feroz Patel Project SRO: Joanne Fitzpatrick Project SRO: Simon Worthington Project Manager: tbc Project Manager: John Hampson Project Manager: tbc Project Manager: Gareth Adams Project Manager: John Hampson Projects to be delivered in line with the recommendations set out in Lord Carter s Review of Operational Productivity in Hospitals Cross cutting risks, issues, benefits, dependencies, opportunity identification, learning and sharing Supporting enablers Workforce IMT Estates Communications Finance Legal Provision of HROD advice and services to support delivery Organisational development and training for staff of re-configured services Provision of systems to support reconfigured services and the digitisation drive of the Lord Carter review Provision of advice and services to support the estates requirements of any reconfigured services Support to design and deliver a communications plan for all identified stakeholders. Finance support to quantify the potential savings opportunities, manage project budgets and to track financial benefits. Provision of Legal advice as required to individual Projects and to the Programme Board