Download Mental Health Redevelopment Project Execution Plan

 Mental Health Redevelopment
Project Execution Plan
Mental Health Redevelopment
Project Execution Plan
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Description
Key Milestones
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Project Execution Plan
Table of Contents
1. Introduction .................................................................................................................... 3
2. Background .................................................................................................................... 4
3. Project Definition and brief .......................................................................................... 7
4. Goals and objectives .................................................................................................. 10
5. Roles and responsibilities .......................................................................................... 11
6. Timetable ...................................................................................................................... 23
7. Project Budget ............................................................................................................. 23
8. Issues Management ................................................................................................... 24
9. Communication & Stakeholder engagement .......................................................... 25
10. Assumptions, constraints, risks ............................................................................... 26
Appendix
Appendix
Appendix
Appendix
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Schedule of Accommodation
Programme
Capital Cost Analysis
Risk Register
Dumfries and Galloway Health Board
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1. Introduction
1.1 Document Status
This Project Execution Plan (PEP) forms the basis for the procurement by Dumfries
and Galloway Health Board of new acute mental health accommodation in Dumfries
to service the needs of Dumfries and Galloway. The PEP sets out the systems and
processes by which the Project will be planned, monitored and managed by the
Project Board to ensure the successful day to day operational management and
control of the Project and the quality of the outputs.
The purpose of the PEP is to:
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Define the Project and the brief
Define the roles and responsibilities of those charged with delivering the
Project
Set out the resources available and the budgetary control processes
Identify the risks relating to the Project and the risk management processes
Define the project management and issue control arrangements
Set out the approvals processes
Define the administrative systems and procedures
Set out the controls assurance processes
1.2 Document Scope
The scope of this PEP covers:
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The Procurement Phase, leading to the approval of a Full Business Case and
finalisation of contracts with the selected bidder
The Construction Phase, from award of contract to completion of the new
facilities
The Commissioning Phase, from completion of the new facilities to full
operation of the new services
This is a live document and will be progressively developed by the Project Board and
Project Team as the project progresses.
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2. Background
2.1 Description of the NHS Board
Dumfries and Galloway Health Board provides care and treatment to meet the
healthcare needs in hospitals, health centres, clinics and local communities
throughout Dumfries and Galloway.
The Board has an annual budget of £276m for 2007/08 and employs around
3,481wte staff (297wte staff are in Mental Health and 39wte staff in Psychology).
While the NHS Board is responsible for the management and provision of mental
health services a framework and structure is in place to deliver on the Joint Future
agenda. Mental health services are jointly delivered with Dumfries and Galloway
Council.
2.2 Catchment Area & Catchment Population (2002 – 2016)
Dumfries and Galloway is a mainly rural region in south west Scotland. It covers
2500 square miles, with a population of approximately 147,930 (2004 estimate,
GROS). The main towns are Dumfries (31,100 residents), Stranraer (10,900), Annan
(8,400) and Lockerbie (6,100). All other towns and settlements have populations of
under 5,000. Most of the population lives in a series of towns and villages. The
region is divided into four traditional localities and NHS Local Health Partnerships
(LHPs) and Council Areas are based on these:
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Wigtownshire
Stewartry
Nithsdale
Annandale & Eskdale
The population is already significantly different from the Scottish population profile,
with a larger proportion of older people and a markedly smaller proportion of young
people. We have an older population compared to the rest of Scotland. The average
age in Scotland is 39.6 but in Dumfries and Galloway it is 42.6.
The population (2004) of Dumfries & Galloway has an almost 50% split between
males and females, it is only the 65+ age group where the split is 43% male & 57%
female. This gender split is constant through the projected years.
The total population is projected to fall by 0.07% (156 people) from 2004 to the year
2014. This is not constant across the age groups as you can see from the tables at
Appendix J3. The 16-64 year old group is projected to fall by 4.03% (3,707 people)
and the over 65 age group are projected to rise by 27.18% (8,009 people).
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2.3 Existing Facilities
The existing facilities that are to be replaced by the new development vary in size
and age dating from 1835 to 2000. Further detail provided in OBC.
2.4 Assets to be Replaced, Altered or Refurbished
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Cree West - (Crichton Royal Hospital Site)
Ground floor wing of Crichton Hall houses 14 older adult patients with
dementia/organic illness in an outmoded Victorian ward, dating from 1835.
Building historically and architecturally interesting (Category A listed) but
totally unsuitable for modern in-patient accommodation.
Gross Internal Floor Area (GIFA) of ward is 766m2 . Refurbishment to
modern standards would be very difficult due to physical structure, listed
status and surrounding constraints. The remainder of this building is nonresidential.
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The Hospice Block - (Crichton Royal Hospital Site)
Contains Ettrick, Glencairn and Nithsdale Wards in a long, flat roofed,
single storey building. Built in 1925 housing 46 acute adult (under 65)
patients and 15 acute older adult (over 65) patients in 3 wards. Physical
condition of property is reasonable but internally the building is in desperate
need of redecoration and refurbishment. Layout comprises long corridor,
running entire length of building with rooms off either side. There could be
some scope for re-configuring the building to provide good accommodation
for a reduced number of patients, although the layout will always be
constrained by the long, narrow plan of the building. GIFA 2288m2 .
• Lahraig - (Nithbank Site) 3 purpose build (2000) bungalows housing 20 slow
stream rehabilitation beds with a total GIFA of 683m2. Buildings are still in very
good condition but the design has proved unsuitable for proposed use.
• Wellgreen - (Glencaple Road)
4 Bungalows built in 1991 (GIFA 423 m2) to house 12 rehabilitation beds.
Buildings are in good condition and functionality good, but not suitable for
proposed use.
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2.5 Local Health Plan
The project is entirely in line with the Local Health Plan strategy and business
objectives. The Joint Mental Health Strategy and the local Health and Community
Care Plan (HCCP) state:
Strategic Aims
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Modernise mental health services to establish the right balance between
services that build healthy communities, front-line and specialist community
based services, and inpatient services
Deliver services that focus on prevention, intervention and recovery. The aim
of mental health improvement will be to improve the mental health and
wellbeing of our community.
Provide effective screening and early identification of illness. In this way,
anyone who needs it will receive the right treatment, at the right time, as near
to their home as possible, and from skilled staff.
Objectives
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Continue with our programme to modernise specialist in-patient and
community-based services, supporting people at home wherever possible.
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Continue to work with primary care and other front-line services to provide a
comprehensive mental health service.
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Continue our work to raise awareness of mental health issues through the
delivery of ASIST (applied suicide intervention skills training) and mental
health first aid training to the public.
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Provide six more specialist residential places in care homes in Annandale and
Eskdale and in the Stewartry.
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3. Project Definition & Brief
3.1 Definition
3.1.1 Site
The project is the procurement, construction and commissioning of a new acute
mental health development on Midpark Field, Bankend Road, Dumfries.
The site lies to the East of the Former Crichton Royal Hospital site on the East side of
Dumfries. It is a rural location on the outskirts of the town. The ground has a
pronounced slope from East to West running towards the B725 Dumfries to Bankend
Road. The site extends to 2.507 ha consisting of cropped grassland with a number of
mature trees. There are overhead cables and underground drainage pipes crossing
the site. The adjacent Crichton site is designated as a conservation area and
contains a number of listed buildings of various categories. An environmental study
of the site will be required. It should be noted that the Dumfries aquafir extends
under the site.
3.1.2 Schedule of Accommodation
The new facility will comprise:
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15 Bed elderly ward
14 bed dementia/organic illness ward
6 bed IPCU
17 Bed adult ward
17 Bed adult ward
Acute hub accommodation
8 Bed rehab recovery
8 Bed rehab longstay
Rehab hub accommodation
Schedule of accommodation is provided as Appendix 1
3.1.3 Quality Standards/ Design Requirements
Design and planning of accommodation will as far as possible comply with the Health
Building and Planning Notes but otherwise to achieve the Board’s requirements,
budget costs and programme.
The following elements of design must be considered throughout the procurement
process. It is the Boards intention that design excellence is aimed for with the
aspiration to achieve innovation using space, light and form effectively to achieve
clinical function within an inspirational setting. The design will be assessed
throughout its development to ensure that maximum benefit is gained from the new
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facility. NHS Dumfries and Galloway’s Design Action Plan details how the project will
be assessed for design excellence throughout procurement.
QUALITY STANDARDS
Project Scope
Scope
• Ethos and supportive
ambiance conveyed within
the building
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Internal spaces and the use
of non clinical and clinical
space
This includes
• Welcoming reception/inviting/safe/
information centre/clear way finding
• Comfortable/reduce
anxiety/pleasant/not intimidating
• Inspirational/beautiful/imaginative/art
and physical enhancements
• Health promoting environment
• Strong identity and purpose
• Ambient temperature
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External environment and
outdoor space
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Functional/efficient and effective service
delivery
Light/windows/maximising views
Quality of space
Equalities legislation
Finishes/stimulating senses/colour
Adaptable space/utility/flexibility/hard
wearing
Allocation of defined non-clinical space
for various users including
staff/patients/visitors including
libraries/visitor rooms/quiet
rooms/relaxation/privacy/continuing
education/spiritual care/recreational
Consideration of each space and
function and service/identifiable staff
Physical enhancements/arts
Fixtures and fittings supportive of
therapeutic environments and activity
such as stair walking
Space and facilities for visiting children
Links to natural environment
Sympathetic use of retained buildings
Landscaping/usable greenspace/linked
outside space/seating
Sensitive to local landscape
Architecture of building
Accessible
Space and equipment for visiting
children
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Movement in and around a
building or site
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Impact and relationship of a
building to and on the local
community
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Inclusion of staff, patients
and users within the design
development process
Supporting infrastructure and
access to the building or site
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Way finding/clear navigation/defined
pathways/connecting services
Signage and enabling equipment
On site transport/disabled parking
spaces
Internal accessibility/power
doors/ramps/adaptions (including
weight bearing)/quality
walkways/bathrooms/Disability
Discrimination Act compliance
A front door/clear entrances
Separate public and service areas
Environmental impact assessment
(major projects)/consideration of waste
segregation and recycling/renewable
energy/water
Public perception ‘proud’/ownership
Including partners in deliveryartists/voluntary sector agencies/range
of services available
Local jobs/local economy/locally
sourced materials/supplies
Use of site by community
Health impact and health improvement
Interface with community
Engaging partners
Engaging clinicians
Engaging patients/patient reps/user
groups/volunteers/carers
Generating awareness of design
Sustainable design/cost
effective/energy efficient and
environmentally friendly and safe
construction process and materials (low
carbon design)
Quality workmanship
Regeneration/stimulate other
developments
Travel plans/public transport/green
travel/walkable
Safe to visit/work
Close to amenities/provision of
amenities – shops/coffee facilities
Accessible in location/car parking
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It is intended to utilise the AEDET evolution design toolkit to assess the project at
various stages. The NHS NEAT assessment toolkit will also be employed to ensure
the proposals meet required environmental standards. The proposed design will be
the subject of assessment using the newly developed Dementia Audit Toolkit.
4. Goals and Objectives
4.1 Goals
The objective of the project is to establish a comprehensive service for people with
mental health problems, that is integrated with other agencies involved in the care,
treatment and rehabilitation of this group. The service aim is to provide packages of
care, that are appropriate to the needs of individual patients, in appropriate settings.
These settings may be at home, in the community as near to their home as possible,
or in an NHS inpatient facility. Services to be provided in modern functional buildings
that support modern health and social care.
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Facilities that adhere to standards and guidance applicable to the client group
and service to be provided for eg clinical, risk, health & safety, nutrition,
privacy, confidentiality, buildings, communication, user/carer involvement/
advocacy etc.
Secure compliance with National and Board guidelines on environmental
policy
Facilities that enable the operational requirements of the service, leaving
scope for flexibility and best use of space
Level of service provision evidence-based and taking account of national NHS
provision
Rapid response to demand for urgent assessment (early intervention)
Assessment and home treatment, ensuring appropriate gatekeeping of acute
inpatient beds
Best use of specialised therapeutic intervention skills
Best use of psychosocial and biomedical expertise
Customised provision of adult acute beds
Customised provision of intensive care beds
Customised provision of older adult acute beds
Customised provision of rehabilitation beds
Customised provision of ECT facility
Shift in the emphasis from hospital based to locally based community services
and enable the communication required
Environments that are geared to the health, safety and dignity of patients and
the health and safety of staff
Work environments that enable recruitment and retention of high quality staff
Accommodation that is easily accessible to users, carers and staff
Services that are manageable and have flexibility to manage the range of
client mix/presentations
Services that are flexible for any future change
Affordable
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4.2 Objectives
The key objectives of the project are:
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Securing all of the necessary approvals required
Procurement of a Framework Scotland Partner
Negotiation and award of a construction contract
Commissioning of the new facilities and preparation for the commencement of
operational services
5. Roles and Responsibilities
Introduction
This section details the project management structure, the roles and responsibilities
of the personnel responsible for delivering the Project, and the terms of reference for
the teams and groups responsible for individual aspects of the Project.
Project Owner
The Project Owner is the Clinical Director for Mental Health, Dr David Hall.
Project Sponsor
The Project Sponsor is the General Manager, Mental Health Services, Mr Iain Boddy.
Project Manager (Technical)
The Project Manager for technical aspects is Stephen Howie, Estates Department.
PROJECT ORGANISATION CHART
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INVESTMENT DECISION MAKER
NHS D & G BOARD
PROJECT BOARD
Director of Health Services – J Ace (Chair)
Health Board Vice Chairman
Project Owner (Dr David Hall)
Project Sponsor (Iain Boddy)
Commissioning Manager
Public Reference Group Carolyn Little
Project Manager (Stephen Howie)
Finance Lead (Katy Lewis)
PROJECT MANAGEMENT TEAM
Jeff Ace
Project Owner (Dr Hall) (Chair)
Project Sponsor (Iain Boddy)
Project Manager (Stephen Howie)
Nurse Manager (Ian McIntyre)
Commissioning Manager
Management Accountant (Colin McGlynn)
PROJECT PLANNING TEAM
Project Owner (Chair)
Project Sponsor
Project Manager
Adult Acute (Dr Leuvennink)
Older Adult (Dr Wood)
Ian McIntyre
Keith Paul
Stephen Hare
AHP Advisor (Morag Musk)
Social work advisor
Staff side rep
Hotel Services Manager
Management Accountant Mental
Health
HR Advisor
Patient Advisor
Public reference group
Other as necessary
Project Architect
PROJECT DESIGN TEAM
Project Manager
Cost Consultant
PSCP consortium
DESIGN TEAM
Project Architect
Struct & Civil Engineer
Mech & Elect Engineer
Quantity Surveyor
Planning Supervisor
Landscape Architect
Clerk of Works
HR Working Group
(Chair – Iain Boddy)
Dementia/Organic
illness (Chair –
Stephen Hare)
Functional (Chair
– Iain McIntyre
Rehabilitation
(Chair – Keith Paul)
5.1 Roles and Responsibilities
5.1.1 Investment Decision Maker – Dumfries and Galloway Health Board
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Introduction
In accordance with mandatory requirement No. 10 of the SEHD’s Construction
Procurement Policy, NHS Dumfries and Galloway is required to formally appoint an
Investment Decision Maker for the project.
The Investment Decision Maker’s role and responsibilities are explained in the
Construction Procurement Policy and are summarised below.
Role
The investment decision maker is the position in the client organisation which
decides whether or not the proposed investment in a project should be made. This
position may be an individual or a committee.
Responsibilities
The Investment Decision Maker should become familiar with the SEHD construction
procurement policy, related mandatory requirements and all of the associated policy
guidance before taking up these responsibilities.
The Investment Decision Maker is responsible for formally approving the
commencement of the project, following approval of the Full Business Case by the
Department. In so doing they accepts full responsibility for the project, including that
it conforms with the requirements for regularity and propriety and offers value for
money.
The investment decision maker thereafter maintains the visible and sustained senior
management commitment to the project’s delivery.
The Investment Decision Maker must ensure that the Accountable Officer (where
they are not the Investment Decision Maker), the NHSScotland Board and where
appropriate the Department, are given all relevant facts when they are invited to take
a decision. If they are not satisfied that any decision is proper or regular, or does not
offer value for money, they must report the matter to the Accountable Officer in order
that the Accountable Officer can consider the possibility of seeking a direction from
the NHSScotland Board or, where appropriate, from the Department. Accountable
Officers should keep themselves informed of the risks of increasing costs of high
profile projects and should consider informing the Department if the consequences
could undermine the viability of the project.
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The Investment Decision Maker provides the required approval if the estimated
project cost rises more than a stated amount or if expenditure in any given financial
year will be more than a pre-set amount. (In other words, the Project Sponsor should
be given a stated maximum budget, which may be set out according to financial year.
The need for further approval of the Investment decision maker may also be
required:
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If a specified time elapses before the next stage of the project commences
If the estimated time for completion slips by a stated period of time
If the original economic assessment of the project changes
If significant change in content arises
When considering a change in the scope or direction of a project, the investment
decision maker must take account of the impact on the client organisation in terms of
time, cost, performance and risk before reaching a decision. When a decision is
made to change the scope or direction of a project, the project brief and the project
sponsor’s terms of appointment must be amended to reflect the change. All changes
must be transparent, properly reasoned and recorded.
Changes during construction are likely to have a disproportionately large cost and
time impact. They should therefore be avoided as far as possible and where this is
not possible, all of the consequences must be evaluated prior to making the change.
The project owner will be assisted by a project board to ensure that other
stakeholders are committed to the project. The board should not have any powers
which cut across the accountability and authority of the project owner. Project
boards should be advisory only, addressing strategic issues and major points of
difficulty. If a major issue cannot be resolved with the project owner, board members
should have recourse to the investment decision maker. The project owner must
form part of a clear reporting line from senior management to the project sponsor.
Make promptly or obtain those decisions necessary to ensure that the project
success criteria are attained. In particular, exert stringent, formal control over all
decisions involving material variations and changes in scope to the currently
approved project. Where such decisions affect project costs or content, ensure
adequate justification is provided, and approval obtained from the project owner, or
investment decision maker where the effect of such changes exceeds his or her
delegated authority. In the event that changes are approved, then ensure project
budgets and programmes are adjusted accordingly;
Approval to proceed to the next stage is given by the investment decision-maker
when he has considered, and acted upon, the various review reports.
The Investment Decision Makers must ensure that there is a clear understanding
amongst the project owner and project sponsor of budgetary limits or other variables
in the projects for which they are responsible. They should, as standard practice,
ensure that effective monitoring and reporting arrangements are in place, including
when it is appropriate for matters to be reported to them personally.
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5.1.2 Project Board
The Project Board will oversee the implementation of the project. The Board will:
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Approve the Project Execution Plan for the Project
Receive regular progress reports from the Project Manager
Consider any recommendations made by the Project Management Team
Approve and sign off the outputs from each stage of the Project
Approve the Full Business Case and other key deliverables
Manage change authorisation process
The Board will be chaired by the Director of Health Services and the membership will
comprise:
Project Board
Name
Title
Organisation
Mr J Ace (Chair)
Director of Health Services
NHS D & G
Mr K Warford
Vice Chairman
DGHB
Dr D Hall
Project Owner/Clinical
Director
NHS D & G
Mr I Boddy
General Manager, Mental
Health Services
NHS D & G
Ms K Lewis
Divisional Finance
Manager
NHS D & G
Mr S Howie
Project Manager
NHS D & G
AN Other
Patient Public Rep
Public Reference Group
P Nowell/J Muir
Commissioning Manager
NHS D & G/DGC
The Board will meet bi-monthly and the notes of its meetings will be available on
request. Regular updates will be provided to inform staff and the general public of
progress and developments.
A quorum shall consist of a minimum of five members.
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5.1.3 Project Owner
The Project Owner provides the interface between ownership and delivery, and is
responsible for defining the Project objectives and ensuring they are met within the
agreed time, cost and quality constraints. The Project Owner is also the link point for
all major stakeholders at a strategic level.
The Project Owner will chair the Project Management Team and will report to and be
accountable to the Project Board.
The Project Owner will be expected to remain with the project throughout its life and
shall be committed to encouraging good team working practices within the Trust’s
organisation and wherever possible within the other organisations involved with the
project.
The Project Owner shall attend project reviews with senior personnel from the other
parties involved in that stage of the project, at regular intervals, appropriate to the
stage and nature of the project, to consider major issues, identify achievements and
enable potential disputes to be resolved promptly. The project owner should lead the
review of the findings from post project evaluation.
Responsibilities
The Project Owner shall fulfil the role and perform the duties as set out in the SEHD’s
Construction Procurement Policy. The main responsibilities are:
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Oversee the preparation of the business case and budget for the project,
ensuring the proposals are realistic and meet the business needs and
objectives, that private sector options have been properly considered and
submitting them to the Investment Decision Maker for approval.
Establish an appropriate organisation structure and the necessary
communication processes.
Ensure that users and other stakeholders are involved in, and committed to
the project.
Appoint a Project Sponsor and provide the terms of reference, adequate staff
and financial resources, and any necessary support.
Ensure that a brief is developed which clearly reflects the project objectives
and is agreed by the users.
Establish a progress and reporting procedure, ensuring that any changes in
circumstances, particularly the exposure to risk, affecting the project are
evaluated and appropriate action taken.
Act as arbiter on any disputes which occur on the client’s side.
Approve any changes to the scope of the project, ensuring that any which
impact on time, costs or objectives are assessed and reported to the Project
Board as appropriate.
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Ensure that in-project reviews and post project completion reports are carried
out and considered by all stake-holders in the project.
Delegated Authority
The Project Owner shall have full delegated authority to manage changes to the
project within the budget and timescale set by the approved full business case. Any
changes which will exceed these limits must be submitted to the Dumfries and
Galloway NHS Board for approval.
5.1.4 Project Sponsor
Introduction
In accordance with the requirements of the SEHD’s Construction Procurement Policy,
the NHS Dumfries and Galloway is required to formally appoint a Project Sponsor for
the development of the project. The Project Sponsor will be accountable to the
Project Owner for the overall success of the project.
Responsibilities
The Project Sponsor will undertake the role of the Board’s representative, acting as a
single focal point for day to day management of the Board’s interest in the project.
The main responsibilities are:
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Agree a statement of need and project objectives with the project owner.
Co-ordinate and rationalise the requirements of all the end-users in developing
the project definition, design brief, owner objectives and success criteria for
the project.
Ensure a proper appraisal of the project. This will involve the commissioning
of option appraisals, analysis of outcomes, and choice of the best option to
ensure best value for money is obtained.
Secure the appropriate authority for expenditure. This will involve developing
the project with all necessary financial and other justification to that stage
where it can be confidently submitted for approval. In a timely manner
co-ordinate the necessary documentation and present for approval.
Undertake, with appropriate professional advice, the commissioning of those
professional services required to implement the chosen procurement route.
This will include obtaining tenders for professional design team services and
the appointment of the selected consultants. In conjunction with the project
manager ensure that these various groups are welded into a team motivated
to meeting the success criteria of the project. Ensure that the roles,
responsibilities and delegated financial (and other) authorities for each key
member of the project team are clearly defined.
In conjunction with the project manager, ensure compliance with all relevant
legislation and good practice, covering the procurement of supplies, services
and construction works. Ensure compliance with EU Directives, Health, Safety
and other relevant legislation.
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Project Execution Plan
With the assistance of the project manager prepare, and obtain approval from
the project owner for a detailed, on-going project execution plan for the
project.
Ensure the installation and operation of a communication and control system
to inform management decisions throughout the life of the project. Ensure
stringent costs, content and change control procedures are utilised during
project execution (particularly by the project manager). This includes
maintaining records for audit purposes, quality control, etc. If it becomes
apparent that the project budget will require to be increased then authority
should be obtained in good time.
Be aware of tools available to improve cost-effectiveness of projects, such as
risk assessment, in-project reviews, value engineering and life cycle costing
and sustainability issues, and ensure that these tools are applied by the
project manager.
Monitor carefully through progress reports and review pro-actively project
progress with the project manager, intervening as necessary through him
whenever the project is perceived to deviate from the established plans (such
as on cost, content, time and quality).
Make promptly or obtain those decisions necessary to ensure that the project
success criteria are attained. In particular, exert stringent, formal control over
all decisions involving material variations and changes in scope to the
currently approved project. Where such decisions affect project costs or
content, ensure adequate justification is provided, and approval obtained from
the project owner, or Trust Board where the effect of such changes exceeds
his or her delegated authority. In the event that changes are approved, then
ensure project budgets and programmes are adjusted accordingly.
Establish the limits of authority delegated to the project manager and Design
and ensure that effective change control and monitoring procedures put in
place to ensure adequate cost control is exercised.
Ensure that satisfactory arrangements are established for financing the project
to ensure that money is always available to meet timeously the demands of
the project. Ensure systems are in place to enable all monies to be paid on
due dates according to the terms of contract and compliance with the policy on
prompt payment.
Ensure that any technical and financial audits of the project are implemented
at the pre-planned strategic stages of project execution. Take any necessary
corrective action resultant upon the findings of such audits.
Plan the organisation and resources needed to execute both the pre-start up
testing and the commissioning of the completed project.
With the project manager, review the handover documentation and operating
instructions requirements of the project and ensure these are prepared and
delivered on schedule.
Ensure the production of a post project evaluation report analysing the
progress of the project, noting whether the project has satisfied user
requirements, highlighting any lessons to be learnt and any recommendations
for efficiency improvement of future projects of a similar nature.
In the light of experience with the project, draw to the attention of senior
management any weaknesses in policies, procedures and methods in respect
of capital projects.
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Define where they need modification to better permit utilisation of efficient
project execution techniques, justify these modifications to senior
management and, on approval, implement where appropriate.
5.1.5 Project Manager
The Project Manager is the Client’s professional agent in the management of the
project, with defined delegated authority to take decisions on his behalf. For the
duration of the project he or she should advise and report directly and solely to the
Project Sponsor. These functions can be carried out by a suitable firm specialising in
such services or by others with the necessary professional experience appointed
either in-house or externally.
Project Management carries with it a number of responsibilities. These include:
•
•
•
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Preparing the brief
Preparing a Project Execution Plan
Establishing with the Project Sponsor roles and responsibilities
Communication and change control
Settling claims
Evaluating performance
Project Manager Responsibilities
Preparing the brief for designers (using professional advice where appropriate).
Advising the Project Sponsor on the appointment of consultants and contractors
appropriate to the chosen procurement route.
Preparing a Project Execution Plan governing the project strategy and organisation.
Ensuring that variations and the scope of changes are adequately costed before
approving them, or submitting them to the Project Sponsor for approval.
Setting up, and operating throughout the life of the project, a communication and
control system to ensure sound and regular reporting. This should include periodic
review of risk assessment.
Settling claims on behalf of the Project Sponsor, seeking his or her approval.
With the Project Sponsor, evaluating the performance of the completed project.
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5.1.6 Project management Team
The Project Management Team will be chaired by the Project Owner and will
comprise the following membership:
Name
Dr D Hall (Chair)
Mr J Ace
Mr I Boddy
Mr S Howie
Mr I McIntyre
Mr Colin McGlynn
Role
Project Owner / Clinical
Director
Director of Health Services
Project Sponsor / General
Manager, Mental Health
Services
Project Manager
Nurse Manager
Service Accountant
Organisation
NHS D&G
NHS D&G
NHS D&G
NHS D&G
NHS D&G
NHS D&G
5.1.7 Project Planning Team
Introduction
Project planning teams have a crucial role to play in the development of the design
and implementation of a project. Normally, the project planning team is created at a
very early stage to oversee the preparation and development of the option appraisal,
schedule of accommodation and design brief for the project. However, on this
project, the work was carried out by the project group (including clinical and
managerial groups) who managed the process of the preparation and submission of
the outline business cases.
At the stage that this project has now reached, the project planning team’s input is
still of major importance so as to ensure that an optimum design solution is
developed.
The role and responsibilities of the project planning team are summarised below:
Role
The role of the project planning team is to provide the design team with the
necessary information to ensure that the project design is optimised within the
constraints set by the site and project cost limits.
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Responsibilities
The project planning team’s responsibilities are:
•
•
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•
•
•
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Prepare and agree a development control plan
Act as the interface between the individual users and the project design team
Ensure the timeous preparation of the operational policies, room data sheets
and other data required for the preparation of the design
Provide the project manager and the design team with the necessary
information to allow the project design to be developed and optimised.
Review the project design and agree changes prior to signing off the design
Provide feedback to the users on the design
Monitor the design to ensure that the project cost is not exceeded
Ensure the development of a detailed equipment list and monitor the cost of
the list against the equipment budget.
The remit of the team will be to:
•
•
•
•
•
•
•
Develop the overall vision, principles and best practice for the new services
Develop the models of care
Develop the detailed planning assumptions for the services to be provided;
Develop whole-hospital operational policies and policies for clinical and nonclinical support services
Assess the future workforce requirements for the new facility by skill type and
number based on the agreed models of care taking into account:
- Recruitment and retention issues
- National directives as well as professional agendas
- The need to provide a modern, highly skilled, flexible and motivated
workforce
- Agenda for change
- Best employment practice
- Labour market constraints
Develop a robust plan to support the ongoing education, training and
development of staff that continues to meet the needs of changing service
models
Develop the organisational development strategy for the new facility
5.1.8 Project Design Team
The remit of the Project Design Team will be to:
•
Identify the estates implications of the models of care and capacity
requirements developed by the workforce and clinical services plan
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•
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Ensure that appropriate design development is undertaken to meet the
requirements of the National Procurement process
Ensure the appropriate involvement of clinicians, other staff, service
users/carers and the public in the development of the design of the new
facilities
Coordinate the estates input into the project
Prepare applications for planning permission in consultation with local
planning authorities
Develop capital cost estimates for all of the identified options
Manage the procurement of a Principle Supply Chain Partner and the
subsequent negotiations leading up to agreement of the guaranteed maximum
price
Oversee the construction and commissioning phases of the project
The Project Design Team lead will be Stephen Howie, Project Manager and Principal
Supply Chain Partner (PSCP) Project Manager.
5.1.9 Engagement & Communications
The remit of this role will be to:
•
•
•
•
•
•
Identify early and ongoing opportunities for the involvement for staff, patients
and the public in the design and planning of the new services and the new
facility
Develop a consistent and strategic approach to communication and
involvement with the wider community
Encourage a sense of public ownership and pride in the new facility
Ensure that staff and the public are kept informed about progress on each of
the key strands of work;
Develop information to enable service users to know where and how to access
the services they need
Provide information to staff to enable them to prepare for the changes the
project will have on their working practices
The work will be lead by the Communications Manger.
5.1.10 Legal Advice
Legal advice will be provided as required by the Common Services Agency’s Central
Legal Office (CLO). CLO’s lead will be Mr David Barbour.
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5.1.11 Business and Project Management
There is a requirement to appoint an individual to lead the preparation of the full
business case, and be a resource for the project to call upon for a range of
associated tasks such as non technical project management and document
production and management.
5.2 Other Roles
5.2.1 Design Champion
Stephen Howie and Jeff Ace are designated Design Champions for the Board and for
the project. The Design Champions will be responsible for ensuring that the project
delivers a high quality product that meets the needs of patients, staff and local people
as its primary objective. The Design Champions will be directly involved in the
production of briefing information on design quality, involved throughout the design
development process and be a part of the design evaluation teams.
6. Timetable
6.1 Milestones
The programme for the Project will be attached as Appendix 2 once agreed with
Principle Supply Chain Partner. It will contain the following key milestones:
Project Plan – Key Milestones
Milestone
Appointment of Principle Supply
Chain Partner
Land Acquisition
Addendum approved
Planning submitted
Sign Off Design
Agree Guaranteed Maximum Price
FBC approved
Authorise construction
Complete construction
Commission new facility
Completion By
Jan 09
June 2009
Aug 2009
June 2009
Aug 2009
Dec 2009
Dec 2009
Jan 2010
Jan 2012
Spring 2012
7. Project Budget
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The estimated budget requirement for the Project is detailed in the OBC. The Capital
Cost Analysis is attached as Appendix 3.
8. Issues Management
The management process for dealing with issues and concerns identified during the
execution of the Project is illustrated below. The Project Team will undertake an
initial assessment of the nature and impact of the issue, drawing on appropriate
technical support as necessary.
Process for Managing Issues
Where the matter does not involve a change in Project cost, is not at variance to the
clinical service models and strategies and is supported by service providers, the
Project Team will have authority to approve and implement any necessary changes.
Issues that are outside the scope or authority of the Project Team will be referred to
the Project Board.
8.1 Change Control Post Target Price agreement stage of the project, the established design parameters
will not be changed without prior consent of the client being granted, via the Project
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Manager.
A change control form shall be submitted to the Project Manager with information
provided pertaining to the extent of the change to the design, the reason for the
proposal and the likely effect of the change on the Cost Plan and Project
Programme. The Change Control Order Form may be submitted to the Project
Sponsor for approval at the discretion of the Project Manager. Where the change is
authorised, the Project Manager will issue an instruction to the Contractor and copy it
to all other relevant parties. The Cost Report and Progress Report are to reflect the
impact of such instructions both issued and pending.
The Change Control Order does not constitute an agreement to vary the contract
sum unless specifically stated.
9 Communications and Stakeholder Engagement
9.1 Communications
A Communications Matrix will be established, detailing the contact details for all
members of the Project Board, Project Team, Planning Team, Subgroups and
Advisory Team.
The Project Team will provide advice and support on all communications relating to
the Project, and will act as the Project’s interface with the media. The specific inputs
into the Project include:
•
•
•
•
•
Communications link to the Partner Organisations’ communications systems
Internal Trust communication links
Advise on external communications support
Link to other external communications, including NHS publications
Identification of communications opportunities that can be used to keep the
local population informed and up-to-date
9.2 Public/User/Carer Engagement
National directives set out a vision of an NHS in which patients and the public are
able to have more influence over health care which is provided locally for them.
Patient and Public Involvement (PPI) provides patients, their carers and the public
with increasing opportunities to become involved in healthcare decisions.
The Health Board has a legal duty to involve and consult patients and the public on
the planning of service provision, the development of proposals for change and
decisions about how services operate.
A Patient and Public Involvement Strategy was developed by the Programme Board
at the OBC stage. It is intended to build on this to ensure continued PPI.
9.3 Gateway Reviews
The Project will be subject to OGC Gateway reviews as required by the DoH and in
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accordance with the prescribed OGC process. Project Board and Project Team
members will co-operate fully with the review process.
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10. Assumptions, Constraints, Risks
10.1 Assumptions
The project is proceeding on the basis of the following assumptions:
•
•
The availability of NHS capital funding for the project
The use of Framework Scotland as the procurement route
10.2 Constraints
The key constraints within which the Project must proceed are considered to be as
follows:
•
•
•
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The level of capital funding made available by the NHS Dumfries and
Galloway
The affordability envelope set by NHS Dumfries and Galloway
The Midpark Field site
Planning requirements
10.3 Risks
The key risks to the success of the programme are considered to be in the following
areas:
•
•
•
•
•
•
Project resources – loss of key staff, advisors, or insufficient project funding
to complete the project
Procurement process – Delay in finalising the Framework Scotland structure;
process fails to deliver an acceptable bid or scheme
Stakeholders – change in stakeholder positions and staff; objections to
scheme; failure to obtain approvals
Financial – affordability of the project to the Board
Organisational Change – organisational instability could slow decisionmaking or delivery or result in poor decisions being made
Local support – failure to engage fully with the local stakeholders
A Risk Register (Appendix 4) will be maintained for all of those risks identified for
this phase of the Project, using qualitative and quantitative measures to calculate the
overall level of risk according to their impact and probability. The register will record:
•
•
•
•
A description of the risk and the scope of its potential impact
The probability of the risk occurring (with a score of between 1-5, 1 being the
highest, 5 the lowest)
The level of impact (with a score of between 1-5 as above)
Risk management arrangements to minimise the probability and/or impact
Those risks which are considered to be both High Probability and High Impact will be
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considered in depth by the Project Team and risk containment plans prepared. The
Risk Register will be formally reviewed and updated on a quarterly basis by the
Project Team and will be reported to the Project Board. The Project Manager will
monitor and update the register on a monthly basis.
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