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Mental Health Redevelopment Project Execution Plan Mental Health Redevelopment Project Execution Plan Record of amendments/revisions Revision One Two Three Four Five Six Seven Eight Nine Ten Date Page 24 Oct 08 23 Description Key Milestones Dumfries and Galloway Health Board 1 Mental Health Redevelopment 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 1 2 3 4 Schedule of Accommodation Programme Capital Cost Analysis Risk Register Dumfries and Galloway Health Board To follow To follow To follow 2 Mental Health Redevelopment Project Execution Plan 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: • • • • • • • • 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: • • • 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. Dumfries and Galloway Health Board 3 Mental Health Redevelopment Project Execution Plan 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: • • • • 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). Dumfries and Galloway Health Board 4 Mental Health Redevelopment Project Execution Plan 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 • 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. • 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. Dumfries and Galloway Health Board 5 Mental Health Redevelopment Project Execution Plan 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 • • • 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 • Continue with our programme to modernise specialist in-patient and community-based services, supporting people at home wherever possible. • Continue to work with primary care and other front-line services to provide a comprehensive mental health service. • 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. • Provide six more specialist residential places in care homes in Annandale and Eskdale and in the Stewartry. Dumfries and Galloway Health Board 6 Mental Health Redevelopment Project Execution Plan 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: • • • • • • • • • 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 Dumfries and Galloway Health Board 7 Mental Health Redevelopment Project Execution Plan 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 • 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 • • • • • • • • • • • External environment and outdoor space • • • • • • • • 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 Dumfries and Galloway Health Board 8 Mental Health Redevelopment • Project Execution Plan Movement in and around a building or site • • • • • Impact and relationship of a building to and on the local community • • • • • • • • Inclusion of staff, patients and users within the design development process Supporting infrastructure and access to the building or site • • • • • • • • • • • • • • 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 Dumfries and Galloway Health Board 9 Mental Health Redevelopment Project Execution Plan 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. • • • • • • • • • • • • • • • • • • • • 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 Dumfries and Galloway Health Board 10 Mental Health Redevelopment Project Execution Plan 4.2 Objectives The key objectives of the project are: • • • • 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 Dumfries and Galloway Health Board 11 Mental Health Redevelopment Project Execution Plan 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 Dumfries and Galloway Health Board 12 Mental Health Redevelopment Project Execution Plan 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. Dumfries and Galloway Health Board 13 Mental Health Redevelopment Project Execution Plan 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: • • • • 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. Dumfries and Galloway Health Board 14 Mental Health Redevelopment Project Execution Plan 5.1.2 Project Board The Project Board will oversee the implementation of the project. The Board will: • • • • • • 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. Dumfries and Galloway Health Board 15 Mental Health Redevelopment Project Execution Plan 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: • • • • • • • • 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. Dumfries and Galloway Health Board 16 Mental Health Redevelopment • Project Execution Plan 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: • • • • • 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. Dumfries and Galloway Health Board 17 Mental Health Redevelopment • • • • • • • • • • • • 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. Dumfries and Galloway Health Board 18 Mental Health Redevelopment • Project Execution Plan 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: • • • • • • 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. Dumfries and Galloway Health Board 19 Mental Health Redevelopment Project Execution Plan 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. Dumfries and Galloway Health Board 20 Mental Health Redevelopment Project Execution Plan Responsibilities The project planning team’s responsibilities are: • • • • • • • • 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 Dumfries and Galloway Health Board 21 Mental Health Redevelopment • • • • • • • Project Execution Plan 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. Dumfries and Galloway Health Board 22 Mental Health Redevelopment Project Execution Plan 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 Dumfries and Galloway Health Board 23 Mental Health Redevelopment Project Execution Plan 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 Dumfries and Galloway Health Board 24 Mental Health Redevelopment Project Execution Plan 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 Dumfries and Galloway Health Board 25 Mental Health Redevelopment Project Execution Plan accordance with the prescribed OGC process. Project Board and Project Team members will co-operate fully with the review process. Dumfries and Galloway Health Board 26 Mental Health Redevelopment Project Execution Plan 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: • • • • 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 Dumfries and Galloway Health Board 27 Mental Health Redevelopment Project Execution Plan 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. Dumfries and Galloway Health Board 28