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GREATER MANCHESTER HEALTH AND SOCIAL CARE
STRATEGIC PARTNERSHIP BOARD
Date: 25 November 2016
Subject: Transformation Theme 4 Governance Arrangements
Report of: Steve Wilson, Executive Lead for Finance and Investment
PURPOSE OF REPORT:
The purpose of the attached report is to describe the proposed governance structure for
Transformation Theme 4: Standardising Clinical Support and Corporate Functions and to
provide a governance framework that will be applied to the projects that constitute the
Theme.
RECOMMENDATIONS:
The Strategic Partnership Board is asked to:
Approve the Transformation Theme 4 Governance Structure
CONTACT OFFICERS:
Steve Wilson
Sally Parkinson
Jeff Niel
9
Transformation Theme 4 Standardising Clinical Support and
Corporate Functions
Theme 4 Governance Structure
Programme Name: Standardising Clinical Support and Corporate Functions
Document Author Jeff Niel
Key Roles
Programme SRO Steve Wilson
Assistant Director Sally Parkinson
Programme Manager Jeff Niel
Approvals Each revision must be approved by the following stakeholders:
Programme SRO
Theme 4 Programme Board
Revision History
Revision
Date Version Changes
10 Jun 16 V0.4 Following internal review
23 Jun 16 V0.5 Clarification around responsibilities of Programme SRO
and Programme Board
27 Jun 16 V0.6
Inclusion of Claire Yarwood comments regarding
membership of project boards and communication from
programme board to AGG and Providers Federation
21 Jul 16 V0.7 Modification of wording around Hospital Pharmacy
project objectives in Governance diagram in Appendix 1
1 Nov 16 V0.8 Steve Wilson replacing Sarah Senior as SRO; reflecting
changes to GMHSCP governance structure
Transformation Theme 4
Standardising Clinical Support and Corporate Functions
Programme Governance
1. Purpose
This paper sets out the high level governance that is required to support the delivery of
Transformation Theme 4.
As well as describing the governance arrangements for Theme 4, it provides a framework for
the governance of the following five projects of work that currently constitute the theme,
which can also be replicated for future projects:
Corporate Functions (previously referred to as non-clinical support or back office
services)
Pathology
Procurement
Hospital Pharmacy
Radiology
It makes no reference to the development of Care Co-ordination Centres, as following work
undertaken to establish interdependencies and connectively across Transformation Themes
the work required around this work stream will form part of Transformation Theme 2, and be
aligned with the development of Locality Care Organisations
2. Senior Responsible Owner
The role of the Senior Responsible Owner (SRO) for Transformation Theme 4 is held by the
GMHSCP Executive Lead for Finance and Investment.
The SRO is ultimately responsible for Transformation Theme 4 programme successfully
achieving its objectives and delivering the identified benefits.
After taking advice and guidance from the Programme Board, and from other boards,
groups, technical experts and teams as appropriate, it is the responsibility of the SRO to
ensure that key decisions are made in a timely manner.
The SROs specific responsibilities include:
approve the Programme Definition Document (PDD)
being accountable for the management of any Transformation Fund money allocated
to the Theme and for achievement of the associated milestones
authorising the project business cases and approve the benefits that will be delivered
through the projects
acting as the driver for the Theme
managing communication about the Theme to the Transformation Portfolio Board,
Provider Federation Board, AGG and GMCA
reporting progress to the Partnership Senior Management Team and other bodies,
boards and management teams as required
ensuring that risks and issues are appropriately managed at Theme level and on
individual projects as defined in the Programme Definition Document and all of the
Project Initiation Documents
3. Transformation Theme 4 Programme Board
The Programme Board works with the SRO in owning, leading and championing the
programme and effective leadership by the Programme Board is critical to the Theme’s
success. Board members will use their specialised skills and knowledge to provide advice
and guidance to the rest of the Board and to the SRO whenever appropriate. Board
members will jointly own and support decisions made by the Board.
Specifically the Programme Board will:
Have the authority, seniority, knowledge and credibility to make recommendations to
the SRO regarding the direction of the Theme
Understand and agree to the Theme vision and communicate this to all stakeholders
Ensure there is alignment across the Theme 4 projects (where appropriate), and to
be responsible for alignment against other Transformation Themes, Enablers and
Cross-Cutting programmes (and any work streams that sit outside the broader
Devolution Programme)
Where the Board member is a representative of a group such as the Providers
Federation, AGG, GMCA or any pan GM network, the Board member will report back
on progress of the Theme to the group they represent and ensure the views of the
group are reported back to the Programme Board
Be responsible for any Transformation funds received by the Theme (and/or its
constituent projects), and the achievement of investment deliverables
Receive monthly Highlight Reports from the Programme Manager and provide
direction, guidance and resources to assist future progress to plan.
Motivate the programme team and keep the stakeholders engaged, committed and
supportive to the programme.
Be responsible for overall programme deliverables by holding the individual Project
SROs to account for their project deliverables
Consider progress, risks and issues at a strategic level as well as progress towards
benefit realisation.
Ensure that any key issues are addressed before authorising continuation of the
programme.
Identify risks and add them to the Theme risk log.
Own strategic risks identified at Theme or project level, monitor the risk and advise
the Programme Manager of any change in status, taking any action where
appropriate.
Approve any recommended changes to the projects
Provide overall guidance and direction to the programme.
Review and contribute to the production of the Programme Definition Document
(PDD), Programme Plan and the project business cases.
Be responsible for the overall scope (including broadening and contraction) of the
Programme.
Inform the Programme Manager of any changes required to be made to the projects
due to changes in strategic direction
As a minimum the Board will be comprised of:
Transformation Theme 4 SRO
Project SRO for each constituent project
Transformation Theme 4 PMO team
NHS Provider Chief Executive representative (to be nominated by the Provider
Federation)
CCG Chief Accountable Officer representative (to be nominated by the AGG)
GMCA representative
Local Authority representative
NHS Provider Director of Strategy (to be nominated by the Director of Strategy
network)
The Programme Board will be responsible to the Portfolio Transformation Board and also
have reporting links into:
Provider Federation
AGG
GMCA
Finance Executive Group
4. Future Project Identification Group
Theme 4 forms part of a five year Transformation programme and during that time some of
the core projects may reach closedown and other new projects may need to be
commissioned. We therefore require a mechanism to create a pipeline of additional projects
that can be added to our portfolio as required.
The Future Project Identification Group will have responsibility for providing advice as to how
the scope of the programme can be broadened beyond those core projects identified in
section 1.
This group will formally report to the Programme Board on at least a quarterly basis on
whether it has identified any additional projects which could be commissioned that contribute
towards the Theme’s vision.
It should be expected that some of the quarterly reports will not contain any potential new
projects. The Group should not be required to wait for the next quarterly report to raise new
ideas if a more rapid evaluation by the Programme Board is deemed appropriate.
Initial membership of the group will be the Transformation Theme 4 PMO team, although
additional members may be added to the group in future as required.
Project identification will be performed by:
Regularly review for any emerging ideas from elsewhere in the UK and abroad that
may be applicable to Greater Manchester
Collating ideas generated from within the Greater Manchester Health and Social
Care economy
5. Programme Manager
The Programme Manager is responsible to the SRO for managing the delivery of the
programme.
Specifically the Programme Manager will:
Produce the Programme Definition Document (PDD)
Provide day-to-day management of the programme
Plan and design the programme
Monitor and report progress against plan
Manage the Theme’s Risks and Issues logs on a day to day basis
Coordinate the projects and their interdependencies
Coordinate interdependencies with other Themes, Enablers and Cross-Cutting
programmes
Manage intra programme communications
Ensure that the project delivery is meeting the programme requirements
Initiate any extra activities where gaps in the programme are identified or if any
issues arise
Report progress of the Theme to the Programme Board and SRO, including by
producing the monthly highlight report
Provide technical project management support to the projects as required
6. Project Governance
Each of the initial five projects will create their own governance structures, as will any future
projects that are launched as part of Transformation Theme 4. The governance structures
will be tailored to reflect the various requirements of each project and of the work streams
that form part of them.
Support will be provided by the Transformation Theme 4 PMO team to those projects that
require assistance to develop a coherent governance structure.
6.1 Pathology, Procurement, Hospital Pharmacy, and Radiology
The composition of the Project Board should reflect the input required to enable it to deliver
its agreed objectives. The roles set out below are not intended to be a prescriptive list, and it
is likely the Project Board’s membership for these four projects will develop as the project
and workstreams become more progressed. Project Board membership may include:
Provider Director of Finance (to act as project SRO)*
Provider Director of Strategy*
CCG Chief Financial Officer
Lead HROD representative
Clinical input
IMT/Information Governance input
PMO support including Project Manager*
Work stream leads
* These roles are required to be present on the Board
Whilst the composition of the Project Boards will not be mandated, the Programme Board
will require an appropriate level of assurance that the composition of each Project Board is
constructed in a way that enables the delivery of the project’s objectives and the realisation
of its benefits.
Before being finalised, the proposed Project Board membership should be reported to the
Provider Federation Board and the AGG Board to agree what representation they require on
the Project Board.
Each project has been assigned a lead Director of Finance and a lead Director of Strategy.
The Director of Finance will be responsible to:
Determine if an HROD lead is required and ensure one is aligned to the project
Identify appropriate IMT / Information Governance input to the project if it is required
Identify appropriate Clinical input to the project if it is required
Obtain appropriate Project Manager and project support resource
The Theme 4 PMO team will provide assistance to identify the appropriate resources if
required.
The governance arrangements will be kept under review as project deliverables become
clearer.
6.2 Corporate Functions
The governance to support delivery of this project will include local authority, CCG, and NHS
Provider representation due to the significant opportunities for collaboration that exist at
multiple spatial levels across GM. Therefore it will be different to that developed to support
Radiology, Pathology, Hospital Pharmacy, and Procurement.
An interim project board will be established to take the project through the initial steps of:
Baseline data collection
Baseline data analysis
Identification of options for collaboration
Due to the complexity and potential scope of this project it is anticipated that there will be a
requirement for a large supporting infrastructure of multiple work streams feeding into the
Project Board. Once the necessary workstreams have been identified based on the options
for collaboration, the composition of the Project Board will be reviewed to ensure the
workstreams, sectors and localities are adequately represented.
The interim Project Board will consist of:
NHS Providers
Lead Director of Finance (Ian Moston, SRFT) who will act as project SRO
Provider Director of Strategy (Fiona Noden, The Christie)
HROD leads (Amanda Bromley, Tameside Hospital NHS FT and Andrew Jones, UHSM
FT)
Clinical Commissioning Groups
CCG Managing Director (Denis Gizzi, Oldham CCG)
CCG Chief Financial Officer / GM Shared Service Managing Director (Julie Daines,
Oldham CCG and GM Shared Service)
HROD lead (Andrea Anderson, GM Shared Services)
Local Authorities
GMCA Representative (Andrew Lightfoot and Rachel Pykett)
Local Authority Treasurer (Paul McKevitt, Wigan Council)
Local Authority Strategy representative (John Morrissy, Bolton Council)
GMHSCP
GMHSC Executive Lead for Finance and Investment (Steve Wilson)
Associate Chief Finance Officer (Sally Parkinson)
Theme 4 Programme Manager – to initially act as Project Manager (Jeff Niel)
GMHSC Strategic Workforce Lead (Yvonne Rogers)
Legal Services representative (as required)
6.3 Summary Roles and Responsibilities
Outlined below are the key roles along with their high level responsibilities that will be
required to ensure that the project governance works effectively. This is not an exhaustive
list; roles can be shared, and individuals can occupy multiple roles.
Whilst beneficial to have clearly defined roles and responsibilities (as defined below), of
equal importance is the Programme and Projects being constructed in a way that provides
an appropriate level of assurance that the key functions (regardless of form) are covered.
a. Project SRO
Each project will need a Project SRO who will be responsible for the delivery of the project.
They will form part of the Programme Board and be responsible for their own Project Board.
The Project SRO is ultimately responsible for the project, supported by the Project Board.
Their role is to ensure the project is focused throughout its life cycle on achieving its
objectives and delivering products that will contribute to the achievement of benefits.
Specifically the Project SRO will:
Be responsible for ensuring that the project is set up and managed effectively.
Approve the Project Initiation Document (PID)
Be responsible for ensuring that project deliverables are achieved to timescale and to
cost
Be accountable for the management of any Transformation Fund money allocated to
the project and for achievement of the associated milestones
Make key decisions required to ensure the project achieves its objectives in a timely
manner
Ensure that there is a coherent project organisation structure.
Ensure that the project business case continues to be sound as external and internal
influences; drivers and barriers change during the life of the programme.
Monitor and control the progress of the project at a strategic level.
Ensure that any proposed changes are agreed.
Ensure risks are being tracked and mitigated as effectively as possible.
Communicate performance and any relevant issues to appropriate organisations and
stakeholders.
Inform the Project Manager of any changes required to be made to the project due to
changes in strategic direction
Ensure key decisions are identified and taken
b. Project Board
The Project Board is responsible to the Programme Board for the overall direction and
management of the project. It has the following responsibilities:
Support the Project SRO to ensure that the project deliverables are achieved to
timescale and to cost
Contribute to the production of the Project Initiation Document (PID)
Commit necessary project resources for the project
Be responsible for any Transformation funds received by the project, and the
achievement of deliverables
Provide overall guidance and direction to the project, ensuring it remains within any
specified constraints
Ensure that proposed solutions will meet the requirements of their users
Ensure that the delivered solutions meet the necessary quality standards
Review and approve the Project Plan
Identify risks and issues that may impact on the project achieving its objectives and
add them to the project risk and issues log
Ownership of project risks, responsible for monitoring the risk and advising the Project
Manager of any change in status, and taking any action where appropriate
Approve any recommended changes to the project
Where the Board member is a representative of a group such as the Providers
Federation, AGG, GMCA or any pan GM network, the Board member will report back
on progress of the project to the group they represent and ensure the views of the
group are reported back to the Project Board
c. Project Manager
Project Managers will need to be identified for each project; they will be accountable to the
Project SRO and Project Board.
The Project Manager has the authority to run the project on a day to day basis on behalf of
the Project SRO and Project Board. The prime responsibility is to ensure that the project
produces a result capable of achieving defined benefits as detailed in the Business Case.
Specific responsibilities are to:
Produce the Project Initiation Document (PID)
Manage the production of the required deliverables
Prepare project plans and agree them with the Project Board, monitor the
implementation of the plan and report on progress
Manage risks and issues affecting the project, including the development of
contingency plans
Escalate issues to the Project SRO or Board
Escalate unresolved issues to the Programme Manager
Prepare and report to the Project Board and programme management through
Highlight Reports and other ad-hoc reports as required
Ensure that red rated project risks are added to the programme risk log and report on
them to the Programme Manager
Direct and motivate the project team
Liaise with programme management or related projects to ensure that work is neither
overlooked or duplicated
Be responsible for progress, resource usage and initiate corrective action as
necessary
Be responsible for change control
Maintain oversight of any workstreams that are established
Liaise with any suppliers or contractors
Prepare the project Closedown Report ensuring all required follow-on actions are
detailed and agreed
d. Workstream Lead
Due to the complexity of the projects, it is anticipated that workstream leads will be identified
to support delivery of workstreams that form part of projects. Responsibilities are:
Prepare plans for the workstream and agree these with the Project Manager
Manage the workstream team
Deliver the identified and agreed deliverables and products
Highlight and progress reporting and monitoring as required by the Project Board and
Project Manager
Complete any project documentation required by the Project Board and Project
Manager
Risk and issues management (identification and mitigation) at work stream level
Advise the Project Manager of any deviations from plan, recommend corrective action
and help prepare any appropriate Exception Plans
7. Transformation Theme 4 PMO Team
To be defined and agreed depending on the requirement identified across the programme.
8. Risks and Issues
It is the responsibility of everyone involved with the Theme, the Programme Board or the
individual projects to identify any risks (including opportunities) or issues and to report them
in writing to the relevant Programme Manager or Project Manager
9. Reporting
The Programme Board will define a minimum set of reporting requirements from the projects
covering PIDs, highlight reporting, risk and issue management and management of any
transformation funding received.
The reporting requirements will be kept under review and may be adjusted in response to
any developing requirements of the Transformation Portfolio Board.
Appendix 1: Governance Transformation Theme 4
Cross cutting risks, issues, benefits, dependencies, opportunity identification, learning and sharing
Projects to be delivered in line with the recommendations set out in Lord Carter’s ‘Review of Operational Productivity in Hospitals’
Supporting enablers
Provision of HROD advice and services to support delivery
Organisational development and training for staff of re-configured services
Workforce
Provision of systems to support reconfigured services and the digitisation drive of the Lord Carter review
Provision of advice and services to support the estates requirements of any reconfigured services
Support to design and deliver a communications plan for all identified stakeholders.
Finance support to quantify the potential savings opportunities, manage project budgets and to track financial benefits.
Provision of Legal advice as required to individual Projects and to the Programme Board
IMT Estates Communications Finance Legal
Finance Executive Group
Theme 4 Programme Board
Steve Wilson (Theme 4 SRO), Provider CEx, CCG CEx, GMCA Rep, Provider Director of Strategy, Sally Parkinson, Ian Moston,
Simon Worthington, Feroz Patel, Joanne Fitzpatrick, Jeff Niel
Theme 4 Programme Manager (Jeff Niel)
Future Project Identification
Sally Parkinson, Jeff Niel
Provider Federation
AGG
GMCA
Strategic Partnership Board Executive
Strategic Partnership Board
Transformation Portfolio
Board
Projects
To identify further opportunities to share services within the
public sector of Greater Manchester, and to then
implement appropriate forms of collaboration.
1. Corporate Functions
Project SRO: Ian Moston
Project Manager: tbc
Project Manager:
2. Pathology
Review pathology to identify the maximum potential savings
from collaboration across Greater Manchester and to
then implement the changes identified
Project SRO: Simon Worthington
Project Manager: John Hampson
P
P
P
Project Manager: John Hampson
3. Procurement
Build on work initiated by North West Procurement
Development Team (NWPD) and undertake review of the procurement opportunities across Greater Manchester
Acute Providers to centralise procurement, initially in several
clusters.
Project SRO: Feroz Patel
Project Manager: tbc
5. Radiology
To identify service quality and savings opportunities through
hospital pharmacy collaboration and joint procurement and to then implement the identified
changes
Project SRO: Joanne Fitzpatrick
Project Manager: Gareth Adams
Project Manager:
V0.6 – 27 Oct 16
4. Hospital Pharmacy
Review radiology to identify the maximum potential savings from collaboration across
Greater Manchester and to then implement the changes
identified
Project SRO: Simon Worthington
Project Manager: John Hampson
P
P
P
Project Manager: John Hampson
