Appendix 1 - Project management - CONTENTS

By Sean Hayes,2014-05-19 06:04
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The internal project management arrangements comprise the Redevelopment Project Board, the Project Delivery Group and five working groups.


    Project management arrangements (revised)


    This document sets out proposed revisions to the project management structure for the

    Broadmoor redevelopment project. This paper has been developed in response to issues

    raised by key stakeholders regarding the previous project structure. Specifically it:

    ? Simplifies the project management arrangements to reduce the number of standing

    project groups.

    ? Clarifies the role and key responsibilities of each group.

    ? Confirms the organisational structure of the Redevelopment Project Team.

    ? Sets out the high level project plan for the development of the Outline Business Case


     Project management structure

    The overall project structure is set out overleaf.

    Department of




    Oversight Group


    BoardTrust BoardCommissioning



    Project Board

Local Authority

    Project Delivery



    Design Communications/Workforceand Service ModelFinanceinvolvementPlanningEstates




     Internal project management arrangements The internal project management arrangements comprise the Redevelopment Project

    Board, the Project Delivery Group and five working groups. In addition a small number of

    short life 'task and finish' sub groups may also to established throughout the course of the

    project to tackle specific issues. The role and responsibilities of each group is set out


     Redevelopment Project Board

    The role of the Redevelopment Project Board is to ensure that the project achieves the

    redevelopment of Broadmoor Hospital. The group will act as the formal project board,

    accountable to WLMH Trust Board for the progress of the project.

    Key responsibilities include:

    ? Ensuring that the redevelopment project progresses satisfactorily and in line with the

    overall timescale for the project agreed with key stakeholders. ? Providing advice and guidance to the Project Delivery Group on the strategic

    direction of the project.

    ? 'Signing off' key outputs from the Project Delivery Group. ? Raising concerns with the Chief Executive / Executive Directors if issues cannot be

    resolved within the project structure.

    It is anticipated that the Project Board will meet every six weeks.

     Project Delivery Group

    The Project Delivery Group will drive the project forward and ensure that the work required

    to develop the scheme and complete the OBC is undertaken.

    Key responsibilities include:

    ? Managing and co-ordinating the work of the project. ? Reviewing and quality assuring key outputs from individual working groups. ? Providing advice and guidance to the individual working groups and project team


    ? Monitoring progress against plan and ensuring that key milestones are delivered.

     Working Groups

    The following clinical working groups will be established to undertake significant elements

    of work regarding the development of the scheme and the OBC. A further document setting

    out clear Terms of Reference, an initial list of outputs and proposed membership will be

    produced once this revised structure has been finalised.


     Clinical service model

    This group will focus on developing the clinical service model for the new high secure

    service and providing clinical input to the project.

    Key responsibilities include:

    ? Understanding the clinical case for change.

    ? Developing the clinical vision for the new service.

    ? Refining and documenting the clinical service model to reflect relevant national and

    international best practice.

    ? Working with the design team/ PSCP to provide a clinical perspective on the

    functional content and schedules of accommodation.

     Design and estates

    This group will co-ordinate / undertake all the estate and design work, in conjunction with

    the PSCP for the redevelopment.

    Key responsibilities include:

    ? Developing the estates redevelopment strategy for the Broadmoor site. ? Developing the design vision, incorporating best practice, for the new development. ? Reviewing the potential for maximising site disposals through property deals to part

    fund the capital costs of development.

    ? Refining the site development options to support the benefits appraisal. ? Working with the PSCP on all shortlisted options to develop:

    ? Functional content, including all security considerations.

    ? Schedules of accommodation.

    ? Capital and lifecycle costs.

    ? Detailed drawings and OB forms. ? Assessing the timing and phasing implications of the preferred option. ? Liaising with local councils on all planning related issues.


    This group will undertake the financial analysis required for the OBC and advice on the

    affordability of the scheme.

    Key responsibilities include:


    ? Confirming the affordability envelope of the scheme with key commissioners. ? Reviewing the potential to attract a PFI funded scheme.

    ? Establishing the revenue baseline (05/06) for the financial appraisal. ? Developing the financial model.

    ? Reviewing opportunities for efficiency gains.

    ? Undertaking the financial appraisal, including economic appraisal. ? Agreeing the affordability position with commissioners.

     Workforce planning

    This group will undertake the workforce planning and costing associated with the

    development of the new service.

    Key responsibilities include:

    ? Clarifying the main workforce issues to be addressed.

    ? Establishing the baseline workforce profile (05/06).

    ? Understanding the workforce implications for the new service model.

    ? Identifying the workforce profile for the new service model in conjunction with

    the clinical service model group. ? Costing and documenting the new workforce profile.

     Communications and involvement

    This group will oversee communications with key internal and external stakeholders

    regarding the progress of the project.

    Key responsibilities include:

    ? Undertaking a stakeholder analysis to identify key stakeholder requirements. ? Developing a Communications Strategy for the project which covers:

    ? Broadmoor patients and their carers.

    ? Staff at Broadmoor.

    ? Staff within the Trust.

    ? Key external stakeholders (National Oversight Group, Broadmoor Cluster

    Group, Bracknell Forest Scrutiny and Oversight Committee, NW London Health


    ? Raising awareness with other external stakeholders, the wider NHS and

    general public.


? Establishing an implementation plan, setting up supporting processes and monitoring


     Project team structure

    The Broadmoor Redevelopment project will be supported by a dedicated team of staff,

    based at Broadmoor Hospital. The organisational structure is shown below:

    Chief Executive

    Programme Secretarial


    Project ManagerProject Manager Communications Design & PSCPFinance LeadServiceLeadConstruction

    CapitalLead DoctorLead NurseInvestment Team

     Working with external stakeholders

    Robust arrangements are being established within the project structure to ensure clear and

    transparent communications with key stakeholders throughout the project. These are

    described below:


     Stakeholder Board

    The Stakeholder Board will provide a forum for key external stakeholders to review and influence the strategic direction of the project. This will provide an opportunity for two-way discussion about all aspects of the project, including significant outputs such as the proposed clinical service model, redevelopment options and appraisal assessments. It is anticipated that this group will meet quarterly.

     Commissioning Group This group will bring together key commissioners from the Broadmoor Cluster Groups for London and the South, and High Secure services. It will be responsible for developing and overseeing a robust commissioning structure within the financial envelope of the scheme and liaising with their stakeholders to sign off the resulting OBC. The group will be chaired by Alison Armstrong, the High Secure Commissioner for London and the South. Full Terms of Reference are available separately from the Chair.

     Patient User Group The Patient User Group will be involved in the Broadmoor Redevelopment project. In particular it is anticipated that patients will provide valuable input into the development of the new service model, the design of the new facilities and the proposed functional content. It is envisaged that these topics will be addressed through the regular programme of meetings.

     Carers Forum Similarly the Carers Forum will be involved in the plans for the new service. It is envisaged that these topics will be addressed through the regular programme of meetings.

     High level project plan The following attachment sets out the high level project plan and key tasks for the development of the OBC. At present it shows that the OBC will be submitted to NWLHA in June 2007. However it should be recognised that this end date will only be achieved if a number of risks are carefully managed. These include the timely establishment of the project team and minimising the length of time required to obtain commissioner support. The successful completion will require close co-operative working arrangements between those involved in the project.




    Appendix 1: Proposed participants in project groups

    This appendix sets out the proposed participants of each project group. Additional

    individuals may be included as the project progresses.

1. Stakeholder Board

    WLMHT Chief Executive - Simon Crawford (Chair)

    Department of Health - Ben Masterson / Kate Caston / Bill Abbott

    Capital Investment Unit - Liz Lloyd-Kendal

    NHS Estates (London) representative - TBA

    Secure Service Commissioner (London & SE) - Alison Armstrong

    Local Authority representative - TBA

    Mental Health representative TBA

    Medical Director Elizabeth Fellow-Smith

    Communications Director - Nuala O' Brien

    Director of Forensic Services - Sean Payne

    Programme Director - Nigel Leonard

2. Commissioning Group

    Secure Service Commissioner (London & SE) - Alison Armstrong (Chair)

    As specified separately by Alison Armstrong

3. Redevelopment Project Board

    Director of Forensic Services - Sean Payne (Chair)

    Programme Director - Nigel Leonard

    Medical Director Elizabeth Fellow-Smith

    Nursing Director - Grant McDonald

    Assoc. Medical Director - Kevin Murray

    Finance Director - Barbara Byrne

    HR Director - Kelvin Cheatle

    Communications Director - Nuala O' Brien

    Estates & Facilities Director - John Corlett


Security Director - Alistair McNicol

    Staffside representative - Mark Phayer

    Senior member of PSCP - TBA

    The project managers (capital / service / PSCP) will be invited to attend by the

    Programme Director when required for specific agenda items.

    4. Project Delivery Group

    Programme Director Nigel Leonard (Chair)

    Project Manager: capital - David Phillips Project Manager: service - TBA

    Service model Lead - TBA

    Finance lead - TBA

    Workforce Planner - Judy Keats

    Communications lead - TBA

    5. Clinical Service Model

    Director of Nursing Grant MacDonald (Chair)

    Head of Modernisation - Kate Lyons

    Lead Clinician - Edward Petch

    Lead nurse - Jimmy Noak

    Lead therapist - Gemma Stanion

    Clinical Director - Andy Payne

    Clinical Director - Morris Weinstock

    Head of Psychology - Derek Perkins

    Project Manager: service - TBA

    Facilitation and support - TBA

    6. Design and estates

    Estates & Facilities Director - John Corlett (Acting Chair) Programme Director - Nigel Leonard (Chair) Project Manager: capital - David Phillips


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