APPROVING AUTHORITIES

Slides:



Advertisements
Similar presentations
Prioritising Primary Care Premises Developments Strategic Service Development Plans Keith Houghton, Associate Consultant NatPaCT/ NHS Estates.
Advertisements

Changes to the Educational Landscape: an SHA perspective Tricia Ellis, Head of Knowledge Management and eLearning South West Technology Enhanced Learning.
Engaging with the NHS Commissioning Board and the impact of the changes in the wider LHE Simon Weldon, NHS Commissioning Board London Regional Team London.
Local Education and Training Boards Adam C Wardle Managing Director, Yorkshire and the Humber Local Education and Training Board.
High level expert meeting to develop the Near East Regional Action Plan to Implement the Global Strategy to improve Agricultural and Rural Statistics.
Delegation of Commissioning Responsibilities (DR) to pathfinders and emerging Clinical Commissioning Groups (CCGs) - What is it? Why should pathfinders.
Heat Network Partnership
Waste Strategy Project Waste Management Strategy Implementation Governance Arrangements – Joint Working Agreement / Project Management John Whiddon: Project.
Governance & Organizational Structure Paula Autry President, Mount Carmel East Mount Carmel Health System.
 Commissioners in Somerset wanted to test whether outcomes based commissioning would lead to better outcomes and greater financial sustainability  External.
CHFG OPEN SEMINAR ROLE OF: CLINICAL DIRECTOR: CLINICAL HUMAN FACTORS, SIMULATION TRAINING AND ETHICS HYWEL DDA HEALTH BOARD Dr Matthew Sargeant.
Building our Future: Programme Board TOR PURPOSE To be the governing forum for the design & effective delivery of the Building our Future Programme To.
Integration of Adult Health and Social Care. What is the problem we are trying to solve? Too much variability of health and social care in different parts.
Appraisal update NHS England (Severn) Maurice Conlon FRCGP National Appraisal Lead 23 April 2013.
NHS Education & Training Operating Model from April 2013 Liberating the NHS: Developing the Healthcare Workforce From Design to Delivery.
Transforming Care Learning Disabilities Governance and Roles November 2015.
NHS Reform Update October Context Health Reform Agenda Significant pace of change Clear focus on supporting the Transition Process At the same time.
Alison Byrne Scottish Executive Scottish Urban Regeneration Forum – New Delivery Vehicles 28 September 2006.
Leading Nottingham Programme update to ACOS 7 September 2010 Angela Probert Director of HR and Organisational Transformation Contributions from Lisa Sharples.
Local Education and Training Boards Tim Gilpin Director of Workforce and Education NHS North of England.
By the public sector, for the public sector About LGSS  LGSS established in October 2010 as a joint shared services partnership between Cambridgeshire.
ALL EAST SUSSEX CCGS’ GOVERNING BODIES, AND COUNTY COUNCIL DMTs East Sussex’s four health and social care commissioning organisations (the three CCGs and.
Insert name of presentation on Master Slide Microbiology Development Programme 13 th November 2013 Presenter : Rhys Blake.
Health and Wellbeing VCS Forum
Systematic QIPP Development Adoption of NHS Right Care
Integration, cooperation and partnerships
Sustainability and Transformation Partnership
Sustainability and Transformation Partnership
Knowledge for Healthcare: Driver Diagrams October 2016
Solihull Review of Urgent Care Programme Approach And Governance 2013
Scottish Capital Investment Manual
FRA Building Development 2015
Health and Social Care Devolution Carol Culley Deputy Treasurer, Manchester City Council NW Finance Directors Friday 15 May 2015 NW Finance Directors.
Agency Performance: A New Agenda
Successful Integration is a result of good governance – getting the wiring right Integrated care as an aspiration is simple, and simplest if one begins.
Health Education England
Katy Calvin Thomas.
AWBS to Velindre NHS Trust Board
Elaine Wyllie Executive Director of Joint Commissioning
Senior Management Leadership Programme Review and next steps
Project Roles and Responsibilities
A Blueprint for Change: The West Wales Area Plan
CHC SIP Programme Update NHS Continuing Healthcare Regional Roadshows
Narrative NHS Cheshire & Merseyside – Delivering the 5YFV
Guidance notes for Project Manager
Update on Merton and Wandsworth Local Transformation Board (LTB)
Research for all Sharing good practice in research management
North Durham CCG and DDES CCG Governing Bodies in Common County Durham & Darlington Community Services Mobilisation and Transformation 18th September.
What is an integrated care system
Update to NLAG board 24th November 2015
for the Surrey Heartlands CCGs
Our Vision / A look forward
PHSI PMO FORUM #PMOForum
BELFAST HEALTHY CITIES 25th ANNIVERSARY LECTURE SERIES
Healthier Lancashire & South Cumbria
West Essex Business Planning Process
Shaping better health for our population
Portfolio, Programme and Project
Wilson Wellbeing Services Enterprise Workshop 29 November 2018
Update on Merton and Wandsworth Local Transformation Board (LTB)
MFSS Governance Version: 3.1 – May 2016.
March 2019 Realising the potential of a single Commissioning Group:
What will it mean for me and my family?
Karen Owen.
Other clinical teams & groups
Strategic Objectives 2016/7
HELEN SIMPSON AND MARY GOGARTY
Stakeholder & Public Affairs Manager
North East and North Cumbria Integrated Care System
Surrey County Council – Development of the Asset and Place Strategy
Presentation transcript:

APPROVING AUTHORITIES NHSPS BOARD CHP Investment Committee LIFTCo Investment Committee Strategic Partnering Board NHSE PAU (?) LBM Cabinet MCCG Governing Body WILSON PROJECT BOARD (Chaired by SRO) Responsible for overseeing the development of the Wilson and Birches sites. To act as the decision making forum for the delivery of the project. To agree performance tolerances and ensure implementation of all project controls. To be responsible for the approval of key documentation and to provide assurance to the organisational Boards/Committees with regard to the accuracy of content. WILSON PROGRAMME BOARD (Chaired by CCG) Responsible for providing the strategic direction and coordination of the programme to ensure that the identified outcomes and benefits are realised. To receive project updates from the Project Board. To directly oversee the project activities of the CCG and LBM and ensure that the outputs are accurately presented in the business cases. To act as gatekeeper for all external communications. PROJECT DELIVERY GROUP (Chaired and led by CHP) Chaired by the CHP Project Director. Brings together the senior delivery team from CHP, NHSPS, LIFTCo and CCG. Delivery the key inputs to the development of the business cases. Monitoring progress and instructing remedial action to ensure delivery within the agreed performance parameters. CCG/LBM PROJECT TEAM (Chaired by MCCG) Chaired by the CCG Programme Director – provides direction to the CCG and LBM work streams and monitors progress against programme and budgets. Land and Property (Led by NHSPS) Responsible for master planning of the site. Development and execution of the decant strategy. Business case development for the development/disposal of surplus land. To work closely with the design development work stream. Design Development (Led by CHP) To work with NHSPS to develop the master plan. Detailed design development and planning application process for the healthcare facility (as a minimum). To work closely with the Land and Property work stream Legal and Commercial (Led by CHP) Responsible for the NHS LIFT commercial negotiations and consolidation into the Standard Form Contract and Financial Model. Key workstream personnel to take lead roles at Financial Close. Information Technology and Equipment (Led by CCG) Responsible for the development of the IT strategy for the healthcare facility. To provide guidance on technical requirements and liaise with contractor during the project Service Design and Commissioning (Led by CCG) To lead on the service design and commissioning of services, including health, social and non-medical community services at the Wilson Hospital site. Community Development (Led by LBM) Responsible for the development of the community model and the specification of the associated accommodation requirements. To develop a sustainable delivery and financial model to support the capital and revenue costs. Communication and Engagement An underpinning resource delivering consultation and engagement across the whole of the Transformation Programme for all partners. For the Wilson project specifically managing the “Community Conversations” that will inform the community resources provided on the Wilson site. Responsible for communication of the process and outcomes to the wider population and to clinical and non-clinical colleagues.