Alder Hey Children's NHS Foundation Trust

Strategic Outline Case

Creating a healthy future for our children

The Royal Liverpool Children's NHS Trust - Alder Hey has recently embarked on a journey to improve health care services for children.

In order to do this we are planning how we want children's health services to develop in the next 10 - 15 years.

The plans will be a combination of the services that will be provided and the systems, staffing and buildings needed to provide them.

We are working with a number of key people in order to be able to develop this vision, including other health service organisations across the North West and across the country; our own staff, patients and parents; voluntary and children's organisations in the North West; social services and other areas of local government. A project board has been set up which is representative of these groups. A project team has been set up to gather the information needed from within the Trust.

Creating a healthy future for our children

ACHIEVEMENTS TO DATE

Project Initiation Document produced
Project Board convened
Project Team convened
Launch/Initial Stakeholder Event - 1 February 2002
Second Stakeholder Event - 9 April 2002
Care Group Workshops arranged for late May/early June to discuss model of care

NEXT STEPS

Discuss how I .M. & T Strategy will lead the development of 'Creating a Healthy Future for Our Children' - 21 May 2002
Open event for Trust staff - to be arranged.
Workshops for individual specialties - to be arranged
External stakeholder events to be arranged in Manchester, Cumbria, North Wales and Shropshire
Using information collated at workshops, design development commences, including architectural drawings, engineering strategy, capital costing exercise
Final capacity model produced
Workforce development planning
Financial mapping
Public consultation
Strategic Outline Case document produced:
o First Draft
o Pre-consultation Draft
o Final Issue
Approvals with North West Regional Office, Partnership Board, Trust Board
Final submission of SOC document

PROJECT BOARD MEMBERSHIP

Tony Bell Chief Executive
Terry Windle Director of Strategic & Operational Planning
Rebecca Howard Director of Nursing
Alan Sharples Director of Finance
Rick Turnock Medical Director
David Houghton Estates Manager
Roger Franks Medical Planning Co-ordinator, Alder Hey
Barbara Phillips Care Group Director, Medicine
Sian Snelling Care Group Director, Community & Mental Health
Tony Gaynor Care Group Manager, Clinical Support Services
Paul Hetherington Care Group Manager, Greater Surgery
John Williams Project Manager, Estates
Roger Cooke Assistant Director of Nursing
Nicky Elliott Acting Director of Human Resources
Sandra Shannon General Manager, LWH
Derek Campbell Chief Executive, Central Liverpool PCT or
Leonie Beavers Director of Service Development, Central Liverpool PCT
Annie Shepperd Director of Social Services
David Hounslea Assistant Head of Planning & Investment, RO
Ian Williamson Chief Executive, Bootle & Litherland PCT or
Steve Warburton Director of Finance, Bootle & Litherland PCT
Trevor Doherty SECTA
John Waszek Non-Executive Director
Matthew Peake Research & Development Manager
Ruth Watling PAM Representative
Christine Wall Chief Executive (Acting), South Liverpool PCT
Gillian Todd Lead Commissioner for North Wales
Joanne Forrest Chief Executive, North Liverpool PCT
Chris Hannah Chief Executive, Strategic HA, Mersey & Cheshire
Wendy Natale Chief Officer, Liverpool Eastern CHC
Ros Smyth University Representative
Mike Travis Staff Side Representative
David Wood Chair, Adult SOC

Mike Burchnall (Advisor) Head of Planning, Liverpool City Council

12/3/02

PROJECT BOARD - TERMS OF REFERENCE

1. The Project Board's over-riding aim is to take forward, develop and implement the Strategic Outline Case (SOC) for investment in Royal Liverpool Children's NHS Trust. The SOC will adopt a 'whole of system' approach to meet the future health needs of the people of Merseyside and surrounding areas.

2. The Project Board has the following prime responsibilities:

Managerial responsibility for the delivery of the SOC.
Maintain a strategic overview of the pace of work, the scope and the quality of the SOC.
To set the overall project parameters and ensure that the SOC is delivered on time and within cost.
To set targets and monitor progress and performance.
To make executive decisions and/or endorse the decisions of the project directors as appropriate.
To ensure effective engagement of users, families/carers and voluntary bodies.
To identify a framework and timescale to ensure consultation both internally and externally is effective.

3. The Project Board will work through the Project Team and will operate on behalf of all the partners in the project.

4. The Project Board will fully involve all partner agencies, and will secure the involvement of service users and the public in the planning process.

The Project Board will ensure that effective and focused involvement for those commissioners providing services for distant populations takes place, eg Wales. The Project Board will acknowledge that specific national and/or regional services for such populations will need to be taken into account when developing the SOC.

5. The Project Board will contain representatives of health and social care service organisations. They will be expected, after thorough and extensive consultation, to sign off on behalf of their organisations the SOC. Representatives from other agencies will be expected to demonstrate their support. The representatives of the various organisations will be expected to be involved in appropriate resourcing and involvement of all stakeholders in their respective organisations.

6. The Project Board will work with the Regional Office (RO) and the new Strategic Health Authority to agree the scope of the SOC and funding arrangements.

7. Through the SOC process, the Project Board will identify the changes, which, it is anticipated, will need to be made to existing service models currently operating in the local health economy. Other extant projects within the health economy are to be taken into account in the overall planning process although their implementation is part of a separate project.
8. The Project Board will also manage the projects integration with the North Merseyside Hospitals project to ensure the projects are complimentary.

9. The Project Board will ensure that the SOC document is submitted to the Regional Office by 30th September 2002.

TW/JB/tofpb
March 2002

PROJECT TEAM MEMBERSHIP

David Houghton Estates Manager
John Williams Estates Project Manager
Trevor Doherty SECTA
Roger Franks Associate Medical Director
Alan Sharples Director of Finance and Information
Terry Windle Director of Operational and Strategic Planning
Nicky Elliott Acting Director of Human Resources
Roger Cooke Assistant Director of Nursing
Dave Eaton Human Resource Adviser

PROJECT TEAM - TERMS OF REFERENCE