PROJECT DOCUMENTATION
Project Initiation Document
Wolverhampton Health & Social Care IT Project
HaSCIE
Release:
Draft V 1.0
Date:
8 March 2016
PRINCE 2
Author:
Darren Thomas
Owner:
HaSCIE Sponsers Group
Client:
Wolverhampton Health Community
Document Number:
HASCIE 0001
HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Contents
Project Initiation Document History ............................................................................... - 3 Background ..................................................................................................................... - 5 HaSCIE ............................................................................. Error! Bookmark not defined.
Health & Social Care in Wolverhampton ....................................................................... - 6 Project Definition ..................................................................... Error! Bookmark not defined.
Project Objectives ......................................................................................................... - 7 Exclusions ..................................................................................................................... - 7 Project ‘streams’ ............................................................................................................ - 8 Method of Approach ...................................................................................................... - 8 Project Deliverables ...................................................................................................... - 9 Constraints & Interfaces .............................................................................................. - 10 Business Case .............................................................................................................. - 11 Benefits ....................................................................................................................... - 11 Benefits Realisation..................................................................................................... - 11 Cost and Timescale..................................................................................................... - 13 Pay .............................................................................................................................. - 13 Non-Pay ...................................................................................................................... - 13 Project Organisation Structure .................................................................................... - 14 Project Board .............................................................................................................. - 14 Project Management ................................................................................................... - 17 Assumptions ................................................................................................................. - 17 Communications Plan .................................................................................................. - 17 Project Quality Plan ...................................................................................................... - 18 Quality Assurance ....................................................................................................... - 18 Quality Criteria ............................................................................................................ - 18 Project Controls ............................................................................................................ - 18 Exception Process....................................................................................................... - 18 Contingency Plans ...................................................................................................... - 18 Project Filing Structure ................................................................................................ - 18 Annexes .............................................................................................................................. 20
Annex 1 – Stage 1 Project Plan ...................................................................................... 20
Annex 2 Risk Log ............................................................................................................ 21
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Project Initiation Document History
Document Location
This document is only valid on the day it was printed.
The source of the document will be found on the Project's PC in the following location:
Revision History
Date of this revision:
Date of Next revision:
Revision date
Previous
revision date
5th June 2003
5th June
10th June
Summary of Changes
First issue
Approvals
This document requires the following approvals.
Signed approval forms are filed in the Management section of the Project files.
NAME
SIGNED
TITLE
Darren Thomas
Project Manager
John Thornbury
Head of IMT
DATE
Distribution
This document has been distributed to:
NAME
TITLE
DATE
VERSION
Darren Thomas
Project Manager
1
John Thornbury
Head of IMT
1
1
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Page 4 of 21
HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Purpose of Document
The purpose of this document is to define the project, to form the basis for its management
and the assessment of overall success.
Background
Wolverhampton recognises that there are issues around re-designing services based on
evidence of effective practice, a range of skills shortages amongst the workforce and
sometimes a poorly developed infrastructure. In the delivery of a service(s) for the people of
Wolverhampton these issues have particular relevance in supporting the redesign of service
delivery around care pathways and new and innovative ways of re-organising services
ICT can support public services to deliver a vision built on the following principles:

services should be created around citizen choice

government and its services should be more accessible

services must address the issue of social inclusion

better use should be made of information to support service objectives
Recent years have seen an extraordinary growth in both our capacity to secure information
and our appetite for that information. This will be challenging in some respects as the NHS
becomes more accountable and open about the way it goes about providing services to
patients and the public. Above all, however, it represents a very significant opportunity to
enhance and integrate the services provided to patients and the public and to secure the
high quality care and prevention that the NSF’s and other initiatives provide for and the
public expects.
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Health & Social Care in Wolverhampton
The Health and Social Care Partnership Project Sponsors Group (HaSCIE Sponsors) have
agreed to work in partnership with the Walsall Health Informatics Agency to implement
Walsall’s ERDIP product in Wolverhampton. Although the Group’s long-term vision is to
extend the product and ways of working to the full range of services across the health and
social care domain, it is it’s shorter-term objective to support specific clinical processes. In
particular, this implementation will enable Wolverhampton to implement the Single
Assessment Process (SAP) across health and social care.
The HASCIE Sponsors further agree that in supporting patients who are resident in
Wolverhampton, treated by Wolverhampton providers, and responsible to Wolverhampton
GPs, arrangements with other areas in the Black Country and South Staffordshire would
need to be developed. Although this development was also seen as occurring in the longer
term, neighbouring areas would be kept briefed of developments, and no action would be
taken to preclude their involvement at a later stage.
In addition, the HASCIE Sponsors agree that it would be necessary to investigate the
financial, legislative framework that would be required to enable the project to move
forward.
The overall intention is to bring the benefits of the electronic record and workflow
management to the population of Wolverhampton.
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Project Objectives
Scope of current requirement
The scope of the requirement is to provide a basis for electronic data exchange between
health and social care partners within Wolverhampton. By identifying key areas of
development it is intended that connectivity across the service be implemented in a phased
approach. Phase 1 will begin in July 2003 and will be reviewed in February 2004 in
preparation for future phases. It is intended that the current Walsall based system, Orion, be
used as the basis for this system.
It is a requirement that the solution proposed for the HaSCIE project can be rapidly and
easily scaled and modified to accommodate the rapid changes in service and increasing
complexity of the healthcare market place as well as any redesign of business processes.
The overall solution has scope for wider use than the current requirement of the project. The
longer-term intention is to consider how to use the technology to support other areas.
These areas may add extra complexity to the solution and therefore will require further
consideration in future phases. Any scope changes that arise out of consultation nationally
will be incorporated into the requirement.
Exclusions
The Project’s phase 1 remit excludes:

Planning or implementing or solutions outside of the borough

Other areas outside of HaSCIE remit

Procuring a new solution
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Project ‘streams’
The effective implementation of Orion is not simply dependent on the installation of the
system. The organisations, professional groups, employees and internal systems must be
ready to incorporate Orion into their day-to-day working, their operational policies and their
corporate strategies.
This document describes the environment in which Orion can be effective, and the work that
is needed to realise this environment. This project will focus on the elements required for
initial development & roll out. It is accepted that full communication with other initiatives be
essential in a programme managed environment. Below are the key elements related to this
HaSCIE project:
Technical Infrastructure
Deals entirely with the technical aspects of the project across all services.
Clinical Application Development
A clinically focussed group addressing how clinical services migrate to the electronic
medium. In phase 1 it is agreed that the Single Assessment Team be utilised to support the
migration of Single Assessment Process.
Information Governance
A work stream addressing issues around data integrity, confidentiality & consent
Organisational Development
Given that workforce are a fundamental part of NHS systems and culture, organisations will
need to change the way they define and manage standards.
Method of Approach
The Project will work on the principles that:
1. Effective systems must be preceded by effective processes
2. Effective processes can only be agreed around agreed pathways or patient journeys
This means that the Project must, around agreed conditions or patient groups, work with or
help develop pathways first, then, or in parallel develop processes in readiness to
implement systems. This process will need to be re-iterated to ensure continuous
improvement and responsiveness to changing environmental factors.
It is planned that the level of readiness be systematically reviewed across the community by
building upon already developed practices from previous activity. The plan will be to use
already robust SAP’s to:

Ensure that readiness is consistent

Ensure robust manual systems exist

Roll-out/adopt the current systems to achieve consistency across the
community

Initial focus will be on SAP’s already agreed across the community
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Project Deliverables
By September 2003:

A database detailing baseline information on existing process, activity and resources
relating to SAP

A plan for development and implementation from September 2003 to February 2004:
 To have established Orion as a usable resource across multiple sites

Focus on key areas for Implementation Readiness such as:
 Information Sharing & Consent
 Data Cleansing & Validation
 Infrastructure
 Education, Training & Development
 Capacity & Demand
 SAP Development
 Patient Flows
By February 2004:

Be in a position so that the Sponsors Group can be updated with evidential based
review of project to date with measurable, quantitive and qualitative data

Have project infrastructures in place to deliver readiness across areas mentioned
above for systematic roll-out of system

Have a costed and detailed plan, including milestones, of:
 Key Sites development and connectivity
 Demo System Availability
 Transfer of initial agreed SAP’s to electronic medium
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Constraints & Interfaces
Constraints
Ti me
The delivery and implementation of this project is extremely challenging, and the large
number of organisations in the area makes it difficult to identify a single readiness method
or criteria.
Workforce
The Project is likely to place additional demands on the time of existing personnel.
The Project may need to identify innovative ways of accessing expertise from within the
local health community.
Financial Resources
The Project’s budget is limited and will only provide for a core Project Team and some
resources to pay for clinical involvement. Any additional resource will be dependent on
identifying funds from national or local sources, with the urgent need to influence other
funding avenues in consideration of extended implementation roll-out.
The Project will work towards identifying and attracting such funds, but may not provide
them.
Interfaces
National

Modernisation Agency

NHS Information Authority

Information Policy Unit
Strategic Health Authority

Head of Modernisation

Director of Finance and Information

Neighbouring health communities
Local Health Community

Acute & Primary Care Trusts

Mental Health Trusts

Local Authority

Local Medical Committee
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Business Case
Benefits
The E- Government strategy launched in 2000 set the scene for public services to deliver a
vision built on 4 principles:
services should be created around citizen choice
government and its services should be more accessible
services must address the issue of social inclusion
better use should be made of information to support service objectives
The e-government strategy recognises that there are issues around re-designing services
based on evidence of effective practice, a range of skills shortages amongst the workforce
and sometimes a poorly developed infrastructure. In the delivery of health services these
issues have particular relevance in supporting the redesign of services around care
pathways and new and innovative ways of re-organising services such as rapid access
chest pain clinics and implementing the work of the National booked appointments team.
In addition to the contribution towards the IMT targets, the project will deliver information to
improve decision-making across the whole spectrum of healthcare delivery. There will be a
change management programme to support healthcare professionals move from “treat as
seen” to treatment based on the knowledge of health events in line with principles
highlighted in the National Service frameworks. This will deliver hard benefits in

shorter wait times;

improved accuracy and efficiency;

improved outcomes;

reduced risk;

Improvement against baseline;
o Length of Stay
o Re-Admission Rate

reduced waste.
Benefits Realisation
Achieving these benefits is dependent on a number of general factors and some which are
specific to the local health community.
General factors

Effecting cultural change
o Among clinicians
o Among administrators and managers
o Among patients and carers
o Among the supplier community
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
 The development of robust monitoring and evaluation mechanisms
Local Factors

Close working with the other ICT streams within the whole programme

Close working with other projects being implemented within the community

Close working with existing and proposed clinical networks
o The SAP Group
o The Cancer Services Collaborative
o The Primary Care Collaborative
o The CHD Network
o Other NSF implementation mechanisms
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Cost and Timescale
The project has approved funding until April 2004.
Total funds available to April 2004 - £550K
The full breakdown of costs is indicated in Table 1
Table 1 - Breakdown of Project Costs
Gross Costs*
Pay
Project Manager
Project Support Officer
Additional Support Resource
£
£
22,800
18,240
Sub-Total (Pay) £ 100,000
Non-Pay
IT Developments
£ 200,000
Clinical Time/Training
£ 100,000
Infrastructure Development
£ 100,000
Sub-Total (Non-Pay) £ 450,000
TOTAL
* Pay figures are gross salaries plus 14% on-costs
Page 13 of 21
£ 550,000
HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Project Organisation Structure
Project Board
The composition of the Project Board reflects the range of stakeholders, taking into account:

The organisations involved

The need for clinical and managerial ownership
The Project Board comprises:
Name
Title
Contact
Steve
Adams
Principal
Officer – Social
Care & Housing
WCC
01902 555320
Lynn Bibb
Business
Analyst – WCC
ICTS
01902 554591
Steve
Brough
Consultant
Steve.Brough@services.fujitsu.com
Peter Clegg
Consultant For
Single
Assessment
Process
0114 2508812
Ian
Coleman
Chief Officer –
Social Care &
Housing WCC
01902 555310
Brian
Dorsett
Account
Manager –
WCC ICTS
01902 554589
Brian.Dorsett@Wolverhampton.gov.uk
Wendy
Farrington
Director of
Finance WPCT
01902 444847
Steve
Gibbins
NHS
Information
Authority
Steve.Adams@wolverhampton.gov.uk
Lynn.Bibb@wolverhampton.gov.uk
Fujitsu
Services
peteclegg@cha.solis.co.uk
icoleman.wolverhampton.ssd@dial.pipex.com
wendy.Farrington@wolvespct.nhs.uk
Steve.Gibbins@nhsia.nhs.uk
0121 333 0123 or 07949 699639
Terry
Holmes
Principal
Security Officer
WCC
01902 554454
Susan
Marks
WCC ICTS
Susan.Marks@Wolverhampton.gov.uk
Charles
Millar
Head of
Information
Services –
Hospitals Trust
01902 642914
Adrian
Phillips
Director of
Public Health
01902 444768
Terry.Holmes@wolverhampton.gov.uk
Charles.Millar@rwh-tr.nhs.uk
Adrian.Phillips@wolvespct.nhs.uk
Page 14 of 21
HaSCIE Project
Project Initiation Document
Phil Smith
Date: 8 March 2016
Joint Head of
Service
Integration
01902 575183 (assistant Dee Harris)
Peter
Thomson
Policy Officer –
01902 554048
e-Government
WCC
Peter.Thomson@wolverhampton.Gov.uk
John
Thornbury
Head of
Information &
Walsall ERDIP
manager
John.Thornbury@walsall.nhs.uk
Andrew
Wooding
Director of
Finance –
Hospitals Trust
01902 307999 x 2909
Fahri Zihni
Chief ICT
Officer WCC
01902 554581
(CHAIR)
Phil.smith@wolvespct.nhs.uk
Fahri.Zihni@Wolverhampton.gov.uk
The Sponsors Group Consists of:
Name
Title
Contact
Derrick
Anderson
Chief Executive
WCC
01902 554000
Brian Bailey
Co-ordinating
Director F &PR
WCC
01902 554500
Ian Coleman
Chief Officer –
Social Care &
Housing WCC
01902 555310
Jon Crockett
Chief Executive
WPCT
01902 444854 secretary Teresa
Steve Darkes
Head of ICT –
Walsall NHS
Steve.Darkes@walsall.nhs.uk
Wendy
Farrington
Director of
Finance WPCT
01902 444847
Mark Hackett
Chief Executive
Hospital Trust
01902 642828
Dr Sudhir
Handa
Chairman of
Professional
Executive
Committee
01902 424118 or
01902 424859 or
Head of
Information
01902 642914
Charles Millar
07973 798487
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HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Services –
Hospitals Trust
Adrian Phillips
Director of Public
Health WPCT
01902 444768
Joint Head of
Service
Integration
01902 575183
Jeff Webster
Co-ordinating
Director Social
Care & Housing
WCC
01902 555300
Fahri Zihni
Chief ICT Officer
WCC
01902 554581
Phil Smith
Adrian.Phillips@wolvespct.nhs.uk
Phil.Smith@wolvespct.nhs.uk
Overall Accountability
The CEO for Wolverhampton will be the Senior Responsible Officer for the Readiness
Programme.
Sponsors
group
Hascie
Programme
Board
P1-Technical &
Infrastructure
P2-Clinical
Applications
P3- Information
Governance
SAP
Stroke
Page 16 of 21
P4 –
Organisational
readiness
HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Project Management
Shared Working
To develop a mainstream solution effectively, the Project Management of HaSCIE will be
interdependent with other management structures:

Other IMT Projects

Other StHA Projects
 Other Agency Projects
Much of the information required by these Projects is common to each of them, so some
degree of shared working can maximise resources, and avoid ‘gap and overlap’.
“Virtual” Project Support Teams
It is important that current local knowledge be sustained. Trust personnel often join a
Project based off-site and lose their ability to sense or influence work at their parent
organisation. By using effective IT communications, personnel can be part of a Project
Support Team while based out in a PCT or Trust or Local Authority, accessing shared
diaries and data files. While some personnel will be based in a Project Office, others will be
“virtual” team members.
The Project Management Team will comprise:

a Project Manager covering the Wolverhampton community

A project support officer to support the Project Manager.
Assumptions
The current plans assume the following:

The Project Team can be recruited in sufficient time to develop a plan from July 2003

All participating organisations identify a senior responsible officer to ensure local
delivery in line with the individual work stream plans
Communications Plan

Project Board Meetings
o Monitoring and overseeing progress against the Project Plan
o To be held every 2 months
o Additional meetings by exception

Briefing Papers
o Produced monthly and distributed to
 All participating Organisations
 Neighbouring NHS organisations as required

Extranet web site
o nww.XXXXXXXXXX
 Routinely updated as an information resource to everyone involved in
HaSCIE and associated work streams
Page 17 of 21
HaSCIE Project
Project Initiation Document
Date: 8 March 2016
Project Quality Plan
Quality Assurance
A group of stakeholders will be identified by the Project Board to undertake Quality
Assurance. This Quality Assurance Group will include a technical lead, a clinical lead and a
service improvement lead.
Role descriptions will be drawn up and signed off by the Project Board
Quality Criteria
These will be refined and developed by the Quality Assurance Group, but are likely to
initially include:

Timeliness of submitting formal reports

Timeliness of reports to the Project Board

Inclusion of information from participating organisations in the baseline information

Appropriate expenditure of funds in accordance with the Project Plan

Attendance of Project Board Members at Project Board Meetings

Efficient and accurate production, circulation, filing and version control of Project
Documentation
Project Controls
The Project Board will agree project Controls. These will specify:

The level of control required after initiation

Develop controls that are consistent with the risks and complexity of the Project

Establish day-to-day controls

Identify all interested parties and agree their communication needs
Exception Process
Where forecasts deviate beyond agreed tolerances, the Project Manager will produce an
Exception Plan for the Project Board. The Exception Plan will indicate the cause and nature
of the exception and proposed remedial action. At this stage the Issue Log and Risk Log
will be updated.
Contingency Plans
Where a risk is identified and logged as High, the Project manager will produce a
contingency plan that indicates what remedial action should be taken. Once approved by
the Project Board this should be implemented and the Risk Log and Issues Log updated.
Project Filing Structure
All of the Project Documentation will be held within the HaSCIE Project Folder on the XXXX
File Server at XXXXX:
x:\xxxxxx\HaSCIE Project
The Project Support Officer will be responsible for filing of both electronic and non electronic
documentation relating to the project and will assume the responsibility of project librarian
as identified in PRINCE2 methodology.
Within the directory structure there will only be 3 sub folders:
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HaSCIE Project
Project Initiation Document

\ HaSCIE Project \Project File

\ HaSCIE Project \Specialist File
Date: 8 March 2016
 \ HaSCIE Project \Stage File
Each subfolder will be managed in a PRINCE2 environment with specific documentation
filed accordingly.
In addition there will be a further folder:
 \ HaSCIE Project\In Progress
This folder will be used solely as an ‘authoring’ silo. Non-finalised documentation will reside
in this folder until it is approved.
Storage – All collaborative documentation should be stored in the ‘In Progress’ folder
Version Control – All documents should be version controlled.
Tracked Changes – All documentation should have tracked changes activated.
Final Version – A final version of a document which will no longer need to be modified i.e. a
PID, should be converted to PDF as soon as the document is signed off as final.
Backup Copies - In ‘tools’, ‘options’ ‘save’ – tick the create automatic backup box. This will
always save a backup of the previous unmodified version of a document. These should be
stored appropriately on the network after use. They SHOULD NOT be used for circulation or
issue.
Full guidance for the management of documentation through the life of this project can be
found in:
\ HaSCIE Project\In Progress\ HaSCIE Project Document Handling.doc
In addition all hard copies will be filed with the Projects Support Officer in accordance with
PRINCE2 methodology.
Selected electronic files will also be posted on the HaSCIE extranet web site at:
http:nww/xxxxxxx
Page 19 of 21
Access, Booking, Choice (Enterprise)
Project Initiation Document
Date: 8 March 2016
Annexes
Annex 1 – Stage 1 Project Plan
Page 20 of 21
Access, Booking, Choice (Enterprise)
Project Initiation Document
Date: 8 March 2016
Annex 2 Risk Log
Risk log can be found as a separate document : CPR 0002
Page 21 of 21