eMED3 Fit Notes - Project Initiation Document
Programme
GP IT
Document Record ID Key
Sub Prog /
Project
GPSoC
P0017/02
Project
Manager
TBC
Status
Issue
Owner
Kemi Adenubi
Version
1.2
Author
Mike Howley
Version
Date
30/01/2015
eMED3 Fit Notes (P0017/002)
Project Initiation Document
© Crown Copyright 2016
eMED3 Fit Notes - Project Initiation Document
Amendment History:
Version
Date
Amendment History
0.1- 0.5
18-Aug-2011
First drafts for internal review and comment
1.0
1-Sep-2011
Issued for formal review
1.1
25-Sep-2014
Reissue due to change in scope
1.2
30-Jan-2015
Updated to account for change in scope
Reviewers:
This document must be reviewed by the following:
Name
Signature
Title / Responsibility
Rebecca Jarratt
Senior Project Manager
Richard McEwan
HSCIC Architect / IG
Mike Curtis
HSCIC Lead GPSoC
Architect
Amit Chawla
Solutions Assurance
Gemma Lofthouse
Service Management
Graeme McGowan
GPSoC Commercial Team
Simon Richards
DTS Assurance Lead
Dave Pool
Non Functional Solution
assurance
Ann Newman
DWP
Melissa Ruscoe
GPSoC programme Manager
Toto Gronlund
eMED3 business owner
Date
Version
Approvals:
This document must be approved by the following:
Name
Signature
Title / Responsibility
Nick McGruer
DWP Director
Kemi Adenubi
Programme Director of GP IT
Peter Short
National GP Lead
Date
Version
The controlled copy of this document is held by the work area it covers. Any copies of
this document held outside of that area, in whatever format (e.g. paper, email
attachment), are considered to have passed out of control and should be checked for
currency and validity.
© Crown Copyright 2016
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Contents
eMED3 Fit Notes (P0017/002)...............................................................................................1
Project Initiation Document ....................................................................................................1
1
2
3
4
5
Background ...................................................................................................................4
1.1
Introduction .............................................................................................................4
1.2
Overview .................................................................................................................5
1.2.1
Project History
5
1.2.2
Approvals
5
1.2.3
Project Requirements
6
1.2.4
Project Benefits
6
1.2.5
Business Case
7
1.2.6
Exclusions from Scope
7
Project Definition ...........................................................................................................7
2.1
Project Approach and Deliverables .........................................................................7
2.2
Assumptions ...........................................................................................................8
2.3
Procurement Strategy .............................................................................................8
Project Organisation ......................................................................................................9
3.1
Project Structure .....................................................................................................9
3.2
Key Stakeholder Groups .........................................................................................9
3.3
Project Resources and Responsibilities.................................................................10
3.3.1
Project Authority
10
3.3.2
Project Board
10
3.3.3
Project Management
10
3.3.4
Delivery Team
10
Project Management....................................................................................................11
4.1
Project Controls.....................................................................................................11
4.2
Project Tolerances / Exception Reporting..............................................................11
4.3
Risks and Issues Management .............................................................................11
4.4
Risks and Issues ...................................................................................................11
Project Plan .................................................................................................................14
5.1
HSCIC Resource Management .............................................................................15
5.1.1
HSCIC Resources
15
5.1.2
Requesting Resources and Time Recording
15
6
Quality Plan .................................................................................................................16
7
Communications Plan ..................................................................................................17
8
Project Costs ...............................................................................................................17
8.1
Cost Breakdown .......................................................Error! Bookmark not defined.
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1 Background
1.1 Introduction
This project is being requested and funded by the Health, Disability and Employment (HDE)
of the Department for Work and Pensions (DWP). The project was initiated by the DWP to
convert the current paper MED 3 certificate (fit notes) into an electronic form and made
available in all GP Systems of Choice (GPSoC) systems. This element of the project (Phase
1) is now complete.
The original scope of Phase 2 of the project included the delivery of a data extraction service
that intended to flow data from Suppliers, through the Data Transfer Service (DTS) and
pulled out into a DWP data warehouse for processing. Following successful assurance of the
data extract functionality, the weekly scheduled extract from three of the four principal
system suppliers into DTS commenced in late 2012. Due to a number of internal issues to
DWP, they were unable to pull data from DTS to store and transform within their internal
system, therefore requested for the DTS “send” functionality to be switched off and instructed
GPSoC to postpone the data extraction phase of the project until further notice. The DWP
approached GPSoC in early 2014 and requested for HSCIC to deliver a mechanism that
lands, stores, transforms and publishes fit note data on behalf of DWP.
The HSCIC are providing a fully chargeable service to the DWP for the delivery and
assurance of the eMED3 form (electronic fit notes) and for the maintenance, support and
service management of the eMED3 data set.
1.1.1 Introduction update
Due to the change in scope, as detailed above, and as the original requirements were
developed and agreed in 2012 the project consulted with the HSCIC’s Information
Governance team in October 2014 and it was agreed that a Privacy Impact Assessment
(PIA) was required and therefore conducted in a short timeframe. This raised a number of
risks due to IG advice that the dataset in its current form is potentially identifiable. Mitigating
actions were defined for each risk and were the basis for the plan to comply with legal and
ethical obligations. A key output of the PIA included the requirement for Suppliers to uplift the
eMED3 schema to ensure the data to be extracted is de-identified to an acceptable level and
therefore reducing the risk on the HSCIC.
A key output of the PIA was the requirement for a Legal Direction. The project team and
DWP liaised with the DH sponsorship team (Victoria Cave/Jennifer Byrom) in November
2014 to initiate work on the Direction and DWP agreed responsibility for overseeing the
development. Approval of the Direction was planned for the March 2015 HSCIC Board
however ministers decided to postpone approval until the conclusion of purdah.
In March 2015, DWP and DH ministers met and decided that the eMED3 requirement must
respect patient objection codes due to a change in DH’s patient objection policy. A CCN was
communicated to Suppliers on 19th May to request Suppliers to implement the changes
required to respect patient objections. The CCN also included the removal of specific free
text field items to reduce the risk of patient identification and therefore the HSCIC will be
landing a low/very low risk data set.
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1.2 Overview
1.2.1 Project History
Dame Carol Black reviewed the relationship between citizens’ sickness and worklessness
and the impact of each on the other in Great Britain. Her report in May 2008, ‘Working for a
Healthier Tomorrow’, offered the fundamental conclusion that a healthy workforce is a
happier, more productive workforce.
In response to these recommendations, in November 2008, the Department for Work and
Pensions (DWP) and the Department of Health (DH) jointly published a strategy: ‘Improving
health and work: changing lives’ proposing the following key initiatives:
Healthcare professionals: Provide the tools to better address health and work issues,
including roll-out of the revised medical certificate (the new ‘fit note’).
Provide Employers with tools to help them better manage absenteeism in the
workplace by using the recommendations in the new electronic ‘fit note’ to help
someone return to work from a period of sickness absence.
Individuals: Test a range of early intervention services to give them the direct support
they need to return to work, including improving advice from GPs about fitness for
work, including the new ‘fit note’.
In 2008/9 DWP commissioned an eMED3 Proof of Concept (PoC) project with a GPSoC
supplier in South Wales to prove technical concepts and evaluate stakeholder reactions to
electronically enabled medical certification. Based on the success of this pilot and as a
matter of high priority to meet the objectives stated in ‘Improving health and work: changing
lives’, the DWP and DH re-engaged with HSCIC to progress national rollout across all UK
GP Practices the electronic issuance of the fit notes (eMED3).
1.2.2 Approvals
Phase 1
DWP and HSCIC SMT approval was received to spend £26,584 (chargeable to the DWP) in
completing the HSCIC Delivery Framework Feasibility Stage. HSCIC accrued £27,434 (excl.
VAT) at the end of this stage (c. end August 2011). At the time of updating, the following has
been achieved:




DWP finalised and approved the ‘eMED3 requirements’ specification
Contract Change Notification (CCNs) were issued to the 6 GPSoC Suppliers
requesting costs and schedules to deliver the eMED3 requirements
GPSoC supplier responses have been progressed to a point where DWP can
progress with funding approvals to complete the whole project - £1.3M.
o DWP have achieved internal (PAB) approval to spend £1.3M. This covers the
GPSoC supplier contracts to a value of £1M and the HSCIC total costs of
£236K (inclusive of the accrued £26,459 + VAT).
o DWP received approval from the Minister of State for Employment to spend
£1M (required for the GPSoC supplier contracts).
An MOU was developed in liaison with the DWP and was signed by both parties
Phase 1 of the project is now complete (as of October 2014) and the following approvals
were in place prior to completion:



MOU signed between HSCIC and DWP
DWP funding approval from the Minister of State and Employment
CCNAB approvals (signed CCN’s)
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Phase 2
The project is now in Phase 2 and prior to this commencing formally, the following approvals
will be in place:






Updated and signed MOU between HSCIC and DWP
Following review of the proposal produced by HSCIC IT Development, DWP received
approval to spend £300,000, which includes coverage of the new scope of the
project; HSCIC to collect, store, transform and publish the fit note data on behalf of
DWP.
DWP have between £3m-£5m to fund a number of proposals including the eMED3
project and have confirmed if costs rise, within reason, they are able to cover these
due to the high profile nature of the project.
Following uplift of the requirements and schema to account for the new changes
DWP approved the documents.
CCN (GPSoC-CCNa-021) was approved and issued to the 4 Principal GPSoC
Suppliers requesting costs and delivery timescales.
Add CCN Response details here
1.2.3 Project Requirements
The high level requirements are:
Phase 1: To convert the current paper MED 3 certificate (fit notes) hand-written by
GPs into an electronic form available in all HSCIC GPSoC systems including:
 Standardised electronic capture by the GP systems of all relevant MED3 data
against the patient’s record;
 Secure printed MED3 certificates (Unique IDs and 2D Bar Coding);
 Electronic printing of the statement by the GP system for signing and delivery
to the patient;
 Capabilities to enquire on the history of issued eMED3 certificates (including
GP2GP certificate transfer) and secure re-printing of duplicates (for
employers, insurance, etc.);
Phase 2: Secure frequent extract (e.g. weekly) of ‘anonymous patient’ data about
absence from work from the GP practices, store and process that data and provide
an output in the form of a publication to DWP.
1.2.4 Project Benefits
Benefits to the DWP include:

Wider deployment to Scotland and Wales using the same HSCIC GPSoC supplier
systems. See Assumptions (section 2.3).

Administrative cost savings through electronic issuance of the eMED3 form using
GP systems. Medical Statements (also known as form Med 3 or ‘fit notes’) provide
evidence of incapacity for benefit and sick pay purposes. They are exclusively paper
based. DWP prints and distributes up to 20 million forms annually. As forms need to
be stored and distributed securely this comes at significant administrative cost (both
direct and indirect).

Advanced Analysis. A lack of data on forms issued and the advice they contain
means that Government cannot analyse trends and patterns within sickness absence.
This is a significant strategic weakness when formulating policies to reduce and
prevent inactivity.
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
Fraud Reduction. The electronic medical statement will also introduce new
measures to reduce fraud which will further prevent abuse of the system such as the
current sale of fake forms over the internet.
Benefits to patients and the NHS include:








Integration to the patient’s electronic record (EPR). Significant improvement in record
quality through standardised edit and capture of the eMED3 data.
Improve Patient Safety. Hand-written forms increase the possibility of
misinterpretation of advice (by patients and their employees) which can place a
patient at increased risk.
Time saving completion of e-med3 forms compared to paper
Improved continuity of certification (record & legibility)
GP2GP transfer of certification record
Ability to produce duplicates
Improved completion of e-med3 information/form through application of logical
system rules
Potential for internal audit
1.2.5 Business Case
The DWP own the eMED3 project business case and are responsible for any benefits
realisation planning, tracking and reporting.
1.2.6 Exclusions from Scope
The following products and activities will be deemed out of scope for this project:

Transfer of ‘patient identifiable’ data (such as NHS number, full postcode). For this
project the transfer of data to an internal data warehouse will be constrained to
‘patient anonymous’ data. A separate project will be initiated to transfer ‘patient
identifiable’ data once DWP have refined the requirements and any associated IG
and ‘consent models’.

Delivery to GP practices who use the HealthySoft (CrossCare product) – this has
been agreed as not providing VFM based on the GP market share (c. 11 practices
across England).

Transfer of data by way of a secure hard drive. Due to HSCIC policy, data transfer
mechanisms are risk assessed and following the risk assessment of this proposal, it
was deemed inappropriate.

The scope of this project does not include collections from Scotland and Wales. Data
will be collected from practices within England only.
2 Project Definition
2.1
Project Approach and Deliverables
Phase 1
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For Phase 1 the approach and specialist deliverables for the remainder of eMED3 project will
be as defined, agreed and approved within the tailored CAP Approach (inserted below).
Management products and HSCIC SMT gated approvals followed the HSCIC Delivery
Framework.
eMED3 CAP
Approach v2.7.docx
Phase 2
For phase 2 the approach and deliverables for the remainder of the eMED3 project will be
delivered as defined and agreed within the IT Development Framework (inserted below). The
IT Development choice of method is Agile.
ITDF Principles.docx
The approach and deliverables for the new requirement changes (GPSoC-CCNa-021) will be
defined and, agreed and approved within the tailored CAP Approach (inserted below)
eMED3 CAP
Approach v0 3 20042015.docx
2.2
Assumptions
The following assumptions have been made with regards to eMED3 as a whole:



2.3
The HSCIC IT Development team will use DTS as the transport channel for receipt of
the eMED3 data extracts from the GP practices
Any eMED3 requirements specific only to Scotland and Wales (including live
Deployment) is outside of the HSCIC GPSoC contract and will therefore be managed
by the DWP.
DWP make resource available to cover full assurance of the first eMED3 system. This
is to ensure that the DWP and HSCIC Solutions Assurance are aligned in regards to
the eMED3 functionality.
Procurement Strategy
The existing HSCIC GPSoC Framework is being used to leverage the contracts between the
Authority and GP Systems Suppliers to deliver the eMED3 form to GP practices.
There are no other HSCIC procurement considerations for this project.
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3 Project Organisation
3.1
Project Structure
This section of the document outlines the overall project organisation necessary to
implement the eMED3 project.
Project Authority
DWP
DWP (sponsor)
(sponsor) –– Nick
Nick McGruer
McGruer
HSCIC
HSCIC SMT
SMT –– James
James Hawkins
Hawkins (Programme
(Programme and
and Operations
Operations –– Group
Group 1)
1)
Project Board
DWP
HSCIC
HSCIC
HSCIC
HSCIC
Nick McGruer
(Customer)
Kemi Adenubi
(Chair)
David Bryant
(Senior
Supplier)
Peter Short
(Clinical Lead
- Deputy)
Toto
Gronlund
(Senior User)
Project Delivery Team
DWP
HSCIC
Ann Newman
Mike Howley (PM)
HSCIC
James Scanlan – IT
Development
Jill Darlington – IT
Development
Kevin Deadman – IT
Development
Amerjit Singh – IT
Development
GPSoC Supplier
Project Leads
- EMIS
- INPS
- TPP
- Microtest
Figure 4.1: Overall Project Structure
3.2
Key Stakeholder Groups
Key stakeholders include




Health Disability and Employment Directorate - Department for Work & Pensions
Health Improvement & Protection Directorate - Department of Health
HSCIC IT Development team
BMA
o JGPIT – the eMED3 objectives have been presented and feedback given
(includes the Devolved Administrations).
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o
3.3
GPC – Continued engagement will be required to satisfy the GP
community on the appropriateness of the output. DWP will lead on this
with support from Peter Short.
Project Resources and Responsibilities
3.3.1 Project Authority
This project is being requested by Peter Wright (Principal Scientific Adviser and Deputy
Director) and sponsored by the Health Disability and Employment Directorate (HDE) of the
Department for Work and Pensions (DWP).
Nick McGruer (Deputy Director for Health Disability and Employment Directorate at the
Department for Work and Pensions) has overall responsibility.
Within HSCIC this project is stand-alone and will be managed under the remit of GPSoC on
the HSCIC Programme Delivery olio. James Hawkins will represent eMED3 through the
gated approvals at HSCIC SMT.
3.3.2 Project Board
Project board members directing the project include:





Melissa Ruscoe (HSCIC GPSoC Programme Manager) – Chair
Peter Short – GP National Clinical lead (deputy)
David Bryant – Head of IT Development – Senior Supplier
Nick McGruer – DWP HDE Directorate Deputy Director
Toto Gronlund – Business Owner
The following stakeholders are also invited to the Project Board updates:


HSCIC and DWP Project Managers
HSCIC IT Development management
3.3.3 Project Management
The HSCIC Project Manager (PM) is Mike Howley
The DWP Project Management activities are managed by Ann Newman
Each GPSoC supplier will provide a named Project Lead.
HSCIC Supplier Release Managers will be engaged by the HSCIC Project Manager for their
respective suppliers.
3.3.4 Delivery Team
GPSoC suppliers:




EMIS
INPS
TPP
Microtest
DWP team and the HSCIC team (also see Section 7 – HSCIC Resource Management):





David Bryant (IT Development Head)
James Scanlan (IT Development Manager)
Amerjit Singh (IT Developer)
Kevin Deadman (IT Tester)
Jill Darlington (Delivery Manager)
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4 Project Management
4.1 Project Controls
Project Managers will continue to update the eMED3 Project Board at specific key points in
the project. Minutes and update packs are drafted by the HSCIC Project Manager (reviewed
by DWP Project Managers) and then submitted to the Project Board attendees by the HSCIC
PM.
The HSCIC PM will engage DWP with the GPSoC suppliers as required. HSCIC resource
utilisation against plan will be reported monthly.
GPSoC Suppliers will provide detailed project plans / checkpoint reports to the HSCIC PM /
Supplier Release Mangers. Regular update (conference calls) will also be set up between
HSCIC and the GPSoC suppliers to go through progress, plans and reports. DWP PM’s will
attend these conference calls as required.
4.2
Project Tolerances / Exception Reporting
No project tolerances have been set for this project.
Phase 1
HSCIC costs were recorded on a T&M basis and were capped at £236K. This made
provision for the delivery and assurance of 4 suppliers (and 9 GPSoC systems).
GPSoC Supplier costs were agreed and approved via the Contract Change Notifications
(CCN). The values agreed in the CCN were effectively a fixed price model.
Phase 2
HSCIC costs will be recorded on a T&M basis and have been estimated at £300k to deliver
the remainder of the project although costs have not been capped for this Phase.
Any additional expenditure will be managed via the standard HSCIC GPSoC CCN process.
The DWP will be required to review and accept any proposed changes (and confirm that any
funding arrangements and approvals are in place) before the change can be approved.
4.3
Risks and Issues Management
A Risks and Issues register will be included and managed as part of the standard reporting
packs to the DWP Project Managers and Project Board.
GPSoC Suppliers will highlight Risks and Issues to HSCIC via their reporting submissions.
High severity / impact risks will also be recorded in the HSCIC Tracking Database
4.4
Risks and Issues
Risk / Issue Statement
There is a risk that the SCCI and
DARS process will add delays to the
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Risk Outcome
Reputational damage
to the HSCIC and
Prob
Impact
Rank
Rank
L/M/H
L/M/H
3
4
Mitigating Actions
Regular engagement with key
SCCI and DARS stakeholders
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delivery of data
consequently DWP
Provide clear and accurate
information
Include key project stakeholders
in specific activities
Regular comms with DWP to
ensure expectations are
managed.
There is a risk that Suppliers are
unable to deliver in the required
timescale and start the data
extraction in August 2015
Reputational damage
to the HSCIC
5
2
Ensure CCN (GPSoC-CCNa021) is clear and concise to
ensure quick response from
Suppliers
Regular comms with Suppliers to
ensure they are fully engaged
and buy in
Regular comms with DWP to
ensure expectations are
managed.
There is a risk that BMA’s GPC and
GP’s reject the proposal on the
grounds that DWP have not
supported GP’s in their
responsibilities as Data Controllers
There is a risk that HCIC’s
reputation as a safe haven will be
damaged if there are public
concerns about the extraction and
use of this data across Government
Departments.
There is a risk that the GP and
patient community will be
unsatisfied with DWP’s aspiration to
expand the use of this functionality
to record other, non-medical data.
There is a risk that the quality of
data will be poor and therefore
achieving a quality data set will take
more time.
DWP’s requirements
are not fully met
2
5
Reputational damage
to the HSCIC
2
5
Assess the risk to HSCIC from
this extract and decide whether
to proceed with it or not
Reputational damage
to the HSCIC
2
5
Ensure all new requirements and
proposals are communicated to
and achieve GPC’s approval.
Refine proposals and ensure
regular engagement with the
BMA GPC to ensure approval
prior to implementation
Update the MOU to include a
provision that states DWP must
revert to the HSCIC if the data is
to be used for any purposes
other than those agreed.
Delay to the delivery of
data and therefore
delivery to the
customer, therefore
reputational damage.
3
3
Assure suppliers data pre
landing.
Add data validation checks to
improve the data quality
Plan in extra time for delivery to
account for the potential of poor
data quality
Communicate regularly with
DWP to ensure expectations are
managed re potential delays to
delivery.
There is a risk that there won’t be
business ownership is inappropriate
and therefore responsibilities are
not fulfilled
Poor/slow support to
customers for business
queries and therefore
reputational loss
3
3
Seek advice from similar
services
Define responsibilities early with
appropriate stakeholders
Identify appropriate resource with
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relevant skills for the role and
knowledge transfer through
workshops
Continue to monitor individual
progress
There is a risk that Suppliers will
turn on DTS send functionality
earlier than expected.
If data is extracted
before the legal
Direction is approved
the HSCIC will be
breaking the law.
1
5
Communicate regularly with
Suppliers to ensure continuous
engagement and buy in
3
1
Regular engagement with DWP
to ensure communication and
pressure on DH is constant.
Potential to lose data if
IT Dev run up a client
and nothing is done
with the data due to “fill
up” overflow.
If the data isn’t
collected from DTS
within 5 days it will be
deleted.
There is a risk that Ministers will not
approve the Direction in time for the
HSCIC July Board to allow the
timely flow of data
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Further 2 month delay
to the delivery of data.
Potential reputational
damage
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5 Project Plan
Detailed project plans will not be submitted by the GPSoC Suppliers until the GPSoC CCNs
have been signed. Once received, an overall Project Plan and schedule will be produced by
the HSCIC PM which incorporates the GPSoC Suppliers detailed plans.
The schedule responses received from GPSoC supplier CCN responses to date (assuming
signature at the end of Aug 2011/early September) are outlined within the table below.
Phase 1 of the project completed and closed (all GPSoC suppliers delivered) in October
2014.
At the point of writing, all suppliers have delivered the required functionality to allow the flow
of data from their clinical system to DTS and the below table details the delivery dates:
GPSoC Supplier
System
CCN Schedule Response (Go-live dates)
EMIS
LV
10-Jul-2012 and 04-Sept-2012
PCS
03-Jul-2012 and 17-Sept-2012
EMIS-Web
28-Sept-2012 and 16- Nov-2012
TPP
SystmOne
10th October 2014 and 26th September 2014
INPS
Vision3
8-Oct-2012 and November 2012
Microtest
Evolution
08-Oct- 2012 and November 2012
Healthy
CrossCare
Not responded (but not VFM based on GP market share)
Phase 2 of the project has been split into 5 releases:
1.
2.
3.
4.
5.
land eMED3 data into a HSCIC internal data warehouse
Provide initial extract of data
Provide partial reporting tool
Provide enhanced reporting tool
Provide public reporting tool
Phase 2 of the project commenced in April 2014 however work initiated in October 2014 and
the first release is due to be delivered in August 2015 to include historical data dating back to
December 2014. The second release is planned for September 2015, the third in September
2015, the fourth in November 2015 and the fifth in December 2016.
Suppliers are planned to
GPSoC Supplier
System
EMIS
LV
TPP
SystmOne
INPS
Vision3
Microtest
Evolution
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CCN (021) Schedule Response (Go-live dates)
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5.1
HSCIC Resource Management
5.1.1 HSCIC Resources
Phase 1
The table below summarises the planned total number of GPSoC man days required for
Phase 1 of the project:
Rate
HSCIC Function
Contractor
8b
8c
8b
GP rate
Contractor
8b
7
8b
GPSoC / Commercials
GPSoC Project/Release Manager
Technical (DHID)
Assurance (NICA)
GP National Clinical Lead
Assurance (GP2GP)
Non Functional Assurance (NFA)
Deployment
Service Management
Totals
Total
Days
Days
Used
Planned
Days
10
51
58
164
9
28
27
81
64
492
10
14
14
26
3
1
1
1
1
71
0
37
44
138
6
27
26
80
63
421
The actual amount of days accrued for Phase 1 totalled 228.
Phase 2
The table below summarises the total number of GPSoC man days required for Phase 2 of
the project
Rate
Band 7
£650
£510
Band 8c
Band 9
Band 8b
Band 8c
Band 8b
HSCIC Function
Project Manager
Clinical Lead
Clinical Advisor
IG advisor
Programme Director
Senior Release Manager
Technical Architect
Assurance (solutions)
Totals
Planned
Days
Days
Used
48
5
1
5
1
3
2
2
67
5.1.2 Requesting Resources and Time Recording
The Project Brief was initially used to replace the need for a Gate 0 request for Solutions
Assurance resources. Moving forwards, as and when each GPSoC supplier provides a
detailed plan then a ‘streamlined’ Gate 0 request focussing on the ‘schedule and resource
sections’ only will be updated and submitted. Other sections of the Gate 0 request will refer
to the Project Brief.
Time utilised on the eMED3 project for Phase 1 was recorded and tracked using the HSCIC
time recording system ‘TimeIT’. This approach was not required for Phase 2 of the project.
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6 Quality Plan
A separate quality plan is not required for this project:
Phase 1

This project will follow the standard HSCIC Common Assurance process (CAP)
inserted in section 2.2.1. The CAP approach has been agreed by the HSCIC CAP
Operations Board and was issued to the GPSoC suppliers as part of the CCN.

GP National Clinical Leads will be involved in reviewing the GPSoC suppliers
systems alongside GP User Group representatives (from early design stages) to
ensure that they meet GP ‘Usability’ expectations.

HSCIC NICA is proving a full assurance service to the DWP for all of the GPSoC
supplier’s systems. This includes test assurance design, execution and certification
that the supplier is compliant with the eMED3 requirements.

Success Criteria for DWP acceptance of the GPSoC supplier eMED3 solution will be
defined within the High Level Test strategy.

After clinical assessment by the HSCIC Clinical Safety Engineers / Group it was
agreed that this project has no clinical impact. Therefore the CAP deliverables for
Clinical Safety Approval will not be required for this project.

Dr Alan Hassey (GP National Clinical Lead) has reviewed the eMED3 requirements
for adherence to the new GPGv4 2011 (GP - Good Practice Guidelines).
Phase 2

As the GPSoC suppliers systems were assured in Phase 1 of the project, a simple
regression test will be performed as an additional quality check.

For the development of the internal system to land, store and transform the data, the
project will follow the core features of Scrum (Agile software development framework)

A product owner was identified (Jane Carr - DWP) to work with the IT Development
team, who is responsible for developing and owning the product backlog.

A business/product owner for the eMED3 project (Toto Gronlund) has been identified
to represent the HSCIC who is responsible for the business requirements.

A product backlog will be developed and contains a list of everything that might be
needed in the product and is the single source of requirements for any changes to be
made to the product.

There will be daily scrums to synchronise activities and produce a 24 hour plan

Sprint reviews will be held at the end of each sprint to ensure requirements within that
particular sprint have been achieved. This is done with the customer.

Peter Short, Richard McEwan, James Scanlan and Andy Dickinson will review the
eMED3 requirements to ensure full IG compliance
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



At the time of writing, a Privacy Impact Assessment was developed, which raised a
number of risks and therefore mitigating actions were identified for each, including:
 Obtain a direction from DH/NHSE to achieve a legal basis
 Obtain JGPITC endorsement of the project approach
 Produce material for GP’s to comply with fair processing notification
policy
 Produce a Data Sharing Agreement between HSCIC and DWP
 Produce a data retention policy
 Develop plans for allowing individuals the opportunity to object to their
data being used for the eMED3 project
A HSCIC Business Analyst has made the required changes to the eMED3
requirements (as CCN GPSoC-CCNa-021)
All key stakeholders have reviewed and approved the new requirement changes (as
CCN GPSoC-CCNa-021)
A CAP approach has been developed and approved by all key stakeholders to assure
the new requirement changes (as CCN GPSoC-CCNa-021)
7 Communications Plan
DWP will own and maintain the overall Communications Plan.
GPSoC Suppliers will provide training and technical deployment guidance specifically in
relation to how the GPs will use the eMED3 functionality within the deployed GPSoC
systems.
8 Project Costs
HSCIC are providing a fully chargeable service to the DWP for the delivery and assurance of
the eMED3 form (electronic fit notes) to the GPSoC systems. The total cost of HSCIC
delivering Phase 1 of this service to the DWP was estimated at 492 man-days of effort
(£236K inc. VAT). The actual man days accrued totalled 228 (£79k). A spread sheet
breaking the costs down (also used in the MOU) is inserted below.
In summary:
Phase 1





HSCIC costs are capped. Time recording will be on a T&M basis. £236K makes
provision for assurance of 4 GPSoC suppliers delivering 7 systems.
HSCIC will invoice DWP for HSCIC costs at the end of each financial year.
The data extracts will involve usage of DTS at an estimated cost to HSCIC of
£18k/per annum
GPSoC suppliers will invoice DWP direct as agreed in the terms of the signed CCNs
IT Development costs for collecting, storing, processing and publishing data
Phase 2




HSCIC costs have been estimated at £50k to deliver the remainder of the project
£120k makes provision for internal IT design, development and testing
On-going IT support costs total £70k
Business Ownership £40k
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

The data extracts will involve usage of DTS at an estimated cost to HSCIC of
£18k/per annum
HSCIC will invoice DWP for HSCIC costs at the end of each financial year.
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