Management Case Clause Samples
The Management Case clause outlines the procedures and responsibilities for overseeing and administering a project or contract. It typically details how project progress will be monitored, who is responsible for reporting and decision-making, and the mechanisms for addressing issues as they arise. For example, it may specify regular review meetings, escalation processes for disputes, or the documentation required for project milestones. The core function of this clause is to ensure effective project governance and accountability, thereby minimizing misunderstandings and facilitating smooth project execution.
Management Case. The Caring for Ayrshire Programme will require robust governance and appropriate structures put in place that reflect our whole system approach. By its nature, the NHS Board, working in collaboration with their Health and Social Care Partners will be complex whilst accepting there will be a need to ensure openness and transparency around designing and implementing the strategic vision of the new models of health, care and wellbeing. Additionally working wider than just Health and Social Care, the concept of working in partnership with other public services such as our local authorities and education sector will require our governance routes and mechanisms to be adaptable to support and complement those who we are seeking to collaborate with in providing a whole system approach around future integrated services. The NHS Board has already put in place governance arrangements to support Stages 1 and 2 of the programme. The Caring for Ayrshire Programme Board was established to ensure oversight and to provide direction to the Caring for Ayrshire programme and is supported by a number of groups delivering on key areas of the programme.
Management Case. 7.12.1 The project, should it proceed as per the preferred way forward, will be managed by a Project Board chaired by the Head of Primary Care and Community Services, North West Sector. The Director, North West Sector will act as Project Sponsor.
7.12.2 The Project Board will comprise representatives from the Senior Management Group of the ▇▇▇▇▇ ▇▇▇▇ ▇▇▇▇▇▇, ▇▇▇▇▇▇▇ CHP, and key stakeholders from the GP/User group, the PPF and representatives from West hubco as members of the Project Board and Project Delivery Group and the Board’s Capital Planning team. The Project Board will be expected to represent the wider ownership interests of the project and maintain co-ordination of the development proposal.
7.12.3 The Project Board reports to the NHSGGC Hub Steering Group, which oversees the delivery of all NHSGC hub projects. This Group is chaired by the Glasgow City CHP Director and includes representative from other Project Boards within NHSGGC, Capital Planning, Facilities, Finance, hub Territory and Hubco. This governance structure is illustrated in Fig. 1. (attached as Appendix 2)
7.12.4 A Project Steering Group would also be required to manage the day to day detailed information required to brief and deliver the project. If procurement progresses through the West of Scotland Hub this would be the key delivery forum.
7.12.5 The project will also be supported by a series of sub groups / task teams as required and identified in the Guide to Framework Scotland published by Health Facilities Scotland. These task teams will include Design User Group; Commercial; IM&T; Equipment; Commissioning and Public Involvement.
7.12.6 The Board anticipate that the Initial Agreement will be considered by the Capital Investment Group 2012. Should approval be granted to move to OBC, then the indicative project timetable is as follows: NHS GG&C Approval of IA September 2012 CIG Approval of IA October 2012 NHS GG&C Approval of OBC March 2013 CIG Approval of OBC April 2013 NHS Approval of FBC September/October 2013 CIG Approval of FBC November 2013 Construction Start January 2014 Construction Complete March 2015 Post Occupation Review Mid 2016 Post Project Evaluation +12 months from occupation
7.12.7 The Board has put in place arrangements for Programme Management and Project Management by appropriately skilled staff. The team is further resourced with capital Finance professionals with experience in previous revenue-financed public sector initiatives. Further, the Board have pro...
Management Case. The PTS Mobile Data Replacement Project will report to the 2020 Steering group via the Enabling Technology Programme, providing regular highlight reports and representation at meetings. Nov-20 - Jan-21 Testing Feb-21 - Apr-21 Training Oct-20 Jan-21 Apr-21 Aug-20 - Oct-20 Interface development Jan-21 - Feb-21 Trial The following table summarises the engagement carried out with relevant governance groups and confirmation of their support for the proposal: Organisation The Scottish Ambulance Service is fully supportive of this proposal, with ▇▇▇▇▇ ▇▇▇▇▇▇ Director of Finance & Logistics taking the lead sponsor role. This proposal is incorporated into the Board’s Local Delivery Plan, Property and Asset Management Strategy, and Enabling Technology work stream -all of which have received Scottish Ambulance Service Board approval. This Initial Agreement was presented at the Service Board meeting on 28th March 2019 where approval to proceed Was granted. Executive Team The Initial Agreement requires the support of the Service’s Executive Team and has been presented for their approval to proceed. This Initial Agreement was presented at the Executive Team meeting on 5th March 2019. Enabling Technology Board The PTS Mobile Data Replacement Project is a standing agenda item at ET Board meetings with regular updates on progress. This Initial Agreement was presented to the Enabling Technology Board at their meeting on 20th February 2019. Approval to proceed was granted at this meeting. Scottish Government Capital Investment Group The Initial Agreement requires the support of Scottish Government Capital Investment Group and will be presented for their approval to proceed. The Initial Agreement will be presented to the Scottish Government Capital Investment Group at their meeting on the 15th May 2019.
Management Case. Management arrangements
Management Case. The project, should it proceed, will be managed by a Project Board chaired by the West of Scotland Director of Regional Planning. The West of Scotland Regional Planning Group and the Regional Cancer Advisory Group Director will act as Project Sponsors. The Project Board will comprise representatives from NHS Ayrshire & Arran, NHS Forth Valley, NHS Greater Glasgow & ▇▇▇▇▇, NHS Lanarkshire, Regional Planning, Staff Representatives and Patient and Staff side representatives. The Project Board will be expected to represent the wider ownership interests of the project and maintain co-ordination of the development proposal. The Project Board will report to the West of Scotland Regional Planning Group and Regional Cancer Advisory Group.
Management Case. 5.3.1 The NHSL Governance process would be administered through the development of a 3 part business case namely: Initial Agreement, Outline Business Case and Full Business Case. These documents would seek approval at key stages by way of NHSL governance committees and the Scottish Government where required. Committee dates will inform project programming and allow for key stages of work to be funded.
5.3.2 Whilst the progress of the project from inception to completion is subject to NHSL governance committee approvals across its lifespan the design development will follow the RIBA plan of work. The NHSL Estates Projects team will seek to align and support these interdependent programmes whilst managing the numerous stakeholder groups which feed both. WGH Site Director Project Owner
5.3.3 A full Project Directory will be developed as the project develops but in the meantime the table below shows the key roles that will be undertaken at present. Estates Sector Manager Senior ICPN Capital Finance Manager Project Manager Project Team Manager Consultant Oncologist Director of Cancer Services Consultant Haematologist Clinical Nurse Manager Senior Clinical Research Fellow Clinical Service Manager Estates Liaison Officer Infection Control Support Capital Finance Support Project Manager Project Director Project Medical Advisors Project Clinical Advisor Project Co-ordinator Project Sponsor
5.3.4 The use of specialist external advisors will be essential and the early release of funds will allow their appointment via Frameworks Scotland 2.
Management Case. Table 15 in the Commercial Case sets out the milestones for the development of the project through Initial Agreement, New Project Request, Outline Business Case, Full Business Case approval and finalisation of Contract documents.
Management Case. 2.1. The NHSL Governance process would be administered through the development of a 3 part business case namely: Initial Agreement, Outline Business Case and Full Business Case. These documents would seek approval at key stages by way of NHSL governance committees and the Scottish Government where required. Committee dates will inform project programming and allow for key stages of work to be funded.
2.2. Whilst the progress of the project from inception to completion is subject to NHSL governance committee approvals across its lifespan the design development will follow the RIBA plan of work. The NHSL Estates Projects team will seek to align and support these interdependent programmes whilst managing the numerous stakeholder groups which feed both.
2.3. A full Project Directory will be developed as the project develops but in the meantime the table below shows the key roles that will be undertaken at present.
Management Case