CHANGING CHILDREN’S SERVICES FUND
SHARED EQUIPMENT FOR CHILDREN WITH SPECIAL NEEDS
Project Initiation Document
Version 1.0
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CONTENTS
1.Introduction......
1.1NHS Grampian and Children’s Services......
1.2Aberdeen City Council Joint Children’s Services Plan......
1.3Purpose of the Project Initiation Document (PID)......
2.Project Management......
2.1Assumptions......
2.2Project Justification......
2.3Project Budget......
3.Objectives......
4.Scope of Project......
4.1Areas Outwith the Scope of the Project......
5.Project Phases......
5.1Phase 1......
5.2Evaluation of Phase 1......
5.3Phase 2......
5.4Evaluation of Phase 2......
6.Reporting Structure......
6.1Project Co-ordinators......
6.2Steering Group......
6.3Change Team......
6.4Project Director......
6.5Management Group......
6.6The Aberdeen Children & Young People’s Strategic Planning Group......
6.7Membership......
7.Resolving Difficulties......
8.Linkages to Other Strategies......
9.Document Authorisation......
Appendix i......
Timetable......
11. Appendix ii......
Project Costs to Date......
12. Appendix iii – Third Party Involvement......
13. Appendix iv......
Partners and Contacts......
14. Appendix v......
Risk Register......
Version Control
Version / Date of Change / Author / Description1.0 DRAFT / 05/11/03 / Malcolm Mckie
Marlene Walker / Initial Draft
1.0 DRAFT / 03/12/03 / Malcolm Mckie
Marlene Walker / Amendments made following Steering Group Meeting
1.Introduction
1.1NHS Grampian and Children’s Services
Children’s services are both a local and national priority and the development of Changing Children’s Services Fund projects demonstrates the commitment to improve services to children in the Grampian area. Aberdeen City have allocated funding for an Equipment Project, with the explicit aim to work across agencies to improve the delivery of equipment services to children with special needs and their families in Aberdeen City. This project is being hosted by the Combined Child Health Service, Grampian University Hospitals, who will take the lead in this multi-agency partnership.
“For Scotland’s Children” details the direction children’s services should be working towards. This project is committed to achieving the principles as outlined in this document:
Children’s services should be seen as a single service system
Ensure inclusive access to universal services
Co-ordinate needs assessment
Co-ordinate intervention
Target services
1.2AberdeenCity Council Joint Children’s Services Plan
The Joint Children’s Services Plan 2002-2005 is the second three-year plan produced for AberdeenCity. The first was written in 1998 and updated in 1999-2000. The original plan was seen as the first step in a process, which was designed to increase collaboration and joint working.
The Programme for Service Redesign detailed in the Joint Plandirectly supports the vision to provide a holistic approach to service delivery across the public, voluntary and private sectors and, specifically, the development of integrated services for children and young people in the city of Aberdeen.
1.3Purpose of the Project Initiation Document (PID)
The purpose of this PID is to set out the aims of this project, how it will be conducted, the duration and the associated costs. Throughout the project, the PID will be used as a baseline against which progress is measured.
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2.Project Management
A simple reporting procedure has been adopted to ensure that there are clear reporting lines in place, and that key decisions are made at the appropriate level. Every attempt has been madeto ensure that adequate and appropriate resources have been identified to provide the support required for this project. To ensure an inclusiveimprovement process to the way services are delivered, it is vital that collective agreement and understanding of the objectives are achieved. This is to ensure both buy in/commitment and that everyone is moving in the same direction and striving for the same goals.
It is recognised that this will not be an easy task, as each agency involved has differing cultures, structures and commitments. However, the establishment of a multi-agency Steering Group will facilitate this process, with the support of the Project Leader of Aberdeen City Council’s Change Team.
2.1Assumptions
It is assumed that all Stakeholder Groups will provide commitment and resources to the Project as required to achieve the objectives of the Project defined within the PID. The project is dependent on the availability and dedication of the relevant staff involved within NHS Grampian and partner organisations.
2.2Project Justification
The key justification for change is that we must strive to deliver the best services to families and their children with special needs.
Therefore the objective for integrating the delivery of Equipment for Children with SpecialNeeds is that through working together, substantial and measurable improvements can be made, through the eradication of duplication of effort, and the overall increase in the efficiency of service provision.
This should also lead ultimately to the improved utilisation and perhaps the ultimate integration of other equipment services and resources provided by NHS Grampian and their Partners (Education and Social Work. etc).
2.3Project Budget
Budgetary allocation has been made from the Changing Children’s Services Fund held by Aberdeen City Council and details are provided in Appendix ii.
3.Objectives
The project seeks to improve services andprocesses, to enable greater integration and to deliver measurable improvements in service quality, with regards to access of equipment for children with special needs, by achieving the following key objectives:
- To make better use of resources with a view to moving towards aligned or pooled budgets
- Establish a joint service plan for equipment as a single service between the major Partners
- Ensure Health and Safety standards are met with regard to maintenance and cleaning
- Improve planning, policy and service delivery
- Share good practice in the delivery of equipment to achieve more integrated support
- Ensure equipment access between the major Partners is universal to all children with special needs
- Enable Partners to be more committed to change, to integrate processes and reduce duplication
- Ensure effective flexible working with Partners, sharing information through the establishment of a central equipment database
- Improve patient/client care and staff satisfaction
4.Scope of Project
The scope of the project is limited to deal with children and young people in the 0 to 18 years age bracket. Social Work and Education of Aberdeen City Council, plus Child Health and the voluntary sector will provide the loan service. The Voluntary sector will cover respite and long term care. Equipment over the value of £100 will be included within the project, also low value/high risk equipment will be included ie electrical equipment.
The types of equipment that will be covered by the project will include:
Seating systems
Standing frames
Walkers & rollators
Therapy benches/tables
Community equipment e.g. bathing and personal care
Hoists
Sleep systems
May include car seats
Bikes
4.1Areas Outwith the Scope of the Project
The equipment funding is explicitly not to be used for purchasing additional equipment. Other equipment that will be excluded from the project will be:
Wheelchairs (except if bought by schools)
Hearing devices
Toys
Beds/mattresses
Equipment to facilitate access ie grab rails
5.Project Phases
This project will be split into the following phases:
5.1Phase 1
- Identify processes already in place
- Identify Health and Safety issues not in place
- Identify roles and responsibilities of Partners and Voluntary Agencies
- Highlight gaps in service
- Document the procedures in place
- Evaluate present service levels and provide clinical audit of present service level
5.2Evaluation of Phase 1
The main outcome from Phase 1 will be the production of a document detailing current serviceprovision and procedures. This would allow all future developments to be measured against the current base state.
5.3Phase 2
- The management and use of joint resources. This may include pooling/aligning budgets, in conjunction with the CCSF Integrated Finance Project
- Simplify procedures to make most effective and efficient use of available people and resources
- Assist with the integration of data through use of a suitable database to maximise the benefits of shared information
- Make most effective use of IT systems, both new and existing,to support staff involved
- Implement a pictorial equipment web based database
- Log equipment to be available to database i.e. CCSF serial number, image, condition, and location
- Ensure the project is cost effective
5.4Evaluation of Phase 2
An evaluation document of Phase 2 will be produced which will define the objectives that have been met and to what level. Also to highlight whether other actions need to be taken to achieve the main objectives of the project. (Objectives section 3)
6.Reporting Structure
The following flow diagram seeks to provide an overall view of the integration of the project for equipment for children with special needs into existing joint projects. This is to ensure that effective and efficient decision-making can be made at the appropriate level.
There are a number of tiers of management required to effect proper control over the project. The structure illustrated below includes the full Project Governance Structure relating to the overall service improvement project as well as the project relating to equipment for children with special needs. The roles and responsibilities of the various groups are defined on the following pages.
6.1Project Co-ordinators
The Project Co-ordinators report to the Steering Group on a monthly basis and liase with NHS members as and when specific points arise so that the project path is maintained. The main duties for the Project Co-ordinators are given below:
- Make recommendations on service improvement
- Implement improvements to achieve project objectives
- Ensure project phases are met
- Bring to the attention gaps in existing services
- Ensure documentation is maintained so that Steering Group members are well informed
- Outline project aims to interested third parties (See flow table of Appendix iii)
- Evaluate any proposed recommendations and decide how these can be implemented within own agency
6.2Steering Group
The Steering Group supported by the Project Leader (Kate Kasprowicz) from the Change Team will undertake the day-to-day management of the project relating to equipment for children with special needs. The Steering Group will report to the Change Team via the Change Team Project Leader. The main duties of the Steering Group are outlined below:
- Agree on the goals, objectives and timescales set out in the Project Initiation Document
- Report any deviations from the programme to the Change Team
- Ensure the appropriate personnel and resources are available to complete the various phases of the programme
- Ensure aims of project are met within Steering Group members own organisation
- Ensure the risks relating to the overall programme via the risk register are properly managed
- Formally sign-off the completed stages of the programme
- Provide regular reports covering project progression, issues, risks, and dependencies
- If required obtain ratification/sign off of key decisions and stages from the Strategic Planning Group
- Support the Project Co-ordinators
6.3Change Team
The Change Team has been established to manage and have a key role in the implementation of the Change Programme.
The Team will be led by the Project Leader (Kate Kasprowicz), supported by the Change Managers, and draw on specialists from various disciplines dependent upon the prevailing nature of the projects being undertaken.
The Team is seen as the engine for change, and is central to the Changing Children’s Services Fund bid, facilitating, energising and leading the movement towards change and integration. Their main duties are listed below:
- Maintain the Children’s Services Guidelines (and supporting Project Plan) that defines a logically phased Programme of Projects, aligned with the targets and aims embodied within the Joint Children’s Services Plan
- Monitor deviations to the PID and the timetable and take appropriate corrective and preventative action as required
- Monitor progress of the specific projects to ensure effective co-ordination, development and implementation and to minimise duplication of effort
- Ensure linkage across technology, process, people and property
- Implement best practice processes and methodologies to enable rapid and successful progress
- Ensure that all projects are progressed efficiently to meet the programme timetable, reporting progress and any deviations to the Management Group
- Monitor issues and risks associated with the programme
- Define and focus the use of resources required to complete the various projects as per programme and report these requirements to the Management Group
- Develop and facilitate local children’s services teams and networks for the purpose of sharing information and raising awareness
- Oversee and evaluate specific improvements including training and development programmes
- Advise the Neighbourhood Directors on the plannedimprovements and ensure links to the wider change agenda and its local implementation in the area
6.4Project Director
The Project Director leads, on behalf of the Children and Young People’s Strategic Planning Group, the integration of children’s and young people’s services in AberdeenCity. The key tasks include:
- Provide leadership for changing children’s services at a local and national level across partner agencies
- Define and develop partnerships, joint working and multi disciplinary approaches to deliver the change agenda at NeighbourhoodCity and North East levels
- Build joint collaborative and co-ordinated resources management and assessment systems across services and agencies so that all resources are focused effectively to achieve the outcomes required
6.5Management Group
The Steering Group and the Change Team will be responsible for managing the specific project.
The Project Leader will also report to the Management Group. In addition, the Project Leader will provide the link with the teams who will implement other projects aimed at delivering against the targets and objectives embodied within the Joint Children’s Services Plan.
6.6The Aberdeen Children & Young People’s Strategic Planning Group
The Planning Group will provide relevant strategic vision in respect of development and monitoring of the progression and implementation of the Joint Children’s Services Plan, ensuring alignment with prevailing policy and stakeholder obligations.
6.7Membership
Aberdeen Children & Young Peoples Strategic Planning Group:
ACP Co-ordinator – OCE Community Development – ACC
Assistant Director (North) – Aberlour Childcare Trust
Assistant Procurator Fiscal
Barnardos
Change Team (North) – ACC (x2)
Chief Executive – Langstane Housing
Childcare Resources Social Work & Community Development – ACC
Children & Family Services (South) – Neighbourhood Services (South) – ACC
Children’s Panel
Children’s Rights Officer – Social Work & Commununity Development Office
Children’s Services Officer – ACVO
Committee Services Officer – Legal & Corporate Services – ACC
Community Learning & Disability Leader – Neighbourhood Services (North) - ACC
Consultant in Public Health Medicine – NHSiG
Convenor Community Services Committee – ACC
Corporate Director – Community Services – ACC
Corporate Director – Learning & Leisure – ACC
Corporate Director of Neighbourhood Services (South), (North) & (Central) – ACC
Councillors – ACC (x8)
Deputy Director – Voluntary Service Aberdeen
Deputy General Manager – AberdeenCity Collective/Aberdeen & North LHCC – NHSiG
Development Officer – OCE Community Development – ACC
Education Officer – Neighbourhood Services (Central) - ACC
Education Officer (Children & Families) – Neighbourhood Services (Central) – ACC
Education Officer (Community Education) – Neighbourhood Services (South)
Grampian Police
Grampian Racial Equality Council
Head of Service – Culture & Learning – Neighbourhood Services (South) & (North) – ACC
Head of Service – Quality of Life (Health & Care) – ACC
Head of Service - Social Services Policy – Community Services – ACC
Lecturer – RobertGordonUniversity
Office of Chief Executive – Community Development – ACC
Principal Officer – OCE Community Development – ACC (x2)
Principle Social Work Officer – Planning – ACC
Project Leader – Changing Children’s Services
Public Health Lead for AberdeenCity Collective – Health Promotions
Reporter to the Children’s Panel
SACRO (x2)
Social Work Manager Adult Care – Neighbourhood Services (North) – ACC
Sport & Recreation Officer – Neighbourhood Services (North) - ACC
Strategic Co-ordinator Child Health – NHSiG
Team Manager – Children’s Services (South) & (North) – ACC
Team Manager – Strategic Policy – Community Services – ACC
Who Cares Scotland
Aberdeen Children & Young Peoples Service Management Group:
Chief Executive, Head of Service for Community Development
Project Leader from Change Team
Learning and Leisure
Quality of Life
Neighbourhood Services
Health and Voluntary Sector (national and local)
Trade Union
The Project Director:
Irene McGuggan
The Change Team:
Project Leader
Change Managers (x7)
Specialists
Business Analyst
Human Resources
ICT
Property
Finance Contract
Research & Development
Administration
The Steering Group:
Gail Thomson - Service Manager, Child Health (Chair)
Kate Kasprowicz - CCSF Project Leader, Aberdeen City Council
Anne Brockman – Head Paediatric OT, Child Health
Teresa Murray- Senior OT, Aberdeen City Council
Stewart Rogerson- Technical Support Manager, NHS Grampian
Heather Hardisty- Nursing Services Manager, AICC
Maureen Ryles- Head Paediatric Physiotherapist, Child Health
Jan Roy – Education Officer, Aberdeen City Council
Marlene Walker – Project Co-ordinator
Malcolm McKie – Project Co-ordinator
Project Co-ordinators:
Marlene Walker – Project Co-ordinator
Malcolm McKie – Project Co-ordinator
7.Resolving Difficulties
If an issue arises that cannot be dealt with at a particular level, then there is an upward route for seeking authority/policy decision, e.g. Change Team deferring to the Management Group (refer back to figure 1).