Redevelopment Programme Board TERMS OF REFERENCE Trust Board decision to set up: April 2010 Date of this version: February 2012 This version prepared by: Steve Turner PFI Project Director Terms of Reference Approval by the Redevelopment Programme Board 8th February 2012 Review Date: February 2012 Redevelopment Programme Board February 2012 1
Terms of Reference 1. Purpose The Redevelopment Programme Board will have direct responsibility, delegated by the Trust Board, for overseeing the management and delivery of all aspects of the Trust s Phase One Redevelopment Programme that includes any capital related projects designed to enable or facilitate the successful implementation of the Redevelopment. In particular, the Redevelopment Programme Board will assume responsibility for ensuring delivery of the key Programme objectives and benefits as set out in the Outline Business Case (OBC) and attached as appendix A. 2. Establishment of the Redevelopment Programme Board The Committee is a non-executive committee of the Board and has no executive powers, other than those specifically delegated in these Terms of Reference. The Committee is established in accordance with the Trust s Standing Orders, Standing Financial Instructions and Scheme of Delegation. 3. Authority and Accountability The Redevelopment Programme Board will be chaired by the Chief Executive having been delegated responsibility by the Trust Board to deliver the Programme. 4. Duties The duties of the Redevelopment Programme Board are as follows: a) Ensure that the Programme objectives and the scope of all Programme projects have been appropriately defined and that any material changes are formally approved and integrated. b) Ensure a robust Programme timetable has been produced and monitored and that each participant is committed and maintains committed to its delivery. c) Ensure that the Programme is effectively monitored, timetables managed and that obstacles that may affect delivery are removed. d) To oversee the delivery of all projects within the defined parameters of time, cost and to the required quality and specification. e) To ensure the cost implications of the Programme are fully set out within robust financial plans and that it remains within the Trust s overall affordability. f) Ensure there is an effective system of cost control in place and receive regular reports on the current and planned expenditure relating to the delivery of the Programme. g) Ensure an effective Programme management reporting system is in place for the delivery of all projects. h) Ensure that the Programme is sufficiently resourced to deliver it successfully within its agreed scope, time, cost and quality parameters. i) Ensure there is an effective risk management system in place and that regular reports on the risks and issues are effectively acted upon. Redevelopment Programme Board February 2012 2
j) Determine and routinely monitor that all delegated authorities are appropriate and effective to meet the needs of the Programme and ensure compliance within limits of delegation. k) Ensure there are mechanisms in place to minimise the impact of the Programme on the day-to-day operation of the Trust, its staff, patients and visitors. l) Provide regular reports to the Trust Board and where appropriate external stakeholders such as NHS London and the Department of Health. m) Ensure that all development proposals meet the highest possible standards of design in respect of clinical use, patient and staff environment and architectural quality. n) Ensure there is an integrated, comprehensive and effective Communications Strategy in place to ensure all stakeholders (to include: patients, staff, public and partner organisations) are informed and involved throughout the process. o) Actively promote the Trust s redevelopment proposals to ensure that stakeholder support is secured. p) Ensure mechanisms are in place for the procurement, selection, coordination, performance and cost management of all external project advisers and contractors. q) Provide leadership, advice and decision-making support to the Programme Delivery Teams. r) Initiate and review periodic reports to the RNOH Trust Board on key issues relating to the delivery of the Programme. s) Prior to the commencement of each stage, ensure that Delivery Plans include Objectives; Key Milestones, Resource Plans; Process and Performance Monitoring arrangements; and Deliverables. t) Ensure that the Programme is undertaken and delivered in accordance with an effective internal and external Quality Assurance Programme. u) Ensure that all commercial transactions (including variations) between the Trust, contractor and any third party are appropriately authorised and signed-off in a timely way. v) Consider and advance business cases submitted in support of Programme projects. w) Ensure all Project Evaluation and Lessons Learned Reports are prepared in accordance with the agreed Post Project Evaluation Strategy. x) Agree and implement the appropriate audit arrangements. With particular reference to the PFI Redevelopment Project, the Redevelopment Programme Board shall: a. Review and approve all key project documents This shall include, but not be limited to: OJEU Notice Memorandum of Information (MoI) Pre-Qualification Questionnaire (PQQ) PQQ Evaluation Methodology Invitation to Participate in Dialogue (ITPD) ITPD Project Evaluation Methodology Project Agreement (PFI Contract) Appointment Business Case (ABC) Final Business Case (FBC) Redevelopment Programme Board February 2012 3
b. Review all key Project Evaluation Reports and authorise the project to proceed at the following key decisions points (relating to the delivery of the Phase One (PFI) Project): PQQ Evaluation Report short listing three bidders to proceed Stage 1 Dialogue Evaluation Report selecting two bidders to proceed Stage 2 Dialogue Evaluation Report selecting a preferred bidder With particular reference to the Site Enabling Works Project, the Redevelopment Programme Board shall: In accordance with the delegated authorities of the Director of Projects, Estates & Facilities, review and approve all key project documents. This shall include, but not be limited to: 5. Membership Strategic Plans (Master Planning and Development Control Plans) Documents generated in support of planning applications Contract and procurement documentation RNOH Chief Executive (Redevelopment Programme Board Chair) RNOH Trust Chair RNOH Jt Medical Director RNOH Director of Projects, Estates and Facilities RNOH Director of Workforce, Corporate Affairs and IM&T RNOH Director of Finance RNOH Director of Nursing RNOH Design Champion / Non-Executive Director RNOH Clinical Champion RNOH PFI Project Director Head of Procurement and Project Control Head of Design and Healthcare Planning Project Accountant Adviser Co-opted members will include internal and external key stakeholders and Trust officers as required. 6. Frequency of meetings Meetings shall be held on a monthly basis. 7. Quorum A quorum shall be 50% of the members 8. Reporting Arrangements into the Redevelopment Programme Board The Redevelopment Programme Board shall routinely receive reports to support its standing agenda items. This will include: i ii iii iv v Progress reports from the PFI Project Director Enabling Project report from the Director of Projects, Estates and Facilities Clinical Working Group report from the Clinical Champion Risk Management Report from the PFI Project Director Finance Report from the Project Accountant Redevelopment Programme Board February 2012 4
The Redevelopment Programme Board will also be asked to consider, from time to time, periodic ad-hoc reports as determined by the PFI Project Director and/or the Director of Projects, Estates and Facilities. 9. Required Frequency of Attendance by Members It is highly important that members attend the Redevelopment Programme Board on a regular basis. No more than two meetings should be missed in any one year unless there are extenuating circumstances. Where possible a delegated deputy should attend the meeting in the absence of a Redevelopment Programme Board member. If a committee member is unable to attend the meeting or send a deputy then a formal summary report of progress made against their areas of responsibility should be given to the Project Director in advance of the meeting, identifying the key issues that should be raised. 11. Administration The Redevelopment Programme Board shall be supported administratively by the Redevelopment Project Office.. The duties in this respect will include: Agreement of agenda and attendees with the Chairman and ensuring production and collation of papers Circulation of agenda and papers a minimum of 5 working days in advance of meeting Reminding members of forthcoming meetings to ensure the best possible attendance Taking the minutes and keeping a record of matters arising Ensuring the actions decided upon are carried through 9. Review The terms of reference will be reviewed every year or sooner if necessary. Redevelopment Programme Board February 2012 5
Appendix A RNOH PFI Scheme Project Objectives and Benefits Criteria Project Objective How Associated Benefits Criteria Centre of Excellence To strengthen the position of RNOH as a centre of excellence in neuro-musculoskeletal healthcare, research and teaching. Build new state of the art clinical facility Provide a healthcare environment that is evidence based Provide new state of the art clinical equipment Provide embedded research accommodation Transfer services from dysfunctional estate Promotes the wellbeing of the specific patients treated at the RNOH Enable gold standard research and teaching and enhancing the patient experience Shorten the translation of research into clinical practice Improve the reputation of the organisation Improve ability to recruit and retain world class consultants and scientists Fits with Trust future strategic direction and permits further development opportunities to fulfil strategic priorities Improve Quality of Clinical Care To continually improve clinical standards Provide an environment that matches the clinical excellence By improving patient care pathways and clinical adjacencies with a focus on rehabilitation and restoration. The new facility acting as a Maintain the low rate for infections Maintain low incidence of slips, trips and falls Improve medicine safety Improve privacy and dignity Improve rest and recovery rates Redevelopment Programme Board February 2012 6
Project Objective How Associated Benefits Criteria catalyst for change and service improvement Investment in IM&T & equipment Reduce the percentage of buildings that are over 60 years old The new easy to clean Modern and well-maintained plant and equipment Reduce internal travel between key departments patients, visitors, staff and fm facilities Good patient information, effective communications. Develop the psycho-social care model Patients return home to a higher quality of life post episode of care. Allows the Trust to move forward with technology bringing our services up to date with the latest medical advances, improving on efficiencies and ways of working Reduces the percentage of Trust Buildings that are not fit for purpose Better utilisation of retained buildings Allows the Trust to meet Corporate Governance arrangements Reduced hospital acquired infection. Reduce the clinical risks that can be caused by equipment breakdowns. Improved environment for staff and patients in retained estate Patient Centred To provide high quality care, in a healing environment, which respects patients dignity and privacy and meets specific health needs. Investment in IM&T & equipment New facility based on EBD principles meeting patients needs e.g. single rooms; natural light; artwork; control of environment etc The contract with the project company will ensure the building will be maintained in opening day condition for the duration of the agreement Higher specification to the finish on the new building. Patients and visitors less stressed Recover quicker Greater levels of comfort Warm and welcoming environment Enhances Trust reputation Avoids an excessively clinical or institutional environment Better cleaning and further improvement in the Trust s already impressive track record in minimising hospital acquired infection Patients and visitors are provided with distraction Children will feel at ease and un-threatened Redevelopment Programme Board February 2012 7
Project Objective How Associated Benefits Criteria The Paediatric area is designed specifically for the needs of children. Access To ensure good access to services for patients and visitors. Main entrance / reception providing a focal point for the organisation Implementation of a intuitive wayfinding plan that enhances and simplifies navigation around the facility Improved external outlook for patients Improved circulation routes and segregation of patient, public and FM routes Enhances the user experience Reduces the burden on staff Less stressful and more secure Saves time Facilitates rehabilitation Facilitates distraction Easy access to purpose built external spaces DDA compliant Restructuring Elective Capacity To accommodate Increase in SCIC beds forecast activity levels and ensure high Increase in CYP beds throughput of elective cases. Workforce To increase the ability of the Trust to recruit, retain and develop high Single patient bedrooms with en-suite By improving the working environment and facilities e.g. state of the art facility Improved bed utilisation rates Reduced length of stays Improving access to care for those with spinal cord injury and children with complex orthopaedic needs Increase in income Attracting Staff Reduce Costs Associated With High Turnover Reduced Sickness And Absence Redevelopment Programme Board February 2012 8
Project Objective How Associated Benefits Criteria calibre staff in all including new restaurant disciplines retail improved staff facilities Major items, will be replaced on a regular basis in accordance with their recommended life Improved Wellbeing Reduced stress Acts as a catalyst for implementing new ways of working. More efficient as improved adjacencies will make multi-disciplinary care easier Transforms the image and perception of the hospital as a poor quality working environment Efficient utilisation of staff time to deliver new model of care Improved clinical outcomes by accessing the most modern medical equipment Partnership Working To strengthen the relationships with current and new partners by investing in the current campus. Build a new facility Promote the future of the RNOH Encourage investment from a range of partners: o Charities. o Universities. o Commercial Companies. o Local Strategic Partnerships. o Local Authorities. o Other NHS organisations. Deliverability / Achievability To build the new facility PFI procurement on time and in budget Energy efficient building Reduce and manage risks Keep it simple! Minimise enabling schemes Creates surplus buildings Save time and money Minimal disruption to existing facilities during construction Enables land disposal sites Existing services can be kept running during construction period Minimises decanting Eliminates significant backlog maintenance, reduced expenditure on PPM and reactive maintenance Reduced carbon emissions and pressure on statutory compliance Reduced capital charges and energy costs Redevelopment Programme Board February 2012 9