2014 Report details for project: South Acute Programme

Project name: South Acute Programme - there are 2 reports for this project: 2014, 2015
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Organisation: DOH (D12) - see all reports for this organisation
Report year: 2014 (data is from Sept 2013)
Category: ICT - see all reports for this category
Description: The South Acute Programme was established by the Southern Programme for IT Board in Autumn 2011 to deliver clinical systems for Acute providers in the South of England that did not receive services from the Local Service Provider (LSP) contract. The systems, procured locally by providers through this programme, will replace outdated legacy systems and manual processes for the capture of clinical information, enabling a number of benefits to providers, including; reducing the reliance on paper based process, improving safety of care and increasing operational efficiency and effectiveness. Providers are working in 6 collaborative groups, each with their own scope, in order to procure and implement systems aligned to local informatics strategy and priorities, with DH providing some central funding to support these local investments. The service/system scope of each collaborative comprises: Group A - Electronic Prescribing and Medicines Administration (EPMA); Group B - Electronic Document Management and a Clinical Portal; Group C - Community-wide ePrescribing Group D - An enhanced Patient Administration System and a Maternity system; Group E - An Integrated Clinical Information System; and Group F - Clinical Document Management.
DCA (RAG): Amber
DCA text: Following the last Gateway Review (Dec 2012), five of the six recommendations made have been closed. The closed recommendations relate to clarifying responsibilities and accountabilities, enhancing the governance structure to reflect the portfolio nature of the Programme, on-going collaborative support to Trusts, Trust delivery of procurement plans, and defining the Programme Team role post-procurements. All relevant actions against each recommendation are now complete. The remaining recommendation relates to each Trust to create clear benefit baselines; each Trust provided a calculation and assumptions in the central Outline Business Case stage, and each Trust will finalise their baseline in their collaborative Full Business Case (FBC). As agreed with the Major Projects Authority each of the 6 projects will write their own local FBC at the conclusion of their procurement activity (i.e. there will be 6 FBCs – one per collaborative) - each of these is due by end of FY14/15 and will be subject to usual formal assurance and approval .
Start date: 2012-01-02
End date: 2017-06-27
Schedule text: All 6 projects are making good progress and each procurement has been successfully launched. However there has been an overall delay to the programme timescales due to the approvals process for the Outline Business Case taking longer than anticipated, and due to Trusts taking longer than anticipated to be ready to launch their procurements. The collaborative groups are working to an agreed end of funding date.
Baseline: £40.40m
Forecast: £42.69m
Variance: 5.67%
Variance text: The variance of £2.29m results from costs not having been incurred in FY2012/13 due to a delay in approval of the Outline Business Case, which moved into FY2013/2014, although the overall programme costs remained unchanged. Subsequent reviews of forecast costs taking into account delays to the overall programme timeline (as a result of delays to the approvals, and in Trusts being ready to launch their procurements), show that there will be no programme spend in FY2013/14 other than programme admin costs. Contracts will be signed in FY2014/15 and supplier payments, which form the majority of programme spend, will commence at that point.
Whole Life Cost: £189.06m
WLCost text: The programme is funded by a mixture of central DH and local NHS funding. The budgeted whole life costs were included in the Outline Business Case which was approved in May 2013. The current forecast shows that the programme will be delivered within the budgeted whole life costs.
Notes1:
Notes2:
Sourcefile: IPA_2014.csv

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