Review of IT projects and PAS/EPR quality of care and efficiency programmes at Capital programme not across the Planning Group. approved Ensure sufficient funding is Develop an through the delivery of an in place to support the appropriate business innovative and delivery of these projects. case with POD. robust IT programme External Review current upgrades Assurance gaps within IT infrastructure Safe Domain Need to determine the most suitable and cost effective option for the Trust. Risk that the New Transaction Internal Limited Control gaps Director of 3 5 15 Strategy (4) Trust is unable Programme Chief Exec update to EMG Ability of Trust to Acquirer legal, to deliver a Governance weekly influence acquisition financial, clinical sustainable infrastructure Chief Exec membership of process, national and operational solution in a established with clear Transaction Board approvals and policy Due Diligence reasonable project deliverables, Transaction Board minutes process and process timescale as timescales and Risk reporting processes timeframes commenced the process is responsibilities. external to the External Assurance gaps Professional advisors Initial meetings of Trust and DH Gateway reviews None retained by NTDA for preferred bidder subject to new transaction with staff diarised national process (March 6) – approvals and financial and policy commercial Key Clinical directives. fully engaged in New joint Staff and clinical due Well led stakeholder diligence process Domain engagement but with limited – programme in place opportunity to influence future service mapping
quality of care and efficiency across the through the delivery of an innovative and robust IT programme Safe Domain Review of IT projects and programmes at Capital Planning Group. Ensure sufficient funding is in place to support the delivery of these projects. External Review current upgrades within IT infrastructure PAS/EPR programme not approved Develop an appropriate business case with POD. Assurance gaps Need to determine the most suitable and cost effective option for the Trust. Risk that the Trust is unable to deliver a sustainable solution in a reasonable timescale as the process is external to the Trust and subject to national approvals and policy directives. Well led Domain New Transaction Programme Governance infrastructure established with clear project deliverables, timescales and responsibilities. Professional advisors retained by NTDA for new transaction process – financial and commercial New joint Staff and stakeholder engagement programme in place Internal Chief Exec update to EMG weekly Chief Exec membership of Transaction Board Transaction Board minutes Risk reporting processes External DH Gateway reviews Limited Acquirer legal, financial, clinical and operational Due Diligence process commenced Initial meetings of preferred bidder with staff diarised (March 6) Key Clinical fully engaged in clinical due diligence process – but with limited opportunity to influence future service mapping Control gaps Ability of Trust to influence acquisition process, national approvals and policy process and timeframes Assurance gaps None Director of Strategy 3 (4) 5 15