Wilson Project Governance

1. Wilson Project Governance The Project Governance has been reviewed in light of the project now moving from inception to delivery stage. The revised structure reflects the need for focused decision making and delivery. The Project also now moves into a more commercial mode and consideration has been given to the correct forum for robust and timely commercial decisions. These governance arrangements are designed to meet the needs of the project up to Financial Close. A further review will be required post Financial Close when the project moves into delivery and mobilisation phases. 11th September 2018

2. High Level Responsibilities [1] • Merton CCG • Agree the clinical requirements for the healthcare facility • Specification, funding and procurement of IT and equipment • Set the affordability cap and prove affordability • Develop the business cases – internal and external approvals • Commission services and confirm sub-tenants • Communication and engagement with public and stakeholders • LBM • Wellbeing model and delivery mechanism • Identification of suitable facility • Identify source of funding

3. High Level Responsibilities [2] • Community Health Partnership • To manage the interface and negotiations with LIFTCo. – design development, technical, legal and commercial • To work with NHSPS to agree commercial terms for retained land • Representing the user and ensuring that their requirements and expected benefits are realised. • To ensure best value to all stakeholders • NHS Property Services (Land owner) • Development of decant strategy and plan and implementation • Working with LIFTCo. establish extent of surplus land on the Wilson site – master planning • Planning strategy for site and application for the land identified for disposal • Marketing and disposal of surplus land • Agree commercial terms with CHP for retained land (ground rent) • Site investigations – to be confirmedwith LIFTCo

4. High Level Responsibilities [3] • South London Health Partnership (LIFTCo.) • Proposal within affordability cap • Identify extent of land required for healthcare development. • Work with NHSPS to establish masterplan for the Wilson site • Design development of the healthcare facility • Planning approvals for the healthcare development • Negotiate debt funding for the scheme • Construction and commissioning of the new facility

5. Revised Structure

6. PROJECT DELIVERY GROUP • (Chaired and led by CHP) • WILSON LAND AND PROPERTY PROJECT BOARD • (Chaired by SRO) • WILSON PROGRAMME BOARD • (Chaired by CCG) • Legal and Commercial • (Led by CHP) • Community Development • (Led by LBM) • Service Design and Commissioning • (Led by CCG) • Information Technology and Equipment • (Led by CCG) • Design Development • (Led by CHP) • Land and Property • (Led by NHSPS) Chaired by the CHP Project Director. Brings together the senior delivery team from CHP, NHSPS, LIFTCo and CCG. Responsible for the day to day delivery of all matters relating to land and property. Delivering the key inputs to the development of the business cases. Monitoring progress or work streams and instructing remedial action to ensure delivery within the agreed performance parameters. Responsible for the NHS LIFT commercial negotiations and consolidation into the Standard Form Contract and Financial Model. Key workstream personnel to take lead roles at Financial Close. Responsible for master planning of the site. Development and execution of the decant strategy. Business case development for the disposal of surplus land. To work closely with the design development work stream. Responsible for providing the strategic direction and coordination of the programme to ensure that the identified outcomes and benefits are realised. To directly oversee the project activities of the CCG and LBM and ensure that the outputs are accurately presented in the business cases. To provide assurance to the approving authorities that the business case accurately reflects the CCGs commissioning intentions and is affordable. To act as gatekeeper for all external communications. Responsible for overseeing the development of the Wilson and Birches sites. To act as the decision making forum for the delivery of the land and property aspects of the project. To agree performance tolerances and ensure implementation of all project controls. To be responsible for the approval of key financial, commercial and legal documentation and to provide assurance to the organisational Boards/Committees with regard to the accuracy of content. • Communication and Engagement Responsible for the development and implementation of the communication and engagement plan. To coordinate communication and engagement across the Programme for all partners. To be constituted of communication and engagement leads from all key stakeholder organisations. For the Wilson project specifically overseeing and managing the Community Reference Group. To maintain a register of all engagement events and outcomes from these events. Reports to the Programme Board • WILSON PROJECT TEAM (MCCG/LBM) • (Chaired by MCCG) Chaired by the CCG Project Manager – responsible for coordinating the CCG and LBM work streams and ensuring that all outputs required for business case production are accurate and timely. To recommend and oversee any required procurements. To ensure that project deliverables are embedded in business as usual activities. Responsible for the development of the community model. To develop and procure a sustainable delivery and financial model to support any capital and ongoing revenue costs. Responsible for development of the IT strategy. To develop specifications for the IT systems and equipment. To provide guidance on technical requirements and liaise with contractor during the project. To be responsible for development of the equipment schedule. To lead on service design and commissioning, to include health and social care services at the Wilson. To oversee the service work streams ensuring the outputs required for business case development are delivered on time. To work with NHSPS to develop the master plan. Management of user groups and detailed design process. Lead on planning application process for the healthcare facility. To work closely with the Land and Property work stream

7. Wilson Programme Board The overall objective of the Wilson Programme Board (WPB) is to ensure that the vision for the model of health and wellbeing on the Wilson site is realised. It is the guardian of this vision. The WPB will: • Provide assurance to the Governing Body, LBM Cabinet and Health and Wellbeing Board that the business cases being developed adequately reflect this vision and that the development of the new facilities support successful implementation of the new model of health and wellbeing. • Be responsible for overseeing the delivery of all aspects of the project that fall within the responsibility of MCCG and LBM. • To ensure that information passed to the Land and Property Project Board for action is complete and accurate. • Monitor the performance of the Wilson Project Team providing advice and support where required and making timely decisions to ensure that the project can progress in line with the agreed programme. • To agree and sign off the communication and engagement plan, monitor implementation and offer advice where necessary. • To actively participate in the monitoring and management of risks and issues. • To receive progress reports from the Land and Property Project Board.

8. Wilson Programme Board -membership • Andrew Murray - MCCG Chairman – Co-chair • Peter Derrick - MCCG –Co-chair • Andrew McMylor - MCCG SRO • James Blythe - LDU Managing Director • Dr Doug Hing - MCCG Clinical Lead • Neil McDowell – MCCG Finance Director • Lucy Lewis – MCCG Project Manager (Clinical Design and Commissioning Workstream) • Fiona Gaylor - MCCG Communications and Engagement Workstream Lead • Ged Curran - LBM Chief Executive • Dagmar Zeuner - LBM Director of Public Health • Hannah Doody - LBM Director of Community and Housing • Khadiru Mahdi - MVSC Chief Executive • Julian Humphreys – CHP Programme Manager • Victoria Shaw – NHSPS Senior Property Development Manager • Matthew Parish - NHSiStrategic Estates Lead • James Bridgewood - OPE Programme Manager • Sue Howson - CHP/MCCG Project Director

9. Wilson Land and Property Project Board The overall objective of the Wilson Land and Property Project Board (WL&PPB) is to ensure successful delivery of the LIFT scheme and the most economically advantageous disposal of surplus land. The WL&PPB will: • Provide assurance to the MCCG Finance Committee, NHSPS Board, CHP Property Committee and SLHP Investment Committee that the presented business cases are comprehensive and accurate. • Be responsible for overseeing the delivery of all aspects of the project that fall within the responsibility of CHP, NHSPS and LIFTCo. • To receive and sign off financial, commercial and legal information, supplied by the Project Delivery Team and advisers. • Monitor the performance of the Project Delivery Team providing advice and support where required and making timely decisions to ensure that the project can progress in line with the agreed programme. • To actively participate in the monitoring and management of risks and issues. • Provide regular progress reports to the WPB.

10. Wilson Land & Property Project Board - membership(may meet virtually as timeline and agenda dictates) • MCCG SRO (Executive) – Andrew McMylor • MCCG CFO – Neil McDowell • NHSPS Head of Property Development – Adrian Powell • CHP Development Director – Eugene Prinsloo • CHP Investments Director – Jamie Andrews In Attendance • MCCG/CHP Project Director – Sue Howson • CHP Programme Manager – Julian Humphreys • NHSPS Senior Property Development Manager– Victoria Shaw • MCCG Clinical Lead – Dr. Doug Hing(as required) Fulcrum COO and/or Project Manager to be invited as appropriate.

11. Project Delivery Group The overall role of the Project Delivery Group (PDG) is to manage the day to day delivery of the land and property elements of the project. The PDG will: • Report to the WL&PPB on progress with regard to the implementation of the decant plan, the development and costs of the new healthcare facility, legal and commercial negotiations and the disposal of surplus land. • Manage the input of advisers to the scheme ensuring that VfM is assured at all stages. • To receive progress reports from the work streams reporting to the PDG, offering advice and support where required. • First stage sign off of the design providing health planning and technical input to the review. • To provide senior support to the planning application process. Agreeing the planning strategy and first stage sign off of any planning applications. • To actively participate in the monitoring and management of risks and issues. • To receive progress reports from the associated work streams. • Close liaison with CCG/LBM Project Team

12. Project Delivery Group - membership • MCCG/CHP Project Director (Chair) – Sue Howson • MCCG/CHP Project Manager – Caron Hart • MCCG Estates Lead – Lucy Lewis • MCCG Finance Lead –Neil McDowell • NHSPS Senior Development Manager – Victoria Shaw • NHSPS Principal Portfolio Optimisation Manager – Susan Swaffer • NHSPS Developments Manager – Martha Coakley • LIFTCo Project Manager (TBC) Invitees – as appropriate to agenda e.g. architects, planning, legal, financial and technical advisers.

13. Wilson Project Team (MCCG/LBM) The overall role of the Wilson Project Team (PDG) is to manage the service design and commissioning elements of the scheme and the IT and equipping strategy for the new facility. This is to include the development of the wellbeing delivery vehicle. The WPT will: • Report to the WPB on progress with regard to the development of the service models for health and wellbeing, the IT and equipping strategies and any funding requirements to support implementation. • First stage sign off of any specifications to be passed to the Project Delivery Group for action. • To receive progress reports from the work streams reporting to the WPT, offering advice and support where required. • First stage sign off of the design providing a review of the clinical functionality. • First stage sign off of business cases for accuracy with relation to clinical and wellbeing model, functional requirements and IT and equipping. • To actively participate in the monitoring and management of risks and issues. • To receive progress reports from the associated work streams. • Close liaison with Project Delivery Group

14. Wilson Project Team - membership • MCCG Project Clinical Lead – Dr Doug Hing • MCCG Project manager– Lucy Lewis • MCCG Commissioning Lead - TBC • MCCG Finance Lead – TBC • MCCG Communications and Engagement Lead – • LBM Public Health Consultant – TBC • Community Development Project Manager – Dave Curtis/Barry Causer • LBM OPE Lead – Katharine Thomas • MCCG/CHP Programme Manager – Caron Hart