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Example Management Team in Business Plan document sample
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MAKING AN APPLICATION FOR CAPITAL RESOURCES
INTRODUCTION
The aim of this document is to provide guidance on putting together a business case for capital resources. This has been developed to provide guidance and to
allow for electronic completion of the templates. You should save a copy of this Excel Document for each business case that you are submitting as "Project
Name " - Business Case which will allow for ease of reference for you and for all other parties who need to review your information.
This guidance is divided into a number of sections for you to review and complete and these are:
1) Introduction - Current Page
2) Capital Planning Process Explanation & Diagram
3) The Timetable for the Capital Planning Process
4) Business Case Template - Example
5) Blank Business Case Template
6) Risk Matrix Template - Example
7) Risk Matrix Template - Blank for Completion
8) Implementation of a Business Case following Approval
9) Guide to the IM&CT Implications of Service Developments & Capital Projects
You can move between the sections within this Excel Document by clicking on the section you wish to go to above or by using the labelled tabs at the bottom of
the screen. In a number of the sections you will find that notes are provided which provide you with guidance & advice as you move the mouse over them.
If you need to change the view of this document on the screen for ease of reading then this can be achieved by selecting View at the top of the screen
and then select Zoom - I would suggest that you then select Custom and enter a figure greater than 100 until the magnification is correct for your
personal needs.
If you need to change the print size of the font for printing out hard copies of the documents this can be achieved by selecting the cells which are to
be printed - I would suggest that you click on A and then shift + the last column on the sheet - and then at the top of the screen changing the font size
for example to 14. It should be noted that this may cause a printed copy of the document to increase in numbers of pages.
If you have any problems using this or want to discuss any aspect of your project please do not hesitate to contact me:
Kathryn Mitchell, Assitant Director of Service Development (Capital Projects)
0151 473 2752
kathryn.mitchell@merseycare.nhs.uk
You can access useful contacts who are able to support and assist you with the development of your business case by clicking on the links below:
kathryn.mitchell@merseycare.nhs.uk Service Development
ian.butterworth@merseycare.nhs.uk Facilities
john.jenkins@merseycare.nhs.uk Finance
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CAPITAL PLANNING PROCESS EXPLANATION & DIAGRAM
The aim of this section is to provide a diagramatic process of the flow of stages from identification of a project by the Trust through to
approval to proceed. As you use your mouse to follow the diagram you will find notes that provide an explanation of each stage.
Identification of
Need
Review of Process / Redesign
Additional Resources Required?
NOTE:
Submit the Business Case
Do not approach
Template to Directorate Estates for
Management Team technical or cost
advice at this
Proposal No Approved by the stage, any costs
Unsuccessful Management Team? provided should
be an
Yes
"guesstimate"
Complete the and the business
Are Additional Resources No Business Case with case should be
Required from outside the all Technical & service driven.
Directorate? Financial Support
Yes
Proceed & Include
Submit the Business Case
in Business Plan
Template to the Capital Planning
Team (included within the
Business Plan or emergency) via
Kathryn Mitchell
NOTE:
Proposal No Approved by the
Unsuccessful Capital Planning Team Once approval
Yes to proceed has
been given by
No Stage Two Business Case Template the Capital
Planning Team
Proposal Approved by the Capital Planning Team (by
technical and
Unsuccessful electronic mail) and the Capital Planning cost advice to
Core Group. be developed
Yes in liaison with
Complete SHA the Core
Is Unconditional Capital Investment Capital
Planning
Available? No Proposal
Group.
Yes Yes
Complete Outline
Business Case
Yes
PROCEED Yes Complete Full
Business Case
In addition conditional capital resources may become available from central sources (e.g. Department of Health Initiatives or
Commissioners) and these would need to be reviewed and supported in the following way.
Service Directorates or Corporate
Functions made aware of potential
conditional capital availability.
Information forwarded to the Capital
Planning Core Group
Capital Planning Core Group to present
information to the Executive Team to
request support to the development of a bid
for funding.
If Executive Team support is given a Project
Team will be established including
representatives from the Captial Planning
Core Group and the relevant Service
Directorate to bid for funding.
If the bid for funding is successful the
project will be managed as part of the Trust
capital programme.
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CAPITAL PLANNING PROCESS - ANNUAL TIMETABLE
DATE ACTION / EVENT WHO RESPONSIBLE?
Identification of Need
ON-GOING Directorates
Review of Process / Redesign
SEPTEMBER Business Planning Guidance Finance
SEPTEMBER / Collation and writing of stage one
OCTOBER / Business Case Templates for all Directorates
NOVEMBER potential schemes
Directorate Management Teams
SEPTEMBER /
to review and approve
OCTOBER / Directorates
progression of schemes /
NOVEMBER
inclusion within Business Plan
Submission of stage one
DECEMBER Business Case Templates with Directorates
Draft Business Plans
DECEMBER / Review of Business Cases for
Capital Planning Team
JANUARY review and approval to proceed
JANUARY /
Completion of stage two
FEBRUARY / Directorates
Business Case Templates
MARCH
Review of Business Case
MARCH Capital Planning Core Group
Templates
APRIL Final Capital Programme Agreed Trust Board
Review of Capital Programme via
ON-GOING monthly report drafted by Capital Trust Board
Planning Core Group
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PROJECT TITLE NEW CAR FOR KATHRYN MITCHELL - BUSINESS CASE
DIRECTORATE STRATEGY & BUSINESS DEVELOPMENT (CAPITAL)
PROJECT LEAD KATHRYN MITCHELL
MANAGER GILL DOLAN
CAPITAL COST £21,495
PROPOSED YEAR
2007/08
OF FUNDING
FUEL: £2,000 per annum (approximate)
REVENUE COSTS ROAD TAX: £175 per annum
SERVICE: £1,500 per annum (approximate)
A new car is essential for Kathryn Mitchell so that she can attend meetings
DETAIL OF
associated with her role in Mersey Care, can go on holiday, can visit her husbands
PROPOSAL
family in Scotland and can get to and from the beach to walk the dog.
Fraser Mitchell - husband.
KEY
Rusty - dog.
STAKEHOLDERS
Audi Finance Department - lender / funder.
IMPROVE THE
EXPERIENCE OF
Any passengers in a new vehicle would have an improved experience as the car
PEOPLE IN
would be more reliable and have modern equipment.
CONTACT WITH
OUR SERVICES
TO BE A GOOD The car in itself would not improve the work environment but it would make travel
PLACE TO WORK to meetings more pleasant and safer.
TO ACHIEVE ALL
A new car would ensure that MOT and servicing requirements would be met in
STATUTORY
accordance with all statutory duties.
DUTIES
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PROVIDE CARE
AND TREATMENT
IN ENVIRONMENTS A new car would provide an environment which is fit for purpose.
THAT ARE FIT FOR
PURPOSE
TO ACHIEVE
GROWTH
This section is not relevant to this business case.
THROUGH
PARTNERSHIPS
TO BE AN
ORGANISATION
WHICH IS
GOVERNED This section is not relevant to this business case.
EFFECTIVELY AND
PUBLICALLY
ACCOUNTABLE
TO PROMOTE THE
HUMAN RIGHTS OF
SERVICE USERS, This section is not relevant to this business case.
CARERS AND
STAFF
POTENTIAL
The purchase of a new car would reduce the need for on-going repairs and
SAVINGS FROM
excessive service costs associated with an old an unreliable car.
INVESTMENT
IMPACT ON The purchase of a new car would not have an impact on activity other than that
ACTIVITY associated with breakdowns and lack of transport to sites across the Trust.
SUPPORT FOR THE The key stakeholder in the decision is the Audi Finance Department as without
BUSINESS CASE their approval the funds to purchase the new car will not be available.
OPTION APPRAISAL
OPTION - BRIEF DETAIL ADVANTAGES OF OPTION DISADVANTAGES OF OPTION
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Option 1 - Status Quo
No capital outlay - car owned Vehicle 8 years old
(must always be included as
outright 150,000 miles
an option)
Good mile / gallon performance Maintenance £1k required
Perception of quality of Audi (minimum)
KEEP CURRENT AUDI A3 TDI
Good mile / gallon performance
Perception of quality of Audi
Option 2 - Preferred Option
Service / road tax costs included Capital outlay required
BUY NEW AUDI A3 TDI
Risk of breakdown / accident
reduced
No capital outlay
Good mile / gallon performance
Option 3 - Alternative Option Monthly outlay for lease
Perception of quality of Audi
Service / road tax costs included
LEASE NEW AUDI A3 TDI Limited annual mileage allowance
Risk of breakdown / accident
reduced
Option 4 - Alternative Option Service / road tax costs included
Monthly outlay for lease
Risk of breakdown / accident
Reduced perception of quality
LEASE ALTERNATIVE reduced
Limited annual mileage allowance
"CHEAPER" CAR Good mile / gallon performance
Option 5 - Alternative Option Good mile / gallon performance
Service / road tax costs included
Capital outlay required
BUY ALTERNATIVE Risk of breakdown / accident
"CHEAPER" CAR reduced
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No publlic transport close to home
Limited public transport routes
between Mersey Care sites
Option 6 - Alternative Option Environmentally Friendly
Timetables for travel to Scotland
Costs less - to be investigated and
not suitable
USE PUBLIC TRANSPORT confirmed
Reduced comfort and quality of
journey
Difficult to travel with dog
COST APPRAISAL
Option 1 - Status Quo £0 Capital Outlay
(must always be included as FUEL: £2,000 per annum (approximate)
an option) ROAD TAX: £175 per annum
SERVICE: £1,500 per annum (approximate)
KEEP CURRENT AUDI A3 TDI MAINTENANCE: £1,000 (minimum)
£21,495 Capital Outlay (investigation into loan / hp required)
Option 2 - Preferred Option
FUEL: £2,000 per annum (approximate)
ROAD TAX: £175 per annum
PURCHASE NEW AUDI A3 TDI
SERVICE: £1000 per annum (approximate)
£0 Capital Outlay
Option 3 - Alternative Option FUEL: £2,000 per annum (approximate)
ROAD TAX: £0 (included in lease)
LEASE NEW AUDI A3 TDI SERVICE: £0 (included in lease)
LEASE COST: £350 per month
FINANCIAL APPRAISAL OF PREFERRED OPTION
CAPITAL £ REVENUE £
Construction Costs Capital Charges
£ 21,495.00 £ -
Professional Fees Pay Costs
£ - £ -
Furniture & Equipment Maintenance & Renewals
£ - £ 1,000.00
IM&CT & Telecom
Energy
(see Section 9 for Guidance) £ - £ 2,000.00
Commissioning Costs Consumables
£ - £ -
Other Costs Facilities Management
Alloy Wheels & Metallic Paint £ 500.00 (e.g. catering & domestics) £ -
Other Non-Pay Costs
VAT
£ 3,761.63 Road Tax £ 175.00
Lease Costs
Contingency Allowance
£ - (if applicable) £ -
TOTAL CAPITAL COSTS TOTAL ANNUAL REVENUE COSTS
£ 25,756.63 £ 3,175.00
SOURCE OF REVENUE FUNDING
EFFECT ON INCOME
£ - (please specify if known) £ -
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AUTHORISATION / CONFIRMATION
"SIGNATURES"
Authorisation Body Date / Details / Comments
Date of Meeting: 25/2/05
Identification of Need - Directorate Meeting Chair: Kathryn Mitchell
Management Team Approval to include in
Business Plan and Develop Stage One Comments: Agreed to investigate options and draft stage
Business Case one business case
Date of Meeting: 26/5/05
Directorate Management Team Approval to Meeting Chair: Fraser Mitchell
submit Stage One Business Case to Capital
Planning Team Comments: Agreed to fund revenue consequences from
budget but need to apply for capital funding for outright
purchase - submit stage one business case to CPT
Date: 28/5//05
Stage One Business Case Received by Capital
Planning Core Group
Received by: Ian Butterworth
Date of Meeting: 21/6/05
Stage One Business Case Reviewed at Capital
Meeting Chair: Ian Butterworth / Kathryn Mitchell
Planning Team
Approval to Progress
Name: Not Applicable
Detail of Involvement:
Estates Technical Advisor
Date of Completion:
Name: John Jenkins
Detail of Involvement: Confirmed cost of purchase and
agreed value for money clear from option appraisal.
Financial Advisor - Capital
Date of Completion: 3/7/05
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Name: Fraser Mitchell
Detail of Involvement: Checked monthly budget sufficient
to fund revenue implications of purchase.
Financial Advisor - Revenue
Date of Completion: 10/8/05
Date of Meeting: 3/9/05
Meeting Chair: Kathryn Mitchell / Ian Butterworth
Stage Two Business Case Reviewed at Capital
Planning Core Group Proposal Unsuccessful - insufficient funds available
in capital programme, other priorities take higher
precedence, advised to consider lease purchase from
revenue budget.
Date of confirmation of support: Not applicable for this
project.
Name of commissioners:
Commissioner Approval
Role:
Organisation:
Supporting evidence attached: Yes / No
Date of Meeting: Not applicable as proposal not
approved by CPT
Executive Lead Approval
Meeting Chair:
Approval to Progress / Proposal Unsuccessful
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BUSINESS CASE TEMPLATE - EXAMPLE
The Process:
NOTE: Capital schemes are those with a value of £5,000 or above. Any schemes that have a value below this
would be considered as revenue and should be funded from the directorates revenue budgets.
All proposals for capital investment should have emerged from a review of a service to establish whether identified
needs can be met by existing provision.
This Excel Document should be saved electronically for each of the proposals as -
"Project Name" - Business Case
Initially at stage one of the capital planning process whilst all areas should be completed the detail can be brief as
they will be expanded upon at the second stage once approval to proceed has been received. (Guidance as to
the level of information required at each stage is provided in the notes.) It should be noted that there will be some
repetition across the form and it is acceptable where appropriate to 'cut and paste' the same information.
Once the Business Case Template is completed for stage one this should be submitted to the directorate
management teeam for approval and prioritisation. If approval is granted and there are no revenue or capital
implications, or the directorate is able to fund the proposals from existing resources the scheme can proceed with
the stage two level of detail being completed on this Business Case Template supported by technical / financial
advisors as appropriate.
The directorate Business Plan should include all capital scheme proposals as an objective or be updated to reflect
the additional objectives during the year.
As you complete the Business Case Template you will find notes to provide guidance as to the level of detail
required for stages one and two as you move your mouse over the form.
Each of the proposals should be submitted electronically to Kathryn Mitchell, Assistant Director of Strategy &
Business Development (Capital Projects) at kathryn.mitchell@merseycare.nhs.uk and copied to Ian Butterworth
Strategic Project Manager at ian.butterworth@merseycare.nhs.uk
PROJECT TITLE
DIRECTORATE
PROJECT LEAD
MANAGER
CAPITAL COST
PROPOSED YEAR
OF FUNDING
REVENUE COSTS
DETAIL OF
PROPOSAL
KEY
STAKEHOLDERS
IMPROVE THE
EXPERIENCE OF
PEOPLE IN
CONTACT WITH
OUR SERVICES
TO BE A GOOD
PLACE TO WORK
TO ACHIEVE ALL
STATUTORY
DUTIES
PROVIDE CARE
AND TREATMENT
IN ENVIRONMENTS
THAT ARE FIT FOR
PURPOSE
TO ACHIEVE
GROWTH
THROUGH
PARTNERSHIPS
TO BE AN
ORGANISATION
WHICH IS
GOVERNED
EFFECTIVELY AND
PUBLICALLY
ACCOUNTABLE
TO PROMOTE THE
HUMAN RIGHTS OF
SERVICE USERS,
CARERS AND
STAFF
POTENTIAL
SAVINGS FROM
INVESTMENT
IMPACT ON
ACTIVITY
SUPPORT FOR THE
BUSINESS CASE
OPTION APPRAISAL
OPTION - BRIEF DETAIL ADVANTAGES OF OPTION DISADVANTAGES OF OPTION
Option 1 - Status Quo
(must always be included as
an option)
KEEP CURRENT AUDI A3 TDI
Option 2 - Preferred Option
BUY NEW AUDI A3 TDI
Option 3 - Alternative Option
LEASE NEW AUDI A3 TDI
Option 4 - Alternative Option
LEASE ALTERNATIVE
"CHEAPER" CAR
Option 5 - Alternative Option
BUY ALTERNATIVE
"CHEAPER" CAR
Option 6 - Alternative Option
USE PUBLIC TRANSPORT
COST APPRAISAL
Option 1 - Status Quo
(must always be included as
an option)
KEEP CURRENT AUDI A3 TDI
Option 2 - Preferred Option
PURCHASE NEW AUDI A3 TDI
Option 3 - Alternative Option
LEASE NEW AUDI A3 TDI
FINANCIAL APPRAISAL OF PREFERRED OPTION
CAPITAL £ REVENUE £
Construction Costs Capital Charges
Professional Fees Pay Costs
Furniture & Equipment Maintenance & Renewals
IM&CT & Telecom Energy
Commissioning Costs Consumables
Other Costs Facilities Management
VAT Other Non-Pay Costs
Contingency Allowance Lease Costs
TOTAL CAPITAL COSTS TOTAL ANNUAL REVENUE COSTS
EFFECT ON INCOME £ - SOURCE OF REVENUE FUNDING £ -
AUTHORISATION / CONFIRMATION
Authorisation Body Date / Details / Comments
Date of Meeting:
Identification of Need - Directorate
Meeting Chair:
Management Team Approval to include in
Business Plan and Develop Stage One
Comments:
Business Case
Date of Meeting:
Directorate Management Team Approval to
submit Stage One Business Case to Capital Meeting Chair:
Planning Team
Comments:
Date:
Stage One Business Case Received by
Capital Planning Core Group
Received by:
Date of Meeting:
Stage One Business Case Reviewed at Meeting Chair:
Capital Planning Team
Approval - Yes or No
Name:
Detail of Involvement:
Estates Technical Advisor
Date of Completion:
Name:
Detail of Involvement:
Financial Advisor - Capital
Date of Completion:
Name:
Detail of Involvement:
Financial Advisor - Revenue
Date of Completion:
Date of Meeting:
Stage Two Business Case Reviewed at
Meeting Chair:
Capital Planning Core Group
Approved - Yes / No
Date of confirmation of support:
Name of commissioners:
Commissioner Approval Role:
Organisation:
Supporting evidence attached: Yes / No
Date of Meeting:
Executive Lead Approval Meeting Chair:
Approval to Progress / Proposal Unsuccessful
TOTAL RISK
QUALITATIVE
SCORE EXPLANATION OF EXPLANATION OF IMPACT FOR EACH
CONSEQUENCE OF LIKELIHOOD
DESCRIPTION OF RISK IMPACT OF RISK (Likelihood x LIKELIHOOD OF RISK QUALITATIVE CONSEQUENCE OF
RISK OF RISK
(Brief Explanation Required) (0 - 5) Impact - (Click on 0 - 5 for RISK
(Examples Shown (0 - 5)
Calcultated explanation) (Click on 0 - 5 for example)
Below)
Automatically)
Potential injury or
If car breaks down on M6
harm to service
travelling at 70 mph - potential 2 4 8 1 - Rare 0 1 2 3 4 5
users, carers, staff
accident / injury.
or the public.
Disruption to the
If car breaks down unable to get
service or the 2 1 2 2 - Unlikely 0 1 2 3 4 5
to work or attend off site meetings
community.
Quality issues e.g.
breach of national or Not applicable 0 0 0 3 - Possible 0 1 2 3 4 5
local standards.
Potential litigation
Not applicable 0 0 0 4 - Likely 0 1 2 3 4 5
for the Trust.
If car breaks down whilst
Trust reputation or
travelling to critical meeting and 2 1 2 5 - Almost Certain 0 1 2 3 4 5
adverse publicity.
unable to attend
HIGHEST SINGLE
RISK FACTOR GUIDANCE TABLE
(Enter the highest 8 OVERALL RISK LEVEL
number in the Total (Click on matrix below to see what level of
Risk Score column) risk impact x likelihood identifies)
IMPACT
Please provide an explanation for your reasoning for the risk assessment of your Highest Single Risk 1 2 3 4 5
LIKELIHOOD
Factor (expanding on the Description of Risk above): 1 L L L L M
2 L L M M H
3 L M H H H
The highest risk score shown is 8 based on the low possiblity of a breakdown / accident on M6 but with a medium 4 L M H V E
possibility that if it did occur that injuries and possibly fatality should it happen. 5 M H H E E
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TOTAL RISK
QUALITATIVE
SCORE EXPLANATION OF EXPLANATION OF IMPACT FOR EACH
CONSEQUENCE OF LIKELIHOOD
DESCRIPTION OF RISK IMPACT OF RISK (Likelihood x LIKELIHOOD OF RISK QUALITATIVE CONSEQUENCE OF
RISK OF RISK
(Brief Explanation Required) (0 - 5) Impact - (Click on 0 - 5 for RISK
(Examples Shown (0 - 5)
Calcultated explanation) (Click on 0 - 5 for example)
Below)
Automatically)
Potential injury or
harm to service
0 1 - Rare 0 1 2 3 4 5
users, carers, staff
or the public.
Disruption to the
service or the 0 2 - Unlikely 0 1 2 3 4 5
community.
Quality issues e.g.
breach of national or 0 3 - Possible 0 1 2 3 4 5
local standards.
Potential litigation
0 4 - Likely 0 1 2 3 4 5
for the Trust.
Trust reputation or
0 5 - Almost Certain 0 1 2 3 4 5
adverse publicity.
HIGHEST SINGLE
RISK FACTOR GUIDANCE TABLE
(Enter the highest OVERALL RISK LEVEL
number in the Total (Click on matrix below to see what level of
Risk Score column) risk impact x likelihood identifies)
IMPACT
Please provide an explanation for your reasoning for the risk assessment of your Highest Single Risk 1 2 3 4 5
LIKELIHOOD
Factor (expanding on the Description of Risk above): 1 L L L L M
2 L L M M H
3 L M H H H
4 L M H V E
5 M H H E E
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IMPLEMENTING A BUSINESS CASE FOLLOWING APPROVAL
Introduction
The aim of this section is to provide guidance to Directorates on the roles and responsibilities that need to be
considered inmanaging larger scale capital projects. A scheme is likely to be over half a million pounds in scale
to warrant the full level of management suggested in this section, however, smaller schemes, whilst manageable
by fewer people, should consider the roles played by these individuals and ensure that the principles of project
management are maintained. Schemes of over eight million pounds will have project management structures
determined by national guidance.
Trust Project Management Structure
All major capital projects are accountable to the Trust Board for approval to proceed and any substantial
variation in quality, timescale or budget. The diagram below sets out the means by which this accountability is
exercised.
CORPORATE / STRATEGIC DIRECTION & ACCOUNTABILITY
TRUST BOARD / CHAIR
CHIEF EXECUTIVE
PROJECT BOARD
Senior User Project Director Senior Supplier
Representative of Representative of
Users / EXECUTIVE Supplier / Technical
Stakeholders Advisors
SERVICE GOVERNANCE MONITORING
PROJECT MANAGER
(Dependant on Project -
Service Development /
Service Directorate /
Estates & Facilities)
TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM
LEADER LEADER LEADER LEADER LEADER LEADER LEADER LEADER
TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM
The Project Board receives direction from the Corporate / Strategic Direction Body - which for Mersey Care would be the
Trust Board.
The Project Board is made up of 3 key roles - the Project Executive, a Senior User and a Senior Supplier - these roles are
also responsible for ensuring service governance is managed / monitored and this can be undertaken by the 3 Board
members or through delegation to others. A Project Board should ideally be made up of no more than 6 members and the
c2560843-d82d-495c-b071-5266f14201f8.xls
Project Executive has ultimate responsibility for the successful delivery of the project.
The Project Board is responsible for ensuring that a Project Manager is appointed / nominated and depending on the size
and type of project this person could be from the Service Development Directorate, from the Service Directorate or from
The Project Board receives direction from the Corporate / Strategic Direction Body - which for Mersey Care would be the
Trust Board.
The Project Board is made up of 3 key roles - the Project Executive, a Senior User and a Senior Supplier - these roles are
also responsible for ensuring service governance is managed / monitored and this can be undertaken by the 3 Board
members or through delegation to others. A Project Board should ideally be made up of no more than 6 members and the
Project Executive has ultimate responsibility for the successful delivery of the project.
The Project Board is responsible for ensuring that a Project Manager is appointed / nominated and depending on the size
and type of project this person could be from the Service Development Directorate, from the Service Directorate or from
Estates & Facilities.
The Project Manager will organise the project into work packages and will liaise with others to establish Teams to deliver
these with a nominated responsible Team Leader for each of these - it is possible for the Project Manager to be a Team
Leader and the number of Teams (which could be as little as one) is dependant upon the size and scope of the project.
In this way it can be seen that there will not be one single Project Team for any project but that Teams will meet to
discuss and complete specific packages of work and the results of these will be fed back to the Project Manager at
agreed intervals and they will then be responsible for providing progress reports against task, time and budget to the
Project Board.
Any issues that are identified to be outside the agreed variance of the task, time or budget of the project require
immediate identification and reporting to the next level of authority to receive approval to continue with the project.
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ROUGH GUIDE TO IM&CT IMPLICATIONS OF SERVICE DEVELOPMENTS & CAPITAL PROJECTS
Introduction
This IM&CT Guidance provides basic information to aid the development of Service and Capital Projects.
The indicative costs included should be used as a guide only and detailed information and support can be provided
from the lead contacts shown.
ITEM REQUIRED TIMESCALE BUDGET COST LEAD CONTACT
£15k for 20-49 extensions
£50k for 50-100 extensions
£100k for 100-250 extensions
3 Months for delivery and
installation of a small system - Allow 15% on these costs for
for larger systems it may be maintenance.
Telephone Switchboard John Stonier
necessary to go out to tender
and therefore the timescales will Anticipate replacement every 10
be considerably longer. years.
Note the need to upgrade the
whole site system when
purchasing an additional
system.
3 Months for installation of lines
to an existing building - it should
be noted that where lines are In most cases allow £200 per
required from the exchange line for installation and £200 per
there can be considerable delay line for annual line rental.
Telephone Lines
to these timescales. John Stonier
(to premises)
If a line has to be installed from
When building new premises the exchange the costs can be
ducts should be provided at the in excess of £10k.
start of the project to avoid
delays and costs at a later date.
£20 per end user for a standard
telephone handset.
Telephone Handsets 3 Months John Stonier
£100-£220 per end user for a
digital or advanced handset.
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Points cost approximately £100
All requests for additional each however it should be noted
cabling should be referred to that on existing sites it may be
ICT. The Telecommunications necessary to upgrade the
Department will arrange the system for the whole site to
installation via approved provide additional points.
contractors.
You will need to calculate the
Allow at least 3 Months number of points required and
these can be used for
Both telephones and computers telephone, fax, printer or
John Stonier or
Internal Cabling now use the same internal computer.
Robin Clout
cabling and points need to be
designed in before any You will need to install at least 3
construction or refurbishment. points per occupant in each
room.
The Trust has a number of
approved contractors for this Also, allow 3 points for any
work and other contractors unoccupied rooms.
should only be used with
approval from either the IT or Ensure that there are points
Telecom Departments. allowed in areas such as waiting
rooms for payphones etc.
In most cases allow £8k
installation per line and £4k per
Allow 3 Months for installation of
annum for line rental.
lines to an existing building
(although if a line is required
In some cases it is necessary to
from the exchange this can be
Computer Lines have the new line installed from
delayed considerably).
the exchange and in these
Robin Clout
(to link sites to the Trust cases the costs can increase by
When building new premises
computer network) £10k+.
ducts need to be installed at the
start of the construction phase
Not all existing buildings have
to avoid delays and additional
spare line links and it may be
costs at a later date.
necessary to upgrade even
when there is an existing link.
Allow £300 per computer or
device required.
Remember to count the number
of printers as well as computers.
Internal Computer Network 3 Months Allow for all staff to have Robin Clout
adequate access to computers
and add 20% for future
expansion.
Allow for replacement every 5
years.
For clinical staff allow at least
one computer between 3 staff.
PC's 3 Months Robin Clout
Cost £700 per computer and
allow for replacement every 4
years.
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