Project Charter - Network North

Project Charter
NDSA Project Management
PROJECT DETAILS
Project title
Project Sponsor
Project Manager
Project Team members
Regional Planning and Co-ordination of Child and Youth Mental Health
Services Project
Network North Coalition
Werry Centre
TBA
DOCUMENT CONTROL
Charter compiled by
Leonie Picard, Simon Baxter, Emma Wood, Child and Youth
Workstream
Version Number 4 Date 10 February
Document history
2006
Version Number Release date Revision
notes
Associated documents
Confidentiality
DEFINITIONS
Background to project
Title
o Northern Region Mental Health
and Addictions Strategic
Direction 2005-2010
o Blueprint for Mental Health
Services
o Stocktake of Child and
Adolescent Mental Health
Services in New Zealand –
Werry Centre
Version
number
Release date
2004
November
1998
2005
The information contained within this document is proprietary to the
Northern District Health Board Support Agency Ltd. (NDSA). It may
not be used, reproduced, or disclosed to any others except employees
who have the need to know for the purpose of this project. Prior to
such disclosure, the recipient of this document must obtain the
agreement of such employees or other parties who have the
appropriate authority to receive and use such information as
proprietary and confidential and subject to non-disclosure on the same
conditions as set out above. The recipient by retaining and using this
document agrees to the above restrictions and shall protect the
document and information contained in it from loss, theft and misuse.
Child and Adolescent Mental Health Services have been consistently
identified as a strategic priority in the Northern region DHBs planning
documents. Access rates to CAMHS are still below that of adults (Draft
Second National MH Plan). It is a sector where there is a need for a high
level of interagency collaboration, and where the NGO sector is
underdeveloped in comparison to the Adult mental health sector.
The extent to which the Child and Adolescent Mental Health services
require local solutions to improve service delivery, versus the establishment
of a regionally consistent core service base with a range of subspecialty
services, continues to be debated. The impact of inequitable service
delivery across the four northern DHBs has yet to be quantified, but has

increasingly been seen as an impediment to development for some DHBs.
Strategies for sharing resources within the region in an effective and
efficient manner have yet to be fully explored.
In 2001 CAMHS managers and clinicians began meeting on regular basis
with the purpose of improving co-ordination of services, and to working
cooperatively in service delivery, regional planning and workforce
development issues. This group identified the need to create greater
consistency across the region’s services. This included consistency with
entry criteria and intake processes/documentation, consistency with the
diagnoses, level of severity and exclusions to acceptance of referrals,
prioritisation, screening and triage processes, transfer documentation,
management of waiting lists and communication to referrers. In addition the
group identified a need to address the provision of after-hours service and
regional consumer involvement in services.
More recently the Child and Youth Workstream for the Regional Mental
Health and Addiction Strategic plan 2005-2010 recommended the
establishment of a system for ongoing regional planning and coordination
of child and adolescent services. The group identified the need to develop
guidelines to ensure consistency of CAMH service access across the
region with agreed entry/ exit /transfer criteria and the development of a set
of assessment and evidence-based management standards to ensure
equitable access to care of a high quality. The Child and Youth
Workstream advocated for a number of regional projects to develop the
child and adolescent mental health sector. These projects include:
1. The need to develop rural service delivery models to ensure access to
CAMH services across the region.
2. The development of an agreed standard of assessment, entry, exit and
transfer processes across the CAMHS services in the Northern
Region.
3. The development of shared care needs to improve access by children
and adolescents across primary, secondary and tertiary services.
4. The joint planning across a number of services ie primary care, child
health, adult services (17-19 year olds) and addictions services
5. The development of a strategic approach to increasing capacity and
capability of the workforce for child and adolescent mental health
services
6. The need to develop service user representation within existing
regional MH consumer advocacy services
7. Review and expand services for 5-12 year olds.
8. Further development of services for 0-5 year olds
9. Further development of Maori cultural services to children and
adolescents
10. The need to establish Pacific child and adolescent services
11. Further development of consult liaison services in all hospitals
It is important that CAMHS development is responsive to new initiatives
such as the introduction of Individual Packages of Care to complement
existing service; as well as the possibilities that the Primary Care strategy
holds for Child and Youth mental health.
There is continued demand for strong development of Child and Youth
AOD services. Such growth will require engagement from both CAMHS
and the AOD sector
There are opportunities for addressing the issue of workforce
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Project goal
Deliverables (including
measures or indicators of
success)
development through the establishment of the Werry Centre. At a
District Health Board level it has been suggested that the Child and
Youth Mental Health sector has not attracted the new funding that it
might have otherwise because of the perception that any new staffing
positions could not be recruited to. This has been challenged by the
Child and Youth Workstream, who advocated a regional approach to
workforce recruitment and retention.
The project will have several phases to achieve the goal of developing
a service delivery framework for the provision of Child and Youth
Mental Health services in the Northland region. This will include the
design of a sustainable infrastructure to ensure its implementation.
Phase One
To collect the required information that will be needed to develop a
service delivery framework for the provision of Child and Youth Mental
Health services across the Northern Region.(Phase Two and Three).
Phase One will gather this information from:
• NGO services,
• Regional DHB Provider Arm services (ie CADS/AOD, EOS,
ICCS,YFS/CALS)
• Child Health Services (Consult Liaison Starship, General
Paediatrics, Developmental Paediatrics, Youth Health).
Information gained will complement the project that looked at the
commonalities and differences of the CAMHS services
(October 2005)
The purpose of this will be to
• Ascertain the culture of these child and youth services
• Gather information on service delivery models currently used.
• Identify any issues of access to service ie barriers, areas for
improvement
• Identify the effectiveness of interface between DHB and NGO
child and youth mental health services and with other agencies
ie CYF, Youth Justice. This will include the review of any
formal agreements for interface and liaison.
• Process mapping of a service user and their families’ journey
through mental health services. This will assist in looking at
the current model of continuum of care.
• Identify gaps and barriers in service provision
• Look at how access data is collected and utilised
• Provide recommendations to enhance the interface and
alignment of services in the Northern region
Phase Two
Development of a service delivery framework for Child and Youth
Services in the Northern Region. This will
• Develop a service delivery framework for the Northern Region
which utilises information from both the CAMHS commonalities
and differences project, and the outcomes of Phase One of
this project.
• Include how an effective continuum of care will be provided
across the child and youth services.
Benefits of project
Phase Three
The development of an implementation plan which is inclusive of the
design of a sustainable infrastructure. This will provide the direction for
service development and improvement for the Child and Youth
services until 2010. This will be in line with the Northern Mental Health
and Addictions Strategic Directions document 2005-2010. This will
then need to be considered by the Northern DHBs for implementation.
• Engagement of the Child and Adolescent Mental Health Sector
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(including measures of
known benefits which
relate to deliverables as
well as less tangible
benefits)
and relevant other groups in the process of establishing the best
mechanism for regional planning and co-ordination.
• Improved access rates for child and adolescent mental health
services.
• The development of a service delivery framework for the
Northern region will assist both the access and provision of
services to service users and their family/whanau. This will
result in improved alignment and interface of services so that
there is a more effective continuum of care across services.
• The development of an infrastructure to support and lead
regional child and adolescent mental health sector projects.
Benefits for Maori
(outline benefits which
contribute to Maori Health
gains or Maori
responsiveness)
Coverage (areas,
services, systems, etc.,
affected by project)
Coverage exclusions (if
required for clarification)
Assumptions (if required
for clarification)
ORGANISATIONAL CONTEXT
Alignment to organisations
Vision & Mission, Strategic
Plan and Business Plan
Linkages with other
initiatives (linkages and
interdependencies critical to
project success)
The development of a service delivery framework that recognises the
continuum of care across services, will improve both the alignment and
access to services. This will ensure that there is improved
accessibility to Maori. The development of shared care / collaborative
approaches to service delivery will ensure that partnerships occur with
communities to improve Maori health.
The project will work via the Child and Youth work stream with the four
regional DHBs and the other identified stakeholders.
• Achieving the best outcomes for clients/tangata whai ora and their
families/whanau is a key principle.
• Any developments or initiatives in the CAMH sector in the
Northern Region need to be cognisant of the principles of equity of
access and a regionally consistent standard of service, whilst
maintaining local autonomy.
• A proportion of additional Blueprint funding will be specifically
applied to mental health services for the child and youth
population.
The project is aligned with Northern Regional Mental Health and
Addictions Strategic Directions Document 2005-2010.
The project will identify and develop linkages with DHB, NGO and
other child and youth services i.e. education, CYF, Justice etc that
are working to improve Child and Youth Mental Health outcomes.
Primary Health linkages will be made through the outcome of the
current project been undertaken by the Primary Mental Health
workstream. This is a stocktake of primary mental health
initiatives that are occurring in both DHBs and PHOs in the
Northern Region.
Organisational and other
constraints
Transition to business as
usual (issues that need to be
considered in transferring the
results of this project to the
operational services)
Alcohol and Other Drug Workstream is currently undertaking a
project on reviewing AOD services for Child and Adolescent. The
outcomes of this project will be made available to this project.
Potential organisational constraints are the availability of project
team members to work effectively with the project manager and
commitment of statutory agencies to the project goals.
The involvement of key players in the service delivery sectors in
the project will ensure that the project is relevant to service
delivery at all levels and will be sustainable into the future.
STAKEHOLDERS
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Key stakeholders
(Maori should be treated as
key stakeholders and a
partnership approach
developed to ensure
appropriate involvement)
• Network North Coalition
• Northern Region DHB CAMHS
• Other NNC work streams
• Paediatric and Youth Health Services
• Maori providers and Iwi
• Moana Pasifika
• Consumer and family groups
Other stakeholders • Education sector
• Welfare Sector
• Youth Justice
• Social Service agencies
• Primary Health Organisations
PROJECT MANAGEMENT APPROACH
Project strategy • NDSA will provide Project Sponsorship and Project Co-ordination
(broad statement of on behalf of the Northern Region DHBs.
how project will be
approached)
• The Child and Youth Workstream will identify the appropriate
stakeholders to ensure that the different sectors are included in the
project.
• The Child and Youth Workstream will provide consultation and
guidance where appropriate. This will include reviewing documents
for the different phases of the project, so that the overall project
goal is achieved.
• Child and Youth Workstream Leaders will ensure that project
recommendations are presented to Network North Coalition and
Northern Region DHBs for consideration.
• An emphasis on a collaborative approach with other services will be
maintained throughout the project to ensure that the concept of a
continuum of care for child, youth and their families, is achieved.
Project Structure
(describe how
project components
will link together)
• Project Manager will be contracted by NDSA ( in consultation with
the Child and Youth Workstream Leaders)
• Regional Project Co-ordinator and Child and Youth Workstream
Leaders will establish a Project Team.
• Project Team and Project Manager to meet on agreed regular basis
• Child and Youth Workstream will be used as the reference group
for the project
• Wider consultation groups will be established where appropriate
• Regional Project Co-ordinator has delegated responsibility for
Project Sponsor, and will consult and seek authorisation for any
project changes when necessary.
• Regional Project Co-ordinator and Project Manager to ensure
project documentation is maintained as agreed.
• Child and Youth Workstream Leaders to ensure that project
recommendations are reported back to Network North Coalition and
Northern Region DHBs for consideration.
Project start date August 2006 Project completion date July 2007
Budget
(approximate)
Time required (hrs)
Milestones
• Project Manager appointed
• Terms of Reference established
• Phase One Project Plan and milestones agreed
• Phase One completed
• Outcomes of Phase One reviewed by Child and Youth Workstream
• Phase Two Project Plan and milestones agreed
• Phase Two Completed
• Outcomes of Phase Two reviewed by Child and Youth Workstream
• Phase Three Project Plan and milestones agreed
• Phase Three completed
5
Date

• Outcomes of Phase Three reviewed by Child and Youth Workstream
• Regional Project Co-ordinator and Child and Youth Workstream
Leaders to present recommendations to NNC and Northern Region
DHBs for consideration.
RISKS AND RISK MANAGEMENT
Risk
Probability
(low, med,
high)
Lack of engagement by key
stakeholders
Lack of availability and
commitment of key DHB and
NGO staff
Inability to action
recommendations because of
insufficient funding allocation.
Inability to carry out
Implementation Plan of Phase
Three due to lack of
commitment of key stakeholders
Impact
(low, med,
high)
Risk management strategy
Medium High Ensure key stakeholders – both
mental health and other relevant
health and social services are
engaged in the scoping and
development of the concept and
detailed design from the outset.
Ensure project has a
communication plan to ensure
all stakeholders are informed of
project.
Medium Med Ensure DHB and NGO
commitment to this initiative
through communication strategy
to all stakeholders.
Engagement of Senior
Managers to ensure that
appropriate staff are engaged in
project.
Medium High Ensure key Funding and
Planning persons engaged in
the project.
Medium High Ensure stakeholders are
engaged throughout all three
phases of the project.
STATUS REPORTING
Report readership How often Responsibility
Child and Youth Work Stream
Leaders
Regional Project Co-ordinator
Project Team
Project Sponsor
Monthly
Monthly
Monthly
Monthly
Project Manager
Project Manager
Project Manager
Project Co-ordinator
AUTHORISATION
Project Sponsor
Derek Wright on behalf of the
Network North Coalition
Date February 2006
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