Alternate Relationship Plans Evaluation · Web viewThe purpose of the Project Plan is to define...

Primary Health Care Opioid Response InitiativeDetailed Project Plan<Zone Name> Zone PCN Committee

Prepared by: <Enter Names>

Version: <Version #>

Date: <Enter Date>

Detailed Project Plan

TABLE OF CONTENTS

1. Introduction.................................................................................................................................

1.1. Background.......................................................................................................................1.2. Purpose.............................................................................................................................1.3. Approvals...........................................................................................................................

2. Approach.....................................................................................................................................

2.1. Approach...........................................................................................................................2.1.1. Urgent Response Approach..................................................................................2.1.2. Overall Project......................................................................................................

3. Schedule, Scope and Budget......................................................................................................

3.1. Schedule............................................................................................................................3.2. Scope................................................................................................................................

3.2.1. In Scope - Urgent Response.................................................................................3.2.2. In Scope - Overall Project.....................................................................................3.2.3. Out of Scope.........................................................................................................

3.3. High Level Budget...........................................................................................................

4. Project Organization..................................................................................................................

4.1. Project Organizational Structure......................................................................................4.2. Governance.....................................................................................................................4.3. Roles and Responsibilities...............................................................................................

5. Project Management.................................................................................................................

5.1. Risk Management............................................................................................................5.2. Assumptions....................................................................................................................5.3. Constraints......................................................................................................................5.4. Dependencies..................................................................................................................5.5. Project Change Management..........................................................................................5.6. Issue Management..........................................................................................................

6. Communications.......................................................................................................................

6.1. High Level Communication Plan......................................................................................

7. Appendix A - <Include Title>.....................................................................................................

Project Charter Revision LogRevision Date Version Summary of Changes Author<Enter Date> v1.0 Initial document


1. INTRODUCTION

1.1. BackgroundTackling the opioid crisis in Alberta will require new approaches and an immediate response of the entire health system to change its trajectory. The engagement and response of primary care physicians, their teams and Primary Care Networks (PCNs) in Alberta will be essential in defining new primary health care approaches to address the crisis and the systemic issues contributing to the crisis.

The Primary Health Care Opioid Response Initiative (PHC ORI) is a multi-stakeholder project funded by the Alberta Health Minister’s Opioid Emergency Response Commission (MOERC) through a grant agreement with the Alberta College of Family Physicians (ACFP). The ACFP, Alberta Medical Association (AMA), Alberta Health Services (AHS) and Zone PCN Committees are aligned to lead this essential work to focus the primary care response.

The project supports activities aimed at addressing the opioid crisis, including:

Urgent Opioid Response - addressing the urgent needs of those in crisis through the provision of Opioid Agonist Therapy (OAT) and distribution of naloxone kits within primary care settings.

Enhanced Provider Decision Support, Knowledge Translation and Education - ensuring basic knowledge and competencies to support patients with addiction, mental health and pain issues, and changing current practice within primary care clinics and PCNs to better care for individuals using opioids.

Enhanced Opioid Related Service Delivery through PCN Zone Committee Engagement, Planning and Implementation – developing new integrated care models coordinated with partners including AHS addiction and mental health services and community services.

The Zone PCN Committees play an essential role in the primary care response and are accountable for planning, design and implementation of key deliverables within each of Alberta’s five zones. Zone PCN Committees provided letters of intent indicating an intention to participate in the PHC ORI, and using a health service planning approach, developed proposals, outlining their zone-specific strategies to improve opioid care. Each zone was provided one-time funding to “jump start” this work and build coordinated plans to sustain the focus with other service delivery partners.

In addition, as part of responding to Alberta Health’s request for a focus on accelerating local treatment options by September 2018, each zone developed an Urgent Response Action Plan, bringing forward proposed activities for increasing the number of primary care providers trained on and prescribing Opioid Agonist Therapy (OAT). Urgent Response Action Plans were submitted in August 2018 with activities commencing September 2018. Targets for the urgent response include:

Target A - Increase the number of PCN providers trained to prescribe OAT in each zone by 20% per quarter from September 1, 2018 to June 30, 2019

Target B - Increase the number of PCN prescribers of OAT in each zone by 10% per quarter from September 1, 2018 to June 30, 2019

Target C - Increase the number of PCN patients receiving OAT in each zone by 10% per quarter from September 1, 2018 to June 30, 2019


1.2. PurposeThe purpose of the Project Plan is to define the <Zone Name> Zone PCN Committee primary care opioid response scope and deliverables, describe the plan for execution of the project, and detail how the project will be monitored and controlled throughout its lifecycle. The document details, the approach, deliverables, resources, schedule, budget, risks, assumptions, constraints and dependencies.

The Project Plan will act as the project guidance document. It further details the plan outlined in the Zone PCN Committee proposal and includes the plan from the Zone PCN Committee Urgent Response Action Plan.

1.3. ApprovalsThe Project Plan has been approved by the Zone Dyad <and enter others required to approve, e.g. Zone PCN Governance Committee, Opioid Subcommittee/Working Group, etc.>.

Name Position Signature Date


2. APPROACH

2.1. ApproachThe approach for delivery of the project will be multi-faceted. It will include an urgent response and overall project approach.

2.1.1. Urgent Response ApproachThe urgent response involves accelerating local treatment options by September 2018, specifically increasing the number of primary care providers prescribing Opioid Agonist Therapy (OAT; including buprenorphine/ naloxone (SuboxoneTM) and/or methadone). Targets for the urgent response are:

Target BaselineTarget

Sept 1-Dec 31/18

Target**Jan 1-Mar

31/19

Target**Apr 1-Jun

30/19

Total Increase

Target A - Increase the number of PCN providers trained to prescribe OAT in each zone by 20% per quarter

# # # # #

Target B - Increase the number of PCN prescribers of OAT in each zone by 10% per quarter

# # # # #

Target C - Increase the number of PCN patients receiving OAT in each zone by 10% per quarter

# # # # #

**Note: Targets are projections only and will be updated each quarter based on previous actuals.

<Include a high level summary of the approach for meeting the urgent response targets>

2.1.2. Overall Project

2.1.2.1. STAGES

The overall project approach involves the initiation, planning, execution and close-out activities, focusing on the long term care management activities for the initiative. It will be completed in the stages as outlined provincially by the PHC ORI. Stages include:

Stage 1: Letters of Intent – development of a letter of intent by the Zone PCN Committee, providing a notification of intent and a brief description of the proposal being considered for further development

Stage 2: Proposal – development of the detailed proposal by the Zone PCN Committee. This stage includes the proposal assessment and approval, and subsequent execution of the subgrant agreement.

Stage 3: Design, Development and Planning – based on the approach outlined in the proposal, further design, development and planning. This stage will include development of the detailed project plan and budget, along with required health service planning activities.


Stage 4: Implementation – execution of the plans developed in Stage 3.

2.1.2.2. OVERALL PROJECT APPROACH

<Include a high level summary of the approach. Ensure it includes how family physicians and individuals with lived experience will be engaged/inform the initiative>


3. SCHEDULE, SCOPE AND BUDGET

3.1. Schedule<The schedule is the work plan for the project, detailing the activities, dates and resources. Any tool can be used to build the schedule, e.g. MS Project, Excel or Word. A “shell” in spreadsheet form has been attached below that could be used to build the schedule, if desired. The overall PHC ORI work plan is included in the PHC ORI Project Charter for reference.

For this section, the schedule can either be copied in or the file attached as an “object”.>

3.2. Scope

3.2.1. In Scope - Urgent Response

Urgent Response Activities and Milestones

Target A - Increase the number of PCN providers trained to prescribe OAT in each zone by 20% per quarter

Baseline

#

TargetSept 1-Dec 31/18

#

Target**Jan 1-Mar 31/19

#

Target**Apr 1-Jun 30/19

#

Major Activities and Milestones Start Date End Date

<Major activity/milestone to be completed to achieve this target – major activities and milestones from project schedule>

<DD-MMM-YY> <DD-MMM-YY>

<Major activity to be completed to achieve this target/Milestone for this target> <DD-MMM-YY> <DD-MMM-YY>



Target B - Increase the number of PCN prescribers of OAT in each zone by 10% per quarter

Baseline

#


#


#


#


Major Activities and Milestones Start Date End Date






Target C - Increase the number of PCN patients receiving OAT in each zone by 10% per quarter

Baseline

#


#


#


#






**Note: Targets are projections only and will be updated each quarter based on previous actuals.

3.2.2. In Scope - Overall Project

Overall Project Activities and Milestones

Activity/Milestone Major Activities/Milestones Start Date End Date Outcomes/Deliverables

Stage 1: Letters of Intent

Letters of Intent Develop and Submit Letters of Intent <DD-MMM-YY> 15-Mar-2018 Letter of Intent

Acceptance received for Letters of Intent 16-Mar-2018 06-Apr-2018

Stage 2: Proposal

Proposal Develop and Submit Proposal <DD-MMM-YY> <DD-MMM-YY>

Proposal

Present Proposal Overview to Steering Committee



Receive Proposal Acceptance (includes assessment scoring and feedback)


Fully Executed Subgrant Agreement

Receive Draft Subgrant Agreement <DD-MMM-YY> <DD-MMM-YY>

Subgrant Agreement

Review and Sign Subgrant Agreement <DD-MMM-YY> <DD-MMM-YY>

Receive Fully Executed Subgrant Agreement <DD-MMM-YY> <DD-MMM-YY>

Fully Executed Subgrant Agreement

Receive Subgrant Agreement Initial Year 2 Funding (will include Year 2 urgent response funding, if applicable)


Initial Year 2 Funding

Stage 3: Design, Development and Planning

<Include category/group for the Activity/Milestones>Examples:Form Subcommittee/Working GroupHealth Service PlanningDetailed Project Plan and Budget

<Major activity/milestone for this category/group – major activities and milestones from project schedule>


<Column to include either deliverables (tangible work products, usually documents, produced as a result of these activities, e.g. Detailed Project Plan, Opioid Health Service Plan, ICP) or an outcome (similar to the targets, an outcome the project will achieve with these activities, e.g. Increase in the number of OUD patients with a primary care medical home)>

Stage 4: Implementation

<Include category/group for the Activity/Milestones>Examples:Subgrant Quarterly ReportingEducation and TrainingCommunicationsIntegrated Care PartnershipsIntegrated Models of Care/Pathway Development

<Major activity/milestone for this category/group – major activities and milestones from project schedule>


<Column to include either deliverables (tangible work products, usually documents, produced as a result of these activities, e.g. Detailed Project Plan, Opioid Health Service Plan, ICP) or an outcome (similar to the targets, an outcome the project will achieve with these activities, e.g. Increase in the number of OUD patients with a primary care medical home)>


Practice Change

3.2.3. Out of ScopeThe following activities are out of scope for this project:

Any activity not explicitly listed in scope.

<List out of scope activity. Note: This could include activities being completed provincially (example below)>

Data collection for urgent response Targets B and C. Administrative data reporting to be provided provincially.

<List out of scope activity>

3.3. High Level BudgetThe detailed budget is included in the Detailed Two Year Budget document. The following table provides a summary of the budget.

Category Year 2 Year 3 TotalUrgent Response $##,### $##,### $##,###

Design and Development $##,### $##,### $##,###

Service Delivery and Implementation $##,### $##,### $##,###

Change Management $##,### $##,### $##,###

Other (remove row if not used in detailed budget) $##,### $##,### $##,###

Meeting/Committee Expense $##,### $##,### $##,###

Publications and Communication $##,### $##,### $##,###

General and Administrative Expenses $##,### $##,### $##,###

Totals $##,#### $##,#### $##,####


4. PROJECT ORGANIZATION

4.1. Project Organizational Structure<Include an organizational chart>

4.2. Governance<Describe the high level governance for the project>

4.3. Roles and ResponsibilitiesThis section describes the roles and responsibilities of those individuals/parties involved in the governance and execution of the project. Note: The roles are not identified with a single person: one person may fill multiple roles.

Roles Responsibilities

<Role> <list responsibilities> <list responsibilities> <list responsibilities> <list responsibilities>




5. PROJECT MANAGEMENT

5.1. Risk ManagementA risk is an event or condition that, if it occurs, could have a positive or negative effect on the project. Risk Management is the process of identifying, assessing, responding to, monitoring and reporting risks.

The table below is the initial risk assessment. The <list position> will monitor, control and report on risks using a Risk Log. High risks will be included in the status reports.

Notes: Risks have been analyzed for exposure and ranked accordingly. Risk exposure is defined as the

product of likelihood the risk will occur (probability) and the magnitude of the consequences of its occurrence (impact).

o Probability (P) can be ranked as 1 to 5:

5 - Almost certain e.g. it is expected to occur in most circumstances

4 - Likely e.g. will probably occur sometime

3 - Possible e.g. might occur at some time

2 - Unlikely e.g. could occur but not very likely

1 - Rare e.g. would only occur under exceptional circumstances

o Impact (I) can be ranked as 1 to 5:

5 - Catastrophic / Crucial - Will almost certainly kill the project/activity

4 - Major - Could threaten the survival of the project/activity as presently defined

3 - Moderate - Will significantly affect project/activity in some manner but not threaten its survival

2 - Minor - Will threaten the efficiency or effectiveness of some aspect of the project, but will be dealt with

1 - Insignificant - Can be dealt with or taken advantage of routinely

o Ranking (P X I) is the Probability multiplied by the Impact

<Applicable risks from the PHC ORI Project Charter have been included below. Augment with the risks from your project. Risks should be “if/then” type statements – if x were to occur, it would have y impact on the project. Scoring information above>

# RiskP

(1-5)

I

(1-5)

Rank

(P x I)

Mitigation Plan

1 The urgent response is based on limited understanding of the barriers for providers in prescribing OAT, and patients to accept/take OAT. Unanticipated barriers will likely arise that may impact the ability to meet the targets.

3 5 15 Barriers and challenges to be identified through the Zone PCN Committee needs assessment/surveys.

Information gathered from the zones and through the PHC ORI evaluation will inform issues to be escalated and/or adjustments to be made to the action plans.


# RiskP

(1-5)

I

(1-5)

Rank

(P x I)

Mitigation Plan

2 If dedicated resources are not recruited or in place by September 2018 to support the urgent response, targets will not be achieved.

3 4 12 Subgrant agreements and funding are targeted to be in place for the Zone PCN Committees by September 2018 to ensure resources can be hired as required.

Secondment or negotiation to release resources to support the urgent response may be required.

3 Prescribing of OAT requires increased attention, time and adjustment of dosage. The current fee for service payment model is not conducive to increasing the number of family physicians who can/will prescribe.

4 3 12 PHC ORI has escalated the issue to the Alberta Health through the AMA Section of General Practice to modify the complex care planning billing code (03.04J) to include OUD. Allocation process for this year has been completed.

Evidence gathered through the PHC ORI evaluation provide evidence on the complexity of patients with OUD for future allocation negotiations.

4 Zone PCN Committees and Opioid Subcommittees/Working Groups are newly formed. Therefore, communication channels and mechanisms within the zones, PCNs and family physician clinics are not fully formed. This may create provincial and Zone PCN Committee communication and support challenges.

3 4 12 Communication will be continual topic for the Zone Collaboration Forums and Zone PCN Committee Working meetings to identify and resolve any communication issues.

Zone dyads, Zone PCN opioid key contacts and zone support teams will be included on all formal communications from the PHC ORI to ensure full distribution of key messages, tools and supports.

Several direct and established communication channels will be used to ensure clear, timely messages reach key stakeholders.

<Include zone specific mitigation plans>

5 <Status meetings (indicate what you call your meetings, e.g. working group, project team, sub committee) and reporting> may determine the assumptions are invalid or the risks unavoidable impacting project scope, schedule and/or budget.

3 3 9 <Status meetings (indicate what you call your meetings, e.g. working group, project team, sub committee)> will be conducted on a regular basis to allow the <project team> time to react to any issues. Status reports will provide updates on impacted assumptions, dependencies and risks.

If there is an impact to the project scope,


# RiskP

(1-5)

I

(1-5)

Rank

(P x I)

Mitigation Plan

schedule and/or budget, <a Change Request will be completed for review and assessment>.

6 Resources are not available to participate in project activities and complete assignments as per the project schedule.

3 3 9 Review of the upcoming activities and assessments will be completed at status meetings.

If there is a resourcing issue impacting delivery, it will be escalated to the applicable Organizational Lead, and if required, Executive Sponsor, for resolution within their organization.

7 The provincial PCN governance, zone PCN health service planning approach, and PHC ORI zone support process and tools are being developed in parallel. If there is a lack of clarification on the governance and/or a lack of health service planning tools available to the Zone PCN Committees, it may impact delivery of the zone opioid response.

3 3 9 Zone PCN Committees to identify any impacts through the monthly status reports and meetings.

8 The target for increasing the number of patients receiving OAT by 10% per quarter from September 1, 2018 to June 30, 2018 may not be achieved because it is reliant on patients agreeing to the treatment.

3 3 9 By increasing access to treatment and increasing provider knowledge of Opioid Use Disorder, this should provide more opportunities for patients to seek treatment.

Communication Campaign to include key messages on recognizing vulnerable patients to offer OAT.

9 If a patient does not qualify for coverage under the Provincial Healthcare Insurance Plan, the cost to the patient with or without private insurance coverage for OAT may be cost prohibitive.

In addition, generic buprenorphine/ naloxone (SuboxoneTM) has not been available since early 2017.

3 3 9 PHC ORI has escalated the risk to Alberta Health to determine if there are any alternatives for coverage of OAT for patients who are willing to be treated but are unable to afford the cost of the medication.

10 Family physicians do not want to offer OAT as it is perceived to impact a limited number of patients

3 3 9 <Enter zone specific mitigation plans for this risk>


# RiskP

(1-5)

I

(1-5)

Rank

(P x I)

Mitigation Plan

in their practice. This would impact the ability of the project to meet Target B of increasing the number of PCN providers prescribing OAT in each zone by 10% per quarter.

11 Existing population health data is inadequate to fully determine the most effective deployment of resources.

2 4 8 Regular opioid data reports will be produced by Alberta Health for the zone. When data requests or data requirements are identified, Zone PCN Committees can forward them to the PHC ORI for enhancement of these reports for every zone.

Zone PCN Committees to use data from family physician and PCN EMRs to enhance zone service planning and assessment.

<Enter zone specific risks>

<Enter zone specific risks>

5.2. AssumptionsKey assumptions on which the project scope, effort and schedule have been based are as follows <Note: <Applicable assumptions from the PHC ORI Project Charter and additional assumptions have been included below. Augment with the assumptions from your project. Note: Where there are heading bullets, e.g. Communications, include any zone specific assumptions under the section>:

Resources will be available with the capabilities to complete the assigned activities as per the project schedule

The Project Plan is the source of truth for the project scope, deliverables, schedule and budget.

PHC ORI provincial and Zone PCN Committee urgent response action plans will be in place and activities initiated no later than September 1, 2018.

The Zone PCN Committee subgrant agreement is bound by the terms and conditions in the Grant Agreement between Alberta Health and the ACFP.

Urgent Response Action Plans will be submitted and associated funding released by September 1, 2018.

Letters of Intent were an expression of interest by the Zone PCN Committee. Feedback was not provided. Based on gaps in the Letters of Intent, the PHC ORI Proposal Package Guide, Assessment Tool and Toolkit was updated with required definitions and resources to assist the zone in completing a successful proposal.

The Zone PCN Committee Proposal was approved to move to Stage 3: Design, Development and Planning based on meeting the criteria defined in the Assessment Tool.


The Zone PCN Committee Proposal was not required to be updated based on the assessment feedback. All feedback was addressed in this Detailed Project Plan or the Detailed Two Year Budget.

The Zone PCN Committee Detailed Project Plan and Detailed Two Year Budget will be submitted within three months of execution of the subgrant agreement or by November 30, 2018, whichever date is sooner.

<The Zone PCN Committee will need to update their business plan to identify the opioid response as a priority.>

Partnerships, pathways, processes, resources, education and tools will be sustainable after the PHC ORI.

Zone funding:

o The Secretariat remunerated physicians involved in proposal planning until approval of the Zone PCN Committee Proposal.

o Zone PCN Committee designated <Insert Name> PCN to act as the banker

o Zone PCN Committee will establish process and expectations for the delegation of financial authority related to the grant allocation

o $250,000 was released for Stage 3: Design, Development and Planning upon execution of the subgrant agreement

o If required, additional Year 2 funding will be released upon submission of the Urgent Response Action Plans and/or Detailed Project Plan and Two Year Budget

o Year 3 funding will be released upon acceptance of the January 1, 2019 to March 31, 2019 quarterly subgrant report

o The Zone PCN Committees will use their PCN program policy for remuneration of physicians and teams in opioid response activities (e.g. education)

o The one-time funding is there to support sustainable change for redesign and reallocation of current resources, not to add staff complement

Regular opioid data reports will be provided by the provincial PHC ORI team to monitor progress on targets and objectives. Reports will be received prior to the quarterly reporting deadlines.

Zone PCN Committee implementation success requires:

o Formation of integrated care partnerships (ICPs) with the zone

o There is an understanding from physicians and clinics that there is an urgent need to respond

o Family physicians and teams are willing partners to take the training, start prescribing and meet the targets for increasing OAT

o Telehealth and other methods of technology will be available to provide services and supports to both patients and providers in areas that are geographically remote.

o There is a readiness and desire from all stakeholders for practice change

The Zone PCN Committee will follow the principles and roadmap for engaging individuals with lived experience as outlined in the Engaging Individuals with Lived Experience Framework.

Communications:

o Zone dyads, zone PCN opioid key contacts and zone support teams will be included on all formal communications from the PHC ORI to ensure full distribution of key messages, tools and supports.


o Where applicable and if permission is provided, communication tactics from the MOERC community awareness grants will be used.

o Existing and well established communication tools, i.e. current publications, will be used to ensure all stakeholders are provided clear and consistent messaging on the PHC ORI supports and deliverables

Evaluation:

o Data is available from Alberta Health, HQCA, PCN, physician clinics and Alberta Health Services on the measures required for the Evaluation, specifically the key outcomes.

o Zone PCN Committee will contribute to the provincial evaluation (to be supported by AHS ARES) and not have their own independent evaluations.

o Roles and responsibilities for measures and data collection will be defined in the Evaluation Framework.

o Data collection at the zone PCN level will be supported by the PHC ORI evaluation team.

o Evaluation will collect project lessons learned on a quarterly basis.

o Evaluation will monitor progress towards urgent response targets quarterly, using data from Alberta Health, as well as zone level data collected on OAT provider training participation.

o Data for the measures defined in the Evaluation Framework that are the accountability of the Zone PCN Committee in collaboration with the PCN and member clinics to collect will be provided to the PHC ORI evaluation team at least one month prior to the deadline date for the Interim and Final Evaluation Reports for inclusion in the evaluation reports.

The current training available, e.g. CAMH Suboxone training and AHS ODT online virtual training, will be able to meet the training and educational needs for PCN providers to prescribe OAT until the PHC ORI education, knowledge translation and decision supports are available in early 2019.

Collaborative Mentorship Network:

o The Collaborative Mentorship Network, and associated infrastructure, is funded and coordinated provincially by the ACFP.

o The Collaborative Mentorship Network Pilot will focus on mentorship for the urgent response, OAT and OUD. The full Collective Mentorship Network will focus on chronic pain and addiction.

o The Collaborative Mentorship Network is not one-off advice, training or coaching but a trusted professional relationship between mentor and mentee.

o Mentors are practitioners (GPs and specialists) with pain management and/or addictions focus who are currently engaged in the opioid response work.

o Mentors and mentees will meet informally by phone or email or online forum, and formally through small group, zone based meetings, provincial conferences and online meetings coordinated by the Collaborative Mentorship Network.

Integrated Care Partnerships (ICPs):

o ICPs will be established by the Zone PCN Committees through a compact. A compact is an agreement intended to support groups in coming together to successfully form and sustain ICPs, achieving a collective impact toward addressing a shared issue, problem, concern, and/or opportunity for change.

o ICP development and/or enhancement for the PHC ORI will be supported through regular AHS operational processes and resources.

<List zone specific assumptions>


<List zone specific assumptions>

5.3. ConstraintsA constraint is a barrier the project is forced to plan to or around. The project is constrained by the following <Applicable constraints from the PHC ORI Project Charter have been included below. Augment with the constraints from your project.>:

Project deliverables and activities, with the exception of the Final Grant Financial and Activity Reporting, must be completed by March 31, 2020.

The Final Grant Financial and Activity Reporting, along with returning any unused funding, must be completed no later than May 31, 2020.

PHC ORI provincial and Zone PCN Committee urgent response action plans, and associated funding, to increase the number of primary care providers prescribing OAT must be in place and activities initiated no later than September 1, 2018.

The AHS Alberta ODT Virtual Training Program is not available until September 16, 2018.

<Include zone specific constraints>

<Include zone specific constraints>

5.4. DependenciesThe project is dependent on the following related initiatives <Applicable dependencies from the PHC ORI Project Charter have been included below. Augment with the dependencies from your project.>:

Provincial PCN Provincial Governance (governance and accountability structure for the Zone PCN Committees)

Provincial Zone PCN Health Service Planning approach, tools and templates (to be used by the Zone PCN Committees to complete their opioid health service planning)

PaCT initiative - complex care planning for opioids (to be incorporated into the Change Packages).

Urgent Opioid Coordinating Committee - coordination and communication across opioid response initiatives.

Provincial PHC ORI education, knowledge translation and decision supports being ready spring 2019

<Include zone specific dependencies>

<Include zone specific dependencies>

5.5. Project Change ManagementA change refers to any modification deviating from the approved Project Plan. Within the context of the project, any of the following events can trigger a formal Change Request:

Request for additional or decrease in funding

Identification of increase or decrease in scope

Request for addition or removal of deliverables

Need for a schedule change

Change in resources assigned to the project


<Describe how any changes to the Detailed Project Plan and Detailed Budget will be managed within the zone>

5.6. Issue ManagementThe collection and efficient management of issues on a project is a key component of project management. An issue refers to any matter that may impede project progress and about which no agreement has been reached. Effective issue resolution involves getting the issue to the correct project resource as soon as possible.

<Describe how issues will be managed within the zone.>


6. COMMUNICATIONS

6.1. High Level Communication PlanThe following table outlines the key audiences, and their associated communication

Target Audience Communications Needs Communications Methods

Responsible Timing

<Target audience for communication, e.g. Zone PCN Committee, Zone Dyad, Family Physicians, Opioid Project Team, Patients, etc.>

<Communication need, e.g. project status updates>

<Communication need> <Communication need>

<Communication method, e.g. status report>

<Communication method>


<who is responsible for fulfilling the communication need, e.g. Project Manager>

<timing of communication need, e.g. monthly, as per project schedule>

<Stakeholder listed in previous section>

























7. APPENDIX A - <INCLUDE TITLE><Include any applicable appendices.>

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