Check the relevant documentation for it to use for guidance, the task is as followed; Reflect on the project plan and identify risks. Explain how these risks could be reduced. You will also reflect on how alternatives to traditional methods could be used successfully to aid a project lifecycle and how these would be integrated into traditional project management. All the reports should demonstrate: Consideration of Risk Factors: - Thorough review of all elements of: Risk assessment, & Risk Map or Matrix Review of risks handling and management: - Thorough review of all elements of: Review the risks and provide actions to mitigate/affect them Reflection on alternative project management methods and lifcycles: - Excellent analysis and evaluation with an ability to sustain an argument, to think analytically and/or critically Overall Documentation: - professionally presented, business-like report - well presented with Contents Page, page numbering, suitable use of Appendices etc. - clear use, citation & acknowledgement of sources of academic material, and bibliography in 'Harvard' style sources of information include properly refereed publications. South Carigcastle Health & Social Care Trust provides community health care and social care services to a population of 100,000 people living in an inner­city and suburban area of some 450 square miles in the United Kingdom. The Trust was formed five years ago from the merger of the up­to­then separate South Carigcastle Community Health Care Trust and Social Services Departments. The Community Health Care Trust employed staff with medical training from a variety of disciplines such as District Nurses and Physiotherapists. They visit patients in their homes and provide care to them there. The Social Services Department employed staff with non­medical care skills also from a wide variety of disciplines such as Adult Carers and Child Protection Officers who also visit clients in their own homes and provide social care. The objective of both organisations was to enable people to go on living in their own homes for as long as possible, and thereby not to have to move into Care Homes run by the Trust. This merger was a result of a new central government policy which was being piloted in the region in which South Carigcastle falls. There are nine other Community Trusts within the region, none of which are so progressive in their thinking as South Carigcastle. The objectives of the government policy are to improve the care provided and reduce the overall cost of providing that care. The new combined Trust was given a large degree of organisational and financial autonomy within the framework of overall management by the local region, and an energetic, forward thinking Chief Executive, John Jones, previously the Director of Social Services, was appointed to lead the new combined Trust. John Jones immediately appointed the hard­working Operations Director of the Community Health Care Trust, Dr Southgate to the position of Business Development Director – effectively his deputy. The Trust is headquartered in an old Victorian Mental Health Hospital with 50 other offices, clinics and care homes scattered over the geographical area served by the Trust. Very few of these offices have been purpose­built. The Trust now employs 3000 staff split into a relatively small Head Office team including Finance, Personnel and Business Development and the professional care staff who are divided into 3 Directorates as follows: · Adult Care · Mental Health Care · Child Care Services. Each Directorate is in turn divided into 24 professional care disciplines such as District Nursing, Physiotherapy and Child Immunisation. Each professional care discipline is, in turn, divided into up to 5 teams spread over the area covered by South Carigcastle. There are in total 84 such teams each containing only specialists in the team's particular discipline Figure 1: Organisation of South Carigcastle Health and Social Care Trust The care delivery process The Trust is one of the 39 totally separate organisations which deliver care to the geographic area of South Carigcastle. The other organisations are: · 3 separate Hospital Trusts who each provide Accident & Emergency services, maternity services and a full range of clinical services to carry out operations on patients as required. · 35 Doctor Practices (Clinics) containing a total of 60 doctors. These Practices are all contracted independently to the National Health Service and run effectively as individual small businesses that are paid by the National Health Service depending on how many patients are registered with them. The 35 Practices have formed themselves into a local group to meet regularly and discuss local problems, particularly the problems they have in dealing with South Carigcastle Trust and the three separate Hospital Trusts. People in need of care are referred to the Trust from a range of sources, for example the doctors, the hospitals, police, schools, neighbours and next­of­kin. The referrals contain wide disparities in quality and quantity of information and are normally directed to a local Trust office which may not house the professional care team who should deal with the particular problem so the referral is then referred on within the Trust finally reaching the correct team who take action. Referrals are received on a 7x24 hour basis and are actioned immediately if they appear to be very urgent. The key actions following receipt of the referral are typically: · A visit to the referred person in need of care by a senior care professional from the apparently most relevant care team, who carries out an assessment of the patient and may generate referrals to other teams within the Trust for their follow­up. · Creation of a hand­written care plan. Some care plans are very complicated and some very simple. For example the Child Protection teams draw up very complex plans to solve the domestic problems leading to abuse of the child whereas the Podiatry teams are only concerned with scheduling visits to cut elderly patients' toenails. · Sign­off of the costs of delivering the care by the Team Manager, or adjustment if too expensive. · Delivery of the care services, which vary in duration from one hour to several years depending on the discipline and type of care. · Review of progress and revision of the care plan as necessary. Each professional care discipline has developed its own styles of assessment form and care plan to record information about the patient, and each uses its own medical and care jargon to describe the same condition. Although a patient may receive care services from several teams in parallel, each of which is delivering its own speciality – for example district nurses dressing leg ulcers or occupational therapists modifying the home environment – no attempt is made to co­ordinate the care delivery or exchange care plans between the teams so they may well turn up at the same patient's house on the same day and at the same time and one will then have to re­schedule their visit. The teams are traditionally suspicious of sharing patient­related information in case they make patient diagnosis mistakes, and the mental health and child protection teams are particularly concerned about security of information about their patients and clients.