Senior Transformation Manager inShefford inShefford PUBLISHED 12 DEC 2023

Project Planning

1. Lead on the development, using agreed tools or software, viable and comprehensive project initiation documents and plans for the delivery of complex projects including, but not limited toconfirmation of scope, definition of deliverables, resourcing/ budget management, project plan, timescales, milestones and risks (and quality).
2. Establish and operate processes to monitor and recommend any changes to the planned use of resources (financial and human) and project activities between and within projects to optimise the continuing value for money of projects and programmes against delivery plans and planned benefits.
3. Contribute to processes to assess the prioritisation of intended projects and, in particular their project resource needs, resource availability and allocation and sequencing.
4. Lead, and advise on, the development of business cases for high impact/ high complexity improvements to justify the initiation of change/ improvement, ensuring that agreed standards are adhered to and that business cases present options, are costed and identify measurable benefits.
5. Establish and operate systems to manage the scope of complex projects against deliverables, benefit, cost, time and other constraints, frequently requiring sometimes prolonged concentration to manage work patterns that are unpredictable or changing. Evaluate andadvise on the impact of requests for change to the delivery of the projects, the continuing viability of the business case and the benefits sought. Escalating any variances outside of agreed tolerances, and risks to the project, as necessary.
6. Ensure effective arrangements for processes and services relating to any procurement/ subcontracting elements of project delivery, securing appropriate resource as necessary and management of any assigned budget, ensuring that any costs/ budgets are available to thewider project.
7. Provide advice on the appropriate approach to delivery of projects in complex environments, recognising the need for flexibility, whilst seeking to maintain standards of effective governance and with a continuing focus on benefit realisation.

Resource Planning and Management

1. Identify the resources/ skills needed for the delivery of complex projects, setting up any team selection criteria and processes as necessary and clarifying the roles and responsibilities of any team members assigned to the delivery of the project.
2. Provide effective leadership, training, support, generating enthusiasm and motivation in team members to ensure that they areappropriately empowered to carry out the responsibilities oftheir role.

Benefit Management and Realisation

1. Lead on the identification and definition of benefits and associated metrics, baselines and collection systems as part of options appraisal, business case development and project definition, cognisant of wider programme benefits and the outcome sought.
2. Ensure that appropriate data collection and reporting systems (cross-organisational where necessary) are established to enable the effective and timely monitoring of benefit delivery.
3. Cultivate effective working relationships with Change and Benefit Owners (aka Business Change Managers) to ensure that ownership and responsibility for benefit realisation is established, agreed and understood within the areas being changed.
4. Ensure that benefit realisation planning is undertaken as part of project delivery and in anticipation of project go live and handover.

Quality Assurance

1. Work with stakeholders in multiple organisations and areas as necessary to ensure that the quality expectations and requirements of any deliverables or project solutions are defined, understood and built into business cases and project delivery plans.

Change Management

1. Provide advice and guidance on techniques and approaches for scoping and defining problems or other opportunities for improvement.
2. Play a leading and proactive role in implementing strategies for stakeholder engagement and management - often in highly political and sensitive environments, communicating using appropriate channels, to ensure all those impacted by the change are engaged, taking account of their levels of influence and particular interests and, where conflicts arise, exploring alternatives and positions so as to reach outcomes that gain all parties support and acceptance.
3. Monitor readiness for change, supporting efforts to manage resistance - identifying potential sources and anticipating concerns. Working to minimise contradictions and paradoxes in projects and/ or their impact.
4. Work with Change and Benefit Owners (BCMs) to build a network of 'change champions' and to establish influencer networks - reaching 'unreachable' parties and leveraging support to achieve outcomes.
5. Provide leadership and support for team members and those impacted by change in accommodating ambiguity through supervision, coaching/ mentoring or sign-posting.

Project Management and Delivery

1. Set the scope and cross-system strategy for any testing phase, ensuring that appropriate data collection and analysis processes are established and operated, and reporting key test findings, conclusions and recommendations (e.g. lessons learned, risks and issues, benefitsrealised, viability, route map for full implementation).
2. Ensure effective arrangements for project risk identification, scoring, management and reporting, identifying project issues and escalating where outside of agreed tolerances.
3. Work with Change and Benefit Owners (BCMs) to plan for the activities necessary for rollout of changes to business areas and users, including agreeing ownership and responsibility for embedding changes and the realisation of any related benefits sought.
4. Produce and present reports and presentations summarising status on issues, appraising outcomes, and providing progress reports for portfolio management purposes and for other stakeholders and stakeholder meetings, sometimes imparting unwelcome news tostakeholders e.g. where performance targets have not been met.

Leadership

1. Provide visible leadership across organisational boundaries and often in ambiguous or uncertain situations, to those involved in and impacted by planned changes, setting a clear, motivational direction for a common goal. Where conflicts arise, exploring alternatives andpositions so as to reach outcomes that gain all parties support and acceptance.

Portfolio Management

1. Contribute to the development and implementation of policy and practice to improve the understanding of, and competence in change and improvement.
2. To support efforts to optimise the alignment of project management capability and capacity to priority projects and programmes through the monitoring and review of project plans and progress.

Programme Management

1. Contribute to the strategic planning of programmes, helping to identify interdependencies across projects/functions, potential impacts on wider organisation, resource requirements andbuilding in contingency and adjustments as necessary.
2. Develop effective working relationships with programme Senior Responsible Owners and the Sponsoring Group to ensure projects and resources remain aligned to programme delivery.
3. Track and report on programme performance improvement against forecast delivery, on programme health and on the continuing alignment of constituent projects and the programme to business strategy.

Organisational Change Management

1. Demonstrate leadership in encouraging team participation in developing the practices and processes and capabilities of the team to improve team effectiveness and the delivery of benefit and value for money from change and improvement

Other

1. Maintain continuous professional registration in accordance with the requirement of the appropriate regulatory body (if appropriate), ensuring renewal is on time.
2. Participate in regular clinical and managerial supervision where required by your professional body.

The purpose of the Place team is to work with all NHS, Council and VCSE partners to deliver the local Place plans and support delivery of national NHS Operating Plan objectives for residents.

This is a broad portfolio including prevention, early diagnosis, primary care, integrated neighbourhood working, urgent and emergency care (including intermediate care), elective / planned care and cancer.

There will be a requirement to develop meaningful and collaborative working relationships with all local providers to deliver the ambitions and cultural change of the Place plans including implementation of the recommendation within the Fuller report (improved access, greater primary and secondary prevention, personalisation and effective management of long-term conditions).

Members of the Place team will liaise closely with all parts of the ICB 'core', including transformation, medical, quality and primary care to ensure there is consistent approach to place transformation.

The underpinning ethos is of partnership to tackle inequalities and improve health outcomes for all residents, using co-production, population health and quality improvement methodologies.

The post holder is responsible for the programme and project delivery of agreed objectives for Place, working closely with colleagues across LA, NHS and VCSE partners to deliver sustainable improvements that improve health outcomes and / or tackle health inequalities experienced byresidents.

The post-holder must be able to influence and engage across multiple stakeholders, building a virtual team across settings and organisational boundaries to deliver demonstrable improvements in residents' health, well-being and access to health services. Responsibilities will include working with members of the core ICB teams and local partners to ensure regular oversight of local variation within BLMK and with national standards applicable to all partners, This will include patient experience of access to services, update of screening and access to prevention services,such as health checks for people with LD and SMI and improved patient reported outcomes relating to end of life care and fall prevention services.As part of a multi-skilled team of change and improvement specialists, to lead the development and delivery of a number of complex transformational and other strategic projects that support the achievement of benefits and outcomes valued by, and agreed by, the organisation andsystem.