Job responsibilities
The delivery of existing programs of change and the development on new initiatives, partnership work, projects, aligned to clear project management methodology is key to bringing this programme to fruition.
Supporting the successful management of the programme which will impact across clinical and non-clinical areas. This will include the need to coordinate multiple work streams through matrix working at times, working with other programme leads and managers across the organisation.
- Provide specialist expertise in
- EEast operations across A&E and AOC with the ability to effectively utilise their network to advise with authority on operational matters impact the programme of work. The post holder will be expected to be a senior subject matter expert in related clinical and non clinical matters representing the senior management team of Operations.
- project and programme management to support robust planning of the programme. This will include high levels of risk management expertise and the ability to identify, track and manage interdependencies. Additionally, to develop and monitor KPIs evaluating success factors for the program.
1.3 The post holder will be required to plan and organise the programme which will span the entire region and be complex in nature, impacting upon multiple stakeholders. As the programmes relate to delivery of the strategic objectives, the programmes will require the post holder to establish sustainable plans and resourcing for the programmes.
1.4 Maintaining a Portfolio programme schedule and timeline specific to their area of responsibility to provide an at-a-glance update is a key objective.
1.5 Working as high-level programme support, which will call for meticulous time management and prioritisation skills. This may include turnaround programme management should concerns be raised in terms of slippage, or the need to identify and implement contingencies.
1.6 Work autonomously daily to respond to problems and queries from stakeholders including the Executive and Senior Leadership Teams.
1.7 Managing and supporting the programme in order to ensure that programme plans are updated with necessary milestones, timeframes and outcomes. This will therefore require the provision of expert guidance to assist with programme schedules, deliverables, assignments, tasks, status reporting, communication, and action items as required.
1.8 Working in close liaison with external consultancy groups, ensuring they have the most accurate and relevant information to deliver their contractual obligations.
1.9 Provide input to ensure the timely and accurate production of Programme status reports the senior and executive teams, in addition to external reporting to regulators as required.
1.10 Represent the Trust at internal and external meetings where required, interpreting national guidance and making recommendations to the SRO following analysis of a range of options.
2. Communications and Stakeholder Engagement
2.1 Develop and maintain close working relationships with all internal and external stakeholders to ensure key deliverables are within time and budget constraints. This will include the need to undertake strong collaborative working, motivating the programme and project teams and relevant Operational managers across the Trust to complete the programme and bring about clear system and process improvements. Recognition of the associated pressures and resistance to change in areas across the Trust and pertaining to particular aspects of the programme is key to the post holders success.
2.2 Assisting the SRO (Senior Programme Support) in the production of regular programme update reports for issue to key internal and external (where appropriate) stakeholders. This will include the need to present complex and specialist data in a wide variety of forums, including presentation to large groups who may be resistant to the programme or changes proposed.
2.3 Within the programme, the post holder will be required to both provide and receive highly complex information that will often be sensitive or contentious, through the planning and engagement processes pertaining to the wider transformation life cycle. As such the post holder will be required to manage these issues in a professional manner, adapting communication styles to suit the stakeholders or forum in which the messages are being provided.
2.4 Deliver the established transformation strategy processes across the organisation, gaining buy in to the methodology. This will require tact, diplomacy, and robust negotiation skills, with the individual able to persuade senior and executive staff where at times there may be significant barriers to accept change proposals, based upon robust evidence.
2.5 Work collaboratively with the finance department as required to ensure value for money and a financially sustainable operational structure.
3.Strategic Leadership and Service Development
3.1 Responsible for ensuring programme leads accurately report on their programme in a timely way and chasing relevant staff for updates as required.
3.2 Responsible for escalating issues within any of the programmes that have not been able to be managed via the programme boards.
3.3 Responsible for preparing all Program reports for the Operational Reporting Groups, ahead of time of the meetings and presenting highlight reports at relevant meetings.
3.4 As required, prepare business case for executive approval, clearly articulating the case for change, options, benefit and associated costs.
4. Analytical, judgemental and decision making
4.1 Responsible for communicating sometimes highly complex, sensitive or contentious information in a professional and considered manner. This will include the need to carefully analyse and interpret the information received, to enable consideration of all options so that the course determined for the programme is the correct one.
4.2 Assisting the SRO (Senior Programme Support) in the development of the OPIP and QCIP Ops programme and guiding them as to potential data collection areas, options for development and consideration, and providing guidance in areas where decisions required.
4.3 Undertake stringent review and analysis of all interdependencies within the programme to ensure that the overall transformation is managed effectively, with all factors carefully considered. This will include supervision, liaison and discussion with other project leads, as well as the lead for the PMO to maximise likelihood of success. This will require the individual to be able to analyse and interpret information from all areas of the Trust with a risk-focussed approach and be able to constructively and critically challenge their own programme to ensure risks are mitigated or escalated.
4.4 Continuous horizon scanning and review of emerging national guidance and legislation to ensure the Trust adopts a current and up to date approach to programme management
4.5 Maintain a clear risk register for each program, initiative and project to enable mitigation actions and risk acceptance to be clearly documented.
5. Resource Management
5.1. Responsible for the accurate collation and storage of all information relating to the programme.
5.2. Producing and maintaining documentation which must be precise, accurate and produced in a timely manner and distributed to all relevant parties.
5.3. Assisting in identifying poor data quality affecting the delivery of any of the programme.
6. Human Resource Management
6.1. Use influencing, listening, empathic, communication skills to act as a conduit with the operational leadership population and other key stakeholders.
6.2. Ensure that all relevant teams receive appropriate communication and engagement opportunities throughout the programmes.
7. Research and Development
7.1. Undertakes complex audits and surveys pertaining to the programme, in order to ensure accurate overview and assessment of viability and efficacy of the transformation processes.
7.2. Determination of the points within the programme at which checks are required. This will include planning of the checking process, inclusion criterion as well as the gathering of information and analysis. At the end of the checking process, ensure that lessons learned are considered both within the programme it pertains to, but also the wider organisation.
8. Finance and Budget Management
8.1. Responsible for managing the programme budget, ensuring that funds and resources required for delivery are in situ and managed in accordance with the Scheme of Delegation and Standing Financial Instructions. This will include development of robust business cases for resource and staff where applicable.
8.2. Responsible for raising requisitions using Trust systems.
8.3. Contribute to the financial impact assessment of the programme.
8.4. Support the SRO (Senior Programme Support) in managing the overall programme budget
