Lead a soft market testing with support from the Programme Commercial Specialist. To understand if the aims of the programme can.....
Lead a soft market testing with support from the Programme Commercial Specialist. To understand if the aims of the programme can be achieved with solutions available in the market. To optimise the procurement artifacts with learning from the soft market testing. Create a movement across Staffordshire and Stoke on Trent to cement buy in and support for the transformation programme. Articulate a clear and compelling vision for the transformation Lead a highly complex multi organisation well engaged procurement exercise with the support of national NHS procurement frameworks and the Programme Commercial Specialist. Development of a refreshed outline business case following soft market testing and development of the full business case following procurement in line with the Treasury Better Business Cases: for better outcomes 5 case business case model. Identify the required programme roles and responsibilities based on the programme scope and objectives. Develop the necessary job descriptions for each role outlining the skills, experience and qualifications required. Establish the approach and facilitate clinical service transformation including clinical change and process redesign engineering. Establish an effective early life support model for post go live activities which will feed in to continual service improvement. Work with organisations IT and Digital Teams and leaders to design an optimum electronic patient record system support service model. Document the scope and objectives of the programme including the desired outcomes and benefits. Develop, manage and maintain a realistic and detailed programme plan outlining the key activities, milestones, and deliverables of the program. This should include a timeline for the delivery of the program, as well as a budget and resource plan. Maintain a strong grip on delivery activities ensuring the capacity and capability is in place and accountability for delivery is clear with all partners and suppliers. Implement mitigation actions in the event of programme timescale slippage and escalate using an exceptions report as necessary. Develop a communications and engagement strategy and plan which includes stakeholder analysis of the key stakeholders involved in the implementation, including clinicians, operational staff, administrators, IT staff, data and intelligence staff, system vendors, and patients. Understand their needs, concerns, and expectations, and develop a communication and engagement plan that addresses these. Ensure regular communication with stakeholders to keep them informed of the progress of the implementation, including any changes, issues, or delays. Use a variety of communication channels, such as email, meetings, and presentations, webinairs, digital summits, social media, news letters to ensure that stakeholders receive the information they need in a timely and effective manner.
