1

Transforming Community Equipment Services London Update for JIP meeting 180909

2The Transformation of Community Equipment Services (TCES) in London

SiteStatus by 30/9

Comments

Barking & Dagenham

Project set up and launched 8th Sep

Brent Developing governance structure

Camden Project set up and go live planned for Oct

Enfield Developing governance structure

Harrow Project set up and launched 9th Sep

Havering Project set up and launched 8th Sep

Lambeth Project set up and launch being scheduled

Southwark Project set up and launched 9th Sep

Aims to implement the retail solution for simple aids to daily living across London within 2 years and, additionally to:

• Transform the market place for community equipment in London• Provide impetus to the achievement of the personalisation agenda within the London boroughs

8 boroughs have previously committed resources and 6 are already well on the way to implementing the model

8 boroughs have previously committed resources and 6 are already well on the way to implementing the model

3The proposed TCES London pre-programme planning covers the following activities

• Contact sites to set up engagement events

• Present to key Directors (LA/NHS)

• Understand preferred place in implementation waves

• Understand local sign off process to commit

• Draft wave plan

Underpinning this programme are tried & tested tools and materials prepared by the highly experienced CSED team

Underpinning this programme are tried & tested tools and materials prepared by the highly experienced CSED team

• Finalise implementation waves

• Allocate TCES London team to sites

• Peer review plans and approach

• Review with Sponsors

• Approval and sign off by Programme Board and ESG

• Hold Launch Event

• Confirm team structure and resources

• Develop skill sets, job descriptions etc

• Recruit team• Develop

induction and training materials

• Deliver induction and training

• Establish Programme Sponsor Role and Develop Charter

• Establish Executive Steering Group & Develop Charter

• Establish Programme Board & Develop Charter

• Confirm Project Resourcing

• Plan Launch Event for Programme Board, ESG and other interested Directors

• Engagement methodology and plan

• Stakeholder analysis and management Comms plan

• Implementation pathway and plans

• Virtual teaming implementation support

• Market development

• RAIDs• KPIs• Contingency

Set Up Governance

Structure

Initiate Programme

Review Process and

Launch

Prepare detailed plans

Engage London Sites

Recruit and Mobilise Team

• Agree Partnership Arrangements

• Agree the funding structure

• Agree HR process and confirm T’s & C’s, contracting arrangements

• Develop wider engagement approach

• Develop high level plans

4Executive Steering Group (JIP) (meets quarterly)

Executive Steering Group (JIP) (meets quarterly)

TCES London Programme Board (meets bi-monthly initially)

TCES London Programme Board (meets bi-monthly initially)

Project Managers/ Business Change ManagersProject Managers/ Business Change Managers

Programme Sponsors

DRD (Ian Winter) &

JIP Chair (Marian Harrington)

Programme Sponsors

DRD (Ian Winter) &

JIP Chair (Marian Harrington)

Nominated DASS

<<name>> <<name>>

Nominated DASS

<<name>> <<name>>

DRD Team

Sarah Hollingworth

DRD Team

Sarah Hollingworth

Capital Ambition

<<name>>

Capital Ambition

<<name>>

Council Member

<<name>

Council Member

<<name>

TCES Programme Manager

Akosua Bame-Ashiagbor

TCES Programme Manager

Akosua Bame-Ashiagbor

PM No 2

<<name>>

PM No 2

<<name>>

PM No 1

<<name>>

PM No 1

<<name>>

PM No 3

<<name>>

PM No 3

<<name>>

CSED

Lynne Horn

CSED

Lynne Horn

PM No 5

<<name>>

PM No 5

<<name>>

PM No 6

<<name>>

PM No 6

<<name>>

PM No 4

<<name>>

PM No 4

<<name>>

LA/NHS partnership

<<name>>

LA/NHS partnership

<<name>>

LA/NHS partnership

<<name>>

LA/NHS partnership

<<name>>

LA/NHS partnership

<<name>>

LA/NHS partnership

<<name>>

CSED

Lynne Horn

CSED

Lynne Horn

LA/NHS partnership

<<name>>

LA/NHS partnership

<<name>>

LA/NHS partnership

<<name>>

LA/NHS partnership

<<name>>

LA/NHS partnership

<<name>>

LA/NHS partnership

<<name>>

CSEDNational TCES Implementation Team

CSEDNational TCES Implementation Team

CSED

Lynne Horn

CSED

Lynne Horn

Reports to

CA Efficiency Board

Anyone else?

Reports to

CA Efficiency Board

Anyone else?

5Suggested Programme Board and Executive Steering Group Launch event

Event from 10am – 4pm (Date to be agreed)• Introductions and Expectations (15 mins)

• Presentation of the Retail Model and Engagement Approach (2 hours)

• Lunch (0.5hours)

• Review TCES London business case and benefits realisation plan (1.5 hours)

• Kick off Programme Boards and Executive Steering Group (1 hour)

– Agree roles and responsibilities

– Agree and sign off charters

– Agree diary of meetings

• Wrap up, next steps and close (15 mins)

By the end of the session all participants will be clear on the deliverables and timelines for the TCES London Programme

By the end of the session all participants will be clear on the deliverables and timelines for the TCES London Programme

6Indicative high level TCES London programme plan for 2009/10

Sep Oct Nov Dec Jan Feb MarTCES London

Programme management

TCES London Programme

management

TCES London Project Team

TCES London Project Team

National TCES Market Development

Support

National TCES Market Development

Support

Apr May JunJul Aug

Programme Management

National TCES Implementation

Support

National TCES Implementation

Support

Planning for TCES London Programme

Recruit and onboard

Implement Wave 1 sites Wave 2 onwards

Mentoring and coaching new PMs and FSs

Complete current site SUR’s

Ax Centre

StHelens Retail

Thurrock Retail

Market research and planning of Wave 1 events

Team Start

Virtual Team Support

Engagement events

Wave 2 onwards

The target team start date is 16 November 2009 with the 1st wave of sites commencing their project initiation on 30 November 2009.

The target team start date is 16 November 2009 with the 1st wave of sites commencing their project initiation on 30 November 2009.

7

Approvals/decisions required today

Approvals required• Do you agree to the overall programme approach to launch on 30 November?

Actions required• Can we have 2 nominations for DASS to sit on the TCES London Programme Board?

8

TCES London Programme

Supplementary Slides

9There are 10 Steps to implementing the new model for Community Equipment

PASS START UP READINESS

TEST

Develop change management material & launch project with

staff/stakeholders

Initiate SADLs project, set up SADLs governance structure

& PM toolkit

Transition SADLs to BAU

Conduct user engagement

activities

Adopt national catalogue & tariff,

develop marketplace

Tailor ‘to be’ assessment, prescription &

retail processes

11 22 33 44 55

8899 77

66

1010

Develop & initiate transition plans

Understand how change will be

captured & conduct change readiness

assessments

Tailor finance & back office processes

SADLs GO LIVE

Develop & implement CADLs

solution

Warehouse

CADLs GO LIVE

Project Management Support

10High level TCES London Programme Plan

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12

Local Approvals

SURs

Project Launch

Wave 2 Sites Engaged

Local Governance in place

Local Approvals

SURs

Project Launch

Wave 3 Sites Engaged

Local Governance in place

Local Approvals

SURs

Project Launch

Wave 1Sites Engaged

placeLocal Governance in

M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24Wave 5 Sites EngagedWave 4 Sites Engaged

Local Approvals

SURs

Project Launch

Local Governance in place

Local Approvals

SURs

Project Launch

Local Governance in place

Total slippage built in to programme

The target start date for the 1st wave of sites commencing their project is 30 November 2009.

The target start date for the 1st wave of sites commencing their project is 30 November 2009.

11High level Programme Plan per Borough

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12

Sites Engaged

Local Governance in place

Local Approvals

SURs

Project Launch

Local Retail Solution Developed

1st

Prescription

SADLs Ramp Up

Local Project Closure

TCES London Support

Boroughs will receive 4 months on-site support then virtual teaming support from the TCES London Programme Manager and shared

learning networks

Boroughs will receive 4 months on-site support then virtual teaming support from the TCES London Programme Manager and shared

learning networks

12

TCES London Programme Governance Roles and

Responsibilities

13TCES London Programme Sponsor

Deliverable: To champion the project and provide strategic support

Naturally works with which Stakeholders?• London TCES Programme and Executive Steering Boards• London DRD team• National TCES team• Individual London Boroughs

Aim: To remove barriers to the project’s success managing the project at strategic level ensuring sustained buy-in into the project with key stakeholders. This ensures the project manager is empowered and supported with the appropriate resources

Time Plan/Key Milestones:

• Project launch Jan 10

• Project duration 2 years

Scope:•Input into strategic decisions and financial implications

Excludes:• Day-to-day project decisions• Process detail

Policy Links:• NHS Next Stage Review• Putting People First • Our health, our care, our say: a new direction for community services

Activities: •Physically represent and champion the project at major events•Attend Executive Steering Group meetings to update on progress•Chair Project Board meetings•Formally manage project scope•Approve plans, schedules and budgets•Ensure project benefits are realised

Risks:• Lack of local borough executive engagement and commitment• Lack of locally provided resources, capability, timeliness•

Resources• DASS Leads on Efficiency for London(Marian Harrington & Mimi Konigsberg)

Deliverables: • Progress reporting to Project

Board/Executive Steering Group

Critical Success Factors:• Resources• Budget• Stakeholder Commitment

RACIA – London TCES Programme

Manager

14TCES London Executive Steering Group

Deliverable: To ensure the TCES London programme meets the overall strategic direction of the LA/NHS partners

Naturally works with which Stakeholders?• London TCES Programme Boards• London DRD team• National TCES team•London ADASS team• Individual London Boroughs

Aim: To provide strategic direction and leadership to the London TCES Programme and oversee external communications and stakeholder management

Time Plan/Key Milestones:

• Project launch Jan 10

• Project duration 2 years

Scope:• All 33 London boroughs and their NHS partners• Strategic decisions and financial implicationsExcludes:• Day to day project decisions• Process detailPolicy Links:• NHS Next Stage Review• Putting People First • Our health, our care, our say: a new direction for community services

Activities: • Quarterly update session

• Review of plan• Presentation of

successes / major risks & issues

• Resolution/actions on way forward

• Strategic level decision-making• Lead the wider engagement through communications / disseminating project messages• Management with wider LA/NHS stakeholders

Risks:• Lack of local borough executive engagement and commitment• Lack of locally provided resources, capability, timeliness

Resources• JIP Board or nominated Sub Group

Deliverables: • ?

Critical Success Factors:• Resources• Budget• Regular attendance to update

meeting• Material structured effectively

to promote decision-making• Willingness to front events and

act as champions and sponsors

RACIA – London TCES Programme

Manager

15TCES London Programme Board

Deliverable: To provide decision-making and leadership around the delivery of the TCES London programme

Naturally works with which Stakeholders?• London TCES Programme and Executive Steering Boards• London DRD team• National TCES team• Individual London Boroughs

Aim: To ensure available resources and capacity are available, that any obstacles or major risks to delivery are managed and that linkages with other initiatives/projects are managed.

Time Plan/Key Milestones:

• Project launch Jan 10

• Project duration 2 years

Scope:• All 33 London boroughs and their NHS partners• Simple Aids to Daily Living

Excludes:• Complex Aids to Daily Living

Policy Links:• NHS Next Stage Review• Putting People First • Our health, our care, our say: a new direction for community services

Activities: •Monthly update session

•Review of plan•Presentation of successes / major risks & issues•Resolution/actions on way forward

• Strategic level decision-making• Information cascade to appropriate teams

Risks:• Lack of local borough executive engagement and commitment• Lack of locally provided resources, capability, timeliness•

Resources• DRD member• JIP member• CA member• Council member• National TCES member

Deliverables: • ?

Critical Success Factors:

RACIA – London TCES Programme

Manager

16TCES London Programme Manager

Deliverable: Structure, plans, systems and tools in place to manage programme within timeline

Naturally works with which Stakeholders?• London TCES Programme and Executive Steering Boards• Sponsors• London DRD team• National TCES team• Individual London Boroughs

Aim: To implement the retail solution for simple aids to daily living across London within 2 years whilst transforming the marketplace and provide impetus to achieve the wider personalisation agenda

Time Plan/Key Milestones:

• Project launch Jan 10

• Project duration 2 years

Scope:• All 33 London boroughs and their NHS partners• Simple Aids to Daily Living

Excludes:• Complex Aids to Daily Living

Policy Links:• NHS Next Stage Review• Putting People First • Our health, our care, our say: a new direction for community services

Activities: Control the project through•Regular project meetings•Managing the project plan and project controls (RAIDs, Comms plan etc)•Ensuring sponsors are in touch with key issues •Managing measurement process Support local Project Managers to•Design and implement their project plans to the defined quality standard•Review progress to plan•Escalate risks and issues locally•Sharing knowledge and coaching individuals•Providing QA through audits and checks

Risks:• Lack of local borough executive engagement and commitment• Lack of locally provided resources, capability, timeliness•

Resources• London TCES Programme Manager• London TCES Programme Team

Deliverables: • Detailed project plan for

implementation and roll out• Progress review methodology• Project Team recruited• Stakeholder engagement• Stakeholder communications• Risk matrix, Issues Log

Critical Success Factors:• Resources• Budget• Stakeholder Commitment

RACIA – London TCES Programme

Manager

17TCES London Transformation Project ManagersDeliverable: Initiate local project and pass Start Up Readiness launching project within timeline

Naturally works with which Stakeholders?• Site Executive Steering and Project Boards• Site Sponsors• Site Business Change Manager and Working Group Leads• Site finance/service teams, prescribers, retailers, user forums• London TCES Programme Manager

Aim: Accountable for engaging executive sponsorship, initiating local project and establishing governance, start to develop the local business case and change management strategy, passing SUR to launch the local TCES SADLs project

Deliverables: • PID• Next Steps list• Risk and Issues log• Risks that could knock the project

off course (with mitigating actions)• All issues will have next steps• Report ‘local status’ back to

London TCES through conference calling / measurement templates

• Regular progress report to Sponsor

Critical Success Factors:• Material structured effectively to

promote decision-making• Willingness to front events and act

as champions and sponsors• Ability to engage and work

effectively with BCM

RACIR – London TCES Project ManagerA - London TCES Programme

Manager

Time Plan/Key Milestones:

• Months 1 -3 Establish governance and pass SUR in allocated sites

• Month 4 – Handover to site BCM

Scope:• Input into key decisions impacting the project• Input into financial decisions impacting the project• Day-to-day project decisionsExcludes:• Complex Aids to Daily Living• Strategic decisionsPolicy Links:• NHS Next Stage Review• Putting People First • Our health, our care, our say: a new direction for community services

Risks:• Lack of local borough executive engagement and commitment• Lack of locally provided resources, capability, timeliness•

Resources• London TCES Project Manager• Site Business Change Manager

Activities: •Regular project meetings•Manage project plan•Manage team temperature•Ensure sponsor is in touch with key issues •Manage comms plan•Ensure project key messages have been communicated to the right staff groups•Ensure team environment is appropriate•Develop measurement process•Manage handover to BCM

18TCES London Financial Specialist Support

Deliverable: Support boroughs to complete their financial model as part of the local PID

Naturally works with which Stakeholders?• Site Executive Steering and Project Boards• Site Sponsors• Site finance and service teams• London TCES Project Managers• London TCES Programme Manager

Aim: Accountable for engaging finance and service teams in sites, providing financial templates, support to source, analyse and interpret data to enable the completion and validation of the local financial model

Time Plan/Key Milestones:

• Months 1 - 4 – Deliver financial models and measurement tools for allocated sites

Scope:• All 33 London boroughs and their NHS partners• Entire Community Equipment Service within each borough

Excludes:• Local Financial reporting

Policy Links:• NHS Next Stage Review• Putting People First • Our health, our care, our say: a new direction for community services

Activities: • Engage site finance and service teams• Distribute financial model and diagnostic tools• Coach site teams to source, collate and interpret the base data• Prepare Financial Model undertaking validation exercise with site teams• Analyse, clarify, identify and close gaps• Identify and confirm financial and non-financial benefits contributing to local business case• Facilitate sign off of local Financial Model• Develop business activity modelling tools and coach sites to apply through project lifecycle

Risks:• Lack of local borough executive engagement and commitment• Lack of locally provided resources, capability, timeliness• Lack of good quality data

Resources• London TCES Financial specialist• Site finance and service teams• Site Business Change Manager

Deliverables: • Site Financial Models and

Benefits Realisation Plan

Critical Success Factors:• Resources• Stakeholder Commitment• Good data

RACIR – London TCES Financial

SpecialistsA – London TCES Programme

Manager

19Local Site Business Change Manager

Deliverable: To embed the changes introduced by the retail model and realise the benefits

Naturally works with which Stakeholders?• Site Executive Steering and Project Boards• Site Sponsors• Site finance and service teams • TCES Working Groups• London TCES Project Managers• London TCES Programme Manager

Aim: Accountable for supporting the local site and responsible for managing working groups to plan and embed the change by championing and enabling new ways of working to transition into business as usual. This will involve co-ordination and monitoring of the change to realise the benefits in terms of measured improvements

Time Plan/Key Milestones:• Months 1 - 4 – work with PM to

initiate and launch project• Months 5 onwards – deliver

project and realise benefits

Scope:• Community Equipment Service within own Borough• Day-to-day decisions regarding change activities • Strategic change management decisionsExcludes:• Generic strategic decisions and financial implicationsPolicy Links:• NHS Next Stage Review• Putting People First • Our health, our care, our say: a new direction for community services

Activities: • Responsible for developing & implementing change management activities• Responsible for developing & implementing stakeholder management activities• Responsible for implementing communications activities• Responsible for implementing training activities• Responsible for assessing the progress towards achieving and realising measured improvements• Responsible for establishing & implementing benefits tracking tools

Risks:• Lack of local borough executive engagement and commitment• Lack of locally provided resources, capability, timeliness• Lack of good quality data

Resources• Site Business Change Manager• Site Working Groups

Deliverables: • Change Management Strategy• Stakeholder Management

Plan• Communications Strategy &

Plan• Training Strategy & Plan• Measurement & Tracking tools

to realise benefits• Local Retail Model Design• Full Business Case

Critical Success Factors:• Ability to secure ‘buy-in’ from

key stakeholders• Visible sponsorship• Evidence to suggest progress

towards achieving cultural change

• Clear benefits realisation plan

RACIA – Business Change Manager

20

TCES London ProgrammeTeam Recruitment

21

Detailed recruitment plan

Key ActivitiesSEPTEMBER OCTOBER NOVEMBER DECEMBER

7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21

Receive approval from CA Efficiency Board

Develop Skills sets, job descriptions, T’s & C’s

Sign off resource plan and recruitment process/plan

Advertise posts

Develop Assessment Centre and materials

Shortlist candidates

Send out interview pack

Conduct Assessment Centre

Notify candidates

Repeat Assessment Centre if required

Notice periods

Develop Induction and training materials

New Recruits Commence

10

21

18

2

12

2

13

19

7

16

22

Detailed recruitment plan

Key ActivitiesNOVEMBER DECEMBER JANUARY FEBRUARY

2 9 16 23 30 7 14

21

28

New Recruits Commence

Induction and training

Review PM and FS capabilities

Adjust training as required

Develop individual Charters and PM toolkit

Allocate to sites and engage with local sponsors

Commence work in Wave 1 site

Implementation of Wave 1 site

16

20 27

20

30

See detailed plan

The target start date is 16 November 2009 with the 1st wave of sites commencing their project initiation on 30 November 2009.

The target start date is 16 November 2009 with the 1st wave of sites commencing their project initiation on 30 November 2009.

23Resources – Pros and Cons of contracting arrangements

InterimInterim• Interims more likely to have the requisite mix of skills

and experience needed for this strategic project • Increased likelihood of the team’s ability to work at the

pace required i.e. used to ‘hitting the ground’ running from one assignment to the other

• Speedier recruitment as no need for strict application of certain internal processes such as Hays Job Evaluation tools

• Speedier appointments i.e. avoid delays due to backfilling of staff etc

• Significant knowledge and skills transfer to in-house staff – benefit from the total experience of the consultant not just those relating to the current project

• Easier to replace if appointment turns out to be unsuitable i.e. the protracted process for terminating permanent appointments is avoided

• Benefit from flexibility in their approach to working locations i.e. willingness to move from one organisation to the other

• Interims more likely to have the requisite mix of skills and experience needed for this strategic project

• Increased likelihood of the team’s ability to work at the pace required i.e. used to ‘hitting the ground’ running from one assignment to the other

• Speedier recruitment as no need for strict application of certain internal processes such as Hays Job Evaluation tools

• Speedier appointments i.e. avoid delays due to backfilling of staff etc

• Significant knowledge and skills transfer to in-house staff – benefit from the total experience of the consultant not just those relating to the current project

• Easier to replace if appointment turns out to be unsuitable i.e. the protracted process for terminating permanent appointments is avoided

• Benefit from flexibility in their approach to working locations i.e. willingness to move from one organisation to the other

SecondmentsSecondments• Salary costs are significantly cheaper• Knowledge and skills from implementing the model are

retained in house• If appointed from within the relevant organisation will

benefit from existing networks within the organisation and an understanding of its ‘politics’

• Salary costs are significantly cheaper• Knowledge and skills from implementing the model are

retained in house• If appointed from within the relevant organisation will

benefit from existing networks within the organisation and an understanding of its ‘politics’

Pro

s

• Salary costs are significantly higher• May still have difficulty in finding people with the

requisite skills and experience • Significant knowledge and experience from rolling the

model out across multiple organisations may not be successfully transferred in-house

• Salary costs are significantly higher• May still have difficulty in finding people with the

requisite skills and experience • Significant knowledge and experience from rolling the

model out across multiple organisations may not be successfully transferred in-house

• Job evaluations for Project Managers within Local Authorities are pitched at rather junior levels therefore existing personnel lack the requisite knowledge, skills and experience

• Protracted recruitment process as all applicable internal protocols and processes need to be adhered to

• Protracted appointment process due to issues such as backfilling of positions etc

• Job evaluations for Project Managers within Local Authorities are pitched at rather junior levels therefore existing personnel lack the requisite knowledge, skills and experience

• Protracted recruitment process as all applicable internal protocols and processes need to be adhered to

• Protracted appointment process due to issues such as backfilling of positions etc

Con

s

24TCES London Programme Manager Job Profile Job Title TCES London Programme Manager

Direction from 1. Project Board

Direction to 1. Transformation Project Managers2. Business Change Manager

Role Purpose To plan, create and operate a virtual team networking structure, co-ordinating change management planning, design and implementation activities and documentation to deliver the TCES London programme, business case and financial model

To manage the project within cost and time constraints

Category Knowledge

Essential PM Methodology PM Quality Standards MS Office Suite (Excel, Word, Project,

PowerPoint)

Desirable Understanding of Health Sector /

Policies

Skills Leadership Team Management Good Communication Stakeholder Management Influencing Reporting Structured Thinking Approach

Negotiation

Experience Demonstrate previous management of complex programmes

Worked in a retail environment Worked in Health &/or Social Care

Sector

Personal Attributes Enthusiastic and driven Thorough Credible and respected Desire and ability to learn quickly

Flexible Existing network of local contacts

25Transformation Project Manager Job Profile

Job Title Transformation Project Manager

Direction from 1. Project Board2. TCES London Programme Manager

Direction to 1. Business Change Manager2. Working Group Members

Role Purpose To ensure that the Project as a whole produces the required deliverables to the defined standard of quality

To manage the project within cost and time constraints

Category Knowledge

Essential PM Methodology PM Quality Standards MS Office Suite (Excel, Word, Project,

PowerPoint)

Desirable Understanding of Health Sector /

Policies

Skills Leadership Team Management Good Communication Stakeholder Management Influencing Reporting Structured Thinking Approach

Negotiation

Experience Worked in a project environment Worked in a retail environment Worked in Health &/or Social Care

Sector

Personal Attributes Enthusiastic and driven Thorough Credible and respected Desire and ability to learn quickly

Flexible Existing network of local contacts

26Financial Specialist Job Profile

Job Title Financial Specialist

Direction from 1. Site Project Board and Site Business Change Manager2. TCES London Programme Manager and Site Project Managers

Direction to 1. Working Group Members2. Site finance and service teams

Role Purpose To distribute financial modelling and diagnostic tools, evaluate information for inclusion in local site business cases and ensure inclusion in the TCES London business case and implementation plan

Category Knowledge

Essential• CCAB Accountant• Financial modelling and analyses • MS Office Suite (Excel, Word, Project,

PowerPoint)

Desirable Understanding of Health Sector /

Policies

Skills Financial competency Good Communication Stakeholder Management Influencing Reporting Structured Thinking Approach

Negotiation

Experience Worked in a project environment Worked in Health &/or Social Care Sector

Personal Attributes Enthusiastic and driven Thorough Credible and respected Desire and ability to learn quickly

Flexible Existing network of local contacts

27Local Site Business Change Manager Job Profile

Job Title Business Change Manager

Direction from 1. Site Project Board2. TCES London Programme Manager and Site Project Manager (for first 4 months)

Direction to 1. Working Group Members2. Site finance and service teams

Role Purpose To ensure that the Project as a whole produces the required deliverables to the defined standard of quality

To embed the change within the organisation and transition to business as usual

Category Knowledge

Essential PM Methodology PM Quality Standards MS Office Suite (Excel, Word, Project,

PowerPoint)

Desirable Understanding of Health Sector /

Policies

Skills Leadership Change Management Good Communication (written and oral) Stakeholder Management Influencing Reporting Structured Thinking Approach Networking

Negotiation

Experience Worked in a project environment Worked in Health &/or Social Care Sector

Clinical background

Personal Attributes Enthusiastic and driven Thorough Credible and respected Desire and ability to learn quickly

Flexible Existing network of local contacts