transforming community equipment services london update for jip meeting 180909
DESCRIPTION
Transforming Community Equipment Services London Update for JIP meeting 180909. The Transformation of Community Equipment Services (TCES) in London. Aims to implement the retail solution for simple aids to daily living across London within 2 years and, additionally to: - PowerPoint PPT PresentationTRANSCRIPT
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