This is an exciting time to join the PMO as a Programme Manager on a permanent basis to support the realisation of our Strategic Journeys and Our Journey to Change.

This is a 1.0WTE full time role suitable for someone with Programme Management skills and experience to work in this transformation Programme Manager role.

As a Programme Manager in the PMO, this role will support the creation of a new Strategic Programme Board to support the Trust's efficiency. Experience of working in a similar role in an NHS organisation or similar would be advantageous but not essential. You will generate a good working relationship with your project leads, your Programme Board members and your SRO. You will be supported by PMO colleagues including fellow Programme Managers in successfully carrying out your responsibilities.

Any internal applicants seeking a secondment into this role must ensure that prior to applying they have agreement from their current line manager that they can be released on a secondment basis.

Main duties of the job

TEWV's Strategy: Our Journey to Change is being delivered through the Trust's incremental improvements and major change and transformation. To help us implement this the Programme and Project Management Office (PMO) was created to provide capacity to Trust-wide change programmes and projects.

As a Programme Manager within our PMO you will be given responsibility for the whole programme lifecycle, from definition through to execution and closure. You will be supporting your SRO, Programme Board and Project leads to deliver your programme's objectives and realise the impact and benefits the Trust requires. You will bring your experience of risk management / escalation, planning and stakeholder management within a programme environment. This may have been gained within TEWV, the NHS, the public or private sector. You will understand MSP, and also both waterfall and agile project methodologies. You will be able to influence and improve the skills of people leading change within Operational Localities. You will understand Our Journey to Change strategy and be able to build up credibility with stakeholders ranging from clinicians, commissioners, service users, carers and local authorities. You will design and implement processes in a way which is mindful of the challenges, capacity and culture in the organisation. You will be able to adapt swiftly as organisational priorities change, including closing down / setting up programmes or projects.

About us

As the professional lead for P3M across the Trust, the Head of PMO has established a supportive working environment which values the equal contribution of all team members regardless of band or role.

As a member of the PMO you will be supported greatly by colleagues within the team as well as being able to access advice, guidance and training via the Programme and Project 'Community of Practice' .

The staff in the PMO have hybrid working, which includes regular working from home as well as coming on-site where meetings require. The PMO culture is one of proactively adding value through supporting colleagues in achieving our transformation and major change goals. We must be adaptable, provide our subject-matter expertise through our objectivity, be open and honest in our reporting and communication through the psychological safety and compassionate candour we have nurtured. We have regular meetings as well as protected time for urgent collaboration, so colleagues know they can get support from team members to overcome any issues they may face.

The Trust Portfolio, Programme and Project Management (PPPM) Framework was signed off in April '22. To gain access to this document please contact tewv.pmo@nhs.net.

Job description

Job responsibilities

A selection of main responsibilities taken from the Job Description and Person Specification. See attached document for full details.

To lead the delivery of benefits from a specific programme, influencing and communicating across the organisation and outwards to relevant external stakeholders in order to advance the aims, objectives and outcomes associated with the programme.

To ensure that the Trusts programme management framework is fully utilised to ensure that the planning, monitoring and governance of the programme are carried out in line with relevant Trust policies and procedures. This includes ensuring that the programme board has the required agendas, information and decision options to effectively govern the programme and that the programme sponsor, Executive Management Team and other programme managers are appropriately briefed about progress and issues relating to the programme.

To maintain a focus within the programme and across the organisation on realising the benefits to be delivered by the programme and ensure that progress and risks are monitored and managed, raising any concerns to senior management level in a timely manner.

To establish and sustain effective arrangements to plan, manage and monitor the outputs of projects and work-streams within the programme and ensure that they deliver the required outputs to the agreed specification and deadlines.

To liaise effectively with other programme managers, operational and clinical leaders to ensure that interdependencies are managed or mitigated effectively and escalated where necessary.

To manage the programme budget appropriately and carry out the role of authorised signatory in accordance with Trust policy.

To promote at all times a positive image of people with mental health conditions and learning disabilities.

To promote at all times a positive image of the programme and the wider Trust.

Engages frequently with experts by experience and service users at programme board meetings, project group meetings, reference groups and engagement groups and workshops to advance co-production and ensure that the programme benefits service users. Maximises opportunities for service user involvement whilst mitigating the barriers to such participation.

Has credibility with frontline clinical and managerial leaders who undertake business change manager duties as part of their substantive clinical or managerial roles. Is able to understand and learn quickly about relevant clinical issues, take clinical governance and ethics into account and successfully engage and influence clinical and managerial colleagues at all levels of the organisation.

Ensures that project managers complete their updates appropriately, including challenging non-completion of update forms and incorrect application of the Trusts RAG definitions.

Produces Scoping, Monthly Update, Change Request and Business Case documents in line with the programme and project management frameworks.

Responsible for the development (including ongoing refreshing) of the programmes business case (the equivalent of an operational framework) including: Case for change Policy / data analysis Programme Future State description Logic Map Programme Blueprint Programme Plan (including multi-phases / tranches) Benefits definitions, trajectories and monitoring processes Stakeholder analysis and communications plan The Business Case and associated documents and plans listed above cover a broad range of outcomes, outputs and workstreams for 2-5 years ahead, and have Trust-wide / multi-Speciality strategic implications (and in some cases implications for organisations beyond TEWV).

In carrying out the above duty, identifies the relevant stakeholders and engages each at an appropriate level, using appropriate tools. Such stakeholders will include people holding director-level managerial and clinical leadership posts in both TEWV and other organisations.

Ensures that detailed plans are produced for each project / workstream within the programme and that these are monitored so that appropriate actions can be taken when critical path milestones are at significant risk of non-delivery.

In liaison with the Lead Director, responsible for developing either a formal or informal strategy (including planning the process and developing the content) to ensure that the programme itself is based on a clear and evidenced understanding of the required outcomes and that the required outputs are allocated to individual projects or workstreams and planned appropriately.

Responsible for ensuring that programme board meetings are arranged at appropriate intervals and at times that take the availability of programme board members into account. Responsible for agreeing an agenda with the chair of the programme board which enables the board to discharge the functions delegated to it from EMT as set out in the programme management framework. Ensures that the appropriate reports are circulated to programme board members prior to meetings. Provides advice to the lead director and programme board members on the requirements of the programme management framework.

Responsible for challenging the lead director and other programme board members appropriately, and in a timely manner, where decisions are being made which contradict the Trusts programme management framework and/or the agreed plans / benefit trajectories of the programme.

Responsible for escalating concerns about the governance of the programme and/or the suitability of the programme management framework tools, in a timely manner, to the Head of Planning and Business Development.

Liaises appropriately with other programmes and with managers of the business or clinical processes which the programme seeks to change. This includes active participation in any portfolio-level forums (e.g. managers of strategic programmes will attend and contribute to the Strategic Programmes Interdependencies and Linkages report outs and workshops). The purpose of such liaison is to identify interdependencies and to take mitigating actions or escalate issues.

Organises own day to day work and exercises a high level of autonomy and self[1]motivation while planning work around key programme and Trust dates and deadlines.

Organises and leads meetings of the programmes own staff and invites other participants (e.g. planning team link) as appropriate.

Service Development, Project Management

Instrumental in delivering service changes and developments in accordance with the programme plan which impact across a range of services or Trust-wide. Utilises a range of change management skills to achieve this successfully, taking into account the impact of the Trusts governance processes and organisational structures.

Owns the programme plan and develops systems and processes that enable project/workstream monitoring and benefit/outcome tracking information to be considered and, if required, trigger re-planning of the programme plan.

Responsible for reporting on progress against the programme plan and benefits trajectories to the programme board and, using the Trusts agreed proformas, to Executive Management Team (Strategic Change Oversight Board).

Ensures that a focus on outcomes, not just outputs, is maintained and encourages frequent challenge of whether the outputs being produced (or planned) are in fact necessary or sufficient to achieve the changes in outcomes that Trust Board are seeking. Takes action to refocus and replan the programme if outcomes are not being achieved.

May be required to directly manage a project or workstream and if so, must appropriately apply the tools in the Trusts programme management and project management frameworks.

Directly manages and monitors the programme budget, taking on budget holder and authorised signatory responsibilities, the level of authorisation not to exceed �20k (above which Director approval will be necessary).

Works with appropriate members of the Trusts Finance Department to ensure that any financial benefits or disbenefits arising from the Programmes work are accurately monitored.

Supports evaluation of the programme and will ensure that evaluators fully understand the context, plans and outcomes measurements for the programme. Contact between evaluators and programme team workers will be facilitated.

Analyses a range of highly complex information, making judgements about the levels of risk and considering the short and long term context. This includes facts and situations that have not been encountered before and for which there is no set policy response.

Communicates in a way which recognises difference and ensures that people feel included and their individual communication needs are met.

Understands the range of stakeholders relevant to the programme (which may include TEWV Directors, senior managers, senior clinicians, front-line staff, service users and carers and external stakeholders). Accurately assesses their views and level of influence or veto regarding the programme, based on intelligence including communication, engagement and environmental scanning. Able to persuade stakeholders at all levels of the importance of the programme.

Communicates to a high standard using written reports and verbal presentations

Overall responsibility for ensuring that the projects within the programme communicate and engage effectively with all appropriate stakeholders.

Gives presentations to large groups (20 or more) e.g. partners, external stakeholders, public consultations etc.

Responsible for the development of a programme communications plan, seeking appropriate technical advice from the Trusts Communications Department.

For an informal chat about this role before applying, please contact Ken Teears. ken.teears@nhs.net

Person Specification

Qualifications

Essential

• Educated to masters level in a relevant subject
• Evidence of training in programme or project management principles and techniques

Desirable

• Programme or Project Management qualification / certificat
  Any attachments will be accessible after you click to apply.
  
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