Salary: c£135,000
Location: London or Hinxton, Cambridgeshire, and at least 2 days in the office
Role Purpose
The Director of Transformation will work to understand company strategy, alongside strategic imperatives across the wider health data research landscape. They will set direction across the data ecosystem for health and social care research, enabling greater alignment, collective and common action and improvement, and, ultimately, the realisation of benefits for patients, citizens and the public purse.
The Director of Transformation will set up and lead the cross-organisation programme that delivers those changes. This means working with senior leaders across other organisations, agreeing contracting, governance and delivery timescales across the ecosystem to embody the transformation required and make change happen.
Key Accountabilities
- Review. Lead an evidence-based review of each funded asset, covering its purpose, performance, cost, users, contractual position, risks, issues, interfaces and intended benefits. The intention is to understand ‘fit’ with HDRS strategy and investment objectives. Linking the changes needed to the the plans behind the building of new assets/ technologies and services.
- Options and case for change. Develop options for each asset and for the portfolio as a whole,and take recommendations and the business case through the HDRS Executive and Board.
- Programme set-up. Establish the programme, including its scope, vision / blueprint (including for intermediate stages where relevant) plan, budget, team, controls, and benefits and risk management.
- Lead delivery across organisations that HDRS does not manage directly, keeping existing services running for users while they change.
- Leadership and effective stakeholder engagement. Design and run engagement with asset owners, delivery partners, funders, users, patients, the public and healthcare professionals, so that their evidence shapes the vision and implementation plans. Lead a cross functional programme team, working with leaders across HDRS to secure the right resource for the programme.
- Negotiation. Negotiate with chief executives and senior leaders of funded organisations and with funders, to reach agreements on scope, funding, ownership, people and timing. This might include also negotiation with HDRS leaders regarding enabling activity needed to support the programme objectives.
- Contracting. Lead the re-contracting of funding and delivery arrangements with legal, procurement and finance, including variation, novation, exit and new agreements, within public spending and procurement rules.
- Governance redesign. Redesign governance across the funded portfolio, including decision rights, accountability, assurance and reporting, and manage the move from the old arrangements to the new.
- Transition. Manage the consequences for people, data, intellectual property and liabilities, including any transfer of staff or of data controllership.
- Assurance and reporting. Report to the Board and funders, and take the programme through independent assurance.