Lead Enterprise Architect

The new NHS Supply Chain operating model (formerly known as the Future Operating Model) is the
design of a new supply chain service that will deliver clinically-assured, high-quality products at
the best value and support procurement activity across the NHS.

As one of the biggest publicly-funded healthcare systems in the world, the NHS currently spends
£5.7bn on everyday hospital consumables, common goods, high-value healthcare consumables and capital
medical equipment.

In February 2016, Lord Carter's report into efficiency and productivity in the NHS identified
unwarranted variation in procurement, resulting in the need to improve operational efficiencies to
help transform an already fragmented procurement landscape.

This was to be achieved via the Procurement Transformation Programme (PTP), established by the DHSC
to undertake this transformation and deliver a new NHS Supply Chain.

The PTP was tasked to deliver a new operating model, replacing the existing NHS Supply Chain
contract with NHS Business Services Authority and DHL Supply Chain Ltd by March 2019. The aim of the
new operating model is to ensure NHS needs and objectives are at the heart of the delivery of a new
supply chain service.

The new NHS Supply Chain service will reduce unwarranted price variation and work to increase
product range optimisation across the NHS, increasing value for money and providing more consistency
in both clinical and patient experience.

The new operating model will:

* Leverage the buying power of the NHS at national level;

* Realise savings of £2.4bn over five years which can be reinvested into frontline services;
* Increase usage of NHS Supply Chain from 40% to 80%.

Specific Responsibilities:
Implement a new Enterprise Architecture Function within SCCL responsible for EA Strategy and
Governance across the NHS Supply Chain landscape.
Support transition from legacy NHS Supply Chain supplier landscape to new IT Prime Contract - DXC
Technology.
Define and shape strategy / vision around the transformation of the NHS Supply Chain Finance
capability and resultant migration of the on-premise Oracle ERP solution (Oracle EBS 12.1.3) to
Oracle Fusion Financials (GL, AR, AP, Asset Tracking, Expense Management and Cash Management)
supporting a £2.4bn annual operation (also including Business Case development).
Define and shape strategy / vision around the implementation of an integrated cloud based Human
Capital Management system for SCCL (Core HR & Payroll, Talent Management and Workforce Analytics)
migrating away from legacy NHS BSA HCM capabilities (also including Business Case development).
Governance and assurance of all major transformation work streams supporting the Core Technology
Refresh Programme (Order Management / Warehouse Management / Enterprise Integration) providing
architectural leadership at the Architecture Governance Group.

Responsible for assisting in the establishment of a future state Target Operating Model for the IT
Operation, embedding Architectural Governance within the portfolio of transformational change and
the formation and delivery of the IT Strategy for the Authority.

Specific Responsibilities:
Development and implementation of an ERP Strategy for the Authority (spanning HR/Payroll & Finance)
migrating from an on-premise solution to a shared service capability (Business World On Private
Cloud).

Development and implementation of an Enterprise Content Management Strategy for the Authority
migrating from a legacy on-premise capability to OpenText Content Server 16 - OpenText Private
Cloud.

Development and implementation of a Digital Workplace Strategy for the Authority (including
Enterprise Mobility) migrating away from traditional office productivity tools to Office 365 and
BYOD.

Channel 3 Consulting / CNWL NHS Foundation Trust - Strategic Clinical Systems Procurement Programme
(OJEU/OJEC Procurement)
Lead Enterprise Architect - Contract (Multiple Extensions) Oct 2013 - Oct 2014

CNWL is one of the largest NHS Trusts in England caring for people with a wide range of physical and
mental health needs, provisioning health and social care to a third of London's population and
across wider geographical areas, including Milton Keynes, Kent, Surrey and Hampshire.

Current Position:
CNWL has grown through acquisition and in doing so has inherited additional clinical systems which
has created a 'patchwork' of clinical systems in use across the Trust. These systems are not
integrated across service lines even in locations such as Milton Keynes and Hillingdon where the
Trust provides both community and mental health services to an overlapping service user population.
This fragmentation is compounded by limited integration of electronic information flows with partner
organisations.
As part of the patchwork of systems detailed above four instances of RiO have been procured through
the national programme for IT (NPfIT). The RiO contract is between the Department of Health and BT,
and costs are not recharged to CNWL. The contract expires on 31st October 2015 which means the Trust
will need to negotiate, agree and migrate to replacement systems before this deadline. The new
contract will be at CNWL's cost creating a significant unavoidable cost pressure.
Strategy:

As set out above CNWL's Clinical Systems require a significant upgrade to meet current and future
requirements of the organisation. There is a now seven year ICT strategy in place to develop systems
which provide essential business intelligence to the organisation, support agile clinical working,
provide service users with access to their own information and generate the increasing granularity
of evidence required for the assurance of the Trust's Board, commissioners, regulators and other
stakeholders.
Strategic Clinical Systems Procurement:

The purpose of the Strategic Clinical Systems Programme is to support the strategy set out above
meeting the aims and ambitions of CNWL NHS Trust both as a provider of mental and physical
healthcare services ensuring that the Trust has a portfolio of clinical systems that enable staff to
provide innovative and cost-effective high quality care enhancing the service users experience.

Programme phases:
Define - Understanding where we are and options for where we want to go;
Assess - Assessing we can get to where we want to go and it is a sensible business decision;
Transition - Design and implementation of new (or upgraded) clinical systems and to be processes;
Transformation - Training and operational deployment to users.

The Define Phase involves the development of the programme's vision, detailed programme plan,
structure, governance, control and quality frameworks, stakeholder communication and engagement
strategies, understanding of the as-is state, high-level outcome based requirements, due diligence,
market intelligence and an outline business case.

Specific deliverables within the Define Phase:
The design and implementation of an EA framework spanning Business, Data, Application, Integration,
Infrastructure, Security, Operations, Commercial and Governance architectural perspectives
Production of Architectural Principles spanning agreed architectural perspectives encapsulated
within the EA Framework
Modelling of Solution Options - Mapping of Conceptual IS Services to Logical Apps (PAS / Order Comms
/ Clinical Docs / Care Plans / ePMA & integration capabilities interfacing with national spine
services)
Modelling of Solution Options - Mapping of Physical Vendor Apps to Solution Options
Implementation Planning / Resource profiling implementation options for OBC cost purposes
Assistance with requirements capture and development of NFRs
Support BAU Project
The Assess Phase of the Strategic Clinical Systems Programme focuses on four key activities spanning
Procurement, Selection, Negotiation and Contract Award alongside the production of a Full Business
Case.

Key Procurement Deliverables:
Production of PQQ (pre-qualification questionnaire)
Production of ITPD (invitation to participate in dialogue)
Production of ISFT (invitation to submit final tender)
Production of final set of Contracts

Specific EA deliverables within the Assess Phase include:
Technical Architecture - Options Analysis
Production of detailed technical requirements
Production of all technical schedules
Detailed due diligence
Technical Architecture
Transition Planning
Dependency mapping against all other ICT transformation programmes within change portfolio
Response to bidder clarification questions
Lead Evaluation of bidders responses to ITPD (invitation to participate in dialogue)
Lead competitive dialogue with bidders for technical workstream
Detailed technical input into Full Business Case

Key Outcomes to be delivered:
Increase clinical and operational productivity and reduce cost, including improving data quality and
reduction in duplication of effort leveraging benefits driven from the introduction of digital
technology and channel optimisation;

Enable clinician's innovation and harness the potential of IT to deliver the healthcare services of
the future and promote safety, reduce adverse care events and improve management of clinical risk;

Improve patient experience and outcomes; including strengthening the active role of service users
and their carers in their care and facilitate service user centred, multi-agency working;

Support the Trust's business development strategy and differentiation from other providers;
including its position as a leading clinical research and teaching institution.