Alan Mordue Email & Phone Number

London, England, United Kingdom

Designed and managed a programme and project management methodology to deliver medium and large change initiatives in Adult Social Care.Led a 3-year programme as Programme Manager to deliver efficiencies and improvements through projects in Adult Social Care.Support for Programme and Project delivery through a Programme Management Office function covering.

Oxford, United Kingdom

Adult Mental Health: Housing with Care and Support Apr 2020 to July 2020Interim Project Manager to initiate online a cross-organisational transformation project focussed on the whole of the supported housing and out of hospital bed-based pathway. Working with stakeholders and partners to bring significant over-budget expenditure under control through.

Norwich, United Kingdom

Project Manager leading on a transformational change project to deliver the 3-Conversations approach to strengths-based practice across adult social care. Managed sites transitioning from innovation to sustainable working. Authored the Target Operating Model, Full Business Case and a Roll-out Plan for 2019. Managed production of in-house learning and.

Luton, United Kingdom

Working across LBC and Luton CCG AS Better Together Programme Manager leading Luton’s Better Together Programme incorporating the national Better Care Fund (BCF) and improved Better Care Fund (iBCF). - Authored Luton's BCF Plan 2017-19 and gained approval from NHS England for expenditure of £36m.- Reporting on the delivery of the BCF programme – internally.

1000 Dockside Road

Project Manager for a transformational review of the Policy, Performance and Scrutiny function of Newham Council.- Delivered a revised service offer, improvement plan and resource model to deliver estimated savings of 20% of staff budget.- Managed scope of roles in the area being reviewed and staff engagement through a formal staff consultation exercise..

London, United Kingdom

New Operating Model (Jan 2016 – Feb 2017)Programme Manager leading transformational change in adult social care. Cultural change to deliver strengths-based practice in social work, establishment of community hubs and mental health enablement (process and organisational change). Savings estimated to be £654k p.a.Fairer Contributions Policy (Oct 2016 – Feb.

Peterborough, United Kingdom

Managed a portfolio of over 40 projects during the transfer of responsibility for adult social care from the NHS back into the Council. Projects within the portfolio included implementation of Frameworki, migration of ICT systems from the NHS to PCC, closure of the Council’s last residential care home and changing eligibility criteria. Savings initiatives.

Bedford, United Kingdom

- Adult social care performance was well below the national average and viewed as in crisis.- Managed a key portfolio of projects within the Financial Recovery Programme which created new operational and financial business processes.- Implemented Invoice Processing, Independent Sector Payments, Billing and Commitments modules on the SWIFT care management.

Aylesbury, United Kingdom

Self-directed Support (Mar 2009 - Feb 2011)Delivered transformational change and a new self-directed support model of Social Care. Production and implementation of new business processes and tools.Electronic Authorisation (Feb 2007 – Feb 2009)Implemented automated authorisation of financial commitments by workflow on the SWIFT care management system.

Georgetown, Guyana

Provided high-level support for the ICT elements of a Ministry of Health programme. The programme aimed to provide Organisational and Institutional Strengthening and Health Services Delivery Strengthening.

Aylesbury, United Kingdom

Managed the procurement and implementation of a care visit monitoring and recording system to cover domiciliary care across the county and provides the basis for computerised invoicing. The project budget was £160k with an ongoing system cost of £210k p.a. Benefits realised immediately and recouped costs within 2 years.

Exeter, United Kingdom

Implemented OLM's CareFirst, a Care Management System for maintaining client records, invoicing & payments with a full interface to the Council's core financial system. The project budget was £1.6m.

Identified and compared potential solutions for distribution and stock control software to give the medical stores the necessary information systems platform to develop in its new role as a Trust.

Glasgow, United Kingdom

Managed a portfolio of projects that developed and implemented software that enabled the Bank to scan incoming letters, direct images to appropriate staff members and record workflow progress and outcomes.Oversaw the development of imaging and intelligent character recognition software for the Bank's most widely used paper forms.The project budget for the.

Nairobi, Kenya

Working with the Governments of Kenya, Uganda and Tanzania through DFID.Established the Y2K project management framework, monitoring and contingency plans for the health sector. The Programme closure report was presented to His Excellency, The President.Delivered consultancy to insurance, banking, tourism, local government and immigration organisations and.

Southampton, United Kingdom

Responsible for the prompt setting up of a management structure and progress reporting mechanisms for the Trust's Y2K Programme.Provided interim programme management, reporting to the Director of Finance, until the role was filled internally.This enabled the Trust to get a head start in identifying and updating medical devices and information systems.

Managed the development and implementation of a multimedia clinical intranet as a trial with the NHS Information Management Centre for the NHS Executive. Produced the outline proposal and business case and saw the project through to implementation.The report that he wrote informed the development of the NHS's strategy for the Electronic Patient Record.

Working with the NHS Institute of Health and Care Development. Responsible for developing manager's awareness of and skills in Information Management and Technology (IM&T) as a component of the National IM&T strategy. Reported directly to the NHS Director of Corporate Affairs. Achieved the involvement of 4,000 NHS managers in voluntary training initiatives.

Working with Oxford Regional Health Authority’s IMT Consulting. Implementation of networks for 11 major acute hospitals.Programme manager for implementation of fibre optic networks for 11 majoracute hospitals: covering development of network strategy,requirements specification, proposal evaluation, memorandum ofagreement, contracts, implementation.

Project Manager & Systems Analyst for development and implementation of Oxford Regional Health Authority’s Patient Activity Management Information System: covering specification, in-house development, training development, testing, implementation and on-going maintenance.Team Manager for team undertaking on-going maintenance and major upgrades of district.

Undertook several short-term consultancy assignments during this period for, amongst others, the NHS, the University of Surrey, an international telemedicine software company and a firm of solicitors.The assignments covered such topics as advising on how to upgrade information systems to meet future business objectives, developing national training.

Windsor, United Kingdom

Developed and delivered high quality customised training events for ICL clients in both public and private sectors. Incorporated Crosby quality management techniques within ICL Training Systems Exploitation Training Unit as part of BS5750 registration. Established desk top publishing in Systems Exploitation Training Unit. Supplied pre-sales support.

Working with Oxford Regional Health Authority. Managed a major change programme across the Region to implement information systems to collect the Körner in-patient data set and provide new health service indicators. Developed a training package on behalf the Inter-Regional Consortium that was distributed nationally and proved essential to the deployment of.

Culham, United Kingdom

Designed and implemented three major systems: telephones, scientific project accounting and estates job control. The telephone accounting suite saved the Authority several thousand pounds a year by proving a fault in BT's logging devices. It also dramatically reduced the fraudulent use of the Authority's telephones.