Programme Director – Dossier Patient Informatisé Vaudois (DPIVD)

The Programme Director is responsible for the strategic, financial, and operational management of the EPIC electronic patient record implementation programme in 12 hospitals in the Canton of Vaud.

He/she guarantees the success of the programme in compliance with care quality objectives, patient safety, operational performance, as well as deadline and budget constraints, while supporting the transformation of practices and organizations.

He/she plays a key role in cohesion between the partner hospitals. He/she is their privileged interlocutor.

He/she directs all implementation teams and subcontractors mobilized within the framework of the programme, representing approximately 160 FTE, then the operations teams (approximately 100 FTE) after stabilization.

Fixed-Term Contract until the end of the implementation and stabilization phase (estimated at December 2029)

Main Missions

1. Strategic management of the programme

• Define and carry the strategic vision of the programme in alignment with the cantonal strategy and the objectives of the 12 establishments.
• Translate this vision into a roadmap, action plans, milestones, deliverables, and performance indicators.
• Guarantee alignment with the objectives of transforming care pathways and standardizing practices.
• Listen to the needs of the 12 establishments and translate them into priorities consistent with the programme objectives.
• Be the privileged interlocutor for the general managements of the establishments.
• Develop and maintain a lasting strategic relationship with the editor and key partners.

1. Governance and global management of the programme

• Implement and manage a robust governance (committees, decision-making processes, reporting), in connection with the decree establishing the DPI VD programme.
• Ensure global responsibility for the programme: scope, planning, budget, resources, and quality.
• Guarantee regulatory compliance and adherence to standards.
• Supervise the management of a significant budget (CHF 207Mios) and ensure the conditions for respecting the expected return on investment.
• Conduct the necessary arbitrations between the local needs of the establishments and the standardization objectives of the programme.

1. Leadership and transformation

• Ensure strong and inspiring executive leadership for the teams and stakeholders.
• Direct and federate a multidisciplinary implementation organization composed of internal and external resources.
• Federate and lead a large implementation team with business and technical profiles.
• Federate stakeholders around a common vision and shared objectives, including within the 12 hospitals.
• Promote a culture of innovation, continuous improvement, and digital transformation.
• Support organizational evolutions (processes, roles, skills).

1. Stakeholder coordination

• Manage a large ecosystem of internal and external stakeholders and coordinate multidisciplinary teams (business, medical, nursing, IT, external partners).
• Develop relationships of trust with management, healthcare professionals, and partners.
• Closely involve clinical leaders in the definition of the programme's structural choices.
• Ensure effective communication and strong user engagement.
• Ensure the relationship with the main supplier.

1. Change management

• Define and manage the change management strategy.
• Foster user buy-in and the transformation of practices.
• Supervise communication, training, and support mechanisms.
• Create the conditions for a lasting adoption of the system.

1. Risk, quality, and performance management

• Identify and manage risks, dependencies, and critical issues.
• Guarantee the quality, safety, and robustness of the deployed system.
• Ensure that programme decisions are primarily guided by care quality and safety imperatives.
• Monitor performance indicators and the expected benefits of the programme.
• Implement corrective actions if necessary.

1. Realization of benefits and value creation

• Define with the establishments the expected clinical, operational, organizational, and financial benefits of the programme.
• Implement mechanisms allowing to measure and monitor j4id10434293jm j4it1041jm j4iy26jm