Stakeholder mapping for this project follows four linked views: a register of who's involved, a Power/Interest grid to prioritise engagement effort, a RACI matrix to clarify decision rights across each workstream, and a needs-and-concerns analysis to shape how each stakeholder is actually engaged.
| Name / Group | Role | Organisation | Type | Engagement Frequency |
|---|---|---|---|---|
| A&E Clinical Director | Project Sponsor | A&E Directorate | Internal | Weekly (steering group) |
| Head of Operations | Steering Group Member | A&E Directorate | Internal | Weekly (steering group) |
| IT Data Lead | Steering Group Member / Data Access Owner | Trust IT & Data Team | Internal | Weekly + ad hoc (data access) |
| Charge Nurses (all 3 sites) | Frontline Reference Group | A&E Directorate | Internal | Workshops + UAT |
| Triage Leads (all 3 sites) | Frontline Reference Group | A&E Directorate | Internal | Workshops |
| Registrars / Consultants | Clinical Stakeholders | A&E Directorate | Internal | Ad hoc consultation |
| Trust Data Team | Deliverable Recipient | Trust IT & Data Team | Internal | Handover point (project close) |
| Trust Board | Final Approval Body | Trust Executive | Internal | End of project |
| A&E Nursing Staff (general) | Impacted Workforce | A&E Directorate | Internal | Indirect, via charge nurses |
| Medical Ward Discharge Teams | Adjacent Process Owners | Inpatient Directorate | Internal | Monitor only |
| NHS England (Regional Team) | External Oversight Body | NHS England | External | Informed via Trust reporting |
| CQC | External Regulator | Care Quality Commission | External | Outputs support Trust's evidence base |
| Patients / Patient Representative Groups | Indirect Beneficiary | N/A | External | None direct this phase |
| Quadrant | Stakeholders | Engagement Approach |
|---|---|---|
| Manage Closely (High Power / High Interest) | A&E Clinical Director, Head of Operations, IT Data Lead | Weekly steering group; direct escalation path; sign-off authority on all major deliverables |
| Keep Satisfied (High Power / Lower Interest) | Trust Board, NHS England, CQC | Light-touch, brief at project close; project outputs feed existing oversight processes |
| Keep Informed (Lower Power / High Interest) | Charge Nurses, Triage Leads, Registrars/Consultants, Trust Data Team | Active involvement in workshops and UAT; primary source of frontline validation |
| Monitor (Lower Power / Lower Interest) | A&E Nursing Staff, Medical Ward Discharge Teams, Patients | Minimal direct engagement; informed indirectly; revisit if scope expands |
| Work stream | A&E Clinical Director | Head of Operations | IT Data Lead | Business Analyst (Lead) | Charge Nurses / Triage Leads | Trust Board |
|---|---|---|---|---|---|---|
| Project Charter & Governance | A | C | C | R | I | I |
| Data Profiling & Validation | I | I | C | R/A | - | - |
| Wait-Time, Breach & Staffing Analysis (SQL) | I | C | C | R/A | C | - |
| Demand Modelling | I | C | C | R/A | C | - |
| Power BI Dashboard Build | I | I | C | R/A | C (UAT) | - |
| As-Is / To-Be Process Mapping | C | C | I | R | R (workshop input) | - |
| Final Report & Recommendations | A | C | I | R | I | I |
| SQL Library & Dashboard Handover | I | I | A | R | I | - |
R = Responsible · A = Accountable · C = Consulted · I = Informed
| Stakeholder | Needs / Expectations | Potential Concerns | Engagement Strategy |
|---|---|---|---|
| A&E Clinical Director | Credible, evidence-based findings usable as CQC evidence | Findings seen as criticism of clinical teams; timeline slipping | Weekly steering group review; findings reconciled to source SQL before presenting |
| Head of Operations | Reliable staffing/demand evidence to justify rota changes | Being asked to act on findings that don't hold up under scrutiny | Direct involvement in staffing correlation and demand analysis; sign-off checkpoint |
| IT Data Lead | Clear, scoped read-access request; maintainable dashboard/SQL after handover | Ad hoc access requests disrupting priorities; hard-to-support dashboard | Data access scoped Day 1; SQL documented to Trust standards; formal handover session |
| Charge Nurses / Triage Leads | A dashboard reflecting real day-to-day patient flow; input taken seriously | Rushed validation workshop with no real influence | Direct workshop involvement in root-cause analysis; hands-on UAT before go-live |
| Trust Data Team | A query library and dashboard they can genuinely operate after handover | Inheriting undocumented analysis creating ongoing support burden | Full documentation (data dictionary, query comments) delivered with handover |
| Trust Board | Assurance A&E issues are addressed with rigour, suitable for board reporting | A report full of unverified or inflated statistics | Final report built entirely from reconciled, source-referenced figures |