Strategic Programme Leadership
• To lead the Programme for the Children’s Cancer Centre though RIBA design stages 3 and 4, site mobilisation, demolition, construction and commissioning, coordinating all elements of the programme and resources to ensure programme delivery establishing and operating proactive monitoring of overall progress • Develop and maintain key strategic relationships with parties that are critical to the successful delivery of the programme • Ensure Project and Programme Boards are appropriately informed in relation to programme progress against cost and timescale, benefits delivery, risks and issues, and support the SRO in ensuring that decision-making at Project and Programme Board is of a high standard, timely and consistent. • In conjunction with SRO, regularly report progress to the Trust Executive Directors and Trust Board • Brief the Trust’s Investment Portfolio Office and other trust assurance teams as appropriate • Co-ordinate, set standards in line with Trust and SRO requirements and quality assure all programme documentation • To manage the process of obtaining planning permission for the Children’s Cancer Centre project • To work with the internal team and external advisors to assist with the creation and delivery of the Full Business Case for the Children’s Cancer Centre • Ensure the programme builds on best practice in every aspect of its planning and delivery and that all learning from it is shared locally across the Trust, with other partners and nationally with other NHS organisations • Represent the programme across the Trust, and in the wider system, including presenting to high level Board and Committee meetings. This will include presenting complex, sometimes sensitive, information to elicit engagement and enable decisions to be made quickly to address urgent issues • Design a phased programme that will deliver the expanded capacity and modern infrastructure needed for GOSH to remain a world-class paediatric cancer provider at the hub of a network of specialist children’s services for the populations of the United Kingdom and the world. • Input as required to other programmes of work linked with the CCC i.e. the decant and enabling programme and the GOSH Masterplan • Ensure the programme is agile and adapts to reflect any significant changes in the Trust’s strategy, or in the external environment, such as the outcome of public consultation or future pandemics
13 Children’s Cancer Centre Delivery Director
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