PROGRAMME DIRECTOR, EVELINA EXPANSION
Director of Design & Development
Introduction. ................................................ 1-2
About The Trust............................................ 3-6
Together We Care........................................7-8
About Evelina............................................. 9-10
Evelina Expansion Programme. ............... ..11-12
Investing in World Class Facilities.............. 13-14
The Role................................................... 15-30
Working at the Evelina and GSTT.............. 33-34
Senior Leadership Team............................ 35-36
Application Process. ................................. 37-38
Candidate Brochure 102
Thank you for your interest in the Programme Director role for the Evelina London Children’s Hospital Expansion Programme.
Guy’s & St Thomas’ is one of the largest hospital trusts in the country, with around 17,000 staff, an annual turnover of more than £1.6 billion, and over 2.6 million patient contacts a year. Our hospitals have a long and proud history, dating back almost 900 years, and have been at the forefront of medical progress and innovation since they were founded. We continue to build on these traditions and have a reputation for clinical, teaching and research excellence. Evelina London Children’s Hospital, which opened in 2005, is located alongside St. Thomas’ Hospital in a purpose-built dedicated children’s facility. One of 11 major children’s hospitals nationally, it has grown rapidly to become the second largest provider of specialist children’s services in London. Evelina London operates as a distinct entity within the Trust, with devolved accountability and its own Board and Executive Team. It has a turnover in excess of £300m per annum, and over 3000 staff working across hospital and community settings. Demand for Evelina London’s specialist children’s services has grown rapidly since its opening, as has the complexity and acuity of patients referred, in line with national trends. In 2012 the Trust embarked on a staged programme of strategic development to enable Evelina London to become a world-class fully comprehensive specialist children’s hospital at the hub of a network for South London and the South East England. The expansion of Evelina London Children’s Hospital (ELCH) and its services is one of the Trust’s major programmes of change, contributing to realising the Trust’s vision. We are now progressing into the second phase of the programme with a major capital development (estimated at c. £400m and to be delivered over the next 6 years) to expand our footprint outside of our current estate portfolio, and associated clinical, academic and workforce developments. This phase of development is also expected to enable the transfer and integration of children’s services from the Royal Brompton Hospital, subject to public consultation.
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The Programme Director is responsible for leading and managing this ambitious programme that will deliver the required expansion of the Evelina London Children’s Hospital, on behalf of the Evelina London Director as Senior Responsible Officer (SRO), working closely with business change leads and the Evelina London Executive Team, the Trust’s Estates Development Team (Essentia), and other Trust corporate functions. Key aspects of the role include strategic programme leadership, business case development, programme governance and reporting, resource planning and stakeholder management to ensure that Evelina London’s vision and strategic objectives for the Expansion Programme are achieved. We are seeking an individual with significant and proven experience in project and programme leadership roles across large-scale, complex programmes in a comparable context. You will have excellent programme oversight and governance skills, together with demonstrable knowledge and experience of business case development for major capital investment programmes in the healthcare, science or academic sectors. The role calls for an individual who is highly motivated, resilient and who has the exceptional interpersonal, communication and presentation skills required to work successfully with a multitude of internal and external stakeholders
The role offers the opportunity to play a leading role in the development of world class healthcare facilities across one of the UK’s most prominent children’s hospitals, creating an environment that in turn will make a fantastic difference to so many.
Marian Ridley Evelina London Director
Candidate Brochure 2
About the Trust
Guy’s and St Thomas’ is among the UK’s busiest and most successful NHS foundation
trusts. We provide a full range of hospital and community services for people in Lambeth, Southwark and
Lewisham, as well as specialist care for patients from further afield including cancer, renal,
orthopaedic and cardiovascular services . Evelina London cares for local children in Lambeth and Southwark and provides specialist services across south east England including cardiac, renal and critical care services. We lead a number of specialist service networks aiming to ensure children are treated locally where possible, but have access to specialist expertise when they need it. Our community services include health visiting, school nursing and support for
families of children with long- term conditions. The Duchess of Cambridge became the Patron of Evelina London in 2018. Guy’s is home to the largest dental school in Europe and a £160 million Cancer Centre opened in 2016. As part of our commitment to provide care
closer to home, in 2017 we also opened a cancer centre and a kidney treatment centre at Queen Mary’s Hospital in Sidcup. St Thomas’ has one of the largest critical care units in the UK and one of the busiest emergency departments in London. Building Healthier Futures
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Our Values to patients and staff drive everything we do
Our values have been developed in close collaboration with staff who strive to provide our patients with exceptional care every day.
Put patients first “what would I want for my family?”
Take pride in what we do “am I doing my very best?”
Respect others “what would it be like if I was in your shoes?”
Strive to be the best “how could we do it better?”
Act with integrity “am I doing the right thing?”
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About the Trust continued
Our year in numbers 2018-2019
218,000 emergency and urgent care attendances
More than 796,000 patient contacts in community services
1.38 million outpatients
6,492 babies born
123,000 day cases
over £1.6 billion annual turnover
around 17,100 staff
2.6 million patient contacts
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We have a reputation for clinical excellence and high quality teaching and research. We are part of King’s Health Partners, one of six accredited UK Academic Health Sciences Centres. In partnership with King’s College London we have dedicated clinical research facilities and a National Institute for Health Research (NIHR) Biomedical Research Centre. Patients are at the heart of
everything we do and we pride ourselves on ensuring the best possible patient experience as well as safe, high quality care. We are proud to have one of the lowest mortality rates in the NHS. “Following a comprehensive Care Quality Commission (CQC)
inspection in 2019 the Trust maintained its overall rating of “good” and Evelina London maintained its overall rating of “outstanding”. The commitment of our 17,100 staff is key to our success. We are one of the largest local employers and we aim to develop and support all our staff so they are able to deliver high quality, safe and efficient care. The 2018 NHS staff survey results show that we have one of the most engaged and motivated workforces in the NHS. We know this has a positive impact on the care provided to our patients.
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Together We Care – Guy’s & St Thomas’ Strategy 2018-2023 Guy’s and St Thomas’ NHS Foundation We have a clear and ambitious vision: to advance health and
Trust is a very special place, with a unique history of innovation and care stretching back hundreds of years. We are guided by our values in everything we do: we put patients first, take pride in what we do, respect others, strive to be the best, and act with integrity. We have made great progress in implementing our 2014-19 clinical strategy, including opening our £160m Cancer Centre, achieving a rating of ‘good’ from the Care Quality Commission, developing our Healthcare Alliance, opening treatment centres closer to patients’ homes across south London and south east England, forming new commercial and clinical partnerships, developing new models to care for patients outside our hospitals and building our capabilities in cellular and regenerative medicine. In the year of the 70th birthday of the NHS, we are in a strong position for the future. Over recent years, our staff have worked harder than ever to meet the growing needs of our patients, deliver quality care, improve our performance, and balance our books. These bring a heightened level of urgency to the need, together, to find new ways to relate to our patients, to improve the services we deliver and to collaborate with our partners if we are to succeed in meeting those aspirations over the next period. We cannot afford to slow the pace on our plans to improve our efficiency, find new ways of working, and transform our organisation.
wellbeing, as a local, national and international leader in clinical care, education and research. Together we have identified three overall priorities for our organisation over the next five years: 1. Transforming our relationships with our patients and the populations we serve by; involving patients as partners in their own health, wellbeing and care and placing patient and public engagement at the heart of everything we do. We aim to meet their expectations of 21st century healthcare , using digital technology to improve access and services. 2. Supporting our staff to improve the way we work by investing in our staff and improving the way we work to deliver consistently excellent care and securing our finances for the future . We need to be stronger and more responsive than ever to flourish in a challenging context and to continue to remain fit for the future. 3. Building new partnerships and strengthening existing relationships , creating world class clinical academic services, developing integrated local services and accelerating the introduction of world leading advanced therapeutics, experimental medicine and medical technology.
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Our strategy sets out how we will address these three overall priorities, and the objectives within them, in order to achieve our vision. Together we care , our new strategy is a framework to guide our decisions over the next five years, and to help us to consider how best to respond to new developments. The NHS and the wider world will keep changing and we need to be flexible in our response. This is an ambitious strategic agenda but thanks to the hard work, leadership and care shown by our brilliant staff, we are in a strong position for the future. We believe our strategy will help us deliver better care for our patients, a better working environment for our teams, and a sustainable future for the organisation that we care so much about. We will now organise ourselves to achieve these goals and put our strategy into action, building our strategy into our business planning, financial planning and governance systems. Everyone at Guy’s and St Thomas’ has a crucial part to play in helping to achieve our strategy and together, we will go from strength to strength.
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Evelina London’s vision is to be a world leader in life changing care putting children, young people and their families at the heart of everything we do.
Evelina London Children’s Hospital (ELCH), which opened in 2005, is located alongside St. Thomas’ Hospital in a purpose-built dedicated children’s facility. One of 11 major children’s hospitals nationally, it has grown rapidly to become the second largest provider of specialist children’s services in London. It provides acute secondary care services to South East London and community services, including health visiting, school nursing and support for families of children with long-term conditions, to the local population living in Lambeth and Southwark. As the specialist centre at the ‘hub’ of a network extending across South London and South East England, it also provides an almost comprehensive range of specialist services (including cardiac, renal and critical care) for the large and growing population of children and young people. See www.evelinalondon.nhs.uk
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OUR VISION IS UNDERPINNED BY FOUR KEY STRATEGIC OBJECTIVES:
Strengthening our services for local children: Being a great local care provider and making a difference to the most vulnerable by creating an integrated local child health service that works seamlessly across primary, community and secondary care and with other local agencies, focused upon improving health and child development outcomes for the children of Lambeth and Southwark. Building our specialist clinical networks: Organising sustainable care for the population and getting care out as close to home as possible, strengthening our leadership and delivery roles in specialist children’s networks so that high quality care is available locally where possible and centrally where necessary. We want to make services as easy as possible to access for referring clinicians, children and their families and improve the way we work with other hospitals across the network, including providing more local network clinics and more local surgery. Grow our children’s hospital to be a fully comprehensive children’s hospital: Provide 24/7 care for the sickest children when they need it, along specialist infrastructure, by developing Evelina London to be a fully comprehensive children’s hospital and the main hub for specialist services in South London and South East England, ensuring children and families can access all services that they require on one site. Our strategic focus will be on right-sizing capacity, developing essential clinical infrastructure and bringing services together and to scale. Increasing our knowledge through research and innovation: An academic clinical service which is at the forefront of developing care for today’s children and tomorrow’s underpinned by integrating the activities of the recently launched Academic Institute for Women and Children’s Health into our clinical pathways to drive a step change in new areas of child health research activity.
Candidate Brochure 10
Demand for Evelina London’s specialist children’s services has grown rapidly since its opening as has the complexity and acuity of patients referred, in line with national trends. This has placed significant pressure on capacity, especially inpatient and critical care beds, theatres and imaging capacity. In 2012 Evelina London embarked on a staged programme of capital development to maintain, improve and expand capacity and update the infrastructure needed to be a world-class fully comprehensive specialist children’s hospital at the hub of a network for South London and the South East England.
PHASE 1 2012/13 TO 2019/20
This phase focused on maximising the use of space and facilities in the existing children’s hospital for clinical activities, enabling more complex, specialist inpatient activity to be delivered. This phase will complete in late Spring / early Summer 2020.
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PHASE 2 2019/20 TO 2025/26
This phase focuses on expanding capacity for ELCH’s services outside the existing ELCH - into the Triangle Site development, a new Day Surgery and Education Centre and, into a new ambulatory facility being developed by the Trust on the adjacent Royal Street site. This phase will deliver the capacity needed in the medium term to accommodate the future growth of existing specialist services, the development of new services and, subject to the outcome of public consultation, the transfer of specialist children’s services from the Royal Brompton and Harefield Hospitals NHS FT. An Outline Business Case is currently under development to secure capital funding and regulatory approval by NHSEI.
This Programme is ambitious and significant both in its scale (over £400m capital funding in Phase 2) and its complexity, especially given the interdependencies between it and other Trust programmes, including the merger transaction between GSTT and RBH and the Royal Street Development; uncertainties around the timing and outcome of public consultation; and the need to secure formal regulatory approval from NHSEI.
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Looking to the future the Trust has a once in a generation opportunity to build a platform for sustainable future healthcare and develop world-leading healthcare, Biomedical and MedTech clusters in the heart of London.
INVESTMENT IN WORLD CLASS FACILITIES
New MedTech Cluster by 2040
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A c.£400m expansion of Evelina London Children’s Hospital, providing the full continuum of
Further capital investment in our
A MedTech Cluster at our Westminster Bridge
specialist care and delivering a comprehensive children’s hospital for London.
community healthcare estate portfolio , thus enabling better integrated care for our communities, closer to where people live, by improving digital mobility of staff and diagnostic tools, encouraging people to manage their own health, and providing a network.
site (including St Thomas’s Hospital), building on the Trust’s existing strengths in emergency care, diagnostic imaging, paediatrics and
cardiovascular care and the University’s cardiovascular, imaging and healthcare engineering research.
LOOKING TO THE FUTURE PLANS
A partnership with Royal Brompton & Harefield NHS Foundation Trust that will transform specialist cardiovascular care for London and the UK.
A Biomedical Cluster at our London Bridge site (including Guy’s Hospital) focused on advanced therapies, cellular medicine, cancer and biomedical sciences - building on the success of the Guy’s Cancer Centre
and Guy’s Tower as centres for advanced therapies research.
The Trust will plan and deliver an estate that will be fit for purpose for decades to come, by designing “shell and core” buildings which can adapt quickly and easily to different uses, so that we can refit them every 10-15 years, depending on our needs. This is not a one-off exercise, but a sustained strategy of investment and growth that is financially sustainable over the long-term. Healthcare is rapidly changing. In the future the treatments and technologies available to patients may be radically different. We need buildings that are designed with a degree of flexibility and future-proofing. We aim to treble the amount of space across our estate from the current 381,000 sqm to 1.1M sqm by 2050. Space not required by the Trust and King’s Health Partners will be available to research institutions and life science industry partners, including startups and SMEs. Co-location of these uses is central to the development of our MedTech and Biomedical Clusters model.
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Job Title Programme Director, Evelina London Children’s Hospital Expansion Responsible To Evelina London Director as Programme SRO
Grade Band 9
The Programme Director is responsible for leading and managing the ambitious programme, described above, that will deliver the required expansion of the Evelina London Children’s Hospital on behalf of the Evelina London Director as Senior Responsible Officer (SRO), working closely with business change leads and the Evelina London Executive Team, the Trust’s Estates Development Team (Essentia), and other Trust corporate functions. Key dimensions for the role are: • Strategic Programme Leadership : ensure the programme delivers the vision and strategic objectives of Evelina London and of the Trust, is consistent with the priorities of NHSEI, local commissioners and other key stakeholders and is supported by them. • Business Case Development : responsible for the timely production of a series of inter-related robust, affordable business cases - at SOC, OBC & FBC – to secure internal and regulatory approval and the necessary capital investment required for the Evelina Expansion Programme overall and for each individual capital project. • Programme Governance and Reporting : responsible for creating and maintaining a governance and reporting framework for the programme that provides strong reliable assurance over the programme’s life and has clear interfaces with the governance arrangements of ELCH SBU, the Trust and, as appropriate, external stakeholders.
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• Programme Plan : responsible for creating and maintaining a real-time programme plan, underpinned with detailed implementation plans, to support the staged delivery of the Evelina Expansion Programme, ensuring key milestone, inter-dependencies and risks are well-understood, are actively managed and appropriately mitigated. • Resource Plan : responsible for ensuring the programme has the right skills, capabilities, resources, workstream structures and funding to successfully deliver the programme, including identifying where external expertise is needed. • Programme Team : responsible for the design, leadership, management, training and development and performance of the programme team and for the procurement and management of external advisory support to the programme. • Programme Delivery : responsible for the day-to-day management, co-ordination and monitoring of the programme, ensuring timely communication and escalation of emerging risks or issues that will impact on milestones, timelines or delivery of plan. • Stakeholder Management : responsible for actively managing communications with and engagement of internal and external stakeholders into the programme, including strategic partners, regulators, funders, commissioners, patients and their families. The Programme Director will be a full member of the Evelina Expansion Programme Board and will be responsible for providing regular progress reports and presentations on the Evelina Expansion Programme to Evelina London staff, to Trust Executive Directors and Boards and to external stakeholders. The post holder will be directly responsible for the appointment, development and performance management of a highly skilled and professional programme team which will be made up of a mix of internal staff and external advisors. The Programme Director will be responsible for management of the Evelina Expansion Programme Management budget. This is a complex leadership and influencing role and will need to link into, and work closely with Evelina London, other major Trust programmes, the RBH-KHP Cardiovascular Partnership, other South East network providers, local and specialist commissioners, NHSEI and commercial partners to develop and deliver the Evelina Expansion Programme. Extensive experience of managing complex healthcare programmes with multiple projects and workstreams in a rapidly changing external environment, the ability to negotiate and influence at senior level and to effectively communicate with and engage key stakeholders together a good understanding of the business case development and regulatory approval process will be required.
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Key Relationships Internal • Evelina Expansion Programme Board, Programme and Project Teams • Evelina Executive members, in particular the Deputy Director, Medical Director, Director of Nursing & the Directorate Management Teams as key benefits owners. • Evelina London service-level clinical and academic leadership and management. • Corporate Directorates, in particular Essentia, Finance, Workforce, Strategy, Commercial and Communications. • Other Trust Major Programmes – Royal Street, EHR, Outpatient Transformation • Trust Board members, in particular key Executive Directors and the Non-Executive Director lead for children & young people’s services, and Governors. External • RBH-KHP Cardiovascular Partnership Board and Programme Team • Commissioners – NHSE Specialist Commissioning, South East London CCGs • South East London STP / ICS • Other Clinical Network Care Providers • NHSEI
• Contractors – design, development, build • Patients, families & their representatives • Industry and commercial partners • The GST Charity
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Strategic Programme Leadership • Design a phased programme that will deliver the expanded capacity and modern infrastructure needed for Evelina London to be a world-class fully comprehensive children’s hospital at the hub of a network of specialist children’s services for the populations of south London and South East England. • Ensure the programme is agile and adapts to reflect any significant changes in the Trust’s strategy, for example in response to the merger transaction of GSTT with RBH, or in the external environment, such as the outcome of public consultation or the reconfiguration of specialist children’s cancer services.. • Develop and maintain key strategic relationships with those external organisations that are critical to the successful delivery of the programme, including NHSEI, NHSE specialised commissioners, local CCGs, SE London ICS and the GSTC Charity. • Represent the programme across the Trust, KHP 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. • 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 KHP partners and nationally with other NHS organisations. Business Case Development • Lead the development of a set of inter-related robust, affordable business cases to secure the approvals and capital investment needed to deliver the Programme: Develop and deliver OBC and FBC for the 2nd phase of the Evelina Expansion Programme and for each individual capital project that sits within it - Day Surgery Centre, Triangle Site, St. Thomas’ House Decant, Evelina Entrance. Ensure consistency in the underlying demand, activity, capacity and financial assumptions on which each business case and that these are aligned with those included in business cases being developed by other programmes – Royal Street, RBH-KHP Cardiovascular Partnership. Work with benefit owners, clinical and corporate teams to design organisation, clinical, operational and workforce models across the programme that will deliver the best possible healthcare outcomes, patient and family experience, improve cost effectiveness and address workforce challenges.
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Drive a high level of innovation in service delivery models and ways of working, harnessing the opportunities from leading-edge technologies to develop new models of care and new roles and to optimise efficiencies.
Ensure each business case is developed to a high standard, to agreed timescales and is taken through the appropriate internal and external approval process as efficiently as possible. • Ensure business cases are developed through a process of consultation with participation of key internal and external stakeholders and partner organisations, including clinical and operational teams, patients, carers and their families. • Provide quality assurance to the SRO, Programme Board, the Trust Executive and to the Trust Board that the business cases developed meet internal Trust and external regulatory requirements and will deliver the required benefits and outcomes.
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KEY RESPONSIBILITIES CONTINUED
Programme Governance and Reporting • Act as the day to day agent on behalf of the SRO for successful delivery of the initiative, reporting progress at regular intervals to the SRO. • Develop robust governance arrangements to deliver the programme ensuring Trust, Evelina London and, where appropriate, external regulatory requirements are met, and that activities and projects which support delivery of the overall programme are initiated on a consistent basis and have clear briefs and responsibilities. • Work with Programme Directors across the Trust to develop integrated governance arrangements for those decisions that impact across programmes, ensuring clarity and alignment as to which Trust Board key decisions will be taken to for approval. • Ensure appropriate risk, benefits and stakeholder management frameworks are in place for 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 supports 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. Programme Plan • Own and review the Programme Plan, leading its development and ensuring that it is supported by detailed implementation plans for each project and workstream. • Work across the Trust to develop and maintain an integrated timeline for those key activities, critical inter-dependencies and decisions that impact across programmes. • Understand and map the internal Trust and external regulatory business case approval processes and develop a programme plan that leads to urgently needed additional capacity coming on stream in a timely fashion.
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Resource Plan • Develop a detailed resource plan for delivering each stage of the programme, broken down by project and by workstream. • Responsible for secure the funding required to deliver the programme at each stage and for delivering the programme within the budget allocated. • Be the budget holder and authorised signatory, accountable for the programme budget on behalf of the SRO, ensuring compliance with GSTT SFIs and Standing Orders, and demonstrating value for money. • Ensure appropriate procurement and appointment process for external contract or consultancy support to the programme, ensuring choice of best suppliers and value for money adhering to Trust procurement requirements. Programme Team • Lead and manage the performance of the programme team as a whole, ensuring a “one team” approach. • Put in place and line manage central team to deliver the programme including writing job descriptions, appointing individuals to the team, setting personal and team objectives and personal development plans, coaching and support team members, and ensuring appropriate training is provided as required. • Undertake regular performance development reviews of all direct reports and ensure that all programme team members have regular PDRs. • Responsible for the appointment and management of external support, specialist advisors and contractors.
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KEY RESPONSIBILITIES CONTINUED
Programme Delivery • Shape the overall programme of work to deliver the agreed objectives, co-ordinating all elements of the programme and all resources. • Identify and actively manage key interfaces and interdependencies with other programmes, putting in place appropriate mechanisms to ensure any potential conflicts or issues are identified and addressed at an early stage. • Responsible for ensuring delivery of benefits as set out within the business case within agreed cost and time parameters. • Design, establish and deliver improvement programmes to deliver business case benefits. • Responsible for day to day management of the programme, establishing and operating proactive monitoring of overall progress. • Monitor progress, resolve issues, mitigate risks and initiate corrective action as appropriate. • Responsible for managing the programme level risks and issues and any internal or external dependencies are defined, managed and escalated as appropriate, and ensures similar control frameworks are in place at project level, addressing escalations as required. • Communicates impact of any revisions in terms of milestones, timelines and dependencies, ensuring variances from plan are addressed within the scope of the agreed business case. • Instigate and manage project and programme reviews periodically and following project and programme closure in relation to alignment with objectives, capability and quality of delivery, and measurable achievement of project benefits. Stakeholder Management • Work with key stakeholders – including RBH-KHP Cardiovascular Partnership, NHS England, SE London STP/ICS, local CCGs, GST Charity - to ensure the assumptions on which the business cases are based are consistent with theirs and that the Evelina Expansion programme is supported by them and reflected in their plans. • Work with the SRO and benefits owners to develop and deliver a comprehensive communications strategy to communicate the programme vision, objectives and benefits and progress against these throughout the programme life cycle. • Ensure that business cases are developed through a process of consultation and participation with key internal and external stakeholder and partner organisations. • Supports the development and delivery of a comprehensive engagement strategy to 23 Programme Director
ensure that the views of patients, their families, staff and external stakeholders inform the vision, and programme and project design and delivery. • Manage the interface with key programme and project stakeholders and ensure that interfaces and communications with all stakeholders are effective. • Ensure a clear understanding amongst both the programme team and the wider organisation of the objectives and scope and of changes and impact of those changes. Review of this Job Description This job description is intended as an outline of the general areas of activity and will be amended in the light of the changing needs of the organisation. To be reviewed in conjunction with the post holder.
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Qualifications/Education Essential • Educated to Master’s Degree or equivalent level of knowledge and experience • Current formal qualifications in Project and Programme management. • Evidence of appropriate continuing professional and personal development, as a result of feedback, reflection and experiential learning. Knowledge & Experience Essential • Significant and proven experience in multiple complex project and programme leadership roles, including management of complex risks. • Well-developed knowledge and experience of issues of programme and project management methodologies and techniques for planning, monitoring and controlling programmes and projects, including risk management. • Knowledge and understanding of clinical services delivery, development, redesign and best practice and how this relates to building design. • Experience of development of business cases for complex capital investment programmes, and delivery of major (>£100m) complex capital investment programmes to achieve clinical service benefits. • Experience of leading complex, contentious, ambiguous and high-profile transformational change in a large organisation and across organisations, preferably within the NHS and / or academic environment • Extensive senior level budget management experience • Relevant senior management experience in a variety of health and/or social care settings with evidence of effective partnership working and multi stakeholder engagement • Working knowledge of the UK healthcare sector and its regulation, including NHS Foundation Trusts, encompassing an understanding of the operating environments of the whole care pathway • Evidence of autonomous decision-making with appropriate reference for advice and authority (e.g. from expert sources) in and outside the organisation • Experience of working in a highly political environment, in which national and local imperatives are potentially in conflict and addressing different stakeholders appropriately.
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• A confident and demonstrable track record in using quantitative, qualitative and financial and other relevant information to inform delivery planning and in monitoring performance • Evidence of achievement of leading change through people and influence and securing high performance by effective collaborative partnership working and empowering others • Evidence of successful management of multiple stakeholders with competing interests. • Managing conflict, displaying high levels of emotional intelligence and remaining calm and resilient under pressure. Desirable • Has experience of leading change through joint board arrangements • Has operated in a partnership/joint role across organisational boundaries • Experience in a responsible director / senior management position in a complex operational environment implementing change and redesign across organisational boundaries and sectors
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PERSON SPECIFICATION CONTINUED
Skills & Ability Essential • Strong leadership, interpersonal skills and authority to deliver advanced relationship management across multiple stakeholders • Strong people management skills, able to motivate and inspire clinical and non-clinical colleagues to enable them to deliver their best. • Ability to successfully analyse complex issues and situations, provide logical decisions, and reconcile competing interests, providing practical and creative solutions to problems through collaborative working to promote corporate vision • Ability to think and plan strategically, tactically and creatively, and to prioritise work programmes in the face of competing demands, including an evidenced approach to robust programme management skills • A strong sense of personal and team accountability coupled to a clear understanding of the boundaries around delegated authority and robust performance management • Ability to collaborate constructively with internal and external partners to create the conditions for successful partnership working • Ability to be intellectually flexible and to look beyond existing structures, ways of working, boundaries and organisations to produce more effective and innovative service delivery and partnerships through transformation • Proven experience of highly effective written and verbal communication at the highest levels, including public speaking and preparation of complex written reports. • Excellent presentation and facilitation skills to very senior audiences, conferences and events • Evidence of outstanding inter-personal skills, with a demonstrable ability to engage positively with individuals from junior to very senior levels and to deliver solutions in conflict situations • Exceptionally high level of political awareness and sensitivity, with the ability to understand the wider interest groups and stakeholders, and to work sensitively to overcome their differing positions and interests • Ability to understand both operational detail and wider strategic environment and to articulate these to others. This needs to include the ability to make clear rational decisions and exercise independent judgement • Ability to cope with ambiguity, perform and direct others whilst delivering through uncertainty • Resilience to effectively manage workloads despite frequent interruptions and
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conflicting demands to sustain performance focus and meet concurrent and demanding goals and deadlines • Financial awareness and business acumen, and a demonstrable ability to effectively manage large and complex budgets; including budget setting and monitoring • Literate in information and communications and digital technologies, including project management software • Competent with the full range of Microsoft products – Outlook, Word, Excel, PowerPoint and Project • Commercially minded, and able to support the development of compelling offerings for potential partners Desirable • Evidence of leading in regional/national developments as well as within organisations • Ability to work to deliver value beyond healthcare, seeing the position of strategic developments in the context of local economic and social growth, and in the context of development of London as a world leading city. • Proven ability to develop highly compelling written narrative to inform public debate, as well as professional/service debate • Evidence of leading changes to services that deliver significant value for patients and taxpayers. • Skilled in cross-health economy analysis of trends and situations and an ability to deliver applicable change solutions • Able to motivate senior individuals to make significant changes to their working arrangements and services in order to deliver greater value.
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PERSON SPECIFICATION CONTINUED
Personal Style & Behaviour Essential • High level of work organisation, self-motivation, drive for performance and improvement, and flexibility in approach and attitude • Evidence of a strong sense of commitment to openness, honesty, inclusiveness and personal integrity • Evidence of holding strong public service values and being deeply motivated to improve services and make a real difference to the health status of patients, clients and the public • Evidence of understanding of own strengths and limitations and self-impact on others • Evidence of skill and effectiveness as a member of a team at senior level, contributing especially to team building and leadership • Evidence of the ability to constructively challenge (upwards, downwards, horizontally across structures and organisations) and encourage even the most resistant cynic to think of lateral solutions • Articulate, self-motivated, committed, inspiring and enthusiastic • Actively promotes the role of patients, families and staff in shaping services and improvements. • Consistently seeking and creating collaborative working relationships and partnerships with internal and external stakeholders. • Sets high personal standards of accountability and responsibility for themselves and their teams, and holds others and themselves to account. • Uses evidence to assess problems, seek out innovation, and make improvements. • Decisive, at the appropriate point in considering issues. • Resilient, and acts to develop the resilience of others. • Has the adaptability to manage on multiple fronts, maintaining focus on short- medium- and long-term objectives, maintaining pace. Desirable • Influential in a public forum, as well as within organisations. • Evidence of bringing gravitas to complex negotiations to achieve positive outcomes.
29 Programme Director
Physical Requirements Essential
• The energy, stamina and drive commensurate with working at Director level in a large and complex context with a diverse portfolio, as, evidenced by health record and attitude to work. • Ability to carry out the physical requirements of the post, with any reasonable adjustment being made under the DDA. • An understanding of manual handling regulations and the ability to assess any associated risks in the workplace.
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31 Programme Director
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Working at the Evelina and GSTT
Health, wellness & recreation
At Guy’s and St Thomas’ you’ll be surrounded by an exceptional team of supportive colleagues. Their skill, passion and pride in what they do will inspire you and their encouragement will give you confidence. Our staff surveys tell us that people enjoy working here. We consistently feature as one of the top trusts in the country to work for and are proud to have the Investors in People Gold Standard. As a member of Evelina and GSTT staff, you’ll be provided with a competitive salary and pension scheme, generous annual leave, excellent training and development opportunities as well as numerous other attractive benefits to help actively encourage a positive, diverse, healthy and family friendly culture in our workplace.
• Access to staff gym at St Thomas’ Hospital and a 25m swimming pool at Guy’s Hospital • A comprehensive staff health and well-being programme, ‘5 ways to a healthier YOU’ • Employee assistance programme • Free staff counselling service • Sleepio programme • Free eye tests • Free stop smoking service • Free access to physiotherapy • Access to weight management programme • Headspace app • Weight Management Programme • Happier@Work Programme • On-site cinemas for patients and staff Total benefits worth c. £750
• Life Insurance Cover • Ill Health Severance Cover • Company Pension
• 27 days (plus bank holidays) when you start • 29 days (plus bank holidays) after five years service • 33 days (plus bank holidays) after 10 years service • Plus the opportunity to buy and sell annual leave each year
Contribution (14.3% employer contribution)
• Season ticket loans • Salary sacrifice schemes Total benefits worth between £14,000 to £18,000 depending on salary level
33 Programme Director Director of Performance & Improvement
Education, training and development support
• Our education, training and development department (ETD) creates in-house courses and supports staff needing specialist training elsewhere.
• The Trust holds the
Investors in People Gold Standard, the highest level of recognition any organisation can achieve under the national Investors in People scheme.
• Subsidised on-site nursery • Childcare vouchers • Flexible working policy • Support for carers
• Access to the Thomas Guy sports and social club • Fundraising and volunteering opportunities with the Guys’ and St Thomas’ Charities
GSTT has an active commitment to equality and diversity, welcoming people of all backgrounds, nationalities and religions. We are recognised as a healthcare leader by Stonewall and the Trust is a disability confident employer.
Further information working at GSTT can be viewed here.
Candidate Brochure 34 Brochure 34
Evelina London Director
Deputy Director and Director of Strategy
Director of Nursing
35 Programme Director
Programme Director, Evelina Expansion
Head of Finance
Director of Performance and Improvement
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Evelina is being supported on this recruitment campaign by the search consultancy The Management Recruitment Group
To arrange a confidential briefing conversation please contact our advisors
Ben Duffill email@example.com and Nick Coppard firstname.lastname@example.org of MRG on 0203 962 9900
37 Programme Director
Applications should consist of a comprehensive CV of not more than 4 pages and a covering letter of not more than 2 pages Applications should be sent to email@example.com
The closing date for applications is 28th June 2020.
Interviews will take place at Evelina London on Thursday 30th July 2020.
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