Find More Than 10K+
United Kingdom Jobs

Job description

Surrey and Borders Partnership NHS Foundation Trust is a Mental Health Authority covering Surrey and North Hampshire.

An exciting opportunity has arisen to assist the Deputy Director Property to help shape the service within the property directorate for the future. The role will manage the delivery of all property related change across a dispersed Estate consisting of hospitals, homes and office (Hubs) type accommodation.

The main duties of the AD Property Change Management are:
1. Successful delivery of all Property Change projects to budget, on time and at the defined quality.
2. Line manage a team of Project Managers.
3. Develop and present Business Cases to support the Change Management process.
4. Liaise with other parts of the Property Organisation to ensure Changes are clearly defined, understood and communicated to all Stakeholders.
5. Support the procurement process.
6. Develop and provide regular reporting to assure the Property Senior Leadership Team (SLT) of the status of each project.

To ensure all projects are reviewed against the Business Case objectives and benefits to produce a Post Occupancy Review report.

Surrey and Borders Partnership NHS Foundation Trust is the leading provider of health and social care services for people of all ages with mental ill-health and learning disabilities in Surrey and North East Hampshire. We also provide social care services for people with a learning disability in Croydon and ASD and ADHD assessment services in Hampshire.

We actively seek to engage people who use our services and our communities in improving the mental wellbeing of the local population. We work closely with other NHS and voluntary sector organisations who provide services and support people who use services and carers.

Surrey is a beautiful county lying just 30 minutes away from Central London and from the South Coast.

Our historic market towns and bustling districts are enveloped in wonderful countryside, and our excellent road and rail networks bring the rest of the country within easy reach.

For international travel, both Gatwick and Heathrow airports are nearby.

Please note that we reserve the right to close posts as soon as sufficient applications are received.

Working from home contracts do not attract high cost area payments.

We look forward to receiving your application!

Suitable for someone who

Is value and process driven, personable, individually accountable with a strong focus on delivery. Focused and motivated to improve the healthcare environment for staff and people who use our services with excellent communication skills and is able to work with and influence people of all levels both within the Trust and in other organisations. Enjoys working in a fast-paced environment and is adaptive to change within a collaborative team. Builds a high performing team and nurtures the team through investment in time and energy.

Dimensions of role

Reporting to the Deputy Director of Property and working closely with property colleagues and Stakeholders across the Trust to advise on all matters affecting the delivery and governance of property projects, including the development of required business cases ensuring a clear link to the Trust’s Strategy.

Working with property colleagues to create and implement a strategic plan for the delivery of projects within the agreed timeframe.

Commissioning and managing engagement plans for people impacted by projects and ensuring that people’s ideas and needs are appropriately reflected in the delivery of the project.

Ensuring that the project team is appropriately advised on relevant regulatory matters and that projects are compliant with all relevant legislation and Department of Health Guidance.

Delivering high quality efficient services through:

• Resource management.
• Appropriate skills mix.
• Relevant reporting and comprehensive assurance.

Regular and close liaison with the Senior Leadership team within the Property Departments and Clinical and Operational Leads on matters of policy, service provision and service user safety. Developing an understanding of the importance of designing the best environment for service user and staff safety and positioning the Trust at the forefront of best practice in this area is a key objective.

Key Responsibilities

Strategic

• Deputising for the Deputy Director of Property on all Project matters as required.
• Responsible for delivering projects within cost, quality and time parameters.
• Accountable for the governance arrangements and preparation of regular reporting against key targets of time, cost and quality from the Project team to the Deputy Director of Property.
• Effective communication of the performance of the individual Projects to all Stakeholders, providing clear management and challenge.
• Ensure an integrated approach to service delivery through co-ordination with digital, finance, procurement, building occupiers and other property teams/projects.
• Knowledge of the procurement frameworks across a range of capital investment projects.
• Implement the strategic direction for procurement of the defined works package.
• Managing the key project level risks via the project managers and onwards if required, plus management of a risk register with mitigation measures.
• Participate in Trust Committees and project groups as required.
• To represent the interests of the Trust at external forums across the health economy.
• Support the Director of Property and the Deputy Director of Property in the development and execution of the wider property strategy and workplace transformation.
• Management of key Stakeholders affected by the Works Package, both internal and external.
• Support the New Hospital Programme, particularly with Technical Engineering advice.

Project Work Packages

• To plan and execute the delivery of all projects within the defined Work packages.
• Manage the property and operational estate elements of the Property PMO function integrated across the wider Trust, supporting data driven decisions using clear and simple visual reporting tools.
• Allocate appropriate Project Management resource to each project.
• Ensure at all times projects are delivered in a safe manner and can demonstrate a robust governance framework and compliance reporting.
• Ensure that third party suppliers provide services in line with agreed contractual arrangements as part of the effective delivery of services.
• Define baselines for costs and dates for each project and monitor, track and report against.
• Ensure that Projects are effectively planned, commissioned and evaluated.
• Accountable for the project change control process with day-to-day management by project managers.
• Chair the monthly progress meeting, ensuring all project management reports are accurate and issued on time to the Deputy Director of Property.
• Provide timely Technical Engineering advice for all property projects, including the New Hospitals Programme.

People Management

• To manage the Project staff and the project support teams and lead weekly team meeting.
• To manage recruitment and retention of staff to the team.
• To ensure that staff are suitably qualified and trained.
• To allocate/match resources to each project.
• To manage the proportion of substantive, agency and contract staff to deliver the services in a cost effective and compliant manner.
• To ensure that HR policies and management standards are adhered to for absence management, disciplinary issues and reporting.
• To inspire and motivate the team and lead by example at all times, embedding the Trusts’ vision and values.
• To support and mentor staff within the team in order that they too can become confident decision makers who can command respect and engender confidence.
• Ensure that team members are able to explain complex projects to building occupants/clinical staff, answering their questions and allaying their fears as necessary.
• Develop the team in such a way that the team members are focused on the needs of people who use our services and the staff.
• Ensure that the project teams have sufficient (both in numbers and quality) project management resources to deliver the annual programmes of work.
• Ensure that all project managers strive to deliver projects to the agreed quality, cost and time parameters. Ensure that all project managers maintain accurate and concise project records.
• Ensure that project managers understand the importance of and work in accordance with the Trusts’ Standing Financial Instructions.

Financial

• Liaise with Finance to ensure all spend is appropriately managed and reported in a timely manner.
• To ensure sound financial control for operational activities including contractual arrangements within project budget.
• Adhere to Standing Financial Instructions and ensure they are followed consistently both personally and throughout the department.

Communication

• To be an eloquent and motivating communicator.
• To manage and lead communications in relation to a number of highly complex and/or highly sensitive projects to a non-technical audience. These involve: • Negotiation of acceptable contractual agreements with project team (including designers and professional services), which provide good value in relation to potentially sensitive site development.
• The presentation of complex/technical and detailed reports to senior managers particularly where the recommendations or preferred options are highly contentious (for example a site closure or redevelopment).
• The setting of objectives, rules, standards and boundaries for external consultants in situations where their performance has caused problems within a project team.
• To produce detailed written reports (e.g., business cases, option appraisals, quality impact assessments and risk assessments) and present the related action plans or summary reports to Directors and Senior Managers.
• To gain the co-operation of the many Stakeholders associated with potentially complex, sensitive or contentious clinical operational and property projects.
• Exceptionally strong listening, negotiating and persuasive skills along with a highly developed problem-solving approach are therefore essential.
• Work closely with Trust Communications Lead to develop timely and accurate messages which support delivery and ensure Stakeholders are appropriately informed and engaged.
• Ensure that all staff, within the span of control, understand the importance of excellent communications, particularly where projects are complex or involve multiple services.

Establish systems for sharing of relevant knowledge regarding capital plans, projects and developments shared on a regular basis with appropriate Stakeholder groups. This will include regularly chairing meetings where information regarding schemes can be discussed and agreed upon ahead of, during and post project delivery.