Seconded into the Authority’s BSF team. Sheffield is a Pathfinder Authority that has had its OBC for all subsequent phases approved in April 2009. The role is to work with the Council, the LEP and the LEP’s subcontractors to deliver the remaining schools within the programme. Specific areas of responsibility are around producing and agreeing a new form of contract for the ICT equipment and managed service, production and approval (by PfS) of Final Business Cases (FBCs) and operationally, the integration of the ICT into the build programmes and in some cases stand-alone ICT projects which have no construction element but are ICT only installations within existing PFI schools. Also, project management of the ICT element of the New Project Approval Process (NPAP) and development of a new NPAP for the ICT-only schools. This includes working with the Authority’s Learning and Achievement Service (LAS) to ensure a School Transformational Vision is developed to inform the NPAP process and capture the Schools’ needs. Other responsibilities include working with the Authority to develop a cost tracking system to monitor capital expenditure and agreeing the funding envelope for the ICT programme, both capital and revenue, risk and issue reporting, project monitoring and process reviews.

The existing Sir Frank Markham School has being replaced by Milton Keynes Academy as part of the national Academies programme. As overall project manager I managed all tasks required to establish the new academy including registrations, staff appointments, organisation of learning and the education brief, policies and procedures, project reporting mechanisms, start up grants, marketing, financial systems, service agreements, design and construction of the new building, transition planning, sign off and management of the implementation period budget. This involves working directly with numerous stakeholders including DCSF, the sponsor (Edge in this instance), the Academy lead team, specialist advisors, PfS, the local authority etc. to ensure delivery of the Product Breakdown Structure (PBS). The role includes attendance and reporting at Project Steering Groups and Design User Groups monthly and on going project monitoring and reporting to ensure milestones are being achieved and workstreams are producing the expected deliverables.

Seconded into the Transforming Learning Environment team within Leicester City Council to kick start the second phase onwards of the BSF Programme. Leicester is a wave 1 authority who is completing the first four schools (phase 1) in 2009. They have further phases to cover all the remaining secondary schools within the estate as well as ensuring special needs and pupil referral units are covered within the strategy. It was my responsibility to plan the phases, produce the Estates Strategy for the Strategy for Change (to include establishing the programme funding envelope) for submission to Partnerships for Schools, initiate the next phase of schools (New Project Proposal) working with the LEP and key stakeholders, carry out a PRINCE2 healthcheck on the programme for an OGC Gateway review (including a PID, Communications Plan, Quality Log, Project Brief, Risk & Issues Registers etc.) and bring together the estates strategy with the educational vision work being done with the schools to ensure the BSF programme delivers transformational education.

Client-facing project management. Seconded to the LTHT Capital team as project manager, responsible for day-to-day management of various capital projects across various disciplines (building, M&E, civils, demolition etc.) throughout the six hospitals within the Trust. To date has managed up to 30 projects of different values (up to a maximum of £3.2m) at different stages in their project life from inception through to closure with a cumulative value in excess of £15m.

Developing the Output Based Specifications for the sample schools, working many stakeholders including the schools’ Senior Leadership Teams, specialist advisors, Local Authority, client design advisors etc. to produce a tender specification that will deliver the educational vision of the school and the authority.

Project managing the delivery of a change management programme designed to introduce new ways of working to a workforce. As a result of a new build the Sheffield offices of BIA will be moving from five separate offices into one new build.

Project managing the delivery of government and private sector research project evaluating the skill base of the passenger transport industry and producing recommendations for ways to improve. Role involved negotiating agreements between funding providers and employers to enable best skill mix for and from the workforce.

Project Manager on three capital schemes – Trent Cardiac Centre (£29m), Nottingham Urology Centre (£8m) and Surgical Short Stay Unit (£3m). Responsibilities included: ensuring the needs of the clinical end users and stakeholders were met within the design criteria, point of contact between the building contractors and the end users, managing the equipment budget and procurement of all new equipment, facilitating the service redesign, commissioning the buildings post-handover/pre-opening, facilitating the move of clinical services and the associated patients.

Formation of one of eight National Cleft Centres in line with Government guidelines. Scoping the pre-existing service then planning with the stakeholders (specialised commissioners, patients and clinicians) the best way to deliver the national requirements with the available resources.