Director of Estates
10
Specific experience and achievements should include: n Experience at a senior and strategic level in an estates/property leadership role within a large, complex industry-leading organisation. n Strategic and operational capability to control resources in excess of £20m annually and oversee a capital programme of £500m. n Proven experience of estates/property strategy development and implementation. n Demonstrable track record in presiding over and leading a complex, large scale capital development programme including experience of working on major development projects delivered to the highest standards, time and budget. n Demonstrable track record of success in leading and enthusing a large, professionally qualified team in a complex, perhaps multi-site organisation. n Demonstrating an entrepreneurial approach and the ability to view challenges through the broad lens of a general manager and leader rather than the narrow focus of a specialist. n Proven achievement in managing change. n Evidence of leading effective, efficient and innovative institution-wider services and operations, embracing new technology that has improved systems, efficiencies and management information. n Commercial decision making and negotiating experience gained in the private or public sector. n The ability to write clear and persuasive papers and business plans at Board level. n Experience of building a culture of continuous improvement and high quality customer service. n Intellectual confidence to command respect and succeed in a Russell Group University. n A flexible, inspirational and effective leadership style with the professional credibility to command respect and confidence within and outside of the University. An emphasis on performance management and personal development of staff. n Spotting and managing risk on a proportionate basis, with an appreciation of the constraints/ requirements of an organisation which is in receipt of public funds. n The ability to grasp the complexity and diversity of the University, and the Higher Education sector more widely. The self-confidence, humility and curiosity to ask questions of colleagues across the University in order to build up their understanding and knowledge of the University and its constituent parts. n An empathy for academic work and aligning the work of the Estates function to enhance the academic performance of the University. n Articulate, diplomatic and persuasive with an ability to use fact-based evidence as part of influencing skills. n Highly visible and approachable in style. Able to work collaboratively while providing constructive n The appropriate style, stature and interpersonal and communication skills to work collegially and as a team player with the UEB, Council, senior academics, fellow Directors of Professional Services, RLG and other staff. n The ability to engage effectively with external bodies, public and private sector partners. n An ability and willingness to engage in networks at a high level within and beyond the sector. n The gravitas to represent the University externally at a senior level and to build a national profile. n A positive outlook with an ability to identify relevant new opportunities and to work with others to develop these into practical plans and deliverables. Skills and personal attributes n A graduate with membership of the relevant professional bodies (eg, RICS). challenge and holding senior members of staff to account. n High levels of personal integrity, honesty and openness.
Relationships
Vice-Chancellor n The post interacts frequently with the Vice-Chancellor particularly in relation to matters regarding the Estate Development Framework. Provost and Vice-Principal n The Provost and Vice-Principal leads on planning, budgeting and resourcing in the University. The Director of Estates and their team will work closely with the Provost on estates and space management matters.
Made with FlippingBook - Online catalogs