HEAD OF CAMPUS PLANNING CANDIDATE BRIEF
CONTENTS 1. EXECUTIVE SUMMARY 2. UNIVERSITY OF BRISTOL 3. THE ESTATE AND FUTURE AMBITION 4. JOB DESCRIPTION
5. PERSON SPECIFICATION 6. FURTHER INFORMATION 7. APPLICATION PROCESS
EXECUTIVE SUMMARY The University of Bristol is a thriving and international community dedicated to learning, discovery and enterprise. Situated in the heart of Bristol it is a major force in the life and economy of South West England and a world leader in research. For over a century, we at the University of Bristol have inspired generations of students, pushed back the frontiers of human knowledge and served our city-region and the nation with distinction. Today, our University is ranked among the top 50 universities in the world and in the UK’s top five for research. We are also one of the top five targets for the UK’s leading employers of graduates. Our University’s global reputation is testament to the quality and achievements of our staff, the highly talented students we attract and the success of our graduates. Excellence is the benchmark for everything that we do. Our ambition is to be globally renowned both for the quality of our teaching and learning environment and for the excellence and breadth of our research and scholarship – as well as for the strength of the partnerships that underpin them. The culture within our University is highly collegial, which facilitates academic collaboration in both teaching and research. This spirit of partnership extends beyond the University: we enjoy strong links with other world-leading, research-intensive universities, industrial partners and organisations in the UK and across the world. We have ambitious plans to improve and develop our Estate. In June 2016, the University launched its new strategic plan for the period up to 2023 and this sets out ambitious plans for the development of many areas of University activity which are to be supported by significant (and fully funded) capital investment including the £100 million plus transformation of the heart of the campus, Tyndall Place, and a new £350 million city centre campus, the Temple Quarter Enterprise Campus. Reporting to the Director of Campus Development, the role will lead on forming Campus Division’s response to a wide range of competing space and asset needs/plans. As well as commissioning the critical data sets required for planning, the Head of Campus Planning must manage the immediate short-term needs for Faculties, Learning & Teaching and Professional Services, whilst also driving forward a shift to a longer-term vision through the development of a Campus Plan. The Campus Plan will be a 10-15 year road map to transform the University’s physical and built (including digital) environment team. The Plan will set-out an achievable strategic capital development plan which outlines the physical and infrastructure needs for the Campus. As such, the role will lead a multi- professional team aimed at integrating space and asset planning, placemaking, capital planning, development and the needs of the Faculties/University. Working directly to the Director of Campus Development, the post will play a pivotal role within Campus Division in the implementation of the integrated planning process (IPP), the cyclical business plan for the University, as well as responding to the opportunities and challenges facing University strategic planning. Potential candidates will have a proven track record in a senior leadership role with responsibility for leading estate masterplanning and space planning across large-scale and complex estate and space portfolios. The role will suit an individual with excellent interpersonal, communication and influencing skills, with huge enthusiasm for strategic planning, built environment placemaking and transformation planning in a University Campus setting. Given the location, scale, diversity and complexity of the estate portfolio together with the reputation and ambition of the University this is undoubtedly one of the leading roles of its kind in the HE sector and indeed the wider estates and property industry.
THE UNIVERSITY OF BRISTOL Bristol is one of the most popular and successful universities in the UK and was ranked within the top 50 universities in the world in the QS World University Rankings 2020. Alongside this, Bristol consistently ranks in the world’s top 100 and UK’s top ten universities in league tables that draw on information about both research and teaching excellence. The University has had a reputation for innovation since its founding in 1876. Our research tackles some of the world’s most pressing issues in the areas as diverse as infection and immunity, human rights, climate change and cryptography and information security. Today, the University employs internationally respected academics and recruits some of the brightest students from across the globe; 13 Bristol graduates and members of staff have been awarded the Nobel Prize. The University currently has 40 Fellows of the Royal Society and 15 of the British Academy – a remarkable achievement for the relatively small institution. We are one of the most popular UK universities, attracting on average eight top-quality applicants for every place, and our graduates are among the most sought-after by employers across the globe.
We are fortunate to be located in one of Europe’s most creative, dynamic and liveable cities with which we enjoy a close and synergistic relationship. For many Bristol scholars, the city is an unending source of research opportunities and a laboratory within which to test solutions with potential global impact. For the city, our University is one of its largest employers and a major contributor to its economic, social, cultural and intellectual vibrancy. Our students bring a huge amount of energy and vitality to the city, and in turn our location greatly contributes to the richness of their university experience. The University has a long history of sustainability action, winning numerous awards for its work. Bristol was the first UK city with European Green Capital status in 2015 and our community played a large role in helping the city deliver this. Sustainability remains one of the central strands shaping the University’s vision of the future. The University has over 24,000 students and nearly 7,000 staff. For the financial year 2016/17 the University had total income of £608 million and made a surplus of £47.2 million. Our University strategy , launched in 2016 captures the collective ambition and imagination of our staff, our students and the wider Bristol family. It provides a roadmap that sets out our aspirations to 2023.
THE ESTATE AND FUTURE AMBITIONS The current Estate The University owns over 600 acres of land in and around Bristol and makes use of over 370 buildings, representing gross space of some 523,000 m2. Teaching and research are concentrated in the University campus together with nearby sites including Berkeley Square, Whiteladies Road, Southwell Street and Lower Maudlin Street. Teaching and research also take place at sites outside Bristol, for example at the Bristol Veterinary School at Langford. In addition, the University makes use of space and facilities in several NHS hospitals, including the Bristol Royal Infirmary, Bristol Eye Hospital, St Michael’s Hospital, Paul O’Gorman Children’s Hospital and Southmead Hospital. The University owns residential properties for students. There are six Halls of Residence at Stoke Bishop, three Halls of Residence in Clifton and two Hostels at Langford. In addition, there are a number of Student Houses within a one-mile radius of the campus, and a few properties arranged as flats for student couples and families. A number of buildings in the campus and elsewhere house administrative offices, catering and recreational facilities and professional services such as the Students’ Health Service and Careers Service. The University’s central administration is based in Beacon House. The home of the Students’ Union in the Richmond Building on Queen’s Road contains a mixture of office and recreational space, and also houses various student support services and houses academic activity such as the Film department. The University’s sports facilities include an indoor Centre for Sport, Exercise and Health, a swimming pool (in the basement of the Richmond Building), outdoor sports pitches and tennis courts and indoor tennis centre at Coombe Dingle and boat houses at Saltford.
The University has a number of attractive gardens, most notable of which are the Royal Fort Gardens; the Holmes (opposite Churchill Hall), which is also home to the University’s Botanic Garden; and the gardens at Goldney Hall and Langford House. The University’s building stock is varied. The buildings range in age from late 17th century to 21st century. Many are purpose built, from Fry Building and the Wills Memorial Building dating from the 1920’s, through the 1960’s Richmond Building to the late features three grade I (Clifton Hill House, Royal Fort House and Goldney Hall Grotto) together with thirteen grade II* buildings. The campus falls within four separate conservation areas.
The Strategic Plan - Ambition The University’s new strategy includes explicit reference to the University’s physical infrastructure, it says; ‘Our ambition is to provide a welcoming, well-maintained and inclusive campus that provides the infrastructure, both physical and digital, that our staff and students need to succeed individually and to flourish as a community’. Actions. We will; Continue our rolling investment in high- quality academic infrastructure, with major upgrades of facilities for Mathematics, Engineering, Biomedical Sciences and Geographical Sciences. Explore and develop the options to create an additional campus within the city focusing on business education and its interfaces with other disciplines including health, information and communications technology, science, engineering and the humanities.
Create a highly visible, coherent and welcoming heart to our main campus on Tyndall Avenue by providing new facilities, remodelling and integrating existing facilities, and enhancing the external public realm. Revamp our digital infrastructure to make it more resilient, scalable, flexible and secure, including replacing our data centres, starting a new phase of development in our high-performance computing and investing in new productivity, collaboration and communications tools to allow all staff and students to work and study more efficiently and seamlessly. Engage with strategic partners with a view to enhancing our physical infrastructure in key areas such as medicine and sport and explore the potential for developing a new cultural quarter for Bristol, centred on the University’s iconic Victoria Rooms.
Capital investment The current scale of ambition for capital investment in the mid-term exceeds £600 million. The Director of Campus Development will be responsible for the delivery of these projects supported by Development & Strategy teams (Capital, Sustainability and Space & Asset Management). Notable projects include: • The Temple Quarter Enterprise Campus (TQEC), a new £350 million enterprise campus that will deliver state-of-the-art education and research facilities and will create a campus that is ‘welcoming and inclusive’, to be shared with local communities, visitors to the city and with business and industrial partners alike. • A major strand of the new University strategy is to transform the centre of the main Clifton campus. The University aims to create a highly visible, coherent and welcoming heart to the campus, based on Tyndall Avenue and Woodland Road by providing new facilities, remodelling and integrating existing facilities and enhancing the external public realm. • As part of the wider plans to remodel Tyndall Avenue, a new £100 million library will replace The Hawthorns - a former hotel which currently houses some student accommodation, catering facilities and various offices. This landmark building will integrate with the local built environment, capitalising on the location and views, and extend the landscaping from Royal Fort Garden throughout the whole precinct. • Work is currently ongoing to deliver the renovation and remodelling of the Grade II listed Fry building to provide a state-of-the-art new home for the School of Mathematics. • A new, world class facility for research and teaching for the School of Humanities.
JOB DESCRIPTION THE UNIVERSITY OF BRISTOL HEAD OF CAMPUS PLANNING Main Job Purpose
The Head of Campus Planning (HoCP) will work directly with Faculties and Senior Leaders across the University, leading on the development, implementation and delivery of a strategic Campus and Capital Plan for both the immediate space planning and future (Masterplanning) needs. They will develop a 10-15 year road map to transform the University’s physical and built (including digital) environment in to a modern, fit-for-purpose estate able to meet and respond to the changing needs of this major Russell Group University, whilst also retaining the essential cultural and historical values of the University. The plan will map-out new projects alongside the refurbishments, reconfigurations and changes to teaching, pedagogy, faculty, school, research and professional services usage, required to deliver the vision, whilst allowing the future vision to flex and adapt over time, responding to new initiatives, opportunities and pressures. The postholder will work with the Director of Campus Development, the Campus Development Leadership Group (CDLG) and Campus Division Leadership Team/ Extended Leadership Team to shape the future vision for the whole estate, using masterplanning, quantitative and qualitative-based data analysis, mapping and interactive planning to create a clear plan for the future. The plan must demonstrate a step-by-step ability to deliver both the Estates and Sustainability Strategies over the next 5 years and shape those same strategies over the following 5-10 years.
Main Statement of Responsibilities Leadership
• Lead the development and implementation of a strategic Campus and Capital plan to transform the University’s physical and built (including digital) environment in to a modern, fit-for-purpose estate • Lead, manage and motivate internal and external stakeholders to successfully deliver a high quality ‘Campus and Capital Delivery Plan’ that tests, clarifies, aligns and where needed, reshapes the Campus vision. • Working with the Director of Campus Development as the interface between existing teams to help join-up and improve the coherence between project delivery, space and asset planning, sustainability goals (including carbon footprint reduction, infrastructure and energy and transport and travel plans), smart campus development and operational delivery. • Direct, lead and motivate the Campus Planning team to function as a whole. The team will consist of resources from across a range of disciplines from other areas within the Campus Division, including (but not limited to) data analysts, space planners, project leads/managers, development managers, senior architects, facility managers, systems managers (e.g. GIS and BIM), project analysts, operational managers/leads, building surveyors and external consultants. • Lead the Campus Planning function, working collaboratively with Faculties, a range of ‘as required’ consultant specialists and in some cases (e.g. in first step delivery) consultant teams across emergent work, projects and strategic planning, ensuring adherence to the procurement regulations and contractual obligations of the University. • Deputise for the Director, as required, with both internal and external audiences. Analysis, Reporting & Documentation • Work collaboratively with the Director of Campus Development to convert Campus plans into deliverable workplans, space plans or projects. This will require educational, research, planning, process, governance and data analysis, co-created alongside faculties and specialists to develop accessible, easy-to-read plans that can convert to projects and workflows. • Prepare and deliver reports and presentations to University Boards and external stakeholders. These may include Board of Trustees, Finance and Infrastructure Committee, Capital Portfolio Board, CDLG, the Leadership Team, the Extended Leadership Team, the Planning Authority and Neighbourhood/partnership groups. • To ensure that all the required information (full brief/business case, likely costs, likely timescales and resourcing) for potential capital projects is gathered, with proper control mechanisms in place (e.g. pre-Stage 0 and Stage 0 management) to ensure the appropriate allocation of key projects and work plans arising from the Campus & Capital Delivery Plan.
• In collaboration with faculty leads, project leads and team members, to ensure that space plans, data analysis, projects and Campus planning/mapping assurances and controls are achieved and developed. These are likely to include, but not limited to: • Gathering, systematising and analysing key estates data to assist in space and placemaking planning as a key part of delivering the Estates Strategy • Developing and implementing sound Project Brief/Client Requirement tools, including modelling an innovative, fit for purpose approach to stakeholder approvals • Ensuring emergent projects are well-led, collaborative and managed through a ‘single point of entry’ system. • Ensuring that planning is well supported, collaborative and capable of achieving the step change required to delivered the Estates and Sustainability Strategies • Developing strong relationships and clarity of objectives with Campus Development teams, FM / Campus Operational and Business Management & Systems teams • Focusing on delivering high quality Key Performance Indicators • Establishing collaboration as a key tool for change and improvement • Interfacing with key third parties and senior stakeholders to ensure buy-in to Campus planning goals (the whole being greater than the sum of the parts) • Identifying and presentating options to the Leadership Team and significant University level Boards and bodies (e.g. Capital Portfolio Board, Finance & Infrastructure Committee and Board of Trustees) in connection with both short and longer-term space plans, capital Investments and funding, offering accurate technical advice to those bodies to inform business planning and decision-making at all levels. • Ensure compliance with all relevant legislation (e.g. planning, contract, commissioning, procurement, tertiary education, economic development etc) in developing and delivering the agreed Plans. Customer Services & Support • Support the Director of Campus Development, CDLG and other Senior Managers in managing the demands and expectations of stakeholders at all levels and across all parts of the University. • Ensure that the Faculties receive excellent customer service from Campus Development and wider Campus Division, and that effective measures are in place to record and monitor this. •Support and enhance a teams within teams approach to ensure a unified Campus Development/ Campus Division. Planning & Organising • Lead on establishing University-wide (education, faculty and professional services) space planning • Lead on the development of estates data collection, systematisation and analysis that can inform both short and longer-term space and placemaking planning • Lead on the development of an approved Master Plan (Framework), to inform future investment planning and the evolving Neighbourhood and Local Plans. • Lead on the development of 5-15 year plan to underpin the University’s capital investment plans (and the revenue investment required to underpin those capital investment plans). • Lead the development of a new Campus Planning function; with a focus on a forward plan/strategy which combines 1. The formation of Campus Master Plans, 2. The viability/deliverability of early stage emergent projects, 3. The maintenance of Total Capital Planning information, data, tools and systems 4. The reinforcement of ‘one plan’ through an integrated planning process across Campus/ the University. • Lead on integrated Campus planning and delivery on behalf of the Leadership Team
• Integrate separate faculty plans into a single, coherent vision, exploring the ‘art of the possible’ whilst capturing realistic and achievable goals • Lead on the Campus Planning process to ensure that the estate is fit for purpose to deliver excellence in research and teaching. • Lead on the strategic space mapping process to ensure efficient and appropriate use and development of space to support the University Strategic Plan. • Ensuring the highest standards of quality, in line with the University’s commitments to environmental sustainability working with the Head of Sustainability to achieve this. Liaison • Lead on the engagement/consultation with the University executive team, senior academic and professional services leaders across the organisation to provide expert advice on methodologies and solutions for shaping the masterplan. This will be done through collaborative work in scoping, planning and analysing goals from a Campus-wide perspective whilst also ensuring they meet the needs of students/staff/service users • Work collaboratively with the Heads of Capital Development, Asset Management and Sustainability as well as other leads from across Campus Division and beyond to ensure seamless, integrated planning and collaborative approaches to maintaining and controlling efficient communication within and across teams. • As a key member of the Campus Development Directorate and Campus Division Extended Leadership Team, to contribute to the overall development and implementation of strategic plans •Represent the Division internally at (and provide expert input to) relevant University wide decision-making Boards, Groups and Committees. • Develop and maintain excellent working relations with external stakeholders and attending meetings as and where required including (but not limited to) Bristol City Council, the Planning Authority, West of England Combined Authority, Network Rail, Research England, the Environment Agency, Natural England, Sport England, third party developers, other significant Government bodies and local influencers. Raising the Campus Division’s profile and reputation.
Decision Making • Responsible for leading/making critical decisions on the key components of the Campus and Capital Plan, both immediate needs and longer-term plans • Responsible for leading and advising Campus Division on achieving the highest standards of Campus Planning within the agreed levels of delegated authority •Responsible for advising on the allocation of significant (multi £m) future capital budgets and manage within existing significant capital and revenue budgets at all times. • Responsible for leading and advising on the deliverability and viability of all emergent projects/other workflows required in the forward capital plan, of significant level, workload and value (multi £m) • Responsible for leading and supporting the development of revised, University-wide project initiation protocols and lead by example in implementing them. • Responsible for ensuring high quality estates data collection, management, analysis and reporting Problem Solving • To identify and manage all risks and issues in the area of Campus Planning, including taking effective, timely action to prevent adverse effects. Risks and issues will be complex in nature, as they will often be strategic, multi-partner and ‘political’ risks and issues that require extensive exploration, quantifying and qualifying followed by the need for negotiating and diplomacy skills at the highest level within the organisation • Leading and managing complex, multi-partner risk and issue workshops which are likely to trigger conflict at a senior level with significant organisation impact. This will require extensive problem- solving skills, particularly in managing senior stakeholders, organisation reputation, timescale, cost and quality risk management and conflict resolution to ensure positive strategic, financial, educational, economic, planning and developmental outcomes. • Working proactively to enhance communications, resolutions and mitigations at the most senior levels and carefully negotiating a myriad of views, honing them into a solution that can be signed off by all. This will require a tactful, highly skilled approach that advocates and delivers win-win proposals, balances organisational, financial and strategic risks and manages considerable internal and external partner interfaces Continuous Improvement • Providing topic-related expertise and Campus leadership/lateral leadership within Campus Development in accordance with a cycle of continuous improvement. • Leading on, advocating for and embracing a philosophy of innovation which seeks to transform practice, communicate clear, achievable vision and goals, deliver excellence and positively impact on programme, time and costs. • Constantly striving to improve the processes by which Campus planning is undertaken and approved in accordance with Campus objectives. • Leading on, advocating for and embracing a philosophy of excellence, which seeks to constantly excel beyond expectations.
Relationships Line Manager : Director of Campus Development
Line manager to (where appropriate) : the Campus Planning resource, a mixture of directly employed staff i.e. (but not limited to) Space Planner(s), Senior Project Manager(s), Project Manager(s), Senior Architect(s), GIS Manger(s), Quantity Surveyor(s) Data and System Analysts and Information Analyst(s) and indirectly managed ‘co-opted’ staff e.g. Facility Managers, Building Surveyor(s) etc plus any specialist consultant team members. Job Hazards/Safety Critical Duties (Pre-employment health screening) Not Applicable
PERSON SPECIFICATION Relevant Experience, Skills & Knowledge Essential •Significant demonstrable experience of strategic Masterplanning
• Experience in delivering significant transformation/strategic and/or organisational change • Demonstrable knowledge of current educational and pedagogical challenges/ changes • Demonstrable knowledge of large scale capital project principles and methodology
•Significant leadership experience, ideally in the built environment • A systems and analytical data-based approach/ area of expertise
• Demonstrable experience and skills in strategic space, place planning and place making/mapping • Demonstrable experience of leading and directing successful outcomes across a range of multi-disciplinary professionals. • The ability to form and implement organisationally complex, large-scale strategic plans (in the built environment) • The ability to identify, analyse and manage complex data sets • The ability to shape and implement process-mapping to solve complex problems • The ability to assess complex issues and risks across a built environment portfolio. • The ability to use innovation and innovative approaches/technology to improve outcomes. Desirable • Previous Higher education leadership/ lecturing/ research experience • Previous teaching/ learning skills background •Demonstrable experience of significant capital project delivery through RIBA Stages • Demonstrable recent experience of the public procurement process. •Clear understanding of systems such as Geographical Information Systems (GIS) or Building Information Modelling (BIM) processes and the ability to successfully use them •Proven ability to understand financial and commercial information with a good knowledge of cost/ financial management, contracting systems and value engineering; •Significant, demonstrable experience in leading a similar University-based planning process
Relevant Qualifications Essential • Educated to degree level or equivalent •Relevant Professional Qualification e.g. Strategic Planning/Management; Project Management; Architecture; Space & Asset Management; Leadership or equivalent • Membership of a relevant Professional Body, such as the Royal Institute of Chartered Surveyors. • Active membership of a relevant professional industry/ body Desirable • The ability to laterally lead, collaborate, manage complexity and communicate effectively. • Highly developed communication skills with the ability to present complex information clearly and concisely. • Extensive experience of communicating with local authorities, partner organisations, senior stakeholders, built environment consultant teams, often with complex and potentially difficult problems to solve. •Strong influencing and negotiating skills with a proven ability to lead and build strong relationships with senior stakeholders. • Extensive stakeholder management/ senior stakeholder engagement, ideally in a built environment setting Additional Criteria Essential • Strong IT skills, well versed in project and programme management or place mapping tools • Ability to travel between sites Desirable • Experience and understanding of working as an academic and end user of higher education facilities. • A Masters level degree in a related area. Communication and Interpersonal Skills Essential
Work Examples The postholder is a senior member of the Campus Development Leadership Group (management team) and will act as deputy for the Director of Campus Development (the Director) and be responsible for assuring leadership across the directorate. This will include attending meetings on behalf of the Director as required, for example at Boards, Capital Portfolio Board, Temple Quarter Boards and as deputy on occasion for the Leadership Team. Deputising for the Director will be expected regularly, to cover absence and diary clashes and as requested by the Director. In this context, the postholder is expected to take decisions reserved for the Director and is expected to make decisions in their own capacity and when the Director is not available. This will include decisions on high value, complex Campus strategies and multi £m plans aimed at driving transformation across the estate over a long-term planning timescale, where they will act as the University authority. They will be expected to use their knowledge and seniority to make decisions which maximise the benefit to the University. They will also work alongside Faculty Deans and the Directors of Faculties in scoping, planning and analysing the delivery their goals from a Campus-wide (physical and digital masterplanning) perspective. This will include overseeing the conversion of IPP yearly plans into comprehensive, intrgrated 5-10 year strategic delivery plans. This will require challenge and influence at the most senior level to develop the brief, budget allocation and planned timeline to scope future plans within the IPP timeframe – providing analysis and commentary on historical data and how that may project forward for future planning. They need knowledge of the strategic vision required by the University and within each Faculty, including research, growth and pedagogical aspirations, translated into a physical and digital masterplan. The role is responsible for leading a Campus Planning Team across Campus Division in developing planned medium-long term plans area across the University’s activities. The total capital investment envisaged within the planning cycle is anticipated to be hundreds of £millions. The Head of Campus Plannng is accountable for ensuring the team provide top quality Management Information and support to improve decision making, enabling strategic initiatives and improving financial and operational sustainability. They are responsible for all the outputs of the team they lead. They will identify relevant internal and cross-Faculty performance measures and develop and deliver a KPI dashboard/balanced scorecard for Business Partners, Faculties and Campus leadership to support decision making and strategy development. This information will be key data for the Faculty Business Partners in being able to review and plan with the Faculties future Campus-wide portfolio activity. The role holder will be an expert in masterplanning methodology for space and place planning, in shaping strategic intent and other activities for the University, including the work and activities associated with shaping the future of the University’s built environment, its educational, research, professional, economic, civic and social activities impacting on the estate across all faculties and the University as a whole. They will be responsible for the critical activities and thinking required to turn aspirations into deliverable, costed plans that are reflective of the University’s future vision, but which also drive transformational thinking to enable the University to compete on the very highest world stage. AS appropriate any identified risks or investment requirements will be escalated through the appropriate mechanism. This will include writing a report summarising the benefits, costs, strategy links and risks that can be reviewed. They will work closely with Faculty Directors, the Campus Leadership Team, Senior Management, Heads of Finance and external consultants/field experts and impacted third parties to ensure a fully cohesive strategic Campus plan is presented with recommendations for consideration.
The role holder will specifically oversee the development of complex Faculty plans aimed at capturing the future vision for each. They will need to work collaboratively with Deans, the Senior Management Team (both in and out of Boards) and through lateral leadership (a highly skilled way of ensuring leadership without direct management control) to facilitate agreement on short, medium and long term Faculty plans and priorities and find methodologies for converting those highly complex and often inter-related priorities into meaningful, data rich maps and plans that reflect the aspirations in a physical and digital plan (both 2-D and 3-D). This would only be step one in a series of steps. The next would be to articulate and demonstrate the inter-relationship between each Faculty Plan, to highlight constraints and blocks to progress but also to identify innovative solutions to Campus-wide issues. These issues may include (but are not limited to): • The use of key strategic buildings that are outside of acceptable measures for condition and suitability • The use of new builds (e.g. TQEC, the Library) that are not yet built and which generate the need for multiple decant and interim solutions • The problems and opportunities created by Covid-19, Blended Working and Blended Learning • How to increase efficiency and effectiveness across the estate whilst boasting growth in the highest performing and most lucrative areas of University development • The development of other new builds that are not accounted for in the University’s forward capital plan • The shaping of plans which develop the right levels of new builds vs. remodelling vs. refurbishment • The decisions to dispose of certain buildings or facilities that may be in strategically important locations but which negatively impact on other University goals (e.g. UoB’s sustainable credentials) • The prioritisation of buildings and facilities for use between competing, highly visible pressures • The demonstration of how physical and digital capacity may be breached by certain plans and what the solutions may be • Balancing costs against benefits against affordability and value for money • The dilemma of ‘future imaging’ which aims to capture how growth and change in technology and research-based activity will impact on the physical and digital needs of the future, but without clarity about what those changes will bring (imagining the future) • The difficulties in proposing priorities within priorities across an entire University estate • Managing complexity on a ‘whole University’ scale, whilst being able to simply the complexity into useable data suitable for comprehension and therefore planning • Managing ‘political’ interfaces at the most senior level.
FURTHER INFORMATION Why work with us?
The University of Bristol strives to ensure working life at the University is productive, rewarding, enjoyable and healthy with a commitment to staff development, a range of initiatives to support staff well-being and excellent opportunities for achieving work-life balance.
In addition to a salary to attract industry-leading candidates, the University provides a number of other benefits outlined below. • A generous holiday allowance (38 days rising to 40 days after 5 years’ service) • Excellent pension provision • A range of financial benefits including staff discounts and help with relocation costs for eligible staff • Support with travel/commuting • One day’s paid leave per year to undertake volunteering Further information on working at the University can be viewed at www.bristol.ac.uk/jobs/staff-benefits/ Bristol has topped the list of the “best places to live in Britain”. The city has been named as the UK’s most desirable location in the Sunday Times Best Places to Live Guide 2017. Equality, Diversity & Inclusion The University of Bristol is committed to creating and sustaining a positive and mutually supportive working environment for our staff and an excellent teaching and learning experience for our students, where staff are equally valued and respected, and students are encouraged to thrive academically. As a provider of employment and education, we value the diversity of our staff and students and this is reflected in our Vision and Strategy.
“The diversity of our staff and student populations make our University the great and vibrant place that it is. We place a huge amount of value on the vast range of experience and perspectives our people bring to the institution.” Professor Hugh Brady, Vice-Chancellor
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As a dynamic community dedicated to learning, discovery and enterprise, the University of Bristol recognises the value of a truly diverse workforce and the contribution that every individual can make. In order to achieve and maintain excellence, we aim to create an environment that respects the diversity of staff and students and enables them to achieve their full potential, to contribute fully, and to derive maximum benefit and enjoyment from their involvement in the life of the University. The University therefore welcomes and encourages job applications from all sections of the local, national and international community. We will select the best candidate solely on the basis of merit and ability to do the job. Unjustifiable discrimination based on gender, race, age, disability, religious or political beliefs, sexual orientation or any other reason will form no part of our selection process. Data provided on equality and diversity will be used in compliance with the University’s Data Privacy Statement in relation to the recruitment process and to help the University to monitor the effectiveness of its Equality and Diversity policy in this area.
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MRG longlist interviews will take place during the week commencing Monday 4th October 2021. Panel interviews will take place at the University of Bristol week commencing Monday 18th October 2021.
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