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.
Made with FlippingBook flipbook maker