The Role
the development of strategies and plans to meet statutory obligations in addition to best in sector, where relevant. • Responsible for building and nurturing exemplary relationships with both internal and external stakeholders, customers and supply chains. Working collaboratively with open two way feedback processes to actively demonstrate continuous improvement. Financial Management, Information and Reporting • Demonstrate strong P&L management of departmental budget including monthly commentary, quarterly review and re- forecasting. Identify, suggest and deliver opportunity for the realisation of efficiencies across the broad spectrum presented the by Estates & Facilities budget, and more widely into the identification and delivery of Charity wide benefit. • Responsible for the delivery of clear and interpretable monthly departmental management information reporting against key agreed KPIs and metrics demonstrating continuing improvement in performance. • Manage, monitor and own the Estates & Facilities Risk register with input into Business Continuity Planning. • As a member of the Estates & Facilities Senior Leadership Team, author, present and deliver departmental business cases, plans and objectives. People and Teams • Effectively organise people and teams within Estates & Facilities to continuously drive improvement in delivery. Using creative and innovative resourcing to maximise team output and results, challenging accepted culture and practice to create new ways of working. • Operational leadership & line management
of teams; lead, manage and coach divisional managers to ensure they deliver against departmental and charitable performance budgets, targets and objectives. • Driving continually improving trend in staff engagement scores via internal annual staff survey and review. • Act as Deputy to the Director of Estates & Facilities as required, representing the department and Charity both internally and externally. • Responsible for leading and contributing to both Estates & Charity wide projects & transformation programmes. Procurement • In collaboration with the Charity’s procurement team, and the Estates & Facilities senior leadership team, review and recommend revised supply chain for externally delivered estates services including supplier reduction and efficient delivery models. Define appropriate contract management structure as part of potential new ways of working. Health & Safety • Responsible for the safe and effective management of Health, Safety, Quality and Environment with the Estates & Facilities setting, collaborating effectively with Enabling function Health & Safety teams • Accountable for the ownership and oversight of all Estates & Facilities policies and procedures relating to the effective running of the Maintenance and Compliance function.
Job Title:
Head of Strategic Maintenance
Job Family: Reports to:
Estates & Facilities
Department:
Estates and Facilities
Director of Estates & Facilities
Purpose of Role: Reporting to the Director of Estates & Facilities, and as a member of the Estates & Facilities Senior Leadership team, the Head of Estates Maintenance will drive the strategic direction, implementation and operational management of asset lifecycle planning, compliance assurance and estates backlog management and reporting. Additionally, this role will be responsible for the design and implementation of transformation in CAFM Systems and associated Helpdesk function. The Head of Estates Maintenance will be responsible and accountable for providing leadership of significant Charity wide professional services: • Creation, maintenance and monitoring of the Charity’s Asset Life Cycle plan. • Management and reporting of the Charity’s 5-10 Year Backlog Maintenance Plan. • Delivery of Compliance management and assurance including improvement plans to meet minimum statutory targets. • Management of the E&F Capital and Revenue Budgets for the Maintenance and Compliance function. • With the Head of Estates Services, delivery of an SLA/KPI suite for E&F Services into the Charities Group Structure. • Review and recommend improvement and transformation of the Charity’s CAFM System and Helpdesk function. • Provide strong strategic and operational service provision and leadership to develop and guarantee a functionally suitable estate and ensure the delivery of the associated capital programme including Life Cycle, Project Planning and expenditure management across the Charity’s central and regional portfolio Key Responsibilities: Delivery
through innovate lateral thinking, challenging status quo and culture. • Deliver all Asset Management Framework processes and associated procedures, including an Asset Management Contract Manual in line with the Asset Management Framework. • Ownership and responsibility to improve overall Estate Statutory & non-statutory compliance incl. HTMs, SFG20 delivering a live dashboard (target min 85%) and monthly assurance reporting to Exec Team including benchmarking against comparable sectors. • Provide leadership and guidance to the operational team to upgrade the current CAFM/ IPR system in order to give live reporting and inform on capital expenditure taking the form of Forward Maintenance Register (FMR) and physical site surveys • Ensure that through proactive forward planning, excellent patient facilities and services are promoted and delivered, and managed in a cost effective, customer-responsive way which meets patient, carer and staff needs and promotes the Charity’s service-centric position. • Accountable and responsible for the performance of the Maintenance Planning Team via in-house and external supply chain. Working hand in hand with the Head of Estates Service Team to deliver transparent and forecast management information associated with Capital expenditure. • Leading the formulation and agreement of Service Level Agreements with operational colleagues from a re-contracting base for Estates Maintenance services. Establish clear and transparent KPI reporting. Lead and manage the Maintenance Planning team, providing requisite oversight and mentoring to ensure culture of continuous improvement. • Accountable for departmental regulatory framework, identifying and evaluating risk with
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