UAL Associate Director Facilities Management





UAL is a hotbed of creativity, innovation and invention across the knowledge econ- omy. Drawing together six Colleges with in- ternational reputations in art, design, fash- ion, communication and performing arts, UAL is a fundamental part of the UK’s cre- ative ecology. Ranked second in the word for Art and Design in the 2022 QS World University Ranking, UAL is hugely interna- tional, with a reputation that attracts over 22,000 students from 130 countries, cre- ating a vibrant, multi-cultural community environment. Now is an exciting time to be joining UAL to take up this role. Following the creation of the UAL Strategy 2022-2032, a 10-year Es- tates Strategy has been developed. In the next decade we aim to complete the deliv- ery of two major developments for London College of Fashion and London College of Communication (including a new hub for University Services), thus rehousing circa 50% of the UAL population over the peri- od. We will embark on a period of estate consolidation ensuring that the UAL estate is fit for purpose, sustainable and provides world-class facilities and experience to our students, staff and partners. Reporting to the Director of Estates the Re- porting to the Director of Estates, the role of the Associate Director Facilities Manage- ment is to strategically lead, manage and develop customer-focused facilities services aligned with the Universities strategic aims. The scale and breadth of the role is signifi- cant. The team comprises circa 120 in-house team members with a further 150 staff de- livering services through external contracts across UAL’s diverse portfolio of campuses and sites across London. The annual operat- ing budget across hard FM and soft FM is c. £17m, and the team also works very closely with colleagues in the capital projects team on the successful operationalisation of new buildings and campuses.

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UAL STRATEGY 2022 – 2032

05 THE ROLE 06





University of the Arts London offers an extensive range of courses in art, design, fashion, communication and performing arts. UAL is ranked second in the world for Art and Design in the 2022 QS World University Rank- ing.

The University is made up of 6 renowned Colleges: • Camberwell College of Arts

• Central Saint Martins • Chelsea College of Arts • London College of Communication

• London College of Fashion • Wimbledon College of Arts

Everyone’s identity matters UAL is home to a diverse body of over 22,000 students from 130 countries. We are proud of our international student and staff community and we are committed to ensuring that the University offers an inclusive and sup- portive environment.

John Sturrock

UAL STRATEGY 2022 – 2032 03


Since our last strategy, the world has changed. To deliver our social purpose and to meet the needs and expectations of our staff and stu- dents, we need to change, too. We believe the world needs creativ- ity. This strategy shows how we will bring creativity to the world. Three guiding policies We identified the challenges and op- portunities that are most important to UAL and its future. The guiding policies are our response to each of these issues in turn. GUIDING POLICY 1 To give our students the education they need to flourish in a changing world. GUIDING POLICY 2 To bring a high-quality creative ed- ucation to more students than ever before. GUIDING POLICY 3 To change the world through our creative endeavour.

Further information on the UAL Strategy 2022 – 2032 is available for you to view at: about-ual/strategy-and-gov- ernance/strategy


Allies & Morrison

This Estates Strategy is created for the period from 2022 to 2032, coincidental to and supporting of the UAL Strategy launched by the President and Vice Chancellor and his Executive Board in March 2022. It sits alongside other enabling strategies for finance, people and digital. Within this 10 year period we aim to complete the delivery of two major developments for LCF (2023) and LCC/ University Services (2027) thus rehousing circa 50% of the UAL population over the period. We will be disposing of surplus properties to raise the capital receipts to contribute to the funding of these developments. We plan to further rationalise the estate to replace buildings that are restrictive in accessibility and efficiency. We will continue to mould the University’s residen- tial estate to provide for the needs of our students. We will look to increase the number of beds offered near to our new campus locations.

for the physical contact elements of university life whether it is places to live, for learning/teaching, research, knowledge exchange, management or administration. We are committed to engendering inclusivity in all our operations and in the design of our physical es- tate. We see fair terms and conditions of contract- ed staff and exceeding University BAME staffing targets as a minimum requirement. Though our EDI initiatives and Inclusive Design standards we aim to be at the forefront of designing and operating a University estate fit for all whilst also engendering a strong social purpose.

reduce as we dispose of our obsolete buildings, we must maintain the existing LCC estate to avoid infrastructure failures up to 2027. We will address this need with a separate, targeted campaign of improvements. During the period of this Strategy, we will also need to consider the long term ap- proach to the Chelsea campus. Our Facilities services will be adapted to suit the changing estate and the way in which we ensure security and effective back of house services. Final- ly, but very importantly, we must maintain our focus on reducing the absolute carbon footprint, despite likely challenges with longer operational daytime usage to maintain our trajectory to hit our target of net zero scope 1 + 2 emissions by 2030. The timing of this new strategy comes at an im- portant and opportunistic time in the rationalisation and development of the estate that was initiated and developed in the previous 10 year strategy.

identified in that strategy and consequential dis- posal opportunities have progressed largely on proposed timelines. Progress in our sustainability credentials, improvements in the condition of the estate, in our facilities management and our retail, catering and halls services have improved steadily over this period. This has created a robust platform from which stu- dents and staff can live and work in safe environ- ments with effective support structures in place and had the capability of handling the significant challenges of the pandemic. This strategy continues the work of rationalising the estate and enhancing or creating places to live, learn and work that will meet pedagogical require- ments as they change, enabling new and existing businesses to evolve and flourish in high quality en- vironments. In a digital age we understand that estates envi- ronments must be adaptive, flexible and attractive

Whilst the backlog of maintenance legacies should

The significant capital development opportunities


to the development of business cases, project appraisals and option appraisals for new schemes as required by Estates operational or strategic plans or to support funding bids

• INHOUSE TEAMS - Ensure that teams are well managed to achieve agreed outputs and with regard for the wellbeing of staff, paying particular attention to resourcing decisions involving shift work and overtime as appropriate • EXTERNAL SERVICE CONTRACTS – lead on the overall management of key soft and hard FM contracts. Manage key relationships with outsourced service providers, pro-actively manage and monitor performance to constantly improve service delivery • Provide professional advice in relation to Facilities Management services, strategy, planning, financial management and operational delivery working across the University’s estate. Develop and maintain corporate policies on Facilities, Security and Maintenance Management • EVENTS – liaise with and support Colleges and central university events teams Duties and Responsibilities (Physical estate) • Overall accountability and ownership for ensuring that the university’s physical estate infrastructure is fit for purpose, safe and compliant with all relevant legislation. Establish and maintain good, documented knowledge of assets, make the business case justification for resources and implement to agreed parameters • Agree priorities, set standards, engage with issues and ensure the smooth and efficient provision of all maintenance operations to coordinate with all other projects and university activities, addressing any potential conflicts • Establish and manage contractor frameworks as necessary in conjunction with Projects and Finance (Procurement) teams. Report on performance and take management action to resolve any issues Duties and Responsibilities (Capital Projects) • Engage with estates projects and others as necessary to provide stakeholder input from an FM perspective, in the formation of schemes and detailed technical requirements. Organise and carry out regular reviews of information and site inspections as necessary to ensure that the completed facilities are fit for purpose and meet with agreed standards and good or best practice • Lead on the overall operationalisation of new or refurbished premises • Work with the Projects Team to plan and organise occupant decant and moves, ensuring that people are safe and well briefed. With Safety Office ensure that occupants affected by works or other changes are supplied with information

Job title:

Associate Director Facilities Management

Accountable to: Contract length: Hours per week: Weeks per year:

Director of Estates


37 52

Duties and Responsibilities (Facilities Management - FM)

Salary: Grade: Service: Location:


• Responsible for ensuring the alignment of the FM strategy to the wider UAL strategy. Develop and articulate a vision that underpins all strategic activities within the FM function. Using industry best practice, identify, design and drive FM change initiatives across the estate. • Responsible and accountable for standards, delivery, continual monitoring, risk management and review of operational performance and strategic development to ensure a professional, high quality, cost effective and efficient service to meet the demands of the University. • Responsible for developing, operating, reviewing, maintaining and replacing estates assets to ensure operational effectiveness • To ensure that all areas of operation are fully coordinated in the development, operational running and maintenance of the estate • Ensure all staff act professionally and are properly trained and empowered to undertake their duties • Liaise with and support DoE/HR in relevant Trade Union discussions • SCOPE – design and maintain by agreement with the DoE efficient, value for money and effective services covering the following areas: - Campus Facilities Teams including reception - Security - Environmental (cleaning, waste, pest control, control, hygiene, window cleaning) - Service Desk - Reactive, Pre-Planned Maintenance and servicing • SERVICE LEVEL AGREEMENTS – develop for agreement with DoE and others within the university. Involve users/ stakeholders in establishing what is required and set out resource needs within the overall budget • Pro-actively manage the delivery of services, dealing with any performance issues and striving to make improvements where possible • INSPECTION REGIME – organise an effective process for regular inspection of premises, identifying anything that needs correcting or improving and to assist in space management • DETERMINE NEED FOR INHOUSE/EXTERNAL RESOURCES – determine the most appropriate means of delivery in terms of in-house or external resource.



Principal base: King’s Cross

Purpose of Role • To ensure that the university’s physical environment is fit for purpose - safe, secure, and welcoming; compliant with all relevant legislation and supporting current and future business aspirations • Strategically lead, manage and develop customer- focussed facilities services aligned with and enabling UAL strategic aims • Support and deputise for the Director of Estates (DoE) where called upon and in their absence • ESTATES DEPARTMENT – assist the DoE and SMT in the running of the department including contributing to new initiatives and cross-university activities • Demonstrate pro-active team leadership in line with UAL values, to build and maintain good team morale, deal fairly with any performance issues and promote a culture of inclusivity and equality, where individual development and work to achieve university objectives are aligned. • MANAGEMENT INFORMATION - provide timely and meaningful Management Information to demonstrate how well the work covered by the scope of this role is being carried out, identifying any potential or actual problems and setting out management actions to achieve a resolution and/or improve services • RESOURCES - identify resource requirements and make the business case for them; lead the Facilities team on implementation Duties and Responsibilities (Associate Director and Deputy) • ESTATES AMBASSADOR – act as the main point of contact for from within the university or outside, in relation to all matters relating to the operation of the estate and promoting a positive and professional service • QUALITY MANAGEMENT SYSTEM – lead on the development and maintenance of Estates Quality Management system(s) to achieve continuous improvement • COLLABORATION – develop effective working relationships with key stakeholders within the university and in industry, to support business objectives • LONG TERM PLANNING OF THE ESTATE - contribute

Alys Tomlinson

Allies & Morrison

they need to carry out their roles at the university with the minimum of disruption. Ensure that temporary occupants are similarly supported

• Ensure that security staff are trained to provide necessary first aid, fire safety and other procedures to assist in the case of emergency or other unplanned incident • Ensure on-call duty manager support is in place at all times Duties and Responsibilities (Health & Safety) • Actively promote the raising of Health & Safety and fire safety standards across project teams and take the lead in identifying improvements and initiatives to achieve this aim. Organise training and awareness within the team and wider department, appropriate to the risks present within the University environment and business • Ensure compliance with all relevant Health and Safety Legislation and audit operations regularly. Ensure that the university undertakes and meets the requirements of all statutory inspections, in line with the scope of this role • Be the formal responsible officer for asbestos, legionella and other legislative requirements • Oversee the operation of the Permit to Work Scheme and Safe Systems of Work for the management of contractors • Estates point of responsibility for Emergency Response (ER), Business Continuity Management (BCM), Disaster Recovery (DR) and Safety • Ensure university-wide estate risks are systematically assessed and establish effective mitigations. Duties and Responsibilities (Disaster Recovery and Business Continuity)

• Oversee the development and maintenance of BCM/resilience plans

scheme and staff development opportunities. •To make full use of all information and communication technologies in adherence to data protection policies to meet the requirements of the role and to promote organisational effectiveness. • To conduct all financial matters associated with the role in accordance with the University’s policies and procedures, as laid down in the Financial Regulations. Key Working Relationships – • Director of Estates • Head of Campus Services, Head of Hard FM • Chief Operating Officer and SMT •College Heads and Directors of College Administration

Duties and Responsibilities (Leased premises) • Be the main point of operational contact with landlords or their agents where we are tenants, ensuring that UAL complies with lease conditions and equally that landlord obligations are met. Where UAL is the landlord, act as the principal point of contact with the tenant organisation operation • Act as company Director on behalf of UAL where joint venture enabling arrangements are in place (eg Eastbank Stratford) • Assist DoE with the smooth running of leases including making arrangements for inspection access by third parties, and resolving any issues in connection with rent payable or service charges Duties and Responsibilities (General) • To perform such duties consisten with your role as may from time to time be assigned to you anywhere within the university. •To work in accordance with the University’s Equal Opportunities Policy and the Staff Charter, promoting equality and diversity in your work. •To personally contribute towards reducing the university’s impact on the environment and support actions associated with the UAL Sustainability Manifesto • To undertake continuous personal and professional development, and to support it for any staff you manage through effective use of the University’s Planning, Review and Appraisal

Duties and Responsibilities (Asset condition and replacement)

• ASSET REPLACEMENT - develop and maintain a comprehensive risk-based, costed long term rolling plan • CAFM SYSTEM – provide strategic leadership on the development and maintenance of a comprehensive CAFM system to manage workflows, estate asset/ maintenance and compliance records, and to provide planning information Duties and Responsibilities (Security) • Responsible for the overall provision and operation of security services across the University estate, promoting customer focuses, positive security culture, in order to provide a safe and secure environment for students, staff, visitors and their personal property, as well as ensuring the security and safety of University buildings and equipment. • Responsible for ensuring the implementation of Security and CCTV Policies, physical security risk assessments and general compliance with relevant legislation • Be the primary liaison with external counter- terrorism, police and other emergency services, to ensure the safety and wellbeing of people and to guard against radicalisation or anti- social behaviour and to support the University’s corporate social reputation

• Other Professional Service leads • Executive Board Level officers • University Court members • Local Authority Officers • Police and Counter-Terrorism agencies • HE sector interest groups

Specific Management Responsibilities

Budgets • Annual budget c£17m plus FM responsibility over capital works programme Staff • Up to 120 UAL employees plus outsourced teams (+150 staff)


Specialist Knowledge/Qualifications • Degree or extensive experience in relevant area • Membership of a recognised professional body i.e BIFM or similar • (Exceptionally, candidates who are able to demonstrate a substantial amount of relevant senior management experience in Estate and Facilities Management with a demonstrably successful track record, may be considered) • Sound understanding of Health and safety practices and legislation. • Experience of complex, Higher Education es- tates, including inhouse teams Relevant Experience • Experience in leading on the delivery of major FM projects • A sound understanding of the legal and financial aspects of major property projects and transac- tions. • Developing and overseeing quality assurance of large/complex sites • Experience of managing supplier relationships and performance/service level agreements • Experience of relevant contract management • Experience of managing large budgets • Proven success of managing facilities across multiple sites • Experience of Trade Union negotiations • Experience in writing reports and business cases • Leading on Business Continuity and Disaster Recovery Communication Skills • Communicates persuasively and with gravitas adapting the style and message to a diverse in- ternal or external audience in an inclusive and accessible way • Able to analyse and present complex data to a broad spectrum of stakeholders • The ability to respond appropriately to user de- mands and expectations.

Leadership and Management • Motivates and leads effectively, setting the stra- tegic direction and promoting collaboration across formal boundaries • Experience of managing team structure change and organisational redesign Professional Practice • Contributes to advancing professional practice/ research in own area of specialism including ex- ternal networks and conferences Planning and managing resources • Effectively plans, prioritises and manages the delivery of complex projects or activities to achieve long term strategic objectives Teamwork • Contributes effectively to a senior leadership team, setting the strategic direction for one or more function and fosters constructive relation- ships across the organisation Student experience or customer service • Provides effective strategic leadership for en- hancing the student or customer experience to promote an inclusive environment for students, colleagues or customers. Creativity, Innovation and Problem Solving • Initiates innovative solutions to problems which have a strategic impact

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Ana Blumenkron


Our staff have access to a range of benefits, which recognise and reward their contributions – includ- ing: Generous annual leave Employees at UAL enjoy a generous annual leave allowance on top of bank holidays. The FTE leave entitlement for this role will be 34 days per annum. Flexible working UAL are committed to supporting our employees in achieving a healthy work life balance by offering flexible working arrangements that enables them to balance the needs of their work life with other priorities. Local Government Pension Scheme (LGPS) In this role you will have the opportunity to join the LGPS and UAL will make substantial contributions

to your pension. Your contribution will be depend- ent on your pensionable pay. Free places on UAL Short Courses We offer UAL staff the opportunity to attend certain short courses free of charge if undersubscribed, subject to availability. Find out more about our range of short-courses. Family-friendly policies We offer generous maternity, paternity and adop- tion leave packages, which are more favourable than statutory requirements after a qualifying pe- riod. Interest-free season ticket loan Interest-free loans are available to help staff buy an annual season ticket for their journey to and from work. This includes rail, London Underground, bus or other season tickets.

Well-being • Employees can benefit from corporate rates at a number of gyms and fitness centres across London. • If you use a computer at work you are eligible for a free eye test plus a discount on glasses via Specsavers. • Discounts on private healthcare insurance with Bupa Eduhealth Scheme or Universities and Colleges Personal Healthcare Scheme. • A Cycle to Work scheme can enable you to pur- chase a bike via salary sacrifice – saving on tax and paying for it in monthly instalments deduct- ed from your pay. • A supportive sick pay scheme for those tmes when you’re ill and access to a specialist occu- pational health service. • Confidential Care is a counselling and adviso- ry service available online or over the phone to

all employees at UAL. It is available 24 hours a day, 7 days a week, covering any issues that may be affecting you. Staff development We aim to do everything we can to support your personal and professional development and offer a range of courses and opportunities to nurture this, e.g. coaching and mentoring, part-funded further study.


For a confidential discussion to learn more about the role and opportunity please contact UAL’s appointed recruitment partner Michael Hewlett of The Management Recruitment Group.

Michael Hewlett | Director m: 07972 579 938 | t: 020 3962 9900

Applications should consist of a CV and covering letter to be sent to:

Closing date for applications : 5th November 2023.

For additional information and/or assistance please contact We are committed to our social purpose and our UAL Strategy (2022 – 2032) sets out our commitment to promote equality, diversity and inclusion for all staff. You can learn more at Staff diversity | UAL.

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