Uni Of London (Technical Services Manager)



Dear applicant, Thank you for your interest in the Technical Services Manager role at the University of London.

The central University benefits from a large and prestigious estate and, as its custodians, we must do our utmost to ensure it continues to provide the foundation upon which the future of the University of London will be built, focusing on a vision of efficiency, sustainability and quality. Our new Director of Property and Facilities will lead the implementation of our ambitious estates strategy which will transform our property portfolio and further enhance our reputation in providing world class facilities. She will influence and inspire others to ensure the Estates Strategy significantly enhances the student experience. The Estates Strategy sets out a challenging investment programme. It also identifies properties that could be replaced or redeveloped and sets out sites that Colleges may wish to develop for themselves. In addition, the Strategy establishes master planning for Senate House and its immediate surroundings to open up this iconic building as an academic hub for use by our member institutions and Central Academic Bodies alike. A hub which students, researchers and staff can continue to feel pride in for generations to come. Put simply, our strategy is to ensure our property is valued and relevant. ‘Valued’ both in terms of its financial return but also as an enabler for our core activities. ‘Relevant’ in that our property adapts to changing need and circumstance. These imperatives demand that we remain vigilant in maintaining, updating, adapting, acquiring and disposing of property according to the needs of today and tomorrow. If you recognise this commitment to ambition and would like to contribute your expertise to our team, I would encourage you to apply. Chris Cobb, Pro Vice-Chancellor (Operations), Chief Operating Officer.


The University of London is a federal University which consists of 27 of the world’s leading Colleges and specialist Research Institutes. Together, they make the University of London one of the oldest, largest and most diverse universities in the UK. When studying with the University, a student belongs to a particular member Institution as well as the University of London itself. Between the Member Institutions, the University has over 120,000 students studying over 3,700 courses. Not all students are located in London; some study at the University of London Institute in Paris and over 50,000 students study in over 180 countries on the University of London International Programmes. The University owns a significant property portfolio located primarily in Bloomsbury which is renowned as one the world’s most prestigious academic campuses. The University’s Property and Facilities Management Department works to ensure that the estate is utilised efficiently and effectively.


The building of Senate House

In its first century of existence the University moved between a succession of temporary homes, each of which it quickly outgrew. The decision was finally taken to provide what had become the world’s largest University with a purpose-built, permanent home. A large parcel of land located behind the British Museum in the central London district of Bloomsbury was purchased from the Duke of Bedford’s estate. The architect Charles Holden, who designed many of London’s Underground stations, was appointed in February 1931 and construction work began in 1932. On 26 June 1933, King George V laid the foundation stone and the building was occupied in 1936. At 209 feet, it was the tallest secular building in the capital.

In 2011 Senate House celebrated its 75th anniversary.


From the SecondWorldWar to the present day

By the time war broke out in September 1939, the University had 14,000 registered students. The Colleges and their students were forced into exile in other parts of the UK and Senate House was taken over by the Ministry of Information – the roof becoming a valuable observation point for the Royal Observatory Corp. By 1944, the Colleges began to return to London and exams again took place in the capital. The Principal of the University reported that the exams were carried out ‘without casualties, other than those normally caused by these exacting but essential tests’. In 1948, Lillian Penson was elected as the University’s 31st Vice-Chancellor, the first women to hold this post in a Commonwealth University. During the 1960s and 1970s the number of students going to university in the UK expanded enormously. In line with this, the total number of internal students at the University of London doubled to almost 54,000 by 1981. In 1981 Princess Anne, The Princess Royal succeeded the Queen Mother as the University’s 10th Chancellor. In the 1990s, many of the University’s central responsibilities were devolved to the Colleges. The Funding Council also began to fund the Colleges directly. The University continues to grow and evolve to reflect the changing times. In 2008 it introduced a streamlined, transparent and flexible system of governance headed by a Board of Trustees with a lay majority.

Today – as it has been throughout its long history – the University is a family of world-class institutions, collectively upholding its international reputation of academic distinction in teaching and research.

Our overall strategic vision

To make a unique contribution to learning and research-led scholarship through our unrivalled network of member institutions, our global reach and reputation, and the breadth of our high-quality innovative academic services and infrastructure. Aim 1: deliver academic excellence Invest in our academic excellence to widen student access through flexible learning and to fulfil an ambitious programme of research promotion and facilitation in the humanities Aim 2: provide innovative high-quality academic support and professional services Develop, augment and commercialise our portfolio of services for the University’s members and the education sector, with the aim to be the “go to” provider of student and academic support services Aim 3: property that is valued and relevant Create a vibrant academic hub, through a property portfolio which balances the needs of the University’s members with maximising income opportunities The University owns and manages a large prestigious estate which includes academic and service buildings, student halls of residence, a book depository, gardens and private residences. These host a number of key activities that are fundamental to an effective University, notably academic space, libraries, student accommoda- tion, student services and conference facilities. Our objectives in relation to this aim are: • Greater use of Senate House as an academic hub and development of the public realm • Further modernisation and expansion of student residences • Increase the financial return from the estate • Ensure that there is a good fit between buildings & their function • Act as the custodian of the estate • Ensure that the estate is environmentally sustainable Aim 4: manage a high-performing organisation Increase our investment in staff development, encourage a common purpose across our diverse activities and enhance our capacity where gaps exist, in order to deliver our plans.


The Estate Strategy sets out a development framework for The University of London covering a five year period from 2015 to 2020 focusing on providing the appropriate physical infrastructure to meet the University’s vision of having fit-for-purpose buildings and facilities for the central University and the Colleges. To date, the University has focused on providing estate solutions to the Federation. Under our fiver year strategy, the University intends to change its estate management approach, so that there is equal focus on asset enhancement and improving the financial return. This reflects the increasingly competitive nature of the education sector and the need to accelerate levels of investment in the estate and our academic mission. This will enable the University to better meet the needs of the Colleges, Institutes and their students; develop a more constructive working relationship with other partners and stakeholders; and, equally important, generate returns that can be re-invested. This Strategy will seek to concentrate academic and federal University activity into our core estate (Estate One) in order to release other property/land for commercial income generation. The University’s estate, with the iconic Senate House at its heart, is not just an asset for the University but also for London and the wider community. We will continue to safeguard its heritage, encourage public access to the buildings and enhance academic activity. The Estate Strategy sets out a development and asset management framework for the estate with the aim of providing the physical environment required by a world-class university in a changing educational environment. It builds upon the work achieved by the 2004 Estate Strategy and responds to the University’s Strategy (2014-19) and on-going challenges in a highly competitive environment. The quality and the functionality of the building stock has improved since 2004 but further investment is required to bring the entire stock to condition A and B and functionality 1 and 2 (HEEMS definition). The 2014 Condition Survey establishes a base on which this investment can be planned. This Survey in conjunction with the estate development plans and the University’s Finance Strategy will enable the University to formulate and manage a more detailed annual capital plan.


The University may contemplate acquiring additional land to meet the academic demands of both the University and the Colleges and will also consider redevelopment of existing sites more intensively where properties on those sites have reached the end of their physical and economic life. This includes assessing how we can increase the number of beds in our Halls of Residence either through redevelopment or acquisition. Emphasis will be placed on good space management with a view to providing an effective workplace for all University staff and increasing the amount of space for academic and commercial activities. The University will continue to work towards the achievement of the ambitious carbon reduction targets set in the Carbon Management Plan, aiming for a 43% reduction by 2020. Sustainability will be a key feature of estate developments in line with the University’s goal on Environmental Sustainability. We will investigate ways of providing a secure and economic supply of energy to the University through investment in the existing Combined Heat & Power installation. This Strategy offers a bold vision for the University’s evolution over the next decade, whilst acknowledging the current challenges faced by the University. When implemented, this Estate Strategy will deliver a lasting legacy that will ensure that the University is well positioned to deal with the challenges that now confront the higher education sector. To support our strategic aims we have an ambitious capital development programme which includes: • £30m refurbishment of residences • £6m refurbishment of library/academic space • £4m investment property refurbishment • A long-term programme of projects at feasibility stage which have been included in our recent Master Plan.


Job Title: Level:


Technical Services Manager

Property and Facilities Management


Job Purpose The University of Property and Facilities Management Department delivers maintenance, security, cleaning, helpdesk, portering, receipt and delivery, energy, environmental, sustainability, , garden, landscaping, capital and project services across it’s campus consisting of circa 40 buildings mainly based within the Bloomsbury area. The Technical Services Manager will report to Head of Estates Operations and work with the P&FM Team, all internal & external heads of departments to deliver and manage the Business Plan & Strategy across all building services. Job Content 1. Support the Head of Estates Operations and carry out Technical appraisals as required ensuring buildings, equipment and plant are maintained and operated at the optimum level to assure efficiency, comfort and asset life expectancies are assured, in line with best industry standards & practice. 2. Support the Head of Energy and Sustainability to assist in the development and implementation of energy reduction projects and M&E projects; including conducting energy performance assessments of plant, equipment & facilities. 3. Identify and evaluate new technological developments and present recommendations to exploit opportunities for cost savings. 4. Support the Capital Projects Team in the preparation of business cases, specifications, drawings and tender documents for building services improvement or plant replacement. 5. Manage day to day technical and compliance reporting designates as directed. 6. Prepare schedules of work, feasibility studies and cost estimates. Project manage selected M&E works to ensure that they are delivered on time and in budget including site supervision, contract administration, quality control, and carry out post completion technical performance audits. 7. To work closely with the Head of Estates Operations to provide high quality services to all staff, students, visitors and tenants 8. Provide M&E advice to The P&FM Department (compliance, risk, feasibility studies, maintenance and projects. 9. Carry out ‘client monitoring’ role on building fabric and services, investigate, challenge design philosophy, complexity, operation and maintenance requirements etc. 10. Develop and maintain M&E maintenance standards to ensure consistency of design and installation across the estate 11. Manage all compliance issues and maintain all necessary registers and reports 12. Assist with developing UoL’s Life Cycle Plans, Scrutinising Condition Surveys Forecasting Plant Replacement and Maintenance costs ensuring recommendations deliver both the right level of Quality and Value for Money’.

13. Manage M&E and energy installations for in-house maintenance and small project works. 14. Provide M&E advice on the running and operation of existing systems and new systems. 15. Provide technical support on M&E Maintenance and energy issues


16. Work with and support The University’s partners to provide maintenance schedules for M&E contractors 17. Carry out spot checks on M&E works to ensure cost/quality/vfm 18. To actively follow and promote the University of London policies, including the University’s Dignity at Work and Equal Opportunities Policy and actively promote these wherever possible. 19. To maintain an awareness and observation of fire and health and safety regulations 20. Any other duties consistent with both the grade and scope of the post 21. Any other duties reasonably required of the postholder by the reporting manager. Reports to: Head of Estates Operations. Additional demands of the role: Flexible working requirement for this role occasional working and site attendance out-side normal hours and more rarely weekends in order to manage, audit and observe contractors and inspect completed works.


EXPERIENCE & PERSONAL QUALITIES Essential: • Substantial project management and contract management in a complex technical environment. • Understanding of the Energy market. • Fully conversant with recent developments in engineering. • Experience of project/supply chain procurement and management. • Experience of achieving Value for Money for all types of minor works up to £250k • Experience of analysing performance management through CAFM systems (Maximo would be an advantage) . • Thorough knowledge and experience of managing engineering and maintenance operations across a large multi-site portfolio. • Evidence of effective management and forward thinking in an environment of ambiguity and complex stake- holder interests. • Experience developing maintenance plans. • Experience of construction contracts, contract management and procurement practices relating to project and service delivery • Experience of building and maintaining effective working relationships, with the ability to communicate clearly, confidently and persuasively with people at all levels both orally and in writing, including the ability to communicate complex technical issues to non technical audiences • Able to work on own intiative • Calm and poised under pressure • Ability to challenge in a constructive manner • Ability to develop creative solutions to difficult issues • Positive, ‘can-do’ attitude • Open and diplomatic approach Desirable: • Experience of working within the education sector. • Experience of working on Listed Buildings and within Conservation Areas • Understanding environmental, sustainability and energy conservation applications and processes • Experience of working on the client side of an organisation • Ability to develop and influence strategic aims and goals and organise delivery effectively to time, budget and agreed quality standards, both personally and through others • Experience working in the schools sector. • Ability to manage risks and understand and articulate impacts


TECHNICAL KNOWLEDGE & SKILLS Essential: • Excellent written and oral communication skills • Strong influencing and negotiation ability • Attention to detail • Ability to effectively manage time and meet deadlines whilst under pressure • Generic ICT literacy (eg. Word; e mail, use of databases) • Strong verbal and numerical reasoning ability • Strong analytical and research skills, able to produce technical content and organise material • Strong reasoning skills. Desirable: • Ability to effectively use Microsoft Excel and Powerpoint, particularly for production of reports EDUCATION & PROFESSIONAL QUALIFICATIONS Essential: • Formal professional engineering qualification. (HND) • Professional Membership of a recognised industry body (CIBSE, IET etc.) Desirable: • Degree in Building services or energy


Competency Requirements



Academic Community focus



Adapting to change

Commercial awareness (optional)

Creativity and innovation Customer focus (optional)

International engagement (optional)

Interpersonal understanding


Managing resources

Organisational commitment Proactivity and planning

Problem solving and decision making

Performance Management


Staff development and commitment to learning (optional)

Stakeholder focus (optional) Striving for excellence (optional) Working collaboratively with others

Competencies are scored on an A-D scale, with D representing the highest demonstration of the competency.

For further information on each of the competencies and relevant levels, please refer to the University’s Competency Model http://www.london.ac.uk/5258


Pension – The University operates the Universities Superannuation Scheme Limited (USS) final salary pension scheme. The University will contribute a sum equal to 18% of your salary with employee contributions of 8% on the career revalued benefits scheme. Holiday – 30 days paid leave per annum plus statutory public holidays. In addition, the University is normally closed for six days a year over Easter and Christmas/New Year.

For a confidential discussion please contact our retained advisors Michael Hewlett and Robbie Hodder of The Management Recruitment Group on; Michael Hewlett - michael.hewlett@mrgpeople.co.uk or on 020 8892 0115 Robbie Hodder - robbie.hodder@mrgpeople.co.uk or on 020 8892 0115 Applications should consist of a comprehensive CV and covering letter outlining key matching experience. Closing date for applications is Sunday 20th May 2018.

Other benefits include: • Travel season ticket loan • Childcare voucher scheme • Life Cover

• Enhanced maternity/paternity and adoption pay • Health – free bi-annual eye tests and discounted private medical insurance

68 King William Street London

Regal House 70 London Road Twickenham TW1 3QS Tel 020 8892 0115

111 Piccadilly Manchester

EC4N 7DZ Tel 020 7959 2368

M1 2HY Tel 0161 638 0936

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