ASSOCIATE DIRECTOR ESTATES DEVELOPMENT
Estates and Facilities Management, Specialist and Administrative (MSA) 6 Director of Estates Development Level 5 and Level 4 Project related roles (to be confirmed following appointment) Office-based, with hybrid working
School/Department: Career Pathway: Level Posts responsible to: Posts responsible for: Post base:
• Work collaboratively with academic and professional services colleagues, to ensure that the physical infrastructure and physical environment are fit for purpose, fit for the future, and highly student focussed. • Manage key external relationships including local and statutory authorities, landlords and suppliers, working with the Property team as required. • Ensure proactive and effective communications relating to projects and programmes to the wider UoS community and other stakeholders, liaising with the E&F Communications Officer as required.
• Ensure the right mix of skills and capabilities through continuous professional development, recruitment and performance feedback. Where appropriate work collaboratively to matrix manage a multi-disciplinary team to ensure the delivery of the University strategy. • Drive a zero tolerance safety culture across the team and with all suppliers to secure delivery of a safe, healthy and secure environment for students, staff and visitors. • To work directly with the team to embed a culture of equality, diversity and inclusion. Ensure the University’s ED&I and people strategy is considered in all decision making, planning and management of the team. 4. Supplier Management • Developing strategy and practice for the efficient and effective procurement and subsequent management of consultancy services and contractors. • Leadership of external design and project management functions and processes to deliver best in sector at best value. • Ensure a consistent approach to capital project delivery, including the management of framework consultants and contractors and reporting of supplier performance. • Develop and proactively manage framework consultants as an integral part of the projects delivery team. Ensure appropriate performance management of external contractors, consultants and other service providers, working collaboratively with the Programme Management office.
5. Financial and Governance • Working with the Estates PMO function, developing, establishing, implementing and maintaining consistent and effective means of monitoring and reporting performance across all projects within the programme. • Ensure all projects represent best value for money for UoS and that appropriate and effective risk management, corporate governance and audit controls are in place. • Manage processes for establishing realistic project budget estimates, cost plans, cash-flows and regular forecasting across UoS capital projects. • Ensure the Institutional imperative to maintain a high quality teaching, learning, research and assessment environment and the high Institutional priority of improving the student and staff experience throughout the programme/project period are met, adopting appropriate risk mitigation strategies and making transparent the likely trade-offs required. • Ensure full and transparent reporting to meet the requirements of governance/committee procedures, financial regulations etc. working closely with the Programme Management team, internal and external auditors and wider partners for consistent project/ programme reporting. 6. Stakeholder Engagement • Represent the University’s interests with relevant bodies including the commercial suppliers and delivery partners.
1. Capital Programme Delivery • Leadership of the capital programme consisting of refurbishment and new build construction projects ranging from £250k to in excess of £100m in value. • Leadership and coordination of the delivery of major projects or a programme of projects from inception, design, construction, mobilisation, occupation and post project reviews to agreed specifications, achieving time, cost, quality parameters and full compliance with health, safety, statutory and environmental obligations and best practice. 2. Project Leadership • Personally leading on large-scale or sensitive projects as the in-house project manager, when appropriate. 3. Leadership & Performance Management • Lead and manage a team of internal and external project managers/teams; including reviewing resources, team operating model and the professional development and capability of team members. • Line manage direct reports, exercising good people management practices including mentoring, coaching, training, advice and guidance as necessary. • Proactively manage the performance of individuals and teams, ensuring the effective induction of new staff and the ongoing direction, guidance, appraisal and development of individuals; promote a customer focused, constructively challenging, responsive and adaptable service.
7. Any other duties as allocated by the line manager following consultation with the post holder.
Internal and external relationships
Departmental and University senior management Other members of the department/University staff External customers Relevant suppliers and external contacts Special Requirements Ability to undertake duties at different premises including any University campus as required. Commitment to the integrity and confidentiality of all relevant data and process
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