Uni of Lincoln - Head of Maintenance & Facilities






Situated in the heart of a historic city on the beautiful Brayford Pool Wa- terfront, the University of Lincoln is proud of its reputation for putting students at the heart of everything it does. We are ranked in the top 30 UK universities for student sat- isfaction in the Guardian University Guide 2023, listed in the world’s top 130 universities in the Times Higher Education’s (THE) Young University Rankings 2022, and hold a top five- star score overall in the QS Stars rat- ing system of global universities. The University of Lincoln is a uni- versity of and for the 21st Century. Dynamic, enterprising, and globally connected. We nurture talent and ideas, contribute globally by creat- ing and sharing knowledge, and de- monstrably help to transform lives and communities for the better. We were established in 1996, in one building on a brownfield site. Charged with enriching the city’s economic, social, and cultural life, we were named the University of Lincoln in 2001. Since then, we have grown into a flourishing anchor insti- tution that contributes over £400m to the local economy. Throughout this exciting period of development, we have been guided by a consist- ent set of principles: excellence in teaching, learning, and quality of student experience; responsiveness to the needs of communities and or- ganisations; and working in partner- ship to make great things happen. ABOUT THE UNIVERSITY


This strategic plan, covering the pe- riod to 2027, marks a major point in our history as we focus on realis- ing our long-term ambition of being seen as a university that contributes significantly to the nation’s success through regional regeneration and international connectivity. Achieving this vision will require us to look outwards, attracting talent and ideas from around the world, to improve communities beyond, as well as within, our city and region. We must deliver the most appropri- ate educational courses, provide the best student experience, and con- duct the most relevant research. Our academic structures, support ser- vices, physical and digital infrastruc- ture, and processes must be fit for purpose. By 2027, we expect to have a larger and more international student body with a higher proportion of post- graduate taught students; a greater diversity of programme types and delivery mechanisms; a larger re- search order book with more staff conducting internationally recog- nised research; more and stronger partnerships with external organi- sations; greater income from con- sultancy and licensing; and a higher proportion of international staff. At the same time, we must maintain our reputation for civic engagement, and for a committed staff community that delivers a supportive and stimu- lating student experience.










The University estates comprises 130 buildings providing over 238,000m2 of Gross Internal Area (GIA). The University owns the freehold of 85.7% of the Estate, with the remaining 14.3% being leased. In 2014, the estate was valued at £217m and in 2020 a reinstatement cost assessment returned an overall figure of £340m. THE ESTATE AND ESTATES DEPARTMENT

The University has three campus locations:

Brayford Campus - The Campus is located on a former railway mar- shalling yard which had become largely derelict by the 1970s. The site was remediated by the County Council in the 1990s and the Brayford Way flyo- ver constructed which improved access to the site. The first building was constructed in 1996 (Min- erva Building). Since then a modern city centre campus has been constructed, which blends new buildings with the sympathetic restoration of two Victorian railway buildings –a goods warehouse (the University Library building) and Engine Shed (Students’ Union building). The University has recently opened a purpose-built facility to house the Lincoln Medical School which will be carbon neutral in operation – the first building of its kind in Lincolnshire. Riseholme Park Campus – This is a 400-acre campus to the north of Lin- coln set in designated historic parkland devoted primarily to agricultural research. The site is home to the Lincoln Institute of Agri-food Tech- nology (LIAT), a Barclays Eagle Lab and various agri-tech SMEs. It is also home to a working farm. Holbeach Campus – The Holbeach campus is c.50 miles to the south of Lincoln and is currently comprised of four buildings: Minerva House and the National Centre for Food Manufacturing (NCFM) on Park Road and on the Food Enterprise Zone (FEZ) – the newly completed Centre of Excellence for Agri-Food Technology and Institute of Technology.



Director of Estates Grant Anderson

Head of Maintenance & Facilities

Head of Projects & Space

Deputy Director of Estates

Head of Sustainability

Compliance Finance Property Systems & Business Support Farm & Grounds

Contracts Fabric Facilities Management Mechanical & Engineering

Projects Space

Sustainability Utilities


The Department is divided into the following teams:

Space Oversee the allocation of all space. They under- take design work and lead on the upkeep of key property information, including floor plans. Business Support Provides administration and finance to the de- partment, manages Planon and customer servic- es including the Estates Help Desk and leads on customer service improvements. Compliance Manages compliance with property related health and safety legislation and contractors working on the site. Property Oversee all landlord and tenant relationships on behalf of the University and provide commercial property advice as required. Sustainability Work on environmental management across the Estate. This includes a strong focus on energy management and meeting the University’s objec- tives for the reduction of carbon emissions. Riseholme Park this team comprises 5 full time staff; the team manages the livestock, oversees the arable land via a farm business tenancy, supports Bishop Burton College staff and student access to the shared facilities / land and maintains the grounds.

Maintenance Manage all aspects of the repair and maintenance of the built estate, i.e. building fabric, mechanical and electrical systems, plant and machinery. Facilities Manage cleaning, portering, security and car parking. Contracts Manages our major Hard / Soft FM contracts and host of smaller contracts for performance against agreed standards and improving performance. Hard FM Services contract with Inviron who em- ploy 40 members of staff for the University con- tract and deliver the majority of statutory planned preventative and reactive maintenance services across all three campuses. Soft Facilities Management (FM) Services Contract Manage the FM Services contract with SPS Group who deliver security, porterage, cleaning, and post room services to the University. Projects Delivers the major capital works conducted around the Estate, including new buildings and large-scale refurbishments. Hard Facilities Management (FM) Services Contract




The impact of the Covid-19 pandemic understand- ably resulted in a modest maintenance budget for 2021/22. Increased certainty throughout the year meant additional funds were made available to de- liver an extensive Summer Works programme. The additional funding reversed the reducing trend of investment/m2 seen over recent years due to the rapid expansion of the estate. The agreed budget for 2022/23 also shows a positive increase in in- vestment in the estate. To help manage the growing estate portfolio, during 2021/22 the Maintenance team expanded with the addition of a Senior M&E Engineer, Senior Building Surveyor, M&E Engineer and BMS Engineer, whilst a Facilities Officer and Access Control Officer joined the Facilities team. Statutory & Planned Preventative Maintenance Continuous review and focusing on efficiencies reduced the number of individual PPM orders in- structed throughout 2021/22. Reactive Maintenance Occupancy of the estate was lower than pre-pan- demic figures with the continuation of some remote learning, but it did increase slightly on 2020/21. As a result, there was an increase in reactive mainte- nance requests whilst the number of high priority ‘P1’ requests only marginally decreased during this period. The coordination and undertaking of these requests was extremely complicated as the Main- tenance team and contractors adopted enhanced

covid-safe methods of working, particularly in stu- dent accommodation where individuals and entire apartments were isolating. As would be expected, the total number of Priority 1 requests decreased during 2021/22 due to the reduced occupancy during lockdown. 1,808 Priority 1 requests were attended within 2 hours and either restored or alternative facilities provided within 24 hours. Hard Facilities Management (FM) Services Contract 2021/22 was year three of the five-year Hard FM Services contract with Inviron who employ 40 mem- bers of staff for the University contract and deliver the majority of statutory planned preventative and reactive maintenance services across all three cam- puses. Contract performance has increased dur- ing the year for all KPIs with PPM completion now approaching 97%. Soft Facilities Management (FM) Services Contract 2021/21 was year three of the five-year Soft FM Services contract with SPS Group who deliver se- curity, porterage, cleaning, and post room services to the University. The Facilities team have worked closely with SPS to review the contract, identify efficiencies, and redefine the scope and service levels being delivered as the needs of the University have changed over the last two years. The Universi- ty is also committed to paying at least the National Living Wage through the contract to all staff.




Carbon Reduction The University approved new carbon reduction targets in 2021/22: • 60% reduction in Carbon Emissions by 2030 (against our 2009/10 baseline). • Net Zero emissions by 2040. The Carbon Management Plan for 2030 was published and sets out the actions we are taking to reduce emissions in line with our 2030 target. As shown in figure 2, carbon emissions from energy and fuel use increased slightly from 6,634 tonnes CO2e in 2020/21, to 6,741 tonnes in 2021/22. This is due to an increase in GIA from new buildings such as St. Marks Student Accommodation and the acquisition of Lawress Hall at Riseholme. The amount of energy consumed across our estate increased from 33.4 GWh in 2020/21 to 35.4 GWh in 2021/22. Energy prices also in- creased significantly during this period. This presented challenges for budget forecasting and management. The Sustainability Team worked closely with Colleges and Departments to manage consump- tion and reduce energy wastage. The Sustainability Team are under- taking a Net Zero Feasibility Study, to develop a ‘glide path’ to Net Zero by 2040. This will be delivered by May 2023, alongside new Es- tates Masterplans for the Brayford and Riseholme campuses. Travel The Staff and Student Travel Survey was conducted in October 2021. This data is analysed to inform travel policies, projects and infrastructure. Student engagement The Sustainability team have supported the development of Educa- tion for Sustainable Development and worked with academic col- leagues to embed sustainability within teaching and learning.

At the University staff have access to an attractive and extensive reward and benefits package that enhances both their professional and personal lives. Professional services staff are afforded a generous annual leave entitlement of 30 days that is offered in addition to 14 bank holiday and concessionary days. The University of Lincoln offers the industry-leading range of pension schemes with generous employer contribution levels and a range of extra benefits. Pensions – Human Resources (lincoln.ac.uk) The University provides a varied and comprehensive offering to aid staff in personal and professional devel- opment. The University provides a varied and comprehensive offering of lifestyle and financial well-being schemes to staff. You can learn more about the comprehensive and diverse range of benefits here Benefits – Human Re- sources (lincoln.ac.uk) WORKING AT THE UNIVERSITY OF LINCOLN





Head of Maintenance & Facilities

demonstrating team performance and delivery. Key responsibilities will include strategic and tactical planning of maintenance investments in the Estate and the provision of an outstanding service to a de- manding and growing complex customer base. The post holder will have responsibility and will be held accountable for the monitoring and delivery of annual revenue maintenance and facilities budgets, expenditure plans and key performance indicators, working closely with the Finance Department. The post holder will report to senior University com- mittees on performance, progress and future plans. The postholder will be a member of the Estates Senior Leadership Team and be the nominated Duty Holder for specific statutory compliance areas on behalf of the University. Decisions made will be complex and far reaching and can affect areas out- side of work remit. The postholder will work with the Contracts Manager to develop the cost reporting for the Hard and Soft FM contracts ensuring that the core KPIs and SLAs are monitored, managed and delivered on a month-by-month basis. The postholder will be responsible and accountable for the strategic management of all University maintenance and facilities operations and planning processes. They will be responsible for delivering maintenance and other related projects to pre- scribed briefs, budget, on time and to the highest quality standards. They will be responsible for the co-ordination of all maintenance programmes within new build and refurbishment capital works programme and must ensure that soft landings practices are consistently delivered. The post holder will have direct responsibility for the line management of a team of M&E Engineers, Building Surveyors, Facilities Managers and a Con- tract Management team. Responsible for the delivery and co-ordination of the planned preventative, routine, backlog and long-term maintenance programmes using internal and external resources. • Be the nominated Duty Holder for specific statu- tory compliance areas on behalf of the Universi- ty. Allocate resources accordingly to ensure full compliance is maintained. KEY RESPONSIBILTIES Strategic Management •

• Ensure all Statutory maintenance tasks are identified & delivered within the planned main- tenance programme. • Ensure that projects are delivered to brief, budget, on time and to the highest quality stand- ards • Own and develop strategies to identify and re- view the needs of internal and external custom- ers and ensure operations reflect needs and changing requirements. • Work with the Director of Estates to deliver the Maintenance and Facilities elements of the Es- tates Strategy. • Oversee the undertaking of complex thorough evaluations and improvements of standards of service delivery SLAs, implementation and monitoring of action plans. Utilise the database of information from the Support Desk and the CAFM system to drive future improvements. • Generate infrastructure-related reports and pa- pers for the Estates SLT, SLT, Board of Gover- nors and Director of Estates as required. • Ensure that the Maintenance team contribute toward managing the University’s CAFM system effectively, maintaining good system hygiene. • To lead the maintenance and facilities contribu- tion toward wider department responsibilities, including sustainability, major projects, property management and compliance. • Play an active role supporting the Estates Sen- ior Leadership Team, challenging assumptions and encouraging best practice, embedding the vision, mission and values of the department. Create the vision and set the direction for the Maintenance and Facilities team, ensuring that all team members are engaged and understand how they affect and impact on the • Estates and wider University strategic plans. • Motivate, develop and lead the Facilities Team. To challenge and support the Facilities Manag- ers to review develop and embed an efficient operating model which specifically meets the needs of the University. • Take responsibility for all people, performance and culture matters, ensuring that all aspects of staff management are effectively carried out. For example, recruitment and selection, induc- tion and training, performance management, absence management, record keeping, consul- tation and effective communication, in accord- ance with University policies and procedures. This will include conducting annual performance reviews using the University’s Performance Re- Team Management •

view Scheme.

• To lead and manage the maintenance and fa- cilities teams through the provision of expert advice, support and managerial expertise to ensure that agreed individual and departmental objectives can be achieved across the team. • To be held accountable for the performance and development of the maintenance and facilities teams. • Ensure and clearly demonstrate best value on all contracts through effective management of re- sources, monitoring of KPIs in the principal Hard and Soft FM contracts (NEC4) and by develop- ing KPIs across all other maintenance and facili- ties contracts, reporting formally as required on performance department wide. • Set a clear vision for outsourced services, con- duct regular review meetings with suppliers to review resources, ensure appropriate training is provided internally and University policies are implemented. Project Documentation & Financial Management • Provide monthly reporting on performance against budget to the Estates SLT, including analysis, forecasting and giving recommenda- tions. • Develop and support the team in the develop- ment of tender documentation, specifications and asset registers of all plant and equipment and input into the tender process in line with University procedures and statutory regulations. • Ensure that all financial management proce- dures are adhered to in accordance with Uni- versity policies. • Devise and implement good practice measures for ensuring robust cost control across all main- tenance and facilities activity. • Develop robust management information that clearly demonstrates contractor performance. • Develop effective budgetary control techniques to ensure optimum value for money is achieved and which will assist in the preparation of the Estates Department budget submissions. • Participate in regular commercial / contract re- view meetings. • Ensure cost certainty for the University. • Develop links with external organisations to ob- tain evidence of sector trends to ensure aware- ness of service delivery initiatives and reassur- ance that delivery methods provide best value for money. • Take an overview and lead specific depart- ment-wide projects as and when requested by the Director of Estates supporting or leading


Brayford Pool Campus




Director of Estates

CONTEXT The University of Lincoln is a high achieving centre of academic excellence which has been recognised nationally and internationally. It is an ambitious, fast-paced dynamic organisation with multiple stakeholders which strives always to improve the student and staff experience and engagement with the wider Lincoln community. The Estates Department comprises a high per- forming team of estate professionals that contin- ues to manage and develop a high-quality estate. The University has an ongoing commitment to in- vest in its Estate through Masterplans which entail the completion of a number of multi-millionpound projects both new build and refurbishment together with a host of minor capital and revenue projects. The Maintenance and Facilities function is well es- tablished with a wellresourced team and budget to support both recent and planned growth, for ex- ample the recent addition of a Medical School and c.3,000 new residential bed spaces. An opportunity has arisen for a Head of Maintenance and Facilities to lead and manage the Hard FM Maintenance Team and the Soft FM Facilities Team within the Estates department ensuring that service standards are delivered in a consistent manner across the estate and that maintenance and facilities activities within the estate continue to feed positively into the overall student and staff experience. JOB PURPOSE The Head of Maintenance and Facilities will be key in the design and delivery of the Estates Strategy and will be responsible for the effective and timely de- livery of all reactive & planned maintenance through the in-house team, all security, cleaning, portering, post, car parking, waste management, landscaping and pest control. The role will involve supporting the Contracts Manager in the management of the Hard and Soft FM contracts, ensuring compliance with health & safety legislation and good practice. The post holder will oversee the delivery of M&E, Building Fabric and Facilities activity across the estate with a budget spend of c.£15m per year. They will ensure that the Maintenance and Facilities Strategy is delivered through the teams and imple- ment robust measurement of performance metrics



change through the department.

practice and developments to ensure maximi- sation of resources in response to departmental requirements. Other Responsibilities • Engage in appropriate training programmes in the University. • Participate in the staff performance and devel- opment review scheme. In addition to the above, undertake such duties as may reasonably be requested and that are commensurate with the nature and grade of the post.

Communication & Reporting • Manage and monitor the maintenance and facil- ities teams’ delivery of building champion activ- ity and ensure positive partnerships are devel- oped and maintained. • Act as a change champion within the Universi- ty, actively supporting the transformation of the campuses and operations, fostering innovation and creativity and supporting cultural change. • To liaise with internal and external stakehold- ers, leading and influencing university commit- tees and working groups, actively collaborating across a range of academic and professional service departments to deliver maintenance services which benefit the institution as a whole. • Provide and present regular progress and audit reports to the Director of Estates at regular re- view meetings detailing the status of Estate wide maintenance and facilities activity, costs, ser- vice levels and quality standards are achieved. • Liaise with the Estates Communications Officer to arrange timely and appropriate internal com- munications on matters relating to contractor activity. • Represent the University on internal/external groups, forums and committees helping to raise the profile of the team’s activities • Provide support for the Director and Deputy Di- rector for internal management meetings with Schools, Colleges and the Senior Leadership Team. • Represent the University in discussions and negotiations at senior level with external organ- isations including Local Authorities, Emergency Services, Lincoln BIG, NHS and other stake- holders to ensure delivery of University and Es- tates objectives. • Maintain and make accessible all records and archives as required by legislation, University requirements and good practice. • To monitor the industry and be aware of best


Internal •

Director of Estates

• • • • • •

Deputy Director of Estates Estates Senior Leadership Team Finance Business Partner People Business Partner Health & Safety Department College Management Teams

• University academic and professional services staff as appropriate

External •

Contractors Suppliers Consultants

• • • • • • •

Emergency Services Statutory Bodies Local Authorities Commercial Partners Professional Bodies





appraisals to management, peer and user groups • Knowledge of the legislation and regulations relative to the delivery of maintenance and/or facilities management within a complex operat- ing environment. • Strong planning, problem solving and negotiat- ing skills • Outstanding interpersonal and communication skills, written and verbal, including influencing, negotiation and diplomacy. Ability to explain matters to customers lacking a background in the services. • Outstanding analytical skills with a proven background in developing effective KPIs, which demonstrate effective performance and can be used to refine and improve services. • Conflict resolution • Competent IT skills (e.g. Microsoft Office & CAFM Systems) Desirable: • Excellent verbal and written communication skills COMPETENCIES AND PERSONAL ATTRIBUTES Essential: • Good interpersonal skills • Ability to delegate, motivate and develop team working. • Ability to work effectively under pressure and to tight timescales • Ability to liaise and co-operate with people across organisational boundaries. • Ability to make decisions and resolve conflicts, exercising excellent professional judgment to best protect the University. • Ability to persuade and advise senior manage- ment of appropriate course of action in estate management matters. • Ability to plan and prioritise own workload • Ability to deal with difficulties and failures con- structively • Enthusiasm, diligence and an ability to work through problems • Organised, flexible and efficient with a positive and proactive approach to work

Educated to degree level or equivalent in a construction discipline (e.g. facilities manage- ment, quantity surveying, engineering, project management) • A relevant professional qualification (e.g. MRICS, ARIBA, MCIOB, MIWFM, BACHE)

Desirable: •

NEC 3 / 4 Practitioner

EXPERIENCE Essential: • Significant team management / Leadership experience • Project management & supervisory experience • Experience of leading & managing maintenance and/or facilities operations at a senior level in private/public sector with a demonstrable track record of successful delivery of maintenance and facilities services and management of out- sourced contractors up to £10M. • Contract administration and management of contractors under NEC / JCT / CIOB form of contract • Project Management, contract procurement and change management experience • Experience of leading strategic reviews and effectively implementing organisational change. • Evidence of continued professional develop- ment in facilities management. • Experience of collaborative working with statu- tory and other public sector bodies Desirable: • Development of management information sys- tems & reporting Outstanding leadership and management skills, which demonstrate visibility and authenticity. • Ability to prioritise complex and often conflict- ing project demands ensuring appropriate risk management techniques are implemented • Ability to prepare and effectively present struc- tured papers, budgets, proposals and options SKILLS & KNOWLEDGE Essential: •




We are One Community, with staff and students working together to create an environment in which all people can flourish based on their abilities and their diverse and rich experiences. Equality, diversity and inclusion are essential values for our University to deliver on its civic mission. We are a member of the Race Equality Charter and hold an Athena Swan Bronze Award. However we are not complacent; we know there is much more to do to tackle inequality, prejudice, and discrimination within our own community and wider society. Race Equality Charter The University of Lincoln, UK, has received the prestigious Race Equality Charter Bronze Award for its efforts to tackle racial inequality. The University of Lincoln is 1 of only 21 UK universities to hold the Bronze Award status from Advance HE, which recognises the work the University is doing to identify and reflect on institutional and cultural barriers facing Black, Asian and Minority Ethnic staff and students. Staff and students from across the University have played a huge part in the University gaining this

recognition, including the self-assessment team. The self-assessment team, led by Simon Parks, was comprised of staff and students from across the university community, who directed our approach and gathered intelligence for our submission. The Eleanor Glanville Centre has been instrumental in driving the REC forward and producing the University’s submission and action plan. Looking forward, the University will be establishing a formal committee, ensuring the hard work continues to tackle racial inequality. The University will also be consistently engaging with staff and students from across the University to ensure all voices are heard and all members of our One Community have the opportunity to contribute. One Community Values At the University of Lincoln we are One Community and strive to be kind, patient and supportive of each other. Our One Community Values define our One Community ethos and are a framework to ensure that respectful and inclusive behaviours are at the heart of all we do – for each other, our partners and our customers (internally and externally), both in our

University-wide initiative examining the differential outcomes (attainment gaps) and working to address these through a range of initiatives including more inclusive curricula. Access and Participation Our access and participation work reaches out into communities with traditionally low levels of access to higher education. We are a founding partner of LiNCHigher, the Lincolnshire outreach network which aims to raise awareness of, and aspirations to, higher education among local young people. We provide a Foundation Year for many of our undergraduate programmes and actively encourage applications from students from different backgrounds. Our sponsorship of the Lincolnshire Educational Trust (a family of Academy schools in southern Lincolnshire) works to raise educational aspirations and attainment in rural areas, while our involvement in the Lincolnshire Children’s University offers children from all backgrounds the opportunity to enrich their learning experiences. Find out more here Equality and Diversity | One Community | University of Lincoln

thoughts and our actions.

Our One Community Values: Equality, Understanding, Listening, Kindness, and Acceptance. The Eleanor Glanville Centre The Eleanor Glanville Centre is our department for diversity and inclusion. Aligning with our motto, ‘Libertas per Sapientiam’ (‘Through Wisdom, Liberty’), our interdisciplinary research advances knowledge on critical issues of equality, diversity, and inclusion. The centre is named after Lincolnshire’s Lady Eleanor Glanville, a 17th Century pioneer – and ‘the first woman’ of British natural history. (LEAP) We are committed to the equality of attainment amongst all of our students, regardless of background or circumstances. We strive to provide a nurturing and inclusive learning community and a high-quality educational experience for everyone. We, like other UK universities, have identified differential outcomes in student performance between different groups on the basis of race, gender, socio-economic background and disability. This is a The Lincoln Equality of Attainment Project



The University of Lincoln is being supported on this recruitment campaign by the search consultancy MRG. To arrange a confidential briefing conversation please contact our advisors David Craven david.craven@mrgpeople.co.uk 07932 717 438 Ben Duffill ben.duffill@mrgpeople.co.uk 07976 125 010 Applications should consist of a comprehensive CV (of not more than 4 pages) and a covering letter (of not more than 2 pages, addressing the Person Specifica- tion).

Applications should be sent to david.craven@mrgpeople.co.uk

The closing date for applications is 19th March 2023.


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