In addition to the post holder’s role within SLT, their responsibilities in leading their department are outlined below:
Strategy & Business Planning
• Develop a strategy that leverages Estates & Facilities’ role in creating a unique and memorable KCL experience, helping to differentiate the KCL student offer from other London and Russell Group Universities. • Develop specific short-term and long-term plans and programs, together with supporting budget requests through the yearly Business Plan process. • Coordinate and collaborate with other departments within E&F in establishing and carrying out responsibilities within the agreed business plan. • Prepare and implement annual business plans that achieve cost-effective operations and business development activities. • Issue specific annual objectives to direct reports and ensures these are cascading through all layers of management, reflecting the agreed departmental objectives. • Lead their team with clear responsibility and accountability, creating a working environment where our people can thrive and contribute to the overall aims of King’s. • Create an environment that motivates staff, ensuring that they are fully aware of what is expected of them and what success looks like, sharing good practice within the directorate. • Model good staff management practices to their direct reports, ensuring the correct balance of being supporting and challenging, recognising success regularly. • Effectively and regularly communicate with staff, monitoring and coaching line managers, keeping regular contact with each division lead and ensuring relevant SLT level information/updates are consistently communicated throughout the department. • Recruit and maintain qualified personnel in all positions reporting directly to them, ensuring job titles and compensation are consistent with standards across the whole directorate. • Direct, monitor and appraise the performance of divisions within the department and provide the necessary coordination between division leads for maximum collaboration. • Identify training needs, initiate development of direct reports, recommend effective action to ensure team members maintain their competence, and development plans are recorded in their PDRs. • Ensure a consistent and fair approach to staff development opportunities across their department, with appropriate performance management and in support of succession planning. • Constantly challenge unsafe or inefficient behaviours and/or practices, and follow through to a satisfactory corrective action, in line with King’s Principles in Action. • Work closely with HR Business Partner(s) for the purposes of resource planning, recruitment and management of underperformance. • Provide coaching and mentoring support to members of the ELT not in their department, whenever possible. • Monitor the strict adherence to governance and setting high standards of professionalism across the functions. • Review performance against operating plans and standards, providing feedback to direct reports on interpretation of results. • Drive rapid and consistent improvements to ensure that we deliver on time in full, to budget, to quality standards, to the customers’ expectations, and with the most effective use of our resources. • Build risk awareness amongst staff by providing support and training within the department. • Monitor department’s performance and support strategic decision making, providing regular evidence/ data-based reporting to the Director of Estates & Facilities and other relevant stakeholders (including committees and boards such as REOB) and team performance in line with agreed objectives. • Provide the university’s executive and Real Estate Operations Board with an accurate view of the Department’s future in the context of the market, and strategic advice. • Lead supply chain management activity, including contract performance to ensure value for money and improved supplier performance. Leadership & People Management Performance
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