Head of Strategy & Planning – Land and Property Candidate Information Pack
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Welcome About Surrey County Council Community Vision for Surrey by 2030 Our Values About the Land and Property Team Land and Property Purpose and Strategic Priorities Land and Property Operating Structure The Role Person Specification Working at Surrey County Council Our Commitment to Equality, Diversity and Inclusion Application Process
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Thank you for your interest in joining Surrey County Council and in the role of Head of Strategy and Planning. As well as the position of Head of Strategy and Planning we are continuing to invest in our people and recruiting to other key roles within Land and Property, an Assistant Director – Capital Projects and an Assistant Director – Facilities Management. Our story over the past three years is one of impressive progress across the Council and unprecedented investment to transform and optimise our diverse portfolio, and we are now looking for further talent to join us in these important appointments to help us move to the next level. Land and Property (L&P) will play a key part in making the Vision for Surrey a reality and developing an estate that delivers against its strategic priorities including growing a sustainable economy and enabling a greener future to ensure we meet our net zero targets. Welcome from Simon Crowther – Director of Land and Property, Surrey County Council
Surrey County Council (SCC) is unashamedly ambitious about what we can achieve, and the difference we can make to Surrey and our residents. Our guiding principle of No One Left Behind , runs through the way we seek to achieve our priority objectives and the way we deliver services. There are many fantastic things about working for Surrey County Council. There is an energy and drive in the organisation that has been vitally important to the successes we have experienced over the past few years. Incredibly able and committed colleagues make it a stimulating and enjoyable place to work, with unstinting support and investment for transformation and improvement. There is a strong sense of being part of a team, and it is a fast-moving environment where there are real opportunities to deliver lasting and meaningful change. By joining SCC and the Land and Property team you will be at the heart of this. Our ambitious capital programme, our service transformation planning and the way we are modernising our operations will ensure our key services can operate effectively and innovatively. We are looking for strong leaders who can maximise the great opportunities to deliver effective change across the Council. The Head of Strategy & Planning and Assistant Directors will be key members of the L&P Team. We are working towards creating a very different culture: focusing on customer satisfaction and collaboration by working closely with business partners, District and Boroughs, the NHS and across the One Public Estate. As a large and high-profile County Council, with a growing reputation for an innovative and ambitious approach, we want you to join us and to deliver in a way that will further enhance our reputation, as well as your own. If Surrey County Council sounds like the sort of place that you would like to join, and you feel that you could make a positive contribution to our ambitious agenda then we would love to hear from you. To be a success, being able to collaborate and influence with a proven track record of delivery in the specialist fields will be a definite advantage. Thank you again for your interest in this role, and I look forward to meeting you should you choose to take forward an application.
About Surrey County Council Surrey has a central role to play in the regional and national economy, and Surrey County Council and its partners have a deeply held ambition for the county’s economy to be strong, vibrant and successful. We want Surrey to be a great place to live, work and learn; a place that capitalises on its location and natural assets, where communities feel supported, and people are able to support each other. Evidence tells us that while many residents and businesses thrive in Surrey, not everyone has the same opportunities to flourish. Surrey is an affluent county, and this image often disguises problems of inequality that some residents face. Our four priority objectives to address a different aspect of inequality are: • Growing a sustainable economy so everyone can benefit Surrey County Council is committed to tackling inequality, whether that is supporting businesses in Surrey to thrive, improving health outcomes for our most vulnerable residents, tackling the challenges climate change presents, or helping to create the conditions for residents and communities to better support themselves. The driving principle behind our strategy is to ensure no one is left behind. • Tackling health inequality • Enabling a greener future • Empowering communities
Community Vision for Surrey by 2030 By 2030 we want Surrey to be a uniquely special place where everyone has a great start to life, people live healthy and fulfilling lives, are enabled to achieve their full potential and contribute to their community, and no one is left behind. Our ambitions for people are: • Children and young people are safe and feel safe and confident. • Everyone benefits from education, skills and employment opportunities that help them succeed in life. • Everyone lives healthy, active and fulfilling lives, and makes good choices about their wellbeing. • Everyone gets the health and social care support and information they need at the right time and place. • Communities are welcoming and supportive, especially of those most in need, and people feel able to contribute to community life.
Our ambitions for our place are:
• Residents live in clean, safe and green communities, where people and organisations embrace their environmental responsibilities. • Journeys across the county are easier, more predictable and safer. • Everyone has a place they can call home, with appropriate housing for all. • Businesses in Surrey thrive. • Well connected communities, with effective infrastructure, that grow sustainably.
Our values show what we care about and will be crucial in delivering our Community Vision for Surrey in 2030.
We care about our residents We put our residents front and centre of everything we do.
We care about being excellent We set consistently high standards of performance and are prudent with our resources to achieve them.
We care about being open We are straightforward and transparent about our decisions and actions and set realistic expectations.
We care about working together We work with our partners, residents and colleagues to ensure the best possible outcomes for Surrey and its people.
We care about respecting others We listen to our residents, partners and colleagues and treat them fairly, with consideration and respect.
About the Land and Property Team
The Land and Property Team is continuing to transform Surrey County Council’s property portfolio in line with its Asset and Place Strategy (2019-2030), which sets out the Council’s approach to the strategic management of its assets, how it will support service delivery, provide the Council income, promote growth and place shaping within Surrey, and deliver Surrey’s Community Vision. The portfolio is significant and diverse, incorporating over 700 operational assets and over 1100 non-operational assets. The team is key to supporting the delivery of services to the people of Surrey by way of increased efficiency, customer service and income generation across the estate. The portfolio is valued in excess of £1.2bn with a revenue budget in excess of £34m. The team is delivering a significant £0.5bn capital investment programme over the next five years.
In order to meet the aims of the Asset and Place Strategy, Surrey County Council is investing in key appointments to its Land and Property Team: Head of Strategy and Planning Reporting to the Assistant Director - Property Management & Strategy, the Head of Strategy and Planning will be responsible for leading the development and management of property strategies that enable wider L&P functions to deliver optimal solutions that support Surrey County Council’s Services current and future portfolio needs. Assistant Director - Facilities Management Responsible for the management and performance delivery of the FM service, ensuring a high-quality and customer-focused service is delivered at all times. This role is integral to the Council achieving the desired step change in both culture and approach to modernising services and responding to efficiency challenges. Assistant Director - Capital Projects Charged with transforming the way the organisation operates, so that it can deliver great services to residents, as set out in the Community Vision for Surrey by 2030. Responsible for providing expert advice to the Council’s Service Directors and Members and ensure that the processes and programmes for delivering projects are fit for purpose, achieve the Council’s objectives and contribute to the delivery of excellent service.
Land and Property Purpose and Strategic Priorities Purpose: To provide and sustain operational and investment property portfolios that are safe, flexible and value for money, enabling SCC to deliver its policies and services to our clients, partners and stakeholders to benefit the residents of Surrey.
Our strategic priorities are:
We achieve our purpose and deliver our priorities by:
• Portfolio consolidation to deliver economies of scale and capital receipts across the operational and non-operational estates. • Embed revenue savings and income generation targets, and improve our net financial position and enhance our VFM offer to SCC. • Deliver L&P’s contribution to net zero by enhancing the environmental performance of the operational estate by 2030. • Enhance the user experience by implementing a major capital and service improvement programmes to benefit our clients, stakeholders and residents.
• Establishing our operating model: ensuring clear lines of accountability and transparency for service delivery, underpinned by effective governance and risk management. • Being client driven: improving our understanding of SCC services and stakeholder needs, and consequently to better forecast and deliver to our clients’ requirements. • Leveraging the supplier market: to harness the capabilities of the supply chain that enables L&P to become responsive to change and transfers those risks better managed by external expertise. • Engaging effectively with our stakeholders and partners: working collaboratively within and across SCC and with other public authorities and voluntary, community and faith based organisations to identify and deliver asset-based opportunities. • Managing performance: developing and reporting on our key performance metrics that demonstrate delivery against the key principles in the Asset and Place Strategy and any other strategic priorities for SCC and our stakeholders.
Land and Property Operating Structure
Purpose Land and Property is expanding its current Strategy and Planning (S&P) team with the appointment of three Heads of Strategy and Planning with specific responsibility for separate SCC Service Directorates – such as Children, Families and Learning, Adult Social Care, Customer and Communities, Environment Transport and Infrastructure, Community Protection Group, Health, and Resources. Reporting to the Assistant Director - Property Strategy and Management, a Head of Strategy and Planning is responsible for leading the development and management of property strategies that enable wider L&P functions to deliver optimal solutions that support SCC Services current and future portfolio needs, and deliver maximum value from the property assets. Key to success in the role is understanding the needs and priorities of dedicated service lines and forming trusted, long-term relationships to optimise the use of SCC’s property assets whilst supporting the service’s strategic goals. Whilst working with internal colleagues and end users, the Head of Strategy and Planning will also own relationships on behalf of L&P with a number of partner organisations including but not limited to local authorities, blue light services, central government and the NHS as part of the One Public Estate programme. Key functions and accountabilities As a Head of Strategy and Planning in the Property Strategy and Management team the post- holder will be accountable for the following activities: • To lead the development and delivery of costed portfolio and sub-portfolio strategies that align to the future requirements of specific Services within SCC, whilst achieving value for money from public assets and resources. • Preparing high quality business cases to support and inform decision-making relating to the Council’s property portfolio in line with the services strategic objectives needs. • As part of the business cases, to work with the Service to understand, and to challenge if needed, their requirements for Service delivery and to agree a high level, costed, project brief for each that represents and delivers value for money. • Representing the Council’s interests in relation to any strategic property matters with external partners and other public sector organisations. This would include leading, managing and engaging partners and stakeholders to achieve the council’s set OPE objectives and agreed priority outcomes. • Proactively identifying new opportunities for improving the use of Council property. • Working closely with Service Directorates, key stakeholders and public sector partners to ensure that the vision and policies for the various SCC Services is delivered. • Work with all other Heads of Service, in particular within Land & Property and the Services, including planning, to improve delivery of corporate asset strategies. • Support property policy setting and strategic decision making. • Interact effectively with Cabinet Members and provide regular reports as required.
Education, training and work qualifications • Educated to degree level in a relevant discipline or with a relevant professional or management qualification at post-graduate level, or equivalent experience. • Evidence of continued professional, managerial and personal development in a relevant professional area. Knowledge • Excellent insight into how a portfolio strategy will influence the wider services to be delivered by a Land and Property function. • Structure and content of an HMT compliant business case. • Up-to-date professional knowledge of the key areas relevant to the role. • Knowledge and demonstrable understanding of transformation and culture change.
Skills and abilities
• Ability to think strategically with appropriate level of detailed analysis to plan and execute. • Excellent analytical thinker, with the ability to apply a significant degree of evaluative judgement and innovative thinking to arrive at conclusions, sometimes with ‘no right answers’. • Ability to persuade, negotiate and influence at all levels. • Ability to lead and manage staff to give their best, promoting confidence and trust and effective engagement across services. • Ability to apply discretion and initiative in dealing with complex issues. • Commitment to Surrey County Council’s values, and behaviours and equal opportunity policies, with an ability to demonstrate personal leadership on the importance of diversity. • Enthusiastic and energetic, and prepared to see things through and take accountability. • Ability to balance policy development with effective operational management. • Ability to translate ideas into action, with resilience, tenacity and focus to secure tangible and measurable execution at pace.
Working at Surrey County Council Our employees have access to a wide range of benefits. This ensures that we are giving our hardworking employees the rewards they deserve for the tremendous services they provide for our county and the people in it. Our core benefits consist of a competitive pension scheme, 26 days annual leave entitlement rising to 28 days after two years service, maternity and adoption pay, sick pay entitlement, parental leave, early retirement and severance schemes, special leave for reserve forces training as well as awarding our longest service employees who reach 25 and 40 years with us. Family and lifestyle discounts via Surrey Extra
• Discounts on food shopping • Local offers/discounts
• Cinema tickets • Weekends away • Holidays • Gifts • Childcare vouchers (scheme now closed to new entrants) • Microsoft Home User Programme
Travel and transport staff benefits • Lease car scheme: drive away a cost-effective vehicle for a two or three-year period. • Cycle to work schemes: you can save up to 42% (via salary sacrifice) on the cost of a brand new bike, up to the value of £3,000. • Bus and train discounts: season ticket loans and a plethora of discounts on a wide range of transport options. • Car clubs and car sharing schemes.
Health and wellbeing staff benefits • Healthcare plans • Dental insurance • Health and wellbeing assessments • Gym/health club memberships and eye tests
• Work and education staff benefits • Employee volunteering scheme • Discounted adult learning courses • Flexible working opportunities • Fantastic CPD support
Our Commitment to Equality, Diversity and Inclusion Tackling inequality so no one is left behind is our guiding principle. We commit to being a fair, compassionate and inclusive Council that genuinely values difference and makes everyone feel safe and they belong. We will be open and transparent with residents and staff on our intentions and will take responsibility to achieve them.
All residents should have the same chances for a high quality of life and feel they belong in their communities. We will champion our most vulnerable residents, including those who may suffer from prejudice or discrimination because of who they are or their circumstances.
We are committed to supporting all Members and staff to feel they belong at the Council and have opportunities to succeed. We will work with staff to identify and remove barriers that get in the way of inclusivity and diversity.
We take a zero-tolerance approach to bullying, discrimination and harassment. Members and employees are expected to behave in ways that help us support residents, partners and Council colleagues. We will hold Members and staff to the high standards required, dealing decisively with instances of discrimination.
Focusing on Equality, Diversity and Inclusion is vitally important to improve the experiences of residents and staff and ensure no one in the county is left behind. We also have a legal responsibility under the Equality Act 2010. We aim to eliminate discrimination, increase equality of opportunity and foster good relations across people from all groups protected by law. To do this, we will: • Proactively look for potential discrimination and work with residents and partners to co- design services so they are inclusive, accessible and fair. • Minimise bias in our employment practices, including recruitment, and support staff to carry out their responsibilities under this commitment. • Facilitate and embed Employee Reference Groups for staff from protected groups to have a
safe space to engage the Council’s leadership on equality issues. • Develop a workforce that reflects Surrey’s diverse communities.
• Ensure all contractors providing goods and services on our behalf share our commitment. • Influence other employers and partners to work with us on this agenda through joint initiatives to tackle inequality. • Use complaints feedback to identify unfair treatment and take steps to correct this.
Application Process Surrey County Council is being supported on this recruitment campaign by search consultancy The Management Recruitment Group (MRG). To arrange an initial confidential conversation please contact our retained advisor Stephanie Howe on 07932 717 431 / firstname.lastname@example.org Applications should consist of CV and Covering Letter and should be sent directly to Stephanie Howe. The closing date for applications is midnight of Sunday 14 August 2022. First stage interviews with MRG are scheduled for w/c Monday 22 August 2022. Final stage interviews with Surrey County Council are scheduled for w/c Monday 1 September 2022.Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18
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