heart of that decision. Financial and Performance Management
King’s has five campuses in central London consisting of more than 100 buildings ranging in age from the 1780s to the current day. Many are listed and of great architectural significance. The campuses house a diversity of spaces, including teaching and learning environments, cutting edge research facili- ties, two chapels, cafes and restaurants, gyms and student residences. The Estates & Facilities team employs ~ 1000 people with a vast range of expertise and skills, operat- ing and maintaining facilities and providing services to ensure King’s remains one of the world’s top universities. https://internal.kcl.ac.uk/about/ps/estates/index.aspx About Facilities Management We deliver integrated campus-based services: full range of hard and soft FM services, i.e. those deliv- ered by Campus Operations and Engineering. Including in-house cleaning and security services. Our customer’s experience at each campus must be seamless and the quality of service we provide must be consistent across campuses.
Support the management of the security budget by making sound judgements of resourcing require- ments including but not limited to third party delivered services, and demand-based requirements such as sickness absence and events on campus. Contribute to the delivery of sustainable cost savings and support the development of new and ex- isting metrics to consistently deliver agreed performance standards (including sustainability targets) across the out of hours security teams. As an incident manager expected to respond at short notice across any of our sites, the role holder will be required to drive and hold a full UK driving licence for manual vehicles, a vehicle will be provided for use. Other duties as directed by the Associate Director of Facilities (Security and Cleaning) and Head of Security and the OOH Security Manager. About the Directorate of Estates & Facilities King’s Directorate of Estates & Facilities is a key enabler of the university’s Strategic Vision 2029 and we have created a strategy which demonstrates our intent and sets out how the Estates & Facilities team will support the ambition of the university’s strategic vision. Our philosophy has been developed using the Guiding Principles outlined in Vision 2029; we have worked with the teams across the other support functions, with our academic and research colleagues and our students so that we can ensure that the communities we serve are at the very heart of the directorate’s work. We know that everyone in King’s interacts with our physical assets and relies upon our service delivery therefore they need to: • be seamless • to work • be sustainable and safe • be enabling • support work and learning and; • enable growth As King’s continues to mature and grow the task of developing, maintaining, managing and driving val- ue from our physical infrastructure will become more complex. The Estates & Facilities strategy holds together our vision and ensures we can measurably improve the learning and working experience of our student, staff and partners. Meeting our aims will not be without its challenges. Operating in central London means that King’s has some unique challenges ahead with an ambition to grow student numbers and the level of research we undertake. This means we will need to make wise choices about where we focus our effort and re- sources. We will need to be clear about how we prioritise activity to ensure our decisions can support the overall purpose of King’s. We have a finite amount of space and resource and it is our job to help King’s manage our assets well.
Made with FlippingBook Digital Proposal Creator