DIRECTOR OF
ESTATES
CANDIDATE INFORMATION PACK
01 EXECUTIVE SUMMARY UAL is a hotbed of creativity, innovation and invention across the knowledge econ- omy. Drawing together six Colleges with in- ternational reputations in art, design, fash- ion, communication and performing arts, UAL is a fundamental part of the UK’s cre- ative ecology. Ranked second in the word for Art and Design in the 2022 QS World University Ranking, UAL is hugely interna- tional, with a reputation that attracts over 22,000 students from 130 countries, cre- ating a vibrant, multi-cultural community environment. Now is an exciting time to be joining UAL to take up this role. Following the creation of the UAL Strategy 2022-2032, a 10-year Es- tates Strategy has been developed. In the next decade we aim to complete the deliv- ery of two major developments for London College of Fashion and London College of Communication (including a new hub for University Services), thus rehousing circa 50% of the UAL population over the peri- od. We will embark on a period of estate consolidation ensuring that the UAL estate is fit for purpose, sustainable and provides world-class facilities and experience to our students, staff and partners. Reporting to the Chief Operating Officer, the role of the Director of Estates is to pro- vide strategic leadership within the Estates Department. The scale and breadth of the role is significant. The team comprises circa 200 directly employed and contract staff spanning major capital projects, es - tates development and management, FM, commercial & residential services and en- ergy management. The annual operating budget is c. £30m, and there is separately a £30m break-even commercial enterprise incorporating accommodation, retail and catering. The existing capital programme is fully funded at £0.5bn across the 2 major projects.
Allies & Morrison
SUMMARY 02 ABOUT UAL 03
01 EXECUTIVE
04 UAL ESTATES STRATEGY
UAL STRATEGY 2022 – 2032
05 THE ROLE 06
07
WORKING AT UAL
APPLICATION PROCESS
02 ABOUT UAL University of the Arts London offers an extensive range of courses in art, design, fashion, communication and performing arts. UAL is ranked second in the world for Art and Design in the 2022 QS World University Rank- ing. The University is made up of 6 renowned Colleges: • Camberwell College of Arts • Central Saint Martins • Chelsea College of Arts • London College of Communication
• London College of Fashion • Wimbledon College of Arts Everyone’s identity matters
UAL is home to a diverse body of over 22,000 students from 130 countries. We are proud of our international student and staff community and we are committed to ensuring that the University offers an inclusive and sup - portive environment.
John Sturrock
THE WORLD NEEDS CREATIVITY Since our last strategy, the world has changed. To deliver our social purpose and to meet the needs and expectations of our staff and stu - dents, we need to change, too. We believe the world needs creativ- ity. This strategy shows how we will bring creativity to the world. Three guiding policies We identified the challenges and op - portunities that are most important to UAL and its future. The guiding policies are our response to each of To give our students the education they need to flourish in a changing world. GUIDING POLICY 2 To bring a high-quality creative ed- ucation to more students than ever before. GUIDING POLICY 3 To change the world through our creative endeavour. these issues in turn. GUIDING POLICY 1 UAL STRATEGY 2022 – 2032 03
Further information on the UAL Strategy 2022 – 2032 is available for you to view at: https://www.arts.ac.uk/ about-ual/strategy-and-gov- ernance/strategy
UAL ESTATES STRATEGY 04
Allies & Morrison
This Estates Strategy is created for the period from 2022 to 2032, coincidental to and supporting of the UAL Strategy launched by the President and Vice Chancellor and his Executive Board in March 2022. It sits alongside other enabling strategies for finance, people and digital. Within this 10 year period we aim to complete the delivery of two major developments for LCF (2023) and LCC/ University Services (2027) thus rehousing circa 50% of the UAL population over the period. We will be disposing of surplus properties to raise the capital receipts to contribute to the funding of these developments. We plan to further rationalise the estate to replace buildings that are restrictive in accessibility and efficiency. We will continue to mould the University’s residen- tial estate to provide for the needs of our students. We will look to increase the number of beds offered near to our new campus locations. Whilst the backlog of maintenance legacies should
reduce as we dispose of our obsolete buildings, we must maintain the existing LCC estate to avoid infrastructure failures up to 2027. We will address this need with a separate, targeted campaign of improvements. During the period of this Strategy, we will also need to consider the long term ap- proach to the Chelsea campus. Our Facilities services will be adapted to suit the changing estate and the way in which we ensure security and effective back of house services. Final - ly, but very importantly, we must maintain our focus on reducing the absolute carbon footprint, despite likely challenges with longer operational daytime usage to maintain our trajectory to hit our target of net zero scope 1 + 2 emissions by 2030. The timing of this new strategy comes at an im- portant and opportunistic time in the rationalisation and development of the estate that was initiated and developed in the previous 10 year strategy. The significant capital development opportunities
for the physical contact elements of university life whether it is places to live, for learning/teaching, research, knowledge exchange, management or administration. We are committed to engendering inclusivity in all our operations and in the design of our physical es- tate. We see fair terms and conditions of contract- ed staff and exceeding University BAME staffing targets as a minimum requirement. Though our EDI initiatives and Inclusive Design standards we aim to be at the forefront of designing and operating a University estate fit for all whilst also engendering a strong social purpose.
identified in that strategy and consequential dis - posal opportunities have progressed largely on proposed timelines. Progress in our sustainability credentials, improvements in the condition of the estate, in our facilities management and our retail, catering and halls services have improved steadily over this period. This has created a robust platform from which stu- dents and staff can live and work in safe environ - ments with effective support structures in place and had the capability of handling the significant challenges of the pandemic. This strategy continues the work of rationalising the estate and enhancing or creating places to live, learn and work that will meet pedagogical require- ments as they change, enabling new and existing businesses to evolve and flourish in high quality en - vironments. In a digital age we understand that estates envi- ronments must be adaptive, flexible and attractive
THE ROLE 05
Director of Estates Chief Operating Officer
sourced services contractors including provision of catering, soft FM (cleaning and security) and hard FM (maintenance of fabric and MEP building services) and waste management. • Drive continuous improvement in the provision of facilities, catering and re- tail services in academic buildings with a customer service approach requiring regular dialogue with Heads of Colleges and their SMT’s. • Ensure effective marketing, sales and operations of student accommodation to provide suitable capacity for demand and a break- even financial status on an annual basis. Partner relationship man- agement of third party providers for halls under nomination agreements. • Ensure the Estates Department are de- livering value for money on all aspects of their projects and services. • Represent UAL in professional organi- sations such as Association of Universi- ty Directors of Estates (AUDE) and Col- lege and University Business Officers (CUBO) to ensure market and profes- sional standards are regularly bench- marked and maintained with UAL as a significant player in the University com - munity. As a senior member of the University the following applies: • You will be expected to work such hours as are reasonably necessary to fulfil the duties and responsibilities of the role. • You may be required to work such ad- ditional/different hours as may from time to time be necessary for the proper and efficient discharge of duties. • You will be required to regularly travel to other sites as necessary. General • To perform such duties consistent with your role as from time to time may be assigned to you anywhere within the University. • To undertake health and safety duties and responsibilities appropriate to the role. • To work in accordance with the Uni- versity’s Dignity at Work Policy and the Staff Charter, promoting equality and di - versity in your work.
• To personally contribute towards reduc- ing the University’s impact on the envi- ronment and support actions associat- ed with the UAL Sustainability Manifesto (2016 – 2022). • To undertake continuous personal and professional development, and to sup- port it for any staff you manage through effective use of the University’s Planning, Review and Appraisal scheme and staff development opportunities. • To make full use of all information and communication technologies in adher- ence to data protection policies to meet the requirements of the role and to pro- mote organisational effectiveness. • To conduct all financial matters asso - ciated with the role accordance to the University’s policies and procedures, as laid down in the Financial Regulations. Key Working Relationships • Chief Operating Officer • Executive Board Members • University Governors particularly on Es- tates and Finance Committees • Directors of College Administration • UAL Health & Safety Team • External Contractors & Service Partners • Trades Union Representatives • Peer professional Services Directors • Students Union (Arts SU) Specific Management Responsibilities Budgets: Revenue circa £30m pa, Ac- commodation circa £30m turnover (break- even) Catering £3m, Retail £1.5m. Capital plan £500m. Staff: Line Management of : • Associate Director Property Man- agement and Development • Programme Director (Major Projects) • Associate Director Retail, Catering and Accommodation • Associate Director Sustainability (Operations) • Information Manager • Cost Manager • Risk and Assurance Manager • Executive Assistant
Job title:
Accountable to: Contract length: Hours per week:
Permanent
37
Weeks per year: 52
Competitive Individual
Salary: Grade: Location:
Service: Estates
Kings Cross/High Holborn
• Provide strategic leadership of pro- curement and expenditure on signifi - cant capital and revenue contracts for capital and maintenance works, ser- vices and utilities with responsibility for financial planning, internal budgetary application and subsequent delivery within approved parameters. • Develop high-performing multi-dis- ciplinary teams to deliver continuous improvement of estates services, on- going iterative development and trans- formational change and innovative ini- tiatives. • Develop People Strategy encompass- ing attraction, recruitment, retention, and development for Estates Depart- ment and support similar initiatives across the Professional Services and Operations Group. • Build and maintain collaborative work- ing relationships with Executive Board, Court of Governors, professional ser- vices directors, College Executive Groups and other key stakeholders. • Ensure the health and safety of stu- dents and staff across the estates portfolio. Drive compliance with all statutory health and safety legislation including CDM regulations on con- struction activities. • Lead the acquisition and disposal of properties and general real estate mat- ters such as rental negotiations and rates reductions. • Ensure the risk and assurance man- agement of statutory compliance and business critical facilities and support. Responsible for security of students, staff, property and physical data held on the estate. • Lead the decarbonisation of the estate ensuring sustainability is at the heart of the estate. Specific responsibility for reducing University scope 1 and 2 emissions to net zero by 2030. • Oversee the performance of out-
Who we are The Estates Department is responsible for all aspects of operating and develop- ing the academic and accommodation estates of the University. The profession- al support areas covered includes facil- ities management, estate management, project management, property develop- ment, catering and retail, sustainability and energy management. It also works with 12 halls of residence, four of which are UAL Estates managed halls. What is the purpose of the role? Reporting to the Chief Operating Officer, the role of the Director of Estates is to provide strategic leadership within the Estates Department made up of circa 200 directly employed and contract staff and significant financial annual revenue spend of £30m with a further £30m turn- over in commercial services plus a signif- icant funded £0.5bn capital plan. Duties and Responsibilities • Lead on the strategic development and delivery of a 10 year estates strat- egy providing the facilities and services to support the University. • Lead on the successful delivery of sig- nificant capital projects on time and budget, meeting the needs of the academic and professional services requirements. This includes initiating projects, securing agreements with landowners and developers and lead- ing the legal commercial and contrac- tual negotiations. • Support the University Strategy in re- lation to improving student experience through the quality of the academic and accommodation estate and ser- vices. • Lead, manage and develop staff with - in the Estates Department, building an open and inclusive high performance culture.
Alys Tomlinson
PERSON SPECIFICATION
• Communicate effectively orally and in writing, adapting the message for a diverse audience in an inclusive and accessible way • Ability to analyse and present complex data • Experienced in writing business cases Leadership and Management • Excellent management and leadership skills in- cluding motivation and welfare of staff • Customer focused approach to service delivery • Ability to deal with conflict and develop resil - ience in a team • Showing ability to lead by example and respect the contribution every member of staff makes whatever their grade • Ability to empower direct reports with coaching as necessary Planning and Managing Resources • Ability to manage multiple priorities with strong organisational and administrative skills • Knowing when to delegate whilst keeping tabs on progress Teamwork • Ability to hold a diverse team together, working to the same ethos through effective communi - cations, creation and maintenance of a sense of pride and endeavour Creativity, Innovation and Problem Solving • Ability to make decisions and find solutions us - ing own initiative within the constraints of given policies and procedures. • Understanding and practicing risk manage- ment and taking responsibility for measured risk where it is in the interest of UAL, provided there is complete transparency and reporting
Specialist Knowledge/Qualifications • Member of an appropriate professional body • Extensive experience of managing a diverse es- tate • Proven track record in managing a large team • Safety training including CDM • Excellent general knowledge of facilities man- agement and projects delivery • Working knowledge of real estate matters in- cluding legal requirements • Proven track record on commercial enterprises delivering revenue preferable • Track record in delivering significant capital pro - jects successfully • An understanding of the challenges in a Higher Education environment Relevant Experience • Management of a similar large university estate or comparable estate. • Financial experience in managing revenue and significant capital budgets • Experienced in all aspects of line managing a large team • Experience of leading on stakeholder engage- ment and building relationships • Experience in third party relations with profes- sional operational management and third party service partner delivery • Experience of operational planning, exercising and delivery of emergency management and business continuity • Experience of project management • Experience of dealing with professional design teams, cost managers, legal advisors, financial advisors Communication Skills • Strong and effective communicator with expe - rience building strong and effective networks to influence and operate at all levels through the organisation and with third parties • Ability to present to executive and governing bodies with gravitas and professionalism
Allies & Morrison
Ana Blumenkron
06 WORKING AT UAL
Our staff have access to a range of benefits, which recognise and reward their contributions – includ- ing: Generous annual leave Employees at UAL enjoy a generous annual leave allowance on top of bank holidays. The FTE leave entitlement for this role will be 34 days per annum. Flexible working UAL are committed to supporting our employees in achieving a healthy work life balance by offering flexible working arrangements that enables them to balance the needs of their work life with other priorities. Local Government Pension Scheme (LGPS) In this role you will have the opportunity to join the LGPS and UAL will make substantial contributions
to your pension. Your contribution will be depend- ent on your pensionable pay. Free places on UAL Short Courses We offer UAL staff the opportunity to attend certain short courses free of charge if undersubscribed, subject to availability. Find out more about our We offer generous maternity, paternity and adop - tion leave packages, which are more favourable than statutory requirements after a qualifying pe- riod. Interest-free season ticket loan Interest-free loans are available to help staff buy an annual season ticket for their journey to and from work. This includes rail, London Underground, bus or other season tickets. range of short-courses. Family-friendly policies
all employees at UAL. It is available 24 hours a day, 7 days a week, covering any issues that may be affecting you. Staff development We aim to do everything we can to support your personal and professional development and offer a range of courses and opportunities to nurture this, e.g. coaching and mentoring, part-funded further study.
Well-being • Employees can benefit from corporate rates at a number of gyms and fitness centres across London. • If you use a computer at work you are eligible for a free eye test plus a discount on glasses via Specsavers. • Discounts on private healthcare insurance with Bupa Eduhealth Scheme or Universities and Colleges Personal Healthcare Scheme. • A Cycle to Work scheme can enable you to pur- chase a bike via salary sacrifice – saving on tax and paying for it in monthly instalments deduct- ed from your pay. • A supportive sick pay scheme for those tmes when you’re ill and access to a specialist occu- pational health service. • Confidential Care is a counselling and adviso - ry service available online or over the phone to
07 APPLICATION PROCESS
For a confidential discussion to learn more about the role and opportunity please contact UAL’s appointed recruitment partners Ben Duffill and Michael Hewlett of The Management Recruitment Group. Michael Hewlett | Director michael.hewlett@mrgpeople.co.uk m: 07972 579 938 | t: 020 3962 9900 Ben Duffill | Director ben.duffill@mrgepople.co.uk m: 07976 125 010 | t: 020 3962 9900 Applications should consist of a CV and covering letter and should be sent to ben.duffill@mrgpeople.co.uk. Closing date for applications 4th December 2022. For additional information and/or assistance please contact leena.lais@mrgpeople.co.uk. We are committed to our social purpose and our UAL Strategy (2022 – 2032) sets out our commitment to promote equality, diversity and inclusion for all staff. You can learn more at Staff diversity | UAL.
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