Business Manager
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Strategy and Performance • To support the Director and Deputy Director of Estates in the development and realisation of future strategy, campus master planning and strategic projects by: • Understanding and promoting the University’s Strategic Framework and other University strategies and policies, developing solutions to address the impact upon Estates; • Understanding the external environment for construction and Estates services and its impact upon the University’s Estates strategy; • Leading on the planning, development and oversight of the Estates Strategy, working in partnership with Core Team and Heads of Department to ensure effective implementation; • Ensuring the alignment of Estates reporting, communication, service standards and staff performance to the delivery of the overarching strategy; • Monitoring key Estates data and trends, giving early insight into challenges and opportunities related to the successful delivery of the strategy and overarching Estates performance; • Providing leadership and direction to key departmental projects and partnerships, managing external relationships and contributing to successful delivery; • Implementing effective, timely processes to secure internal approval and funding for projects, working across Colleges, Professional Services and Estates; • Collaborating with Research Support, Business Engagement and DARO to identify and respond to external funding opportunities, supporting Project Managers as required. • Work in partnership with Finance to ensure robust financial controls are in place to manage project finance and the overall cashflow and performance of the Estates Revenue and Capital programme; • Ensuring effective governance is in place across Project Boards, CPMG, University Executive Board and Council, in conjunction with the Executive Office, and implementing the new Gateway approval process to improve capital project decision making and accountability; • Reviewing and/or preparing clear, concise papers and business cases on behalf of the Director for a wide range of purposes and stakeholders, including CPMG, UEB and Council; • Supporting the implementation and communication of post occupancy/post project reviews and ‘lessons learned’ exercises, ensuring relevant changes are made; • Implementing formal and informal risk management procedures that provide a clear strategic understanding of risk but also allow for rapid resolution of issues as required;
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