DEVELOPMENT ASSOCIATE DIRECTOR ESTATES
CANDIDATE INFORMATION PACK
01 EXECUTIVE SUMMARY
UAL is a hotbed of creativity, innovation and invention across the knowledge economy. Drawing together six Colleges with international reputations in art, design, fashion, communication and performing arts, UAL is a fundamental part of the UK’s creative ecology. Ranked second in the word for Art and Design in the 2022 QS World University Ranking, UAL is hugely international, with a reputation that attracts over 22,000 students from 130 countries, creating 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 Estates Strategy has been developed. In the next decade we aim to complete the delivery 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 period. 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 Director of Estates, the role of the Associate Director Estates Development is to ensure the University’s estate meets the current operational needs of the business through the sustainable management and development of physical assets, space and technical standards to align with the university strategic aims. The scale and breadth of the role is significant with a diverse portfolio of campuses and sites across London. Working as part of the Estates Services Management Team, the Associate Director Estates Development will work to ensure that the university’s physical environment is fit for purpose.
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 Ranking. 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 supportive 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 these issues in turn. GUIDING POLICY 1 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. 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
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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 residential 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 approach 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. Finally, 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 important and opportunistic time in the rationalisation and development of the estate that was initiated and developed in the previous 10 year strategy.
In a digital age we understand that estates environments must be adaptive, flexible and attractive 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 estate. We see fair terms and conditions of contracted 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.
The significant capital development opportunities identified in that strategy and consequential disposal 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 students and staff can live and work in safe environments 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 requirements as they change, enabling new and existing businesses to evolve and flourish in high quality environments.
THE ROLE 05
Job Title
Associate Director Estates Development Director of Estates
relationships with key stakeholders within the university and externally, to support business objectives • LONG TERM PLANNING OF THE ESTATE - contribute to the development of business cases, project appraisals and option appraisals for new schemes as required by Estates operational or strategic plans or to support funding bids • Establish and manage contractor frameworks as necessary in conjunction with Finance (Procurement) colleagues. Actively manage performance. Duties and Responsibilities (Project Management) • PROJECT MANAGEMENT CAPABILITY – develop people and project management processes; establish and maintain high level relationships with suppliers, consultants and contractors and manage procurement frameworks. • LEADERSHIP - set quality standards and pace; lead on high level stakeholder engagement and communication; employ robust risk management thinking to anticipate/ identify threats and mitigation; carry out post implementation reviews • TEAM MANAGEMENT – recruit and line manage direct reports plus any external staff assigned to specific projects or initiatives, including all aspects of training and development, appraisals, performance management, disciplinary and Occupational Health matters • Identify and agree priorities, resources and competencies required for each project and use this information to plan and monitor the team workload • PROGRAMME – design a robust forward programme that supports University business objectives. Develop business cases, project appraisals and option appraisals for new schemes as required by University policy or to support bids for funds from external bodies • MANAGEMENT OF PROJECTS FROM INCEPTION TO OPERATION - Develop and drive the overall programme to meet agreed University priorities and work with Finance to ensure delivery against cash-flow/value of work targets. Coordinate all projects and interdependencies across the programme. • As Team Leader, oversee a competent project management regime to cover all aspects of delivery, including but not limited to: • Project Formation, briefing and definition; design; procurement; implementation; technical and operational commissioning • Stakeholder liaison to determine requirements, communicate with and receive
back completed works • Project Gateways and other procedural compliance across the programme • Anticipate project issues and put in place effective management arrangements to ensure the smooth running of the project. Where progress is negatively impacted, identify and implement mitigating or recovery actions to bring the project back on track • Provide regular management reports on progress, project issues and their resolution, both to the DoE and any relevant governance groups • Prepare and plan all project finances; manage costs including contingency and implement a change control regime • Oversee standards of completion across all projects and ensure lessons learned are captured • Make regular inspections on site and fully understand construction related issues and their resolution. Carry out analysis of construction programmes to give early warning of potential delays or claims • Arrange for the administration of construction and other contracts as required; obtaining formal consents as necessary Duties and Responsibilities (Physical estate) • Overall accountability and ownership for ensuring that the university’s fabric infrastructure is fit for purpose, safe and compliant with all relevant legislation, including the Equality Act. • ASSET REPLACEMENT – organise an effective process for regular inspection of premises, identifying anything that needs correcting or improving and to assist in space management. Develop and maintain a comprehensive risk- based, costed long term rolling plan for cyclical replacement • LEASED PREMISES – work with AD FM in terms of operational contact with landlords or their agents where we are tenants, to support formal inspections etc and ensure UAL complies with lease conditions and that any relevant landlord obligations are met. Lead on the development of any formal legal licences required to execute work. Duties and Responsibilities (Space Management) • Develop and maintain the UAL Space Policy • With DoE, support the UAL Space Management Committee • Establish and maintain capability to monitor allocation and utilisation of space across the academic estate
Accountable to Contract Length Hours per week / FTE Weeks per year
Permanent
37 52
Salary Location Grade
Competitive
Principal base: King’s Cross
Individual Contract
Purpose of Role • To ensure our estate meets the operational needs of the business through the sustainable management and development of physical assets, space and technical standards. Work with colleagues to create sustainable, value-for-money facilities that inspire users and perform well over their life cycle. • Working as part of the Estates SMT to ensure that the university’s physical environment is fit for purpose - safe, secure, welcoming and compliant with all relevant legislation. • Strategically lead, manage and develop customer- focussed services aligned with and enabling UAL strategic aims. • Support and deputise for the Director of Estates (DoE) where called upon and in their absence. Duties and Responsibilities (Associate Director) • ESTATES DEPARTMENT – assist the DoE and SMT in the running of the department including contributing to new initiatives and cross-university activities • Demonstrate pro-active team leadership in line with UAL values, to build and maintain good team morale, deal fairly with any performance issues and promote a culture of inclusivity and equality, where individual development and work to achieve university objectives are aligned. • MANAGEMENT INFORMATION - provide timely and meaningful Management Information to demonstrate how well the work covered by the scope of this role is being carried out, identifying any potential or actual problems and setting out management actions to achieve a resolution and/or improve services • RESOURCES - identify resource requirements and make the business case for them; lead the Estates Development team on implementation • ESTATES AMBASSADOR – act as the main point of contact for advice in relation to all matters relating to the development of the estate and promoting a positive and professional service • QUALITY MANAGEMENT – work with DoE to achieve continuous improvement • COLLABORATION – develop effective working
Alys Tomlinson
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Key Working Relationships – • Director of Estates and SMT • Chief Operating Officer and SMT • College Heads and Directors of College Administration • Other Professional Service leads • Executive Board Level Officers • University Court members • Local Authority Officers and Landlords • HE sector interest groups Specific Management Responsibilities Budgets • Currently delivering in excess of £35m worth of capital and revenue projects Staff • 6 – 8 Team members plus external Project Managers (will vary with project demands)
• Develop proposals to improve the efficient and effective use of space • Work with the Facilities Team to plan and organise occupant decant and moves, ensuring that people are safe and well briefed. Duties and Responsibilities (Technical information and standards) • TECHNICAL INFORMATION – provide strategic leadership on the development and maintenance of a comprehensive system to manage information necessary to comply with CDM Client obligations (eg Pre-Construction Information and Health & Safety File) and to facilitate forward planning • DESIGN AND CONSTRUCTION STANDARDS – establish, maintain and publish standards to ensure consistent delivery of finished works to a collectively agreed standard Duties and Responsibilities (Health & Safety) • Lead on CDM Client and other duties to create and maintain premises that are safe to construct
and use; ensure the safe control of contractors on site • Actively promote the raising of Health & Safety and fire safety standards across the team and take the lead in identifying improvements and initiatives to achieve this aim. Organise training and awareness within the team and wider department, appropriate to the risks present within the University environment and business • Ensure compliance with all relevant Health and Safety Legislation and audit operations regularly. Ensure that the university undertakes and meets the requirements for monitoring of contractors, in line with the scope of this role • Be the responsible person for relevant legislative requirements within the scope of this role (eg asbestos management) Duties and Responsibilities (General) • To perform such duties consisten with your role as may from time to time be assigned to you anywhere within the University.
• To work in accordance with the University’s Equal Opportunities Policy and the Staff Charter, promoting equality and diversity in your work. • To personally contribute towards reducing the university’s impact on the environment and support actions associated with the UAL Sustainability Manifesto • To undertake continuous personal and professional development, and to support 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 adherence to data protection policies to meet the requirements of the role and to promote organisational effectiveness. • To conduct all financial matters associated with the role in accordance with the University’s policies and procedures, as laid down in the Financial Regulations.
PERSON SPECIFICATION
Leadership and Management • Motivates and leads effectively, setting the strategic direction and promoting collaboration across formal boundaries • Experience of managing team structure change and organisational refinement Professional Practice • Contributes to advancing professional practice/ research in own area of specialism including external networks and conferences Planning and managing resources • Effectively plans, prioritises and manages the delivery of complex projects or activities to achieve long term strategic objectives Teamwork • Contributes effectively to the Estates senior leadership team, setting the strategic direction for this function and fostering constructive relationships across the organisation Student experience or customer service • Provides effective strategic leadership for enhancing the student or customer experience to promote an inclusive environment for students, colleagues or customers. Creativity, Innovation and Problem Solving • Initiates innovative solutions to problems which have a strategic impact
Specialist Knowledge/Qualifications • Degree or extensive experience in relevant area • Membership of a recognised professional body • (Exceptionally, candidates who are able to demonstrate a substantial amount of relevant senior management experience in Estate and Project Management with a demonstrably successful track record, may be considered) • Sound understanding of Health and safety practice and legislation. • Experience of complex, Higher Education estates planning, leading external and internal teams Relevant Experience • Experience in leading on the delivery of major and minor projects, including fabric maintenance • A sound understanding of the contractual and financial aspects of projects and transactions. • Developing and overseeing quality assurance of large teams and complex projects • Experience of managing supplier relationships and performance/service level agreements • Experience of managing large budgets • Experience in writing reports and business cases • Track record of developing standards and continuous improvement • Technical knowledge of the construction process and how buildings work sustainably Communication Skills • Communicates persuasively and with gravitas adapting the style and message to a diverse internal or external audience in an inclusive and accessible way • Able to analyse and present complex data to a broad spectrum of stakeholders • The ability to respond appropriately to user demands and expectations.
Allies & Morrison
Ana Blumenkron
06 WORKING AT UAL
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
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 range of short-courses. Family-friendly policies 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.
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.
07 APPLICATION PROCESS
For a confidential discussion to learn more about the role and opportunity please contact UAL’s appointed recruitment partner Michael Hewlett of The Management Recruitment Group. Ben Duffill | Managing Director ben.duffill@mrgglobal.com m: 07976 125 010 | t: 020 3962 9900 Nick Coppard | Business Sector Director nicholas.coppard@mrgglobal.com m: 07896 079 495 | t: 020 3962 9900
Applications should consist of a CV and covering letter to be sent to: nicholas.coppard@mrgglobal.com
Closing date for applications 3rd March 2024.
Interviews will be held w/c 18th March 2024
For additional information and/or assistance please contact nicholas.coppard@mrgglobal.com
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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