DIRECTOR OF ESTATES CANDIDATE INFORMATION PACK
CONTENTS PAGE
4 Our Achievements
6 Strategic Direction
12 Environmental Strategy
19 Person
16 Our
18 Job
Specification
Campuses
Description
20 How to apply
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Over the past 10 years or so, we have invested in excess of £100m to create state-of-the-art facilities, including the University library, media production studios, our multi-million pound Human Performance, Exercise and Wellbeing Centre and physiotherapy clinic.
STRATEGIC REPORT
1. BUCKINGHAMSHIRE NEW UNIVERSITY Since its foundation in 1891 as the School of Science and Art, and in spite of undergoing many changes of name and location, Buckinghamshire New University’s mission has always been to transform lives through inspiring, employment- and profession-focused education, enabling people to impact society positively and their future. Our vision is for Buckinghamshire New University to become a University that is highly connected, permeable, student and customer-focused, business oriented, strategically aligned, impactful and aligned to strategic partners. Our roots are intimately woven into the heritage of our communities and the industries they have supported. In the 20th century, we developed strong links with local crafts like furniture-making and cabinetry, design and manufacture. In 1999 we were awarded University College status and became known as Buckinghamshire Chilterns University College. In 2007, we adopted our current name – Buckinghamshire New University. In 2009 we consolidated our various sites, creating our principal campus at High Wycombe, and in 2010 we opened the innovative Gateway Building, a stateof-the-art integrated learning complex which won a prestigious RIBA award. The University now operates over three campuses. In addition to the site at High Wycombe, we operate satellite campuses at Uxbridge in north-west London, and in Aylesbury, Buckinghamshire. We have three halls of residence in High Wycombe with a combined capacity of 885 bedrooms: 486 en-suite rooms at Hughenden Park Student Village and at Windsor House, and 399 rooms at Brook Street.
In 2019, we completed the redevelopment of the south wing of our High Wycombe campus, creating new learning areas and an innovation hub, and established new social learning and Nursing simulation facilities at our site in Aylesbury. In addition, the University owns and operates Missenden Abbey, at Great Missenden, Buckinghamshire, a converted 12th Century abbey supplemented by modern facilities to create an exceptional conference, wedding and events venue. Today, the region in which the University operates, and covered by the Buckinghamshire Local Enterprise Partnership, is the 4th strongest within the UK for competitiveness, reflecting the extent of business start- ups and the depth of the knowledge-based economy. Our work with business reflects the county’s unique potential as a hub of infrastructure spend and development, including HS2, the East-West rail link, the Oxford-Cambridge Arc, the Aylesbury garden town project, Heathrow expansion and Buckinghamshire Healthcare NHS Trust.
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1.1 UNIVERSITY STRATEGY
During 2020-21, the University continued its work to implement its strategy, Impact 2022. The strategy sets our long-term strategic vision to be an innovative, teaching- oriented University, delivering sector-leading and life changing educational and employment outcomes for our students. It establishes a set of interconnected strategies for the University to make significant progress against this longer- term vision by 2022. Impact 2022 is detailed in section 4 of the Strategic Report.
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1.2 STUDENT NUMBERS
2020-21 saw a number of challenges to student recruitment, yet the University continued to see growth in its core student numbers, building on that seen in previous years. Overall full-time equivalent (FTE) student numbers stand at 18,719, having grown by 26% year on year. This increase has been driven by strong organic growth in the numbers of students studying at the University – 5,657, having grown year on year by 9%. The numbers of students studying at partner institutions on validated or franchise provision (13,062) have increased more dramatically, but in line with expectations as intakes at new partners continue with their study on later years of their programmes. In 2020-21, there were 3,111 FTE students at partners studying a University- validated award, and 9,951 studying University awards under franchise, 92% of which are offered in the UK, and 8% overseas. Growth in BNU student numbers reflected increasing diversity in the courses we offer, with the numbers of apprenticeships growing by 21% year on year, 7% growth in undergraduate students, and 1% growth in the numbers of taught postgraduate students. This diversity means that our student body comprised 80% undergraduate students, 8% postgraduate (taught and research) students, and 12% apprenticeships; a small amount of FE provision comprised <1% of the student body. Of the student body, 87% were of Home fee status, 9% from the EU, and 3% overseas students. Student recruitment in 2020-21 was impacted by the COVID-19 pandemic, specifically the cancellation of A level examinations scheduled for the summer of 2020, and their replacement by centre assessed grades. The resultant grade inflation caused considerable instability with students widely reported to have sought places at more highly ranked institutions than would otherwise have been the case. In 2020-21, however, BNU continued to see very strong demand for its courses throughout the Universities and Colleges Admissions Service (UCAS) cycle – the volume of applications for full-time undergraduate places, for example, growing by 17% year on year. Applications for 2021-22 have continued to grow, also at another 17% year on year, leading to expectations that our overall student body will continue to grow further in the coming year.
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1.3 A DIVERSE
Student Body Traditionally, and reflecting its focus on widening participation, BNU has had one of the most diverse student bodies in the country.This has continued in 2020-21. In 2020-21, of BNU students, 60% were female against a national average for higher education in 2019-20 of 57%. 53% of our students were White compared to a national average in 2019-20 of 75%; 23% of our students were Black, 16% were Asian, and 5% were of mixed ethnicity, compared to 2019-20 national averages of 8%, 12% and 4% respectively.
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2. STRATEGIC DEVELOPMENTS This section outlines key developments in the past year in helping ensure the University delivers against the strategic objectives of Impact 2022.
2.1.4 THAMES VALLEY POLICE
2020-21 saw the University launch two routes for those wanting to become a police officer. The partnership between Thames Valley Police (TVP) and BNU saw more than 35 new police officers join TVP via its two new student officer entry programmes: the three-year Police Constable Degree Apprenticeship (PCDA) entry route for those who do not already hold a degree qualification, and the two year Degree Holder Entry Programme (DHEP) entry route for those that do. The launch of these new entry routes represents the result of two years of hard work and collaboration between the two organisations.
2.1 EDUCATION
2.1.1 DESIGN FOR HEALTH AND WELLBEING BNU’s online MA Interior Design for Health and Wellbeing course became the first Master’s qualification to receive accreditation from the Society of British and International Design (SBID). SIBD represents the interior design industry on a global stage and promotes the highest standards in education, development and sustainability in design and construction.
2.1.5 NEW HEALTH DEGREES
2020-21 also saw the University successfully win c. £300k in funding from Health Education England in order to develop three new health programmes: BSc Paramedic Science, BSc Midwifery, and MSc Physiotherapy. Each will make a valuable contribution to education and training in London and the South-East, helping the country meet much needed recruitment targets for the health professions. The BSc Paramedic Science has been developed in partnership with South Central Ambulance Service NHS Foundation Trust and London Ambulance Service NHS Trust and will be delivered from the University’s High Wycombe and Uxbridge campuses, supporting workforce development in the Thames Valley and London regions. 2.1.6 SPORT 2020-21 saw the University extend its provision in sport via a new partnership with Academy 23. The partnership will enable a squad of rising football stars to train at an elite level and achieve a degree at the same time. The hybrid curriculum of training and academic study enables players to choose from a range of degree programmes from Sports Psychology to Early Childhood and Primary Education, all while receiving high quality coaching, training and competition.
2.1.2 AVIATION
BNU launched a new Master’s qualification in Aviation Security in collaboration with the International Civil Aviation Organisation (ICAO), a specialised agency of the United Nations (UN). The two-year, parttime qualification represents the first time ICAO has partnered with an academic institution; BNU is a Corporate Partner in its TRAINAIR PLUS programme, taught by specialists with industry experience.
2.1.3 ACCELERATED DEGREES
BNU launched new accelerated provision to help graduates start their professional, managerial and technical careers quicker. We developed accelerated degrees in response to COVID-19 as a way of increasing flexibility in our undergraduate course offerings to students. By allowing a new entry point midway through the academic year, students can start their programme in January, and move on to their second year as soon as September of the same year. We also introduced degrees with shorter foundation years across a range of subjects enabling students to start foundation years in January and finish in July, and guaranteeing a place on their chosen course ready to start their undergraduate degrees in September of the same year.
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In addition, in 2020-21 the University obtained Talented Athlete Scholarship Scheme (TASS) Dual Career Accreditation, recognising our capability in helping talented athletes to reach their potential in education alongside achieving success in their sport. In achieving this accreditation, BNU joins a small number of UK universities to receive external validation for the support and reassurance it already provides to its talented athletes. We currently support 34 studentathletes with stars from Reading Rockets basketball club, the Swim England Performance Centre and Academy. 2.2 DIGITAL In support of the Impact 2022 Strategy, our ‘Building a Digital Learning Organisation’ strategy was developed and formally adopted by the University in January 2021. The strategy aims to transform teaching, learning, research and the delivery of support services through the innovative use of technology and to ensure that everyone can use digital services, data and technology confidently to enhance the student experience.
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ENVIRONMENT
We take our environmental responsibilities seriously and are committed to building on our achievements. The University’s Impact 2022 strategy expresses the importance of corporate social responsibility and reaffirms our commitment to reducing our impact on the environment; increase sustainability in our operations and education; and address challenges through building effective and strategic partnerships. Impact 2022 set new targets to meet the highest standards in relation to our environment, including energy, waste and travel. We will deliver against our mission as a civic University, engaging with communities across the county of Buckinghamshire and elsewhere. We will engage effectively with business, actively contributing to the local and national industrial strategies, and economic growth within the region. We will minimise the impact of our estate on the environment. We were the first university to receive a Gold CSR Award. In 2020, BNU signed the United Nations Sustainable Development Goals (SDGs) Accord. We have committed to publicly sharing our submissions to the UN to provide transparency around our progress against the 17 SDGs which span climate change, reducing inequalities, promoting economic growth, providing quality education and tackling poverty. Although we are at an early stage of explicitly aligning the SDGs to our strategic work, we are very proud of all that our University community has already done to make a positive impact locally, nationally and globally. In 2020 we announced our pledge to go carbon net zero by 2030 - 20 years ahead of the Government’s target. We are moving towards embedding sustainability into our curriculum for all disciplines and course programmes.
OUR SUSTAINABILITY PRINCIPLES ARE TO:
Create a sustainable campus.
Enable, empower and support the BNU community to tackle their sustainability impacts.
Provide the education, advancement dissemination and application of sustainable development.
Maximise the impact of BNU's environmental sustainability activities at local, regional, national and international levels through collaboration, partnership and communications.
Become a leader across the HE sectors in terms of environmental sustainability.
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PROJECTS WE HAVE UNDERTAKEN TO REDUCE BNU’ S CARBON FOOTPRINT:
• The micro-SMEs with whom we have worked are committed to sustainable landscape and planting practices. All plants have been chosen for their variation and support in enhancing biodiversity and urban greening. They will support wildlife with small fruits and flowering in the spring. Many are drought-resistant and chosen in consideration of climate resilience. • Timber to create planters has been salvaged from the Millennium Stadium in Cardiff where it was a previously a board walk. It is self-maintaining without the need for reapplied paint finishes, and the planters will serve as homes for bees to support biodiversity. The timber is treated with a product that is based upon purified and refined natural resources. • A wildflower garden at our High Wycombe Campus supports biodiversity, and we have created green roof spaces at our Hughenden Student Village halls of residence.
NET ZERO CARBON EMI SSIONS
A full audit and review of all plant, machinery, mechanical and electrical equipment across our estate was undertaken, using financial cost / benefit analysis, to identify where capital investment is required to reduce our carbon emissions. We have proud to have already succeeded in reducing our carbon footprint by 55% since 2011.
ENERGY COSTS AND CONSUMPTION
Energy costs consist of two key elements: electricity and gas. Our Estate Management Report indicates the University’s gas costs in terms of both price and % consumption are in line with the lower quartile of the sector. For electricity, however, both price and % consumption are in the upper quartile. This is partly driven by the fact that we have opted to use a nuclear carbon neutral tariff which attracts a price premium. A review of electricity consumption is planned for 2021-22 to identify areas of focus to improve both our tariff and consumption. ENHANCING OUR CAMPUSES During the year, we developed plans to enhance our campuses to improve the experience of our students and staff. The team with whom we work share our commitment to the UN Sustainable Development Goals (SDGs) and are purpose driven in their work. We are committed to meeting the Social Value Act by procuring goods and services from social enterprises. • We have developed a partnership with a local social enterprise and charity which salvages materials for reuse and supports disadvantaged people into employment.
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WE PUT OUR ENERGY INTO SAVING ENERGY • In 2021, the University invested £255k for photovoltaic cells places on three buildings at our High Wycombe Campus. Since installation, these cells have generated 920,581 KWHs of power and generated a cost saving of £125k plus a further energy offset saving of £80k. • We have installed solar panels capable of producing up to 138,000 kWh of energy per year. This equates to an annual saving of 70 tonnes of carbon. • Investment in a modern building management system has enabled greater control of utility spend. Our building management system controls heating, cooling and hot water, and increases the amount of time when the plant can be turned off. During the COVID-19 outbreak, this enabled building services systems to be monitored and managed successfully off campus. • Our mechanically ventilated buildings recover heat before air is expelled, which is used to preheat air entering the building to save on energy consumption and keep our campuses COVID-secure. We achieve up to 80% heat / cooling recovery from our ventilation systems. Variable speed pumps reduce energy requirements under different loads and we use highly efficient air source heat pumps. • Electric vehicles comprise 66% of our fleet, and we have an electric car club scheme for staff, along with charging points for our employees’ electric vehicles. • We are working to reduce our carbon emissions further still by migrating from gas to electric boilers and improving insulation by replacing windows with energy efficient secondary glazing units. • We continue to replace old lighting with LED units, and install presence and absence detectors to turn off lights when rooms are not in use.
• We have installed low flow shower heads in our student accommodation and fitted flow controls to urinals.
• We specify that our IT equipment must be energy efficient.
RESPONSIBLE WASTE MANAGEMENT
• We manage and dispose of our waste responsibly.
• Recycling facilities are available for paper, card, plastics, metal, electrical equipment, batteries and mattresses. • We are working on food recycling at our campuses and halls of residence, and coffee cup recycling for our cafes. Customers using a reusable cup already receive discounts on hot drink purchases to discourage the use of paper cups.
• Office furniture is reused and repaired until it is no longer economical to do so.
• We have upcycled furniture from other organisations, saving items from landfill, and will continue to repurpose them across our learning and social spaces. • We work in partnership with a local charity wood merchant to recycle products as outdoor furniture across our estate. • Waste that cannot be recycled is sent to a waste-to-energy plant where possible, and to landfill as a last resort. • All hazardous waste is stored in suitable containers and disposed of by specialist contractors.
• We have removed more than 5,000 plastic straws from our bars and cafes.
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THE BUCKS NEW USAGE UPCYCLING SCHEME This scheme holds a gold level Green Apple Award for Environmental Best Practice, redistributes used and unwanted items from student accommodation, such as bedding, crockery, small electricals and kitchen equipment. We also offer items to other new students when they arrive at BNU. This is both sustainable and helps our students to save money they would have had to spend to prepare for university life. Last year around 150 black bags of unwanted items were redistributed, all of which would otherwise have gone to landfill. Clothing and excess items are donated to the YMCA or Wycombe Food Hub All donations are delivered using the University’s electric car, our post van or are collected in person to minimise our environmental impact.
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OUR CAMPUSES We benefit from a multi-campus estate which are home to our specialist schools which include:
HIGH WYCOMBE
As our main campus, it is home to a range of state-of-the-art facilities, such as personal Art & Design workspaces, Aviation Simulator, Gym and Film and TV Studios.
Find out more here
UXBRIDGE
We understand the importance of healthcare, that’s why we have a whole campus in Uxbridge dedicated to Nursing, Healthcare and Allied Health courses.
Find out more here
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AYLESBURY
Built in 2015, and the newest of our three campuses, our campus in Aylesbury offers a wide range of specialist, work-related courses for students of all ages, including nursing, foundation year programmes, business, law and computing courses, and our apprenticeships. £1.3 million was also received from Buckinghamshire Thames Valley Local Enterprise Programme to create a digital innovation hub to support business innovation and growth in Buckinghamshire. The addition of the Basin Café in 2019 offers a perfect coffee and cake break overlooking the tranquil setting of the Waterside canal basin. Surrounded by countryside and stately homes, this small and friendly area offers a tight community feel. The town itself has a range of shops, pubs and arts culture. Aylesbury Vale also has direct links to London Marylebone and Great Missenden
Find out more here
MI SSENDEN ABBEY
Workshops for some of our programmes are held at Missenden Abbey Conference Centre, in Great Missenden. The conference centre is in the heart of the Chiltern Hills. We have exciting plans for the estate and some visuals on the upcoming development programme can be viewed here
FURTHER BACKGROUND INFORMATION: • More information about our campuses can be viewed here • Our facilities can be viewed here • View more Background information about the university structure here • Click here to view Our financial statement
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JOB DESCRIPTION
JOB TITLE: SCHOOL/ DIRECTORATE: GRADE: LOCATION: HOURS:
Di rec tor of Es t ates Es t ates and Fac i l i t ies Uni vers i t y Management Group Hi gh Wycombe based but wi l l be expec ted to work at other Uni vers i t y s i tes and locat ions . Ful l t ime Chief Finance Off i cer Es t ates and Fac i l i t ies , Hea l th, Safet y and Secur i t y, Env i ronment and Sus t a inabi l i t y
RESPONSIBLE TO: RESPONSIBLE FOR :
PURPOSE OF JOB:
As a member of the University’s Management group, you will take strategic responsibility for planning, creating and operating the University’s Estate portfolio including Health & Safety, Security and Sustainability. We operate campuses in High Wycombe, Aylesbury, Pinewood and Uxbridge, and a hotel and conference centre: Missenden Abbey. MAIN DUTIES & RESPONSIBILITIES OF THE ROLE 1. Provide strategic leadership and management for Estates Services (including student accommodation), develop and implement the University’s long term estates and infrastructure strategy, in partnership with our local communities and strategic partners. University, and co-ordinate the community liaison initiatives, working closely with the Local Authority as required. 3. Own the current Estates master plan and ensure it is designed to meet the future needs of our students, staff and local community. Drive innovation, particularly at our Missenden Abbey and Pinewood locations. 2. Lead on health, safety, security & environmental matters for the whole
4. Lead the delivery of high quality and customer focused services for University students, staff and other stakeholders across the various sites; ensuring that our campuses are welcoming and have a strong sense of identity. 5. Plan, instigate and deliver maintenance and refurbishments to ensure the ageing parts of our estate are redeveloped in line with the University’s strategy and priorities. Manage contractors and third party maintenance providers, ensuring contractual arrangements support value for money. 6. Lead the University’s environmental and sustainability agenda to ensure we achieve set targets for climate improvement and carbon reduction (net zero by 2030). 7. Provide expert advice and guidance on all aspects of health, safety, security and environmental matters, and to ensure legislative compliance with all health, safety and security requirements.
8. To undertake such other duties as allocated by the Chief Finance Officer.
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PERSON SPECIFICATION
E = ESSENTIAL D = DESIRABLE A = APPLICATION T = TEST I = INTERVIEW
EDUCATION, QUALIFICATIONS & TRAINING
E / D
E E E
Undergraduate degree level qualification
Professional qualification with a relevant degree
Experience of leading, transforming and managing a professional estates and property function
KNOWLEDGE & EXPERIENCE Developing and implementing an estates and infrastructure vision and strategy
E E
Strong track record of achievement in strategic estates leadership and management, with extensive knowledge of both capital development and facilities management
E
Personal and professional commitment to the University’s vision and core values
E
Experience of leading and transforming teams to deliver quality customer services relating to Estates, facilities, healthy, safety and security in a complex organisation and in a multi-location environment Clear ability to actively participate as a member of University meetings, Committees and to represent the University externally Excellent understanding of and significant experience of managing Health and Safety; sustainability and environmental agendas
E
E
E E E E E E E E E E E E
Writing and presenting reports and papers to Executive/Board level meetings
Strong track record in procuring services, suppliers and effective contract management
Working in HE/Student environment
SKILLS Strategic thinking, with the proven ability to, inspire, innovate, transform, lead and manage change
Demonstrable leadership skills with a strong focus on customer service
Engage and persuade senior colleagues and external stakeholders over whom the post-holder has no direct managerial control Ability to manage a complex property estates and facilities portfolio, staff and budgets Excellent negotiation skills, particularly in relation to financial and contractual matters Excellent oral and written communication skills, and high-level IT and financial skills
Demonstrable ability to build strong relationships and partnerships with others Strong commitment to equality and diversity in education and employment
Commitment to enhancing the learning experience of students
BUCKS BEHAVIOURAL FRAMEWORK • Finding solutions: Taking a holistic view and working enthusiastically to analyse problems and to develop workable solutions. Identifying opportunities for innovation. • Using resources effectively: Identifying and making the most productive use of resources including people, time, information, networks and budgets. • Achieving results: Consistently meeting agreed objectives and success criteria. Taking personal responsibility for getting things done.
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How to Appl y
Should you wish to apply for this position, please send a CV and covering statement outlining key matching experience and rationale for applying for the post. Applications should be sent to our recruitment advisors,The Management Recruitment Group:
MICHAEL HEWLETT M: 07972 579 938 E: michael.hewlett@mrgpeople.co.uk BEN DUFFILL M: 07976 125 010 E: ben.duffill@mrgpeople.co.uk
Closing date for applications is Sunday 17th April 2022.
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