and the professional development and capability of team members. • Line manage direct reports, exercising good people management practices including mentoring, coaching, training, advice and guidance as necessary. • Ensure the right mix of skills and capabilities through continuous professional development, recruitment and performance feedback. Where appropriate work collaboratively to matrix manage a multi-disciplinary team to ensure the delivery of the University strategy. • To work directly with the team to embed a culture of equality, diversity and inclusion. Ensure the University’s ED&I and people strategy is considered in all decision making, planning and management of the team. 7. Stakeholder Engagement • Represent the University’s interests with relevant bodies including the commercial suppliers and delivery partners. • Work collaboratively with academic and professional services colleagues, to ensure that the physical infrastructure and physical environment are fit for purpose, fit for the future, and highly student focussed. • Continue to build and maintain strong links with local councils and governing bodies 8. Take formal responsibility as Deputy Executive Director, accepting delegation of Executive Director’s role in their absence or at their request, representing the department at the most senior level both internally and externally. Any other duties as allocated by the line manager following consultation with the post holder. Internal and external relationships Departmental and University senior management All members of Estates and Facilities Other members of University staff, both academic and professional services as and when needed External Stakeholders; wider community, local businesses, local government organisations (Councils), Health and Safety Executive, Relevant suppliers and external contacts; Members of the public Special Requirements Ability to undertake duties at different premises including any University campus as required. Commitment to the integrity and confidentiality of all relevant data and process Demonstrate commitment to maintaining professional knowledge and awareness through continuing person and professional development both personally and for the wider team. Demonstrate a personal commitment to equality, diversity and inclusion in all activities.
• Oversee, through the leadership of the Associate Director of Property & Space Management, the relationship and engagement of external agents and legal/property advisers; • Represent the University in planning matters; • Oversee, through the leadership of the Associate Director of Property & Space Management the development and implementation of space management strategies and policies to optimise the allocation, utilisation and management of space throughout UoS; • With the Associate Director of Property & Space Management, lead and direct continuous stakeholder engagement to ensure a detailed understanding and interpretation of existing and projected space demands; • Lead and manage engagement with a wide range of internal stakeholders and partners to develop space strategy, optimising the effective allocation, utilisation and management of space throughout UoS. • Work collaboratively with a wide range of internal stakeholders and external partners to develop feasibility and scoping documentation; lead the compilation of business cases and presentations associated with space demands; • Oversee the development of space norms/metrics and associated space management policies for UoS wide implementation and compliance; • Oversee the development of comprehensive, accurate, accessible space records with procedures for ensuring their maintenance and update; • Oversee the collation, analysis and presentation of key space data contributing to strategic decisions; ensure the accurate and timely submission of reports and annual returns to external agencies; • Commission and direct property/space utilisation, rationalisation and development studies; • Provide advice to school/faculty staff and academics to optimise their use of space, supporting the development of new methods of working in line with evolving space standards, technology, teaching methods, student numbers etc. 5. Governance and Assurance • Monitor and manage the Estate Development revenue budget • Ensuring compliance with all appropriate regulatory and legislative requirements, as well as the University’s internal financial and governance regulations • Lead on business continuity for operation of the building(s) and infrastructure in the event of a major issue. • Ensure compliance with and understanding of relevant legislation and the University’s policies and procedures including those governing health and safety, copyright, data protection, freedom of information. 6. Performance Management • Lead and manage the Estates Development team, including reviewing resources, team operating model
DIRECTOR OF ESTATES DEVELOPMENT
Estates and Facilities Directorate Management, Specialist and Administrative (MSA) 7 Executive Director of Estates & Facilities
School/Department: Career Pathway: Level Posts responsible to: Posts responsible for: Post base:
Associate Director Estates Development x 2, Associate Director Faculty & Infrastructure Projects, Associate Director Space Planning & Management Office-based, with hybrid working
• Ensure all projects represent best value for money for UoS and that appropriate and effective risk management, corporate governance and audit controls are in place. • Provide project assurance by developing, establishing, implementing and maintaining consistent and effective means of monitoring, reporting and assuring that projects are completed in line with safety, cost, time and quality criteria. • Oversee Estates capital programme budget and expenditure; • Establish and maintain close working relationships with internal Faculties, Divisions and Departments to ensure that Estates projects are consistent with institutional strategy, local plans and operational requirements; • Ensure a consistent approach to capital project delivery, including the procurement and management of consultants, contractors and external project teams; • Develop project mobilisation strategies, policies and procedures to ensure project and departmental business continuity and a seamless transition from hand-over to occupation. • Manage key external relationships including local and statutory authorities, landlords and suppliers; • Manage processes for establishing realistic project budget estimates, cost plans, cash-flows and regular forecasting across capital projects; • Oversee post-project reviews, using lessons learned to develop best practice and continuous improvement; • Ensure the effective transition from feasibility to delivery based on a detailed understanding of stakeholders’ needs and objectives; 4. Property & Space Management • Lead the development and implementation of UoS property and asset management strategy having regard to agreed Institutional, Divisional and Faculty priorities. • Lead the acquisition of property on behalf of UoS including negotiations relating to freehold and leasehold agreements and contracts; lead transactions for the disposal of surplus property assets;
1. Strategic Leadership • Lead the estates development strategy, including, estate master planning, capital planning and space and property management strategy. • To provide strategic leadership to the responsible teams to deliver high quality and effective services within budgetary and resource allocations. • Lead the planning and delivery of the UoS capital plan, which includes major projects and programmes in excess of £100m in capital value as well as minor and mid-sized capital projects from £100k to £20m in value. • Contribute to wider Estates and Facilities strategy and sub-strategies as a Deputy to the Executive Director of Estates & Facilities. 2. Strategic Development • Lead on strategic estate issues including option appraisal and feasibility analysis of development schemes and collaboration with development partners. • Leading the space management function to ensure efficient and appropriate use and development of space. • Lead and deliver the strategic plan for long term estate maintenance of the existing estate. • Lead property and asset management team maximising the use of University owned land and property • Maintain market awareness of design, construction and Facilities Management providers such that value is optimised and risks are minimised 3. Capital Development • Lead, manage and coordinate the delivery of a capital programme or distinct major projects to agreed specification, achieving time, cost, quality parameters and fully compliant with health, safety, statutory and environmental obligations and best practice. • Lead on strategic estate planning issues including master planning, option appraisal and feasibility analysis of development schemes and collaboration with development partners;
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