University of London - Director of Property & Facilities



Dear applicant, Thank you for your interest in the Director of Property and Facilities role at the University of London.

The central University benefits from a large and prestigious estate and, as its custodians, we must do our utmost to ensure it continues to provide the foundation upon which the future of the University of London will be built, focusing on a vision of efficiency, sustainability and quality. The new Director of Property and Facilities will lead the implementation of our ambitious estates strategy which will transform our property portfolio and further enhance our reputation in providing world class facilities. He / She will influence and inspire others to ensure the Estates Strategy significantly enhances the student experience. The Estates Strategy sets out a challenging investment programme. It also identifies properties that could be replaced or redeveloped and sets out sites that Colleges may wish to develop for themselves. In addition, the Strategy establishes master planning for Senate House and its immediate surroundings to open up this iconic building as an academic hub for use by our member institutions and Central Academic Bodies alike. A hub which students, researchers and staff can continue to feel pride in for generations to come. Put simply, our strategy is to ensure our property is valued and relevant. ‘Valued’ both in terms of its financial return but also as an enabler for our core activities. ‘Relevant’ in that our property adapts to changing need and circumstance. These imperatives demand that we remain vigilant in maintaining, updating, adapting, acquiring and disposing of property according to the needs of today and tomorrow. If you recognise this commitment to ambition and would like to contribute your expertise, I would encourage you to apply. Chris Cobb, Pro Vice-Chancellor (Operations), Chief Operating Officer


The University of London is unlike many other universities. It consists of 17 self-governing Colleges and 10 specialist research Institutes. In many ways the Colleges are considered universities in their own right; they set their own entrance criteria for their courses and they offer their own services to students.

Some now also have their own degree awarding powers.

All students from all the Colleges and Institutes are also University of London students, making them part of a community of over 120,000 students and giving them access to many services in London.


The building of Senate House

In its first century of existence the University moved between a succession of temporary homes, each of which it quickly outgrew. The decision was finally taken to provide what had become the world’s largest University with a purpose-built, permanent home. A large parcel of land located behind the British Museum in the central London district of Bloomsbury was purchased from the Duke of Bedford’s estate. The architect Charles Holden, who designed many of London’s Underground stations, was appointed in February 1931 and construction work began in 1932. On 26 June 1933, King George V laid the foundation stone and the building was occupied in 1936. At 209 feet, it was the tallest secular building in the capital.

In 2011 Senate House celebrated its 75th anniversary.


From the SecondWorldWar to the present day

By the time war broke out in September 1939, the University had 14,000 registered students. The Colleges and their students were forced into exile in other parts of the UK and Senate House was taken over by the Ministry of Information – the roof becoming a valuable observation point for the Royal Observatory Corp. By 1944, the Colleges began to return to London and exams again took place in the capital. The Principal of the University reported that the exams were carried out ‘without casualties, other than those normally caused by these exacting but essential tests’. In 1948, Lillian Penson was elected as the University’s 31st Vice-Chancellor, the first women to hold this post in a Commonwealth University. During the 1960s and 1970s the number of students going to university in the UK expanded enormously. In line with this, the total number of internal students at the University of London doubled to almost 54,000 by 1981. In 1981 Princess Anne, The Princess Royal succeeded the Queen Mother as the University’s 10th Chancellor. In the 1990s, many of the University’s central responsibilities were devolved to the Colleges. The Funding Council also began to fund the Colleges directly. The University continues to grow and evolve to reflect the changing times. In 2008 it introduced a streamlined, transparent and flexible system of governance headed by a Board of Trustees with a lay majority.

Today – as it has been throughout its long history – the University is a family of world-class institutions, collectively upholding its international reputation of academic distinction in teaching and research.

Our overall strategic vision

To make a unique contribution to learning and research-led scholarship through our unrivalled network of member institutions, our global reach and reputation, and the breadth of our high-quality innovative academic services and infrastructure. Aim 1: deliver academic excellence Invest in our academic excellence to widen student access through flexible learning and to fulfil an ambitious programme of research promotion and facilitation in the humanities Aim 2: provide innovative high-quality academic support and professional services Develop, augment and commercialise our portfolio of services for the University’s members and the education sector, with the aim to be the “go to” provider of student and academic support services Aim 3: property that is valued and relevant Create a vibrant academic hub, through a property portfolio which balances the needs of the University’s members with maximising income opportunities The University owns and manages a large prestigious estate which includes academic and service buildings, student halls of residence, a book depository, gardens and private residences. These host a number of key activities that are fundamental to an effective University, notably academic space, libraries, student accommoda- tion, student services and conference facilities. Our objectives in relation to this aim are: • Greater use of Senate House as an academic hub and development of the public realm • Further modernisation and expansion of student residences • Increase the financial return from the estate • Ensure that there is a good fit between buildings & their function • Act as the custodian of the estate • Ensure that the estate is environmentally sustainable Aim 4: manage a high-performing organisation Increase our investment in staff development, encourage a common purpose across our diverse activities and enhance our capacity where gaps exist, in order to deliver our plans.


The Estate Strategy sets out a development framework for The University of London covering a five year period from 2015 to 2020 focusing on providing the appropriate physical infrastructure to meet the University’s vision of having fit-for-purpose buildings and facilities for the central University and the Colleges. To date, the University has focused on providing estate solutions to the Federation. Under our fiver year strategy, the University intends to change its estate management approach, so that there is equal focus on asset enhancement and improving the financial return. This reflects the increasingly competitive nature of the education sector and the need to accelerate levels of investment in the estate and our academic mission. This will enable the University to better meet the needs of the Colleges, Institutes and their students; develop a more constructive working relationship with other partners and stakeholders; and, equally important, generate returns that can be re-invested. This Strategy will seek to concentrate academic and federal University activity into our core estate (Estate One) in order to release other property/land for commercial income generation. The University’s estate, with the iconic Senate House at its heart, is not just an asset for the University but also for London and the wider community. We will continue to safeguard its heritage, encourage public access to the buildings and enhance academic activity. The Estate Strategy sets out a development and asset management framework for the estate withthe aim of providing the physical environment required by a world-class university in a changing educational environment. It builds upon the work achieved by the 2004 Estate Strategy and responds to the University’s Strategy (2014-19) and on-going challenges in a highly competitive environment. The quality and the functionality of the building stock has improved since 2004 but further investment is required to bring the entire stock to condition A and B and functionality 1 and 2 (HEEMS definition). The 2014 Condition Survey establishes a base on which this investment can be planned. This Survey in conjunction with the estate development plans and the University’s Finance Strategy will enable the University to formulate and manage a more detailed annual capital plan.


The University may contemplate acquiring additional land to meet the academic demands of both the University and the Colleges and will also consider redevelopment of existing sites more intensively where properties on those sites have reached the end of their physical and economic life. This includes assessing how we can increase the number of beds in our Halls of Residence either through redevelopment or acquisition. Emphasis will be placed on good space management with a view to providing an effective workplace for all University staff and increasing the amount of space for academic and commercial activities. The University will continue to work towards the achievement of the ambitious carbon reduction targets set in the Carbon Management Plan, aiming for a 43% reduction by 2020. Sustainability will be a key feature of estate developments in line with the University’s goal on Environmental Sustainability. We will investigate ways of providing a secure and economic supply of energy to the University through investment in the existing Combined Heat & Power installation. This Strategy offers a bold vision for the University’s evolution over the next decade, whilst acknowledging the current challenges faced by the University. When implemented, this Estate Strategy will deliver a lasting legacy that will ensure that the University is well positioned to deal with the challenges that now confront the higher education sector. To support our strategic aims we have an ambitious capital development programme which includes: • £30m refurbishment of residences • £6m refurbishment of library/academic space • £4m investment property refurbishment • A long-term programme of projects at feasibility stage which have been included in our recent Master Plan

The full estates strategy is attached.


Present Grade:


Level 10 (AMP) Director’s Office

Property and Facilities


Job Title:

Director of Property and Facilities

Job Summary To be responsible for managing all aspects of the University’s property portfolio and related facilities, in support of the University’s corporate objectives and its mission. Reporting to Chief Operating Officer, the post holder will work closely with Vice Chancellor and other senior administrative and academic colleagues. They will be accountable within the framework of the University’s Committee structure’ and liaise with the Directors of Estates in the Colleges of the University. The post holder will be expected to maintain a close working relationship with the University’s legal unit on estate management matters. Job Content 1. To develop and deliver a property and facilities strategy working with other departments and multiple stakeholders as necessary; to assess, quantify and control financial opportunities and risks in these areas. 2. To manage the University’s property portfolio and estate, working closely with the University’s Legal Unit. 3. To develop and deliver an agreed programme of capital projects, annual maintenance and FM developments. 4. To efficiently manage all works, services, consents, construction and facilities (including outsourced contracts) related to the operation, maintenance, and development of the estate. Ensure tight control over projects in respect to risks, deadlines, costs and quality as well as minimising disruption. 5. To oversee procurement related to the University’s property and FM, achieving best value, environmental and energy targets and legal compliance. 6. To ensure the University’s estate is fit for purpose, makes the best use of the space and achieves value for money. 7. To manage the University’s residential accommodation including the student Halls of Residence and the self-catering accommodation. 8. To manage and develop a commercial strategy for the University’s conference and events facilities and services both in the student Halls of Residence, Senate House and other University properties as required. 9. To develop an events team managing internal University events such as Foundation Day and degree ceremonies. 10. To promote efficiency and flexibility in the use of physical resources and in space planning to provide more effective use of space; and to balance the complex needs of internal customers against the need to generate revenue from external customers. 11. Working closely with the University’s Legal Unit, to represent the University on estate and estate related matters internally and in dealings with the Funding Council, AUDE, Local and National Authorities and other external organisations, with responsibility for all related aspects of compliance and regulatory reporting e.g. HESA. 12. To provide specialist and strategic advice to the Vice-Chancellor, the Chief Operating Officer and the Board of Trustees. 13. To lead a department of over 30 staff and to ensure all the staff of the department have the necessary skills, qualifications and aptitudes. To ensure the department provides the necessary support, advice, expertise and information. 14. To contribute to the overall management of the University by membership of the Chief Operating Officer’s Operational Development Group. 15. To take a pro-active role in business continuity planning and, when needed, deputise for the Chief Operating Officer on disaster recovery management. 16. Any other duties consistent with both the grade and scope of the post. 17. Any other duties reasonably required of the postholder by the Chief Operating Officer after consultation.


EXPERIENCE • A proven track record of an extensive relevant experience in a senior role with responsibility for a complex property portfolio, staff and a track record of managing significant budgets. • Wide experience both in the preparation and control of building and engineering projects and in managing facility operations and maintenance services. • Demonstrable experience of delivering stretching targets in a commercial environment. • Management experience of FM services particularly when outsourced. • Experience of managing change. • Experience of managing Student residential accommodation would be beneficial. TECHNICAL KNOWLEDGE / SKILLS/ APTITUDE • A sound and up to date understanding of the legal and financial aspects of major property projects and transactions. • Strength and quality of leadership and the interpersonal skills required to develop and lead an effective and well-motivated, multi-disciplinary and multi-task estates and facilities team. • An understanding of large complex organisations and the ability to work within a committee structure. • Excellent interpersonal skills, together with the ability to work successfully with colleges and other stakeholders. EDUCATION / PROFESSIONAL QUALIFICATION • A chartered professional qualification in a property/built environment related discipline (architecture, building, engineering, facilities management, estate management or surveying). PERSONAL QUALITIES • A well-developed ability to work with various stakeholders, to foster trust and to achieve consensus. • Self-motivated, assertive and confident, with drive and enthusiasm. • The ability to lead and motivate a team of staff. • Articulate, persuasive, and tactful, able to successfully manage stakeholder relationships. • Able to think strategically, to plan and meet deadlines and targets, to work under pressure and to progress chase effectively. • Experienced negotiator/facilitator with the ability to influence others.


Pension – The University operates the Universities Superannuation Scheme Limited (USS) final salary pension scheme. The University will contribute a sum equal to 18% of your salary with employee contributions of 8% on the career revalued benefits scheme. Holiday – 30 days paid leave per annum plus statutory public holidays. In addition, the University is normally closed for six days a year over Easter and Christmas/New Year.

For a confidential discussion please contact our advisors Michael Hewlett or Ben Duffill of the Management Recruitment Group on; Michael Hewlett - or on 020 8892 0115

Ben Duffill - or on 020 7868 5038

Applications should consist of a comprehensive CV and covering letter outlining key matching experience. Closing date for applications is Monday 10th July 2016. MRG will be holding preliminary interviews w/c 11th July 2016. Interviews with the University of London including campus tours will be w/c Monday 25th July.

Other benefits include: • Travel season ticket loan • Childcare voucher scheme • Life Cover

• Enhanced maternity/paternity and adoption pay • Health – free bi-annual eye tests and discounted private medical insurance


Providian House 16 - 18 Monument Street London EC3R 8AJ Tel 020 7868 5038

Regal House 70 London Road Twickenham TW1 3QS Tel 020 8892 0115

111 Piccadilly Manchester M1 2HY Tel 0161 638 0936

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