DIRECTOR OF ESTATE MANAGEMENT
WELCOME FROM THE REGISTRAR & SECRETARY BRYN MORRIS
Dear Applicant
Thank you for your interest in the Director of Estate Management post and please find below further information on the opportunity which comes at a very exciting time in our development. Our Director of Estate Management leads a team of professionals who are committed to the built and natural environment making a tangible impact on delivering our ambitious University Strategy. Right from the start, when the University was established in 1964, we have understood that the way people and places interact helps to shape the character of a University. The vision of the initial Essex master-plan, with its fierce architectural language, helped shape our identity and values http://issuu.com/uniofessex/docs/gallery_guide_22163.
The Director of Estate Management will carry the lead responsibility for ensuring that our estate continues to do so.
Our University Strategic Plan commits the University to continued growth in student numbers at the same time as enhancing our standing within the sector and delivering a transformational experience for our students. These are bold ambitions that will require equally bold ideas and execution in the further development of our campuses and facilities. Celebrating our 50th anniversary in 2014-15, the University of Essex was ranked 19th in the Research Excellence Framework in 2014 and 2nd in the 2015 NSS for student satisfaction in the Times Good University Guide. Confirming our global reputation, the University was ranked 22nd in the Times Higher Education Top 100 universities under 50 years old in 2014 and is 31st in the world for our international outlook. The University has an annual turnover of £200m and 12,500 students at our campuses in Colchester, Southend and Loughton. Over the last five years we have invested £200m to provide a top-class student experience with state of the art facilities. Our Silberrad Student Centre and new building that is home to Essex Business School both opened this summer, following the opening of a new teaching centre, 650 bed student village and our science and research business park ‘Knowledge Gateway’. Our Strategic Plan sets our ambition to be acknowledged nationally and internationally as a leading research-intensive university. Currently ranked 35th in the Times Good University Guide, by 2019 we want to be firmly in the top 25 of UK universities and all of our subjects in the top 20% of their discipline within the UK. Our aim is to grow the size of the University by 50% by 2019. We are on target to meet our goals, with full time undergraduate acceptances having grown by 20.4% between 2013 and 2014 – the second largest increase in the UK – and applications up 13% for entry in October 2015.
Further details about Bryn can be viewed at http://www.essex.ac.uk/registrar/brynmorris.aspx
ABOUT US
Our strengths n Committed to research excellence: Ranked 19th in REF 2014 for research quality by The Times, nine departments are ranked in the top 25: Politics ranked 1st, Economics 5th, Art History 10th, Sociology 12th, Sport 13th, Philosophy 14th, Law 17th, History 21st, Essex Business School 24th. n World leader in the social sciences: The REF 2014 result ranked the University in the top four of universities for social sciences in the UK. The University has two ESRC-funded centres based in our Institute of Social and Economic Research (ISER): the Research Centre on Micro-Social Change and the UK Longitudinal Studies Centre. ISER hosts Understanding Society, the UK longitudinal study of 40,000 households, which is the largest household panel survey in the world. The ESRC Business and Local Government Data Research Centre is based in Essex Business School. In addition the UK Data. n Students at the centre of our thinking: In our 2015 QAA Higher Education Review (HER) we met all standards and were commended for our student focus, confirming our commitment to excellence in providing our students with high-quality learning, supported by strong extra-curricular opportunities. The 2015 National Student Survey (NSS) results placed Essex 2nd for overall student satisfaction. Alongside a prestigious Investors in People Gold Award in 2011, the University of Essex Students’ Union was in an elite group of only ten students’ unions to win an NUS Students’ Union Evaluation Initiative Award for the quality of its services and in December 2011 it won the NUS/UK Council for International Students award for Democracy and Representation. n International outlook: Essex is one of the world’s most internationally diverse campus universities, with 40% of our students from outside the UK, representing 130 countries. We take pride in being globally recognised, being ranked 22nd in the Times Higher Education’s own ‘Top 100 under 50’ and 31st in the world for global outlook. n Strong financial performance: with a turnover of £200m we are already generating strong surpluses and aim to generate cash surpluses of 5.5% by the Academic Year 2016-17.
ABOUT US
Purpose and vision The purpose of the University is to contribute to society through excellence in education and research. Achieving excellence in both education and research and ensuring that all of our activities support these two equal priorities, lies at the heart of all that we do. Our commitment is to offer our students a transformational educational experience, encompassing both academic and the extra-curricular, which provides them with the opportunity to fulfil their potential as individuals. We are pioneering the idea that students are joint members of our living and learning community, with a responsibility for their own development as learners and globally engaged citizens. In tandem, University staff are committed to achieving excellence in education by providing intellectually stimulating programmes of study, that are research-led and which are based on creative approaches to learning and teaching that reflect our commitment to innovation in curriculum design and delivery. Our commitment to research that matters and that has global impact informs all that we do. We have a broad spread of subjects covering humanities, science and health and social sciences. We have particular peaks of excellence in the social sciences and humanities and especially in interdisciplinary research, notably in human rights and quantitative social and economic research. We are proud of our track record of business engagement. Our commitment to this area has been consolidated by a £12m investment in the Knowledge Gateway, 43 acres of parkland which is an integral part of our Colchester Campus. The Knowledge Gateway is being developed around two foci. Building on our world leading expertise in quantitative data in the sciences, humanities and social sciences, we are making significant investments in business focused data analytics having created an Institute of Analytics and Data Science in 2014. We have opened a new £23m Business School on the Knowledge Gateway in the summer of 2015, with a remit to engage with small and medium sized businesses who can benefit from close links with ouracademic community, our research facilities and business development activities. The first phase of our
15,000 square feet office village Parkside opened in the spring of 2014 and already has 90% occupancy. This has given us the confidence to start the next phase of development building additional office space and developing plans for a 10 million pound 40,000 square foot innovation centre with work planned for summer 2016. Our academic community comprises 12,500 students and 2,200 staff. The University has three friendly purpose-built campus environments. The Colchester Campus, Essex’s largest and original site, is set in 200 acres of parkland. It incorporates teaching buildings, shops, banks, a gallery and theatre, bars and cafes, and sufficient student accommodation to house over half of our student population and 90% of our students are based here. The East 15 Acting School – founded by Joan Littlewood and oneof the top five acting conservatoires in the UK – is in Loughton just five minutes from London Underground’s Central Line. The University’s newest campus in Southend’s bustling high street opened in 2007 and houses the Centre for Education and Social Care and parts of Essex Business School, the School of Health and Human Sciences, East 15 Acting School and the Centre for Psychoanalytical Studies. We also have some 4,500 students studying for University of Essex-validated degrees at our partner institutions across Essex and further afield at: n South Essex College n Colchester Institute n Kaplan Singapore and University of Essex online degrees n Tavistock and Portman NHS Trust Foundation n Writtle College n University Campus Suffolk With the support of the University, Writtle College and University Campus Suffolk have been awarded taught degree awarding powers and are expected to have secured independent status in the Academic Year 2016-17.
ABOUT US
An Essex education An Essex education is based on research-led teaching that is collaborative in nature and takes place in a supportive and well- resourced academic environment. We take our commitment to research-led teaching very seriously indeed and faculty are expected to be great researchers and great teachers; our curricula is regularly updated by the latest research; and our students not only learn from great researchers but undertake research themselves developing skills of critical enquiry, independent learning and intellectual creativity. Because our University is on a human scale, there is also a very strong sense of community and faculty and students join in a common search for answers to globalchallenges. We are constantly working to improve the quality of ourteaching and learning. Our Education Strategy is an important vehicle for leading further enhancements to the type of research-led education that we offer. It focuses on how we will develop and support the four pillars of an Essex Education: a research mindset and skills; a culture of membership; a global community and outlook; and the Essex spirit. Over recent years we have invested £6m in the flagship Ivor Crewe Lecture Hall, built a new media centre, specially equipped dance and drama studios and in 2012 opened the £5m Tony Rich Teaching Centre. In the same year the University also opened a £36m University Square comprising student accommodation and a new teaching suite at Southend, and in 2013 we opened the £27m Forum Building that houses a library, gallery, research and learning facilities. In 2013 a new student village known as the Meadows opened at our Colchester Campus, with 650 new study bedrooms and additional student facilities. A £21m new student centre and library extension and a £23m building which will house Essex Business School opened in the summer of 2015. We have ambitious plans for the further enhancement of our facilities including a new North Teaching Centre (opening 2015), a £14m STEM teaching centre (opening 2017), a new student village (opening 2017) and on-going refurbishment of our historic estate. The University is home to three outstanding theatres and great sports facilities which have benefited from a £1.4m redevelopment. The University has its own art gallery, Arts on 5,and a Latin American art collection (ESCALA) unique to the northern hemisphere that has recently received national accreditation. These facilities help to make the Essex experience special for our staff and students. Essex also has a great reputation for the campus-based experience that we offer our students, providing opportunities for participation in a wide range of extra-curricular activities, engagement in an amazing range of student clubs and societies, and an extensive programme of student volunteering and sport. At Essex we are especially proud of our close working relationship with our award-winning Students’ Union, which plays a key role in enhancing the quality of our students’ experience.
OUR ESTATE
The Estate Management Section manages a diverse portfolio of activity. It is a multi-disciplinary Section, managing all aspects of the built environment, ensuring environmental sustainability, and providing comprehensive estate planning and management services. It is responsible for ensuring that the land and property assets support the business of the University, safely, economically and effectively. The Section represents the University in several capacities, including as the landlord/client for the allocation of all University space and in relation to all capital projects. It is respon- sible for the preparation of the Estates and Equipment Supporting Strategy and for implanting estate components of planning decisions into all other strategic activities.
The University’s estate, distributed across three campuses in Essex, is one of our most valuable assets. It is a key feature of the student experience and provides the environment within which the academic mission of the University is delivered. It is central to the delivery of excellence across the University. The University estate also encompasses the Knowledge Gateway science and business park, through which the intellectual resources of the University come together with businesses working in areas relevant to our expertise. The Essex estate is at a key stage in its evolution, with major recent investments having just come on stream and further development planned and necessary. Several large and exciting projects are on the horizon, some student-facing, others on the Knowledge Gateway, all of which require strong leadership, vision and management to bring to fruition. It is essential that our estate provides a high quality, sustainable and well-managed physical environment, which directly supports the University’s Strategic Plan.
ESTATES SUPPORTING STRATEGY SUMMARY (2014-2025)
Introduction The core purpose of the University of Essex is to contribute to society through excellence in research and excellence in education.’ The University Strategic Plan, 2013-14 to 2018-19 clearly sets out what the University seeks to achieve through the pursuit of educational excellence: “to offer our students a transformational educational experience, encompassing both the academic and the extra-curricular, which provides them with the opportunity to fulfil their potential as individuals by developing themselves within our living and learning community as independent learners equipped to take responsibility for their personal and professional development throughout their lives.” The University’s Education Strategy 2013-14 to 2018-19 recognises the central position of our estate and equipment noting how the University will: “align the development of the University’s physical estate and virtual estate with the nature of the University’s educational provision, providing consistently high quality physical and virtual spaces that support the delivery of excellent educational experiences for our students” This Estates and Equipment Supporting Strategy provides a framework for supporting these aims through estates transformation, so that the University delivers to its students the transformational educational experience to which it aspires, and which our students deserve. The physical University environment is distributed across three campuses. The founding campus at Wivenhoe Park near Colchester (opened 1964); a new campus at Southend on Sea (established 2003), and the East 15 Acting School acquired by the University in 2000 (founded 1963). The estate is a key feature of the student experience at the University and provides the environment and setting within which much of the academic mission and extra-curricular activity of the University are delivered. It is a key attractor to potential students and staff and has received significant investment in new buildings and facilities at all campuses. The main Wivenhoe Park campus has a distinctive feel
attributable to the original vision, layout, and construction of the buildings and landscaped parkland.
The estate was a radical component of the founding vision for the University developed by the founding Vice Chancellor, Sir Albert Sloman, and implemented through the architect for the University, Kenneth Capon, who master-planned and designed the original buildings for the Wivenhoe Park campus. They aimed to integrate a flourishing academic community of 10,000 to 20,000 students with the accommodation for both living and learning close to one another ratherthan dispersed. The concept for the University that Kenneth Capon produced dovetailed together all functions in an extremely compact area, so that no location was further than five minutes’ walk from the centre. The key social principles for Capon’s master-plan included: n Town squares n Design to encourage interaction between staff and students n Keeping social and academic activity at the heart of the campus The central campus buildings at Colchester around the squares accommodate teaching, administration, academic departments and social facilities including the excellent Students Union. Departments are mostly housed along corridors rather than in their own separate buildings, although some specialist buildings have been constructed subsequently. The construction of the historic estate is largely in concrete framed buildings in a modernist style although more recent buildings are in a variety of materials and styles, while the residential Towers are in a blue engineering brick. Although the estate has stood up well to fifty years of use it now presents a number of significant challenges for the University and the recent condition survey undertaken by property consultants Atkins on behalf of the University has identified significant investment needs in order to maintain the estate and replace life expired plant and building infrastructure. In addition to this, changes in pedagogy over the fifty years since the university was founded need to be supported.
ESTATES SUPPORTING STRATEGY SUMMARY (2014-2025)
world. It is a key tool in marketing the University to prospective students and in conveying a sense of identity, quality and purpose in support of the core academic mission. n The University Strategic Plan 2013-14 to 2018-19 clearly sets out the expectation for the role of the estate as an enabler to support the core academic mission of the University: “Match the capacity of the University’s estate, plant and equipment to its strategic requirements and environmental obligations, and enhance the functional suitability of the University’s spaces, places and facilities for the delivery of excellence in education and research” n The estate is an essential component of the experience at all campuses and significant recent investments in the estate at Southend have radically improved the student experience and created more of a campus feel to this town centre environment. n The 1960s main central campus at Wivenhoe Park has suffered from an under-investment in the past and its reinvention will be central to delivering excellence in education and research in the next two Capital Investment Plans. n The estate is an essential enabling and supporting element for the delivery of excellence in education and excellence in research, and the University’s Challenger philosophy. This Supporting Strategy aims to place the radical reinvention of the historic 1960s estate at the heart of the strategy and the next two Capital Investment Plans. The full Estates Strategy can be provided upon request for interested candidates.
The realisation of Sir Albert Sloman’s vision and Kenneth Capon’s concept has given the University of Essex its own unique style and feel which perfectly aligns with the Challenger philosophy and provides an excellent platform from which to develop exciting new infrastructure to support the future academic mission of the University, in alignment with the Challenger approach to provide a compelling difference. The founding principles are also reflected in the built environment at Southend and Loughton, where the living and learning experience is central to the University offer and the operation of the estate. The new Forum for example sits at the heart of a new University Quarter in Southend and has been developed in a unique collaboration with Southend on Sea Borough Council and South Essex College. Investment in the estate and the University infrastructure (including IT/AV and equipment) is necessary demonstrably to support excellence in education and excellence in research. The estate at its most basic level only exists to support the academic mission of the University and the provision of a high quality student experience; it is not an end in itself. In order to underpin innovation in teaching and the development of technology enhanced learning, estate developments will need to embrace innovation in space design, allocation and utilisation. This will require further developments in flexible learning spaces, group-work space with appropriate technology and suitable co-location with social areas including shared spaces. Underpinning values n The University was founded on the principle of the creation of living and learning community where education was set alongside the development of skills for life. “A University is a community where the student is guided in the first stage of a life-long task of self-education, a community whose concern is not just with pursuit of learning but with the fulfilment of lives” (Sir Albert Sloman, founding Vice-Chancellor of the University of Essex, A University in the Making – 1963) n Universities are place-based organisations and the estate is a key component in supporting the whole student experience and the creation of the academic community. The estate is also key to conveying the brand and essence of the University to the external
Future exciting capital development plans include:
n Public realm space development n Further development of the Student Village
n New STEM teaching facility (£14m) n Sports Centre extension (£11m) n New Library and teaching scheme in Southend (£30m) n New Business School (£22m) n Feasibility on a ‘University train station’ and mixed use scheme in Colchester
JOB DESCRIPTION
Purpose of the job The work of the Estate Management Section is central to the delivery of the University’s mission of excellence in education and excellence in research. Our buildings, facilities and open spaces across all three campuses provide an environment in whichour staff and students can do extraordinary things. Many of our buildings are pretty extraordinary themselves, whether part of our distinctive 1960’s campus in Colchester http://www.c20society.org.uk/2014/10/03/ something-fierce-at-the-university-of-essex/ or the result of new investments we have made recently, making our University a place where lives can be transformed http://www.adp-architecture.com/ projects/the-forum http://www.theguardian.com/artanddesign/2015/ aug/30/university-of-essex-patel-taylor-architects-new-student-cen- tre-review. Today, the Essex estate also encompasses the Knowledge Gateway, a 43 acre science and business park, on the west of the Colchester campus. This has been developed since 2010 and now boasts a superb infrastructure and the first phases of development of business units which are reframing the way in which the University, its staff and students are engaging with business as an integral part of what we do. This is a key, high-profile appointment for the University of Essex, requiring dynamism, organisation and the tenacity to see through the creation, development and maintenance of our buildings and the environment in which they sit aligned with our ambitions and our values. Our Director will be an imaginative and determined custodian of the University’s property and estate, displaying the leadership to ensure that a strategic and coordinated view is takenregarding the use, development, integrity and operation of the University’s physical assets. Our Director will be responsible for leading on the management of all aspects of the University’s property related resources and services, delivering a physical environment and associated services that contribute actively to an excellent experience for staff, students and other users of our campuses. They will contribute to the University’s overall strategic planning process, especially the further development, refurbishment and extension of the estate and the exploitation of the potential of the Knowledge Gateway. They will also undertake long-term, comprehensive and integrated physical resource planning for the University, delivering efficient and effective services for estate management and maintenance.
Introduction to the role The Director of Estate Management provides strategic leadership for all aspects of the Estate Management Section’s services and activities in Colchester, Southend and Loughton. Our Director is responsible for the development and stewardship of the estate and provides advice, analysis and guidance to the University on a wide range of related strategic and operational issues. The focus of the stewardship and development of the University’s estate is to support delivery of the University’s Strategic Plan to 2019, our associated Education and Research Strategies and our supporting Estates and Equipment Strategy. These describe the University’s commitment to achieving transformational impact through high quality research and education; the estate is central to this, as well as providing the environment which will allow the University to grow. The Director of Estate Management leads a skilled and committed team of staff, ensuring that the assets and expertise across the Section are deployed to achieve maximum possible impact on the wider membership of the University. In the coming years, the strategic objectives for the Estate Management Section include leading a number of major building projects to support and improve the quality and functionality of our campuses, transforming the 1960s estate, delivering outstanding service standards and value- for-money and ensuring that our activities and facilities are sustainable for the future. Reporting directly to the Registrar and Secretary, who leads all our professional services, the Director of Estate Management is a member of the University’s Professional Services Group and works closely with the other nine Heads of Section. The Director of Estate Management also works closely with the University’s Deputy Vice-Chancellor.
JOB DESCRIPTION
Duties of the post n Leading, managing, developing and co-ordinating the delivery of a comprehensive range of estates functions in support of the University’s strategic objectives; formulating, communicating and implementing a long-term vision for the estate and the design and quality of its buildings in keeping with the University’s values, identity, strategic and operational requirements. n Leading and managing the implementation of the University’s Estate and Equipment Supporting Strategy and its accompanying action plan, ensuring that these remain dynamic and support delivery of the Strategic Plan. These activities may include the acquisition of further property and the rationalisation of existing holdings. n Leading the development of the Estates related components of the University’s Capital Investment Plan. n Leading, managing, developing and coordinating all estates functions in relation to the Knowledge Gateway. n Contributing to the decision making of the University through working with colleagues in the University’s executive team (the University Steering Group), Professional Services Group, relevant committees, Resources Committee and the Council. Providing the link between academic, research, commercial andother planning objectives and the estate planning and management function. Developing creatively the University’s estate and its related resources and services, working with planning authorities and other appropriate statutory and regulatory bodies. n Procuring and effectively managing all works and services related to the operation, maintenance and development of the estate in order to deliver value for money. n Being accountable for the Section’s annual budget, the University’s minor works programme, and all Estates-related capital investment proposals, to ensure that all operations and development activities are provided at optimum cost effectiveness and in a timely and professional manner. n Leading the annual planning process for the Estate Management Section. n Managing and developing the following services, within approved parameters of cost and service level, at all times seeking best value: - Building operations and maintenance - Engineering services operations and maintenance - Capital development projects (minor works through to strategic developments) - Security - Grounds and playing fields operations and maintenance - In consultation with the Central Procurement Unit, procurement and management of utilities (water, gas, electricity, oil) - Factoring services including leases, acquisitions, disposals, rating - Cleaning and Portering services (excluding residences) and waste disposal - Space Management - In consultation with the Central Procurement Unit, procurement and maintenance of furniture, fixtures and fittings - Sustainability and delivery of our ambitious carbon management plan n Leading the development of the University’s environmental sustainability activities.
n Providing strategic, operational and professional leadership to all staff in the Estate Management Section, ensuring that the necessary skills and competency levels are in place, developed or acquired to meet the University’s developing needs. n Responsible for the ongoing development and updates of the estate database to ensure that adequate information is available on matters such as physical condition, legislation compliance, functional suitability, space utilisation etc. n Representing the University on estate and estate-related matters with national bodies, local authorities and other external organisations. n Maintaining good relations with neighbours, keeping them informed of the University’s plans for its estate and listening to their concerns. n Advising on matters related to physical development, taking into account the University’s declared targets and strategic plans and the parameters laid down in local and regional structure and development plans. n Promoting efficiency and flexibility in the use of physical resources, improving the academic programme fit, aesthetics and providing for staff and students a more effective teaching and research environment, improving the sense of academic community and enhanced quality of University life. n Championing the University as an environmentally sustainable institution with a reducing carbon footprint. n Any other duties as may be assigned from time to time by the Registrar & Secretary or his/her nominee.
PERSON SPECIFICATION
Qualifications/training n Educated to degree level.
n Chartered professional qualification in a property/built environment related discipline (architecture, building, engineering, facilities management or surveying). n An MBA or similar would be an advantage. Experience/knowledge n Extensive senior management experience in an estates environment, with several years at senior leadership level in a complex private sector firm or public sector organisation. n A proven track record of managing a complex property portfolio, staff and budgets. n Excellent negotiation skills and demonstrable experience of working effectively with external professionals and contractors. n A record of achievement in managing a substantial estate, and the successful delivery of large-scale development programmes, buildings and engineering projects within approved financial limits and in line with user requirements. Skills/abilities n A commitment to ensuring the estate plays a full role in delivering the University’s Strategic Plan and an appreciation of our architectural inheritance. n Strong commercial skills, with financial acumen, especially in the preparation and control of development programmes and projects and in managing maintenance services, ensuring that good value for money can be demonstrated at all times. n High level strategic planning and organisational skills, including long term forward planning and forecasting. n A proven record of leadership, management and achievement at senior level, focusing on the management of people, teams, planning and resources. n Strength and quality of leadership and the personal skills required to develop and lead an effective and well-motivated, multi- disciplinary and multi-task estates and facilities team. n Experience of strong project management, planning and organisational skills, along with a record of achievement in leading and managing change. n A sound understanding of the legal and financial aspects of major property projects and transactions and of the statutory compliance duties relating to an estates function. n The ability to respond appropriately to user demands and expectations. n A very high level of competence in all aspects of oral and written communications. Candidates must possess strong personal communication skills, and also the ability to promote open and effective communication with key stakeholders both within and out with the institution.
n Enthusiasm for making the estate environmentally sustainable.
n An appreciation of property issues in the HE Sector.
ESTATES SECTION
Director ofEstateManagement (Vacant)
PA toDirector (AMBoot)
AdministrativeStaff (CKerr/SGrant)
InterimDeputyDirector of EMS (Services) (MWatts)
InterimDeputyDirector of EMS (KMiller)
InterimDeputy Director ofEMS (Southend) (M Freeman)
DeputyDirector ofEMS (Capital&Development) (B Legister)
FinancialAssistant (SGreen)
FinancialAnalyst (KMurray)
InterimDeputy Director ofEMS (Maintenance) (JRamos)
University Driver (DQuinnelle)
TechnicalAssistant (J Li)
Services Administrator/
Stores Supervisor (R Lythgo)
Transport Policy Co-ordinator (CHumphries)
PostalServices Manager
SecurityManager (PHumphreys)
Grounds Manager (RDavey)
CleaningServices Manager (B Lawson)
Contracts Manager (RAbbott)
FacilitiesManager (Southend) (JWilkinson)
ProjectOfficer (Building) (MWillis)
Interim Project Officer (Building) (KMascall)
ProjectOfficer (Building) (MBrown)
BuildingSurveyor (IHack)
Engineer (Bldg Services) (P Campbell)
EnergyManager (R Frost)
Coordinator (HDavey / G Pritchard)
Postal Assistants (3 p/t)
Senior Storekeeper
Asst Eng (Maint Services) (NWarne)
Clerk ofWorks (PRobinson)
Interim Campus Manager (E15) (ASamuels)
AsstBuilding Surveyor (IBeatwell)
Grounds Supervisor (M Clayton)
CarbonChange Advisor (DDempsey)
Security Secretary (P Christmas)
Traffic Officers (2)
Supervisor (4)
Capital& Development Coordinator (R Bowerman)
Storekeeper
GroundsStaff (5)
CampusSecurity Supervisors (6)
Mechanical Supervisor (K Beales)
Building Supervisor (SManning)
Electrical Supervisor (BDeighton)
Interim Estates SafetyAdvisor (SSeal)
BusinessSupport Manager (TNewman)
Commercial PropertySurveyor (JBurns)
Litter Collectors (p/t2)
PatrolOfficers (30)
HelpDeskSupervisor (J Long)
Chargehand
BMSEngineer
InterimSpace PlanningManager (GRaviendran)
Chargehand
Chargehand
Porter/Drivers (8)
Cleaners (102)
Parking Assistants (2)
HelpDeskAdvisers LMcGrath/C Copsey
Craftsperson (5)
Craftsperson (6)
Maintenance Craftsperson (Drains)
Craftsperson (9)
Maintenance Assistant (1)
Maintenance Assistant (1)
FURTHER INFORMATION AND HOW TO APPLY
For a confidential discussion to learn more about the role and opportunity please contact the University’s appointed recruitment partners Michael Hewlett or Ben Duffill of The Management Recruitment Group.
The post offers a salary level which will ensure that the University is able to attract industry leading professionals across a variety of sectors. In addition to basic salary the University offers a generous benefits package including: n USS pension scheme with 16% contribution from the University n 31 days holiday (including closure days at Christmas and Easter) + bank holidays n A generous removal and relocation package n Numerous other family friendly benefits including a purpose built nursery at the Colchester Campus, CPD and health and wellbeing schemes (Cycle to Work etc.) n Concessionary course fees n Interest free season ticket loans and a range of other optional salary exchange tax benefits Application and recruitment process Applications should consist of a comprehensive CV and supporting cover letter outlining key matching experience and rationale for applying for the post. Applications should be sent to michael.hewlett@mrgpeople.co.uk or ben.duffill@mrgpeople.co.uk
Michael Hewlett T: 020 8892 0115 M: 07972 579938 E: michael.hewlett@mrgpeople.co.uk Ben Duffill T: 020 7868 5038 M: 07976 125010 E: ben.duffill@mrgpeople.co.uk
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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