LTE Group - Estates Director

Estates Director

Recruitment Campaign Proposal


Section 1 Executive Summary

Section 2 Identification & Engagement of ‘Industry-Leading’ Candidates

Section 3 Assessment Techniques & Tools to be used

Section 4 MRG Track Record

Section 5 Project Team

Section 6 Proposed Campaign Timeline

Section 7 Fees, Costs & Payment Schedule

Appendix 1 MRG Commitment to Equality & Diversity

This Recruitment Campaign Proposal outlines the MRG approach, methodology, programme and fees resulting in the appointment to the Estates Director post at LTE group.

LTE group has been created in response to the unique challenges facing the education sector. With the changing landscape of further education, the Group is focused on changing the way it works to allow it to better respond to the skills requirements and economic needs of our communities. LTE group can support and shape the development of how education and skills are delivered at a local, regional and national level. LTE group is driven by a strong social mission and is committed to improving lives and economic success, reinvesting for the public good as a not-for-profit organisation. The Group structure enables each organisation to be focused on its own learners, customers, colleagues and stakeholders, supported by the professional shared services that operate directly within LTE group. It offers the potential for expansion and further growth. LTE group is seeking to make the key senior appointment to the role of Estates Director. In this newly created role the postholder leads on the transformation of the of the Group’s physical environment through a £150m plus capital development resulting in the creation of purpose-built campuses in the centre of Manchester whilst deriving the best possible value from the group’s surplus property assets. This is an exciting opportunity for an estates professional with a proven track record in the delivery of major capital development programmes to play a leading role in the creation of an education estate that will offer a high-quality and inspiring learning environment for current and future generations. To secure the strongest possible selection of candidates for LTE group we propose to undertake a comprehensive executive search recruitment campaign. This campaign will be delivered via two strategies, Direct Search and Advertised Search which will run simultaneously.

We will dedicate an experienced and highly enthusiastic team who have specialised in campaigns of this nature over the last decade.

It is anticipated that the campaign will launch in mid-January 2018 with an appointment being finalised by the close of March 2018.

2. Identification & Engagement of ‘Industry-Leading’ Candidates Based on the briefing discussion and our experience and understanding of the sector we would conduct a comprehensive research exercise to ascertain relevant organisations in the public and private sectors that may house candidates with transferable skills that could be applied to the role at LTE group. We would seek to understand the following factors about target organisations spanning the public and private sectors to identify candidates that potentially have the required transferable skills. • Scale of estate portfolio • Number of buildings across estate portfolio • Type of buildings (asset class/primary usage, technical complexity, level of public footfall, state of condition, age/era/type of architecture of buildings) • Scale and nature of capital programme • Type of stakeholder groups/end users prevalent across the organisation and estate portfolio If the organisations that we identify possess similarities to LTE group across the majority of the above factors, we would go ahead and identify the individual responsible for leading the estates/facilities/property management function.

Prospective source areas

If LTE group is to attract ‘industry leading’ candidates for the Estates Director role we would recommend that prospective candidates should be considered from the following target areas:

Estate Owner Occupiers - Public and Education Sectors

Candidates in this pool will form a primary source area as they are undertaking roles with comparable characteristics to those found with the role at LTE group and are set in a similar context.

Candidates could be operating at Deputy Director of Estates level with a specific remit for asset management and capital development in large-scale (£200m plus t/o, £50m+ p.a. capital programmes) or at Director of Estates level in organisations with a comparable scale portfolio and capital development programme to the one found at LTE group.

Other Estates Owner Occupiers - Private sector

From our experience over a number of years this candidate pool can be static in terms of supply of candidates with appropriate skills as organisations deliver capital projects in varying ways. However, the airports, science and tech- nology sectors have proven to be relevant source areas due to these areas having comparable scale programmes and technically-complex campus-based estate portfolios with some comparable characteristics to those found at LTE group.

The Consultant / Advisory Sector

Based on the brief this market could also provide a suitable pool of relevant candidates as senior-level candidates specifically working within estates, property and project management consultancies on behalf of client organisations in the above sectors may have gained strong relevant matching experience of advising on and potentially leading (via secondment) comparable property transformation/capital development programmes to the one found at LTE group. Once identified candidates from outside of the education sector currently operating in public and particularly private sector organisations may not understand the scale, complexity and ambition of LTE group from an estates and development perspective. We will engage with these individuals both via written and oral correspondence and communicate the extent of the opportunity in the most compelling manner possible. We have developed a deep-rooted understanding the scale, diversity and challenge of estates development and management in the education sector and believe that we can make a compelling career case to individuals outside of the sector in both the public and private sectors.

Marketing of the role

The Advertised Search element of the campaign will target those candidates who are active and who may be inaccessible via Search. Given the market conditions the response levels (both in terms of quantity and quality) from this segment of the market can vary. Because of this the Advertised Search element of the campaign serves as an important supplement to the Direct Search element of the campaign. However, the potential cost of exter- nal advertising needs to be managed carefully. We believe that the best value for money comes from industry specific online adverts rather than print journals/ magazines. They offer better value for money with online mediums now far more accessible with the advent of tablets and smartphones. We will act as the point of contact for response handling and feedback to applicants with respect to adverts post- ed on (and any other local media if applicable) in partnership with the Group’s HR team. The proposed advertising mediums outlined include Telegraph jobs online, Building Magazine online, Estates Gazette online and Property Week online and would attract candidates from a wide geographical area.

Proposed Advertising Schedule

In the event that you want to consider the use of further advertising mediums we can consult and arrange this (normally with discounts of up to 75% from the rate card). This would be discussed and agreed at the recruitment briefing meeting.

Online Media Campaign


Telegraph jobs online


Estates Gazette online


Property Week online


Building magazine online


LinkedIn job slot posting

Inclusive of campaign fee

MRG website (featured vacancy)

Inclusive of campaign fee

Total Cost


3. Assessment Techniques & Tools to be used We will work with LTE group to design the key criteria to be used for longlisting and shortlisting selection. We will then employ these criteria to construct our Selection Matrix. The matrix is an effective tool for both longlists and shortlists using a simple 3D vetting and grading system. The Selection Matrix ensures that selection is both robust and auditable, and provides the client with a tool to compare and contrast candidate’s skills, measuring those skills not only against the experience criteria, but against the skills and experience of other candidates on the Long or Shortlist. We will undertake 1 to 1 briefing meetings/screen interviews (specifically investigating the key selection criteria matching experience) with all relevant candidates sourced via the headhunt, advertising campaigns and any internal applicants.

We are also able to carry out psychometric testing should this be required (Thomas PPA), or undertake all the logistical arrangements with the Group’s approved assessment partner.

Page heading to go here

The shortlist reports (example below) would include an overview of the candidate, the matching matrix score and evidence of how the candidate meets that criteria. This would be accompanied by the candidates own CV and covering letter.

Example for illustrative purposes

University of Surrey


4. MRG Track record

Please find below recent examples that demonstrate our capability and track record of recruiting to posts of a comparable nature specifically within the education sector.

We have also tried to demonstrate our track record of attracting candidates from within the education sector, outside of the sector and from abroad.

The proposed team (Ben Duffill, Michael Hewlett and David Craven) have a cumulative 25 years’ experience of identifying and engaging with prospective candidates spanning public and private sectors in respect of Estates roles in the Education sector and have personally delivered the below campaigns.

Director of Estates, Warwickshire College Group, 2017

Warwickshire College Group were seeking to appoint a senior manager who was passionate about delivering excellence in estates projects and facilities services. Reporting to the Group Deputy Principal Corporate Services, the Director of Estates is responsible for the delivery of the capital investment programme and for improving the functional suitability, sustainability and efficiency of the estate. Key areas of responsibility include Property Asset Management, Capital Programme Delivery, Facilities Management, Grounds, Transport, Environment and Administration. The successful candidate had a proven track record in the education estates sector having acted as Deputy Director of Estates at the University of Warwick for several years.

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Head of Estates, United Learning, 2017

United Learning is a large, and growing, group of schools aiming to offer a life changing education to children and young people across England.

United Learning were seeking to appoint a Head of Estates to act as the subject matter expert for estates matters.

The postholder would be tasked with devising and delivering an estates strategy looking at a varied portfolio of properties ensuring that the facilities provide a first class learning environment. The appointed candidate was a highly experienced professional who had previously led the delivery of a large-scale capital programme as Capital Programme Director for the University of Leicester.

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Director of Estates, Birmingham Metropolitan College, 2016

Reporting to the Director of Finance, the Director of Estates is responsible for providing dynamic leadership and management of all aspects of the estates and facilities management activity across the College’s complex multi-site estate (5 campuses) following several years of mergers of smaller colleges.

The Director of Estates was to develop and implement a modern and sustainable ‘learning environment’ strategy.

The College were seeking an individual with a proven track record in an estates leadership role in the education sector and the successful candidate had demonstrable experience in an Estates Director role with another Further Education organisation.

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Director of Estates, University of Birmingham, 2015

Reporting to the Registrar and Secretary, the new Director of Estates is responsible for an estates portfolio of 500,000 sq.m GIA across 200 buildings in addition to 4,500 bed spaces. The team covers all aspects of operational FM and capital development (175 staff) with three distinct departments of Projects, Operations & Delivery and Engineering. They were seeking an individual with a strong track record of creating a culture of exceptional delivery in addition to presiding over innovative large-scale capital developments. The successful candidate had background within the NHS including 6 years as Director of Estates at UCLH NHS Trust and latterly Director of Estates at Barts Health NHS Trust.

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Director of Estates & Campus Services, University of Leicester, 2017

Reporting to the Registrar, the Director of Estates & Campus Services is presiding over a newly created department merging two previously distinct business units of estates and campus services. The vast estate spans 110 buildings totalling 100,000 m2 of academic space in addition to 4,223 residential beds. The deliverables for the new post were to establish and implement a new capital programme (£350m) in addition to creating a new estate development framework. In conjunction with the programme was to launch a new master planning exercise focused on the public realm. The brief was to attract professionals with extensive experience in creating new structures and teams with a strong background in mobilisation, change management and transformation. The successful candidate came from within the private sector and held the post of Director of Property at BUPA, she previously held senior property management positions at Rolls-Royce and BT.

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Director of Property & Facilities, University of London, 2016

Reporting to the Chief Operating Officer, the Director of Property & Facilities is responsible for leading on all aspects of the property portfolio including the capital programme, operational facilities management and all facets of asset management. The remits covers their iconic estates in the heart of Central London (including the Senate House) where the post holder is responsible for delivering their ambitious 2015 to 2020 estates strategy. The capital development programme includes a £20m residences refurbishment, £6m library refurbishment, £10m p.a. maintenance programme and a £4m investment property programme. The brief was to engage with professionals who were exceptional leaders with a proven track record of developing and implementing property strategies across a comparable diverse and complex portfolio. The successful candidate was a qualified Architect who following an earlier career within private practice spent six years as Director of Estates with the Girls’ Day School Trust (GDST) before moving in the NHS as Director of Environment and Infrastructure (Board level role) with a large acute trust.

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Director of Estates & Facilities Management, University of Sussex, 2017

Reporting to the Chief Operating Officer, the Director of Estates & Facilities Management is responsible for the University’s £500 million masterplan in a period of significant change to lead a programme of investment to modernise and improve the campus. The masterplan provides a framework for the future development of the campus and includes projects to provide new state-of-the-art academic and research facilities; a new student village consisting of 2,500 new student rooms on campus to support the University’s growth plans; and significant investment in the preservation of Sir Basil Spence’s famous listed buildings and surrounding landscape. The mandate was to appoint a Director to lead the further development and implementation of the masterplan whilst taking strategic leadership responsibility for ensuring high quality facilities management provision across the University. The successful candidate appointed came from National University of Singapore where he held the post of Associate Vice President Campus Infrastructure.

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Director of Real Estate Development, King’s College London, 2017

The Director of Real Estate Development takes responsibility for the leadership of the College’s £100m+ p.a. real estate development programme across a diverse 500,000 sqm estate portfolio including research and teaching facilities, student accommodation, social and hospitality space, commercial property, mixed used developments and historic buildings. The brief was to identify and engage with candidates predominately from outside of the HE sector with a particular emphasis on team leadership and programme/portfolio management. The successful candidate had gained significant Board level experience initially as the Estates Director for a £200m turnover charity and latterly as a Transformation Director at a large-scale NHS Trust over a cumulative 9-year period.

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Director of Estates Services, University of Central Lancashire, 2017

Reporting to the COO, the Director of Estates Services at UCLAN leads a large-scale estates team responsible for the delivery of a broad range of estates and facilities management functions across the estate portfolio. The brief was to seek candidates with a proven track record of leading operational estates and facilities management with a particular emphasis on delivering a customer-focused facilities management service. The appointed candidate had developed a strong understanding of estates and facilities leadership in the higher education sector having undertaken roles at the University of Leicester, the University of Westminster and the University of Surrey following an early career in the aviation sector in FM roles at Manchester Airport.

University of Liverpool – Director of Estates Strategy & Capital Projects, 2015

The Director of Estates Strategy & Capital Projects leads multidisciplinary team of property professionals with responsibilities including Estates Strategy & Planning, Capital Project & Programme Delivery, and Masterplanning, Design & Space Management. The brief was to attract industry-leading professionals in the HE and associated sectors that could demonstrate a proven track record of leading large-scale capital programmes across diverse and technically complex estates portfolios. The appointed candidate had a proven track record in the construction industry with the world-leading contractor Laing O’Rourke before moving into a client-side capital programme role with Central Manchester University Hospitals NHS Trust.

Other recent comparable appointments

• Girls’ Day School Trust

Director of Estates

• University of Staffordshire • Birmingham City University • University of Portsmouth • London South Bank University

Interim Director of Estates

Director of Estates & Campus Services Director of Estates & Campus services

Director of Estates Director of Estates Director of Estates Director of Estates

• Royal College of Art

• Royal Botanic Gardens, Kew

• University of Essex • Brentwood School • Oaklands College • University of Liverpool • University of Leeds

Estates Bursar

Head of Facilities Management Director of Estate Management

Deputy Director of Estates (Development)

5. Project Team

Ben Duffill – Director

Specialising solely in recruitment management consultancy at middle to senior and executive management level, Ben has successfully planned and executed recruitment campaigns across the education, scientific research, local and central government, NHS, public landmark attractions, charity and social housing sectors. Ben has developed a strong track record of working with organisations from the above sectors over the last 10 years and since joining MRG in 2008 has managed over 300 successful recruitment campaigns in these areas. He places a particular emphasis on identifying ‘industry leading’ professionals from both the private and public sectors and work to engage and attract these individuals into education and public sector property leadership roles.

Ben will lead the delivery of the recruitment campaign and will act as the point of contact to LTE group.

Michael Hewlett – Director

After graduating from the University of Leicester in 1997 with a BA Hons in History and Politics, Michael joined an international recruitment consultancy in 1998 where he headed up the property management team specialising within the ‘not for profit’ and public sectors. He worked with Facilities Recruitment Limited from 2005 and launched the facilities management and engineering team as an Associate Director. Michael joined MRG in January 2008 to launch our public services division specialising within higher education and research institutions. He has previously sat on the BIFM London committee.

Michael will work alongside Ben on the delivery of the campaign including interviewing of all prospective candidates.

David Craven - Practice Manager

A highly experienced recruiter, David graduated from the University of Nottingham in 1996 and entered the recruitment industry five years later. He has worked in a number of sectors but has focused throughout at the senior appointments and executive search level. His main experience has been in property and construction and he has successfully completed assignments across EMEA, Asia Pacific and Europe. At MRG David specialises in Property and Facilities Management appointments across the North of England and has worked with a variety of HEIs (including UCLan, Manchester Metropolitan University and on a number of campaigns in 2016 and 2017.

David will support Michael and Ben in the delivery of the campaign, developing employer target lists, undertaking name identification and making initial approach calls.

The above team will be further supported by an additional researcher and a project administrator who will also assist in the successful delivery of the campaign (both of whom solely recruit within the education estates sector).

6. Proposed Campaign Timeline The below programme allows us to extract the maximum productivity from key stages in the process (such as campaign set up, advertising and proactive search and interview stages) thus allowing us to generate the strongest possible shortlist whilst securing candidates by the end of March 2018 and therefore allowing the appointed candidate to take up the post as quickly as possible following this subject to notice period negotiation.

Early Jan 2018

W/C 15.01.18

W/C 22.01.18

W/C 29.01.18

W/C 05.02.18

W/C 12.02.18

W/C 19.02.18

W/C 26.02.18

Early Mar 2018




Closing Date


MRG Interviews


Interview Stages

By 12.01.18 - Briefing and Campaign Set up

Ben Duffill and Michael Hewlett will meet with Rachel Curry and Paul Taylor to undertake a full briefing.

All aspects of the role will be discussed, including background, job and person specification and prospective candidate source (headhunt target) areas.

Adverts, key selection criteria, selection matrix and key programme checkpoints will be agreed. Advertising and marketing strategy will be discussed and agreed.

15.01.18 to 11.02.18 - Proactive Search and Marketing/Advertising

Having undertaken the briefing meeting MRG will conduct the identification and approach (headhunt) campaign. This will run concurrently with the recruitment advertising and marketing campaign.

12.02.18 to 23.02.18 - Longlisting and MRG longlist interviews

Following the closing date for applications MRG will undertake a review of all applications before drawing up a Longlist of the 10 to 15 most credible candidates.

MRG will undertake briefing meetings and assessment interviews (specifically investigating the key selection criteria matching experience) with all candidates that are deemed to be credible.

w/c 26.02.18 - Shortlisting

Early to March 2018 - Assessment & Selection

We will present findings and advise on shortlisted candidates using the Selection Matrix. Full CV’s, covering information and analysis supporting evidence against the key selection criteria will be provided. We will undertake all the necessary administration and any other arrangements for the interview stages.

Late March 2018 - On- Boarding

We lead on (or support if preferable) on the engagement and offer negotiation with the preferred candidate. We will continue to support the transition process including offering support and advice throughout the resignation process and subsequently ensuring contract and meetings throughout the notice period up to start date.

7. Fee, Costs & Payment Schedule

Recruitment Campaign Fee

The recruitment campaign fee has been calculated at our Education sector preferential rate of 25% of salary (reduced from our standard terms of 30%) and based on a fixed level of £80,000 p.a. (assumed mid-point of the scale), thus giving the certainty of a fixed campaign fee regardless if the salary offered is in excess of this figure. Our methodology is to manage the campaign as LTE group’s retained advisor on an exclusive basis. Our charging structure is 1/3rd of fee upon commission of the campaign and the final 2/3rds payable upon start date of the successful appointee.

Stage 1 fees and costs are payable at the commencement of the campaign with Stage 3 (appointment) fees payable upon start date of the successful candidate.

All other terms as per our Standard Terms of Business.


Advertising Costs – as per the recommended schedule and to be agreed at the briefing meeting.

Cost and Fee Schedule

LTE Group

Cost & Fee Schedule

Estates Director PROCESS



STAGE 1 – Brief and Search


- Estates Director

Advertising: Based on online advertising schedule


Stage 1 Totals



STAGES 2 - Candidate Screening & Longlist Presentation

Psychometric assessment (optional) Stage 2 Totals



STAGE 3 - Appointment

On commencement of employment:

- Estates Director


Stage 3 Totals






Cost and Fees are subject to any applicable VAT

Payment Terms

• Stage 1 Fees and costs are payable 14 days from date of commission of assignment.

• Stage 3 Fees are payable 14 days after commencement of employment of successful candidate.

Appexdix 1. MRG Commitment to Equality & Diversity Advertising

All MRG adverts comply with current anti-discrimination legislation and are carefully worded to ensure that they are not written in a way that stereotypes or encourages people to believe that the position is only suitable for certain groups of people. Unless requested we advertise all our vacancies online with leading online job boards, public networking sites and specialist and national press (or often their online equivalents). This ensures we can attract candidates from the widest pool available and gives fair accessibility. Consideration should also be given to which media is used for advertising to ensure that applications from some sections of the community are not excluded or limited. We are also able to broadcast to a more diverse audience by using specialist job boards such as diversity jobsite. which specifically seeks to attract applications from underrepresented groups. Adverts can include specific sign offs that encourage applications from specific sections of the community where they are under-represented. We would discuss this with relevant stakeholders from LTE group and agree before publishing any adverts. Search We proactively search from organisations that also deploy similar Equality and Diversity standards (Two Ticks, Athena Swan, Stonewall etc.) from the following target markets: - Other HEI’s - Local and Central Government - The NHS - Publicly funded organisations such as Police, Ambulance and Fire Services - Other Public Institutions - The Third Sector - Corporate organisations with the appropriate Equality and Diversity policies We search by Organisation and Job Title thus removing the opportunity to stereotype. The full Search report is available to the selection panel at the conclusion of the campaign. This report shows the full candidate pool and all the prospective approaches made. Selection MRG has a recruitment and selection methodology in place to ensure that recruitment decisions are based solely on merit and are free from any forms of discrimination or bias. As detailed earlier in this document we employ a Weighted Selection Matrix to select candidates for our long lists. The system scores candidates against pre-agreed experience competencies. Those candidates scoring the highest are then selected. This process ensures all candidates are treated fairly and equally as they are selected based purely on experience in a competency demonstrated at interview. Monitoring MRG wants to meet the aims and commitments set out in our client’s equality policies. This includes building an accurate picture of who is applying to join the organisation. We will monitor the diversity of applicants by sending a questionnaire to establish the diversity of all those who apply. The information received is collated and presented as percentages, thus ensuring complete confidentiality. As a business we are committed to a gender diverse workplace and 32% of our entire staff are female (12 out of 38 staff). Today, 50% of our Education Estates Practice are female (5 out of 10 staff). Equality and Diversity Training – MRG Team The proposed team have completed the Marshall Unconscious Bias training. The strategies and processes adopted by MRG in this section have ensured that we have achieved considerable success in shortlisting and facilitating the appointments of candidates from underrepresented groups in Education Estates positions.

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