Key Responsibilities Leadership and Strategy
• To work closely with the Director of Estates Operations to develop and manage the planning of the strategic development of the College’s estate and property assets, managing risks appropriately. • To provide strategic leadership to negotiation, letting, leasing and property asset management. • To develop and implement operational plans in line with strategic objectives, setting priorities as necessary. • To lead on establishing an innovative cross-College collaborative approach to the management of Property and Estates, working with internal College stakeholders in its development. • To formulate, establish and review best practice policies, processes and standards, which relate to and support College strategy, engaging and implementing innovative technological solutions. • To build and lead a Property team (internal and external) that delivers best practice and active property and estate management to provide maximum value/returns, subject to the occupational requirements of the College (which will have priority). • To develop and motivate the Property team, exhorting the values enshrined in Imperial Expectations, and Values, Equal Opportunities and Diversity. Analysis and Reporting • To analyse the performance of property assets in relation to the strategic objectives set and report to the Director of Estates Operations and other directors. To provide agreed Key Performance Indicators accurately and on time, with narrative to the Director of Estates Operations. • To analyse and report on statutory and planning policy development that may affect the Property assets of the College and its strategic objectives, and to formulate actions to be implemented as necessary in minimising risk in achieving those objectives and / or compliance. • To engage, analyse and report on commercial property market information and trends, threats to and opportunities for increasing rental and capital income for property assets of the College through active asset management. Customer Service • To evaluate the existing provision of service as part of continuous improvement, keeping abreast of advances in the external market amongst private and public providers, including leading peer Higher Education Institutions.
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