UPPINGHAM SCHOOL JOB DESCRIPTION

Transcription

1 UPPINGHAM SCHOOL JOB DESCRIPTION Job Title Reports to Estates Director Bursar Job context Uppingham School, founded in 1584, is a leading co-educational independent boarding school. Its 800 pupils, aged 13-18, are accommodated in 15 boarding houses, taught by over 20 academic departments, and participate in numerous extra-curricular activities such as sports, music, and drama. The academic programme is supported by business units responsible for marketing, estates, finance, human resources, IT, catering, cleaning, health and safety, and the School s trading subsidiary. The School employs 700 staff. The estate covers 120 non-contiguous acres, almost one mile apart at its extremities and interspersed by town housing and retail properties. It includes 56 acres of playing fields, 14 acres of gardens, and a built estate of 80 buildings with an insurance replacement value of 178 million, whose combined external footprint is 775,000 sq ft, and of which 23 are listed (Grades I II). Buildings include teaching blocks, assembly buildings, boarding houses, staff housing, administrative and technical accommodation, and sports facilities. An RIBA national-award winning Science Centre was completed in An ambitious Estate Masterplan was recently presented to the School s Trustees, containing opportunities and challenges over the next twenty years. The total budget managed by the Estates Director is c. 6.1m, including payroll costs. Job purpose To be the senior estates leader responsible for strategizing and delivering a School estate fit for purpose in the 21 st Century. Your accountabilities 1. Strategic leadership: setting and communicating clear medium- and long-term strategic plans for the School estate, covering the built environment, sports grounds, and gardens; implementing these plans in consultation with the Estates team and the School s senior management; reporting on implementation to the Bursar and Trustees; advising the Bursar, Headmaster and Trustees on estate strategy and policy, building projects, maintenance, and property matters; incorporating the School s brand image and corporate identity into all refurbishments, redecorations, and new builds; appointing high-quality consultants and designers; and using the department s CAFM system to ensure that all the accountabilities below are met.

2 2. Team leadership: leading and motivating Maintenance, Grounds and Gardens staff (currently c. 35); managing staff performance; modernising working practices and increasing productivity, quality and morale; attending designated senior team meetings; being on call as part of the School s emergency senior leadership; developing leadership and technical skills in department staff; identifying future talent and ensuring effective succession planning. 3. Customer service: inculcating the highest standards of customer service among Estates staff; setting, measuring and delivering high levels of customer service; liaising and consulting with internal clients on standards and projects; ensuring an efficient call-out service for out-of-hours repairs and emergencies; and improving the quality, functionality and appearance of grounds and buildings in keeping with School strategy and brand identity. 4. Project management: ensuring that all projects, whether capital, refurbishment, or maintenance in nature, are delivered on time, to a high quality, and within budget; ensuring that all projects are well designed and accurately costed, internal clients consulted, planning consents obtained, put out to competitive tender, future maintenance costs minimised, and closely managed to ensure that specifications are met and the quality of workmanship is high; designing standardisation into projects to ensure procurement efficiency and reduced costs in the future; and participating in the annual inspection of Boarding Houses and allocation of resources with the Boarding House Inspection team of senior managers. 5. Maintenance: managing cost-effective and efficient Planned and Reactive maintenance programmes; proposing initiatives to reduce the School s maintenance bill; ensuring a reliable and accurate Building Condition Survey as the basis for planned maintenance; monitoring and retendering maintenance contracts; managing an efficient and productive reactive maintenance team; and designing standardisation into maintenance programmes to improve procurement efficiency and reduce costs in the future. 6. Compliance: ensuring that the School is compliant at all times with all relevant legislation, regulations and statutory testing pertaining to Estates, including health and safety, fire safety, asbestos, legionella, electrical safety, gas, pupil safeguarding, etc.; ensuring that all members of the department gain necessary certifications through a timely programme of training and technical updates. 7. Security: conceiving and delivering the security strategy to an agreed quality, in consultation with the School s leadership team; ensuring that School property is adequately secured to safeguard pupils, protect staff and assets, and prevent access from unwanted third parties. 8. Cost and budget management: ensuring that Estates expenditure is kept within budget at all times; keeping the Finance Department informed in a timely manner of costs, invoices and accurate accruals and forecasts; and meeting the School s tendering rules. 9. Environmental management: devising environmental strategy in consultation with the Bursar; identifying initiatives which reduce energy consumption and carbon footprint (including behaviour and communication); investing in agreed energy-saving programmes which yield demonstrable reductions in consumption and carbon footprint; managing the School s waste stream to maximise recycling, ease of use, and minimise cost; and contributing to the Sustainability Committee. 10. Legal, insurance and property management: ensuring all leases, licences, way-leaves and easements (except for staff accommodation) are properly drawn up, and rents collected; managing highways, insurance, business rates and council tax issues; advising the Bursar and Headmaster of property acquisition opportunities and negotiating purchases under advice; ensuring that all School property is registered at the Land Registry; protecting the School s

3 property against accrued rights of access; contributing to the School s community relations via membership of local groups (e.g. Neighbourhood Plan) and collaboration with the Town Council. Outcomes 1. Strategic leadership: production of robust and credible three-year Estates strategic plan with goals and KPIs; systematic reporting of data against those goals and KPIs; active contribution to the School s wider strategic planning; consistent record of innovation and improvements; optimal performance in annual appraisals gauged against key areas (Leadership; Alignment with strategy; Management of change; Departmental organisation; Teamwork and communication; Personal competences; Personal organisation). 2. Team leadership: well-motivated, productive and engaged Estates team, evidenced (as a minimum) in 360 annual appraisals; efficient deployment of resources. 3. Customer service: performance measured against agreed customer service KPIs; high degree of management walkabout and client consultation among Estates management team (as evidenced in 360 appraisals); high degree of flexibility in the face of changing School needs; customer surveys; design standards in keeping with School strategy and corporate identity. 4. Project management: clear project responsibilities and accountabilities; well-managed tender outcomes; high design values; adherence to School s corporate identity / brand image; projects delivered on time, within budget, and to high quality; design solutions standardised as much as possible to ensure future procurement efficiency and reduced maintenance costs. 5. Maintenance: see also Customer service above; production of reliable and accurate Building Condition Survey as the basis for planned maintenance; cost-saving initiatives on target. 6. Compliance: compliance evidenced through certification, CAFM data, audits and inspections; 7. Security: agreed strategy delivered on time, on budget, and agreed level of effectiveness. 8. Cost and budget management: budgeted expenditure not exceeded at year-end; clear, accurate reporting of costs and forecasts to Finance, requiring minimum of further investigation. 9. Environmental management: agreed energy consumption targets met; productive contribution to Sustainability Committee. 10. Legal, insurance and property management: property opportunities identified and reported to Bursar; School land and property fully registered, and protected from the public against accrued rights of way or access; collaboration with local community (Town Council; Neighbourhood Plan; Uppingham in Bloom; etc.). Qualifications, skills and experience, personal qualities required Qualifications: Good honours degree essential Professional qualification from RICS, CIOB, ICE, CIBSE, or RIBA, or overseas equivalent

4 Skills and experience: Strong building surveying skills Outstanding project management skills Evidence of capable contract negotiation Outstanding team leadership at senior level Proven experience of leading and managing innovation and change Strong IT skills (CAD, BMS, Excel, etc.), including scrutiny and analysis of data Sensitivity to architecture, including listed/historic buildings Personal qualities: Excellent verbal and written communication skills at all levels of the organisation Decisive and confident in organisational management Possessing the capacity to analyse and improve systems and working practices Personable, supportive and able to motivate and work in a team Positive, can-do, and forward-looking attitude Diplomacy and sense of humour Key relationships The Estates Director is responsible for the line management of the following roles: Direct reports: Project Manager Building Services and Maintenance Manager Gardens Manager Grounds Manager School Constable (security) Estates Administrator Other Estates personnel: Reporting to the Project Manager: CAD Surveyor Reporting to the Building Services and Maintenance Manager: Senior Plumbing & Heating Engineer + 2 engineers + water hygiene technician; Senior Electrician + 2 electricians; Senior Joiner + 4 joiners; Senior Handyman + 2 handymen; Senior Decorator + 1 decorator; Database Administrator Reporting to the Gardens Manager: Deputy Gardens Manager; Two Team Leaders + 3 gardeners each Reporting to the Grounds Manager: Deputy Grounds Manager + 3 groundsmen Other key relationships: Headmaster Finance Manager / Deputy Bursar Health & Safety Manager Operational Services Manager Director of Information Systems Development Director HR Manager Enterprises Manager Senior Deputy Head Deputy Head Academic Registrar

5 Membership of wider teams: Uppingham Leadership Team (ULT), chaired by Headmaster Business Services Team (BST), chaired by Bursar Support Staff Heads of Department, chaired by Bursar Boarding House Improvements (BHI), chaired by Bursar Health & Safety Executive, chaired by Deputy Bursar Health & Safety Committee, chaired by Deputy Bursar Sustainability Committee (tbc) Trustees Finance & General Purposes Committee, chaired by Vice-Chairman of Trustees Membership of local community committees: Uppingham Neighbourhood Plan (sub-committee of Town Council) Uppingham Town Centre & Business Zone Plan (committee of town business group, Uppingham First) Benefits Working hours Monday-Friday 35 hours per week Some out of hours work will be required, as befits a senior managerial position, including possible emergency attendance Salary c. 85,000 Probation period Pension scheme Benefits Holidays 6 months Defined contribution scheme: employee contribution matched by School by factor of two, up to 10% maximum 50% contribution to premiums for School s private health scheme Free membership of dual-use Sports Centre ( 15 joining fee) Free staff lunches in term-time School fee discount scheme for children of staff (66% discount on fees) The annual holiday entitlement is 30 working days, plus 1.5 days in lieu of Trustee meetings (held on Saturdays), and public holidays that fall out of term time. Up to 5 days must be taken over the Christmas period. Public holidays in term time are normal working days; a day off in lieu is given at another time. Safeguarding The post-holder s responsibility for promoting and safeguarding the welfare of children and young persons for whom s/he is responsible, or with whom s/he comes into contact, will be to adhere to and ensure compliance with the School s Safeguarding (Child Protection) Policy at all times. If in the course of carrying out the duties of the post the post-holder becomes aware of any actual or potential risks to the safety or welfare of children in the School s/he must report any concerns to the School s Designated Safeguarding Lead or to the Headmaster.

6 Organisation charts Bursar/ Clerk to Trustees PA / HR Administrator Deputy Bursar/ Finance Manager Health & Safety Manager Enterprise Manager Estates Director HR Manager Director of Info Systems Operational Services Manager Accounts Treasury Payroll Reception Health & Safety services Fire Safety technician Transport Summer School School Shop Sports Centre Lettings Building Projects Building Systems Maintenance Energy Grounds Gardens Security HR services Recruitment Staff housing IT Infrastructure Client Services D base & software IT Training Telephony Cleaning Porterage Health Centre Catering: House catering Hospitality Buttery FINANCE HEALTH & SAFETY TRADING BUILDINGS ENERGY & EXTERIOR PEOPLE INFORMATION & COMMUNICATION TECHNOLOGY BOARDING & CENTRAL SERVICES

7 Note This Job Description is not an exhaustive list of what may be expected of you in the role. It is non-contractual and may be amended by the School from time to time.