Our client's team is responsible for managing the a £1.7bn estate, which covers approx. 350 corporate buildings from libraries to County Hall, and around 1,400 sites ranging from residential care to country parks and schools.
Key objectives are to drive value out of the estate, maximising efficiency whilst supporting service delivery by providing high quality facilities, in the context of a wider transformation programme. This represents an exciting challenge, and the successful applicant will have the opportunity to deliver this agenda at one of the largest Local Authorities in the UK.
The Head of Service - Property will lead and manage the growth of the team to enable the delivery of ambitious objectives including estate rationalisation, colocation, Net Zero retrofit and capital receipts.
The postholder will also act as commissioner for property management services provided by Lambert Smith Hampton. This role is part of the Property, Investment and Delivery leadership team and has a key role to play in shaping and informing capital investment opportunities.
Successful applicants will be invited to attend interview week commencing 11th September.
Please note that client has determined that the off payroll working rules will apply to this assignment and where a worker elects to provide their services through an intermediary (such as a personal services company) then income tax and primary national insurance contributions will be deducted at source from any payments made to the intermediary.
Organisational Accountabilities
Roles at this level will provide expert professional advice to inform corporate management and development of the Council as a whole. They will lead on turning this advice into business cases for political approval. The service delivery requirements and standards are usually clearly defined by the Director with annual staff and financial budgets. The role is accountable for:
- The translation of system leadership thinking (typically annual plans) to their area of work to deliver the political objectives and priorities of the Council, and which will ensure that all risks are actively managed
- Working collaboratively across the council and thinking commercially to support the delivery of best possible outcomes for our customers on a financially sustainable basis.
- Maintaining and nurturing collaborative relationships for the function with external organisations that support the delivery of annual plans and developed a joined understanding of likely longer-term developments
- Identifying opportunities using evidence based insight for the improvement within their area of work, managing the changes so the highest possible levels of service quality are continually delivered.
- Implementing commercial and innovative solutions to emerging and complex issues that meet the needs of customers and deliver the best possible outcomes within agreed resources.
- Effective utilisation of digital technologies and innovation across the council and with stakeholders and partners
- Celebrating Equality and Diversity and ensuring it is considered as part of all decisions taken.
- Using professional expertise to develop and translate functional strategies, goals and plans into their area of work that prioritises resources, complies with relevant legislation and statutory requirements and manages a level of appropriate risk.
- Managing the delivery of exemplar customer interactions to individuals and communities which support the management of strong relationships and a reputation for achieving outcomes and resolving issues.
Service/Functional Accountabilities
- Ensure property strategy delivery and oversee complex asset projects.
- Implement policies, conduct reviews for compliance.
- Manage supplier contracts, improve services, meet obligations.
- Lead on the procurement of external property management advice.
- Take a leading role in the Greater Essex One Public Estate forum, identifying opportunities for and developing partnerships for shared accommodation use.
- Identify and implement best practices in property management.
- Advise Capital Investment colleagues and deliver on capital receipt targets.
- Review customer property requirements, ensuring fit for purpose, appropriately sized property is in place to deliver services.
- Build the Property team to provide sufficient capability and capacity to deliver on objectives.
- Lead multi disciplinary teams, creating a culture for success, overcoming barriers and proposing solutions.
- Set annual performance targets and objectives.
- Property and/or Facilities Management: 5 years (required)
- delivering property strategies with commercial benefits: 5 years (required)
- Team leadership: 5 years (required)
The Experience You Will Bring
- Educated to RQF level 6 (Bachelor’s degree) in a property and/or facilities management related discipline, or equivalent experience.
- Qualified member of an appropriate property and/or facilities professional body.
- Evidence of continuing professional development and expert knowledge in relevant professional area.
- Evidence of delivering a property strategy with clear commercial benefits and outcomes with significant experience leading a property and/or Facilities Management service
- Experience of working in a complex, multi-stakeholder environment with a diverse property terrier.
- Ability to work effectively with internal stakeholders to scope requirements and work with external partners in a commissioning role, with evidence of contract and project management in a property and facilities field.
- Excellent influencing and communication skills – able to challenge robustly and constructively; adept at communicating complex challenges in a clear, compelling way.
- Leadership of a team – creates a high performance culture, draws on specialist skills and expertise effectively, celebrates success. Brings together diverse capabilities from across the organisation around clear goals.
- Embeds a culture of continuous improvement and innovation – learning from current practice inside and outside the organisation to test different approaches to delivery.
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