Asset Management Team Leader

Asset Management Team Leader

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Warwickshire County Council Asset Management Team Leader Candidate Information Pack

University of Surrey

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Annual Report on Widening Participation and Outreach (WP&O) | 2013–14

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Contents Introduction from Helen Arkell The role Warwickshire County Council The Property Portfolio Why work with us? Job description Application process

Annual Report on Widening Participation and Outreach (WP&O) | 2013–14

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Annual Report on Widening Participation and Outreach (WP&O) | 2013–14

Thank you for your interest in Warwickshire County Council Property Services. The County has an asset value of £737 million but our most valuable asset is our team. It is the individuals in the team that ensure we deliver a highly efficient, affordable and cost effective public estate. As a team we are enabled to set and assess our priorities, monitor our asset performance and propose changes so that we can provide assets that meet with the Council’s vision for a high performing organisation. We believe team members should know that every day they contribute to this vision and over time we become more experienced, skilled, valuable individuals. The Strategic Asset Management team is seeking talented and agile property professionals to drive the strategy, planning and commissioning. Supported by outstanding leadership and a one Council approach it is an exciting time for the Council with opportunities for individuals that can focus on outcomes driven by strategy. – Helen Arkell , Strategic Asset Manager

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Asset Management Team Leader We are looking for an experienced and enthusiastic individual to lead a team of Asset Management Surveyors to develop the property asset plan to strategically align with the Council’s core strategy. The Team Leader will focus on agreed objectives and determine priority projects and transactions; commissioning services and allocating work programmes to the Asset Management Surveyors. The Team Leader is expected to be a leading source of advice on real estate matters with a broad understanding of property valuation, property management, landlord and tenant, property taxation and property transactions. With oversight of the property asset costs and timely occupier reviews, the Team Leader will be responsible for the ongoing review of asset performance. Often working within a project environment, with a broad range of external consultants and internal staff, the Team Leader will deliver a range of studies and business cases with asset recommendations.

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Annual Report on Widening Participation and Outreach (WP&O) | 2013–14 Introduction Warwickshire County Council is an ambitious local authority that serves a growing population of over half a million people. We are clear about our priorities. Firstly, we want Warwickshire’s communities and individuals to be supported so they are safe, healthy and independent with priority focused on the most vulnerable. Secondly, we want Warwickshire’s economy to be vibrant and supported by the right jobs, training, skills and infrastructure. We will seek to build our economy by attracting more investment, maximising business opportunities and encouraging job creation. To achieve these priorities we need to ensure our services are more efficient, integrated and that we make best possible use of our resources, new technologies and innovation. The Council has an incredibly diverse portfolio of 770 assets with approximately 1 million sqm and a total asset value of £737m. The Council’s Property Services Business team is responsible for the management, investment and operation of the Council’s property assets in order to ensure that the Council’s land and buildings are fully supporting our service needs. Within Property Services the Strategic Asset Management team are commissioning services and dedicated to the strategic vision of the estate. We are seeking to make 4 key appointments to strengthen the team: ● Acquisitions & Disposals Team Leader ● Asset Management Team Leader ● Asset Management Surveyor (Education) ● Asset Management Surveyor Warwickshire County Council As a local authority we take on a wide range of roles, whether we are providing specialist care and support to the most vulnerable in our communities, or championing Warwickshire as a choice for business through our work to promote economic growth and innovation. Warwickshire is famous the world over as Shakespeare’s county— but that’s only half the story. We’re also vibrant and modern. One of the fastest growing commercial regions in the UK, we’re home to many leading companies and developing exciting opportunities for everyone who lives and works here.

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We pride ourselves on being an innovative employer that like to encourage modern working. Likewise, our ability to make decisions quickly is as important to us as it is to our customers.

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Annual Report on Widening Participation and Outreach (WP&O) | 2013–14

Warwickshire in the futur We know that in delivering our OOP 2020, we will be shaping a very dierent public ser and technology will play a big role in this. This section sets out some of the key drivers a three years and through our understanding of Warwickshire of 2020, we can begin to pl

Economy

Population

By 2020 the estimated population of Warwickshire will be 568,000 There will be a continuing focus on the growth of the economy and the importance of business rates.

Community Capacity & Voluntary Sector Carers, particularly young carers, will continue to play a signicant role in delivering aspects of social and personal care.

Changing the way we deliver services & access them The increase in use of Smart Phones, Tablets and the improvements in Broadband speed and coverage are changing the way people deliver and receive services.

Some carers in Warwickshire 60,000

By 2020, Warwickshire residents will contact Warwickshire County Council for information and advice primarily via online tools (e.g. website and email)

currently provide vital support for their family and/or friends and with a growing population this is expected to increase.

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ice for Warwickshire. We know people will access services in dierent ways d challenges that may impact on the landscape of the County over the next n for our future today and deliver our priorities.

Children & Families

It is predicted that the number of businesses is likely to increase further in the county and employment growth is expected to increase by

By 2020 more than 2,790 vulnerable families and individuals will have been identied and oered support that enables them to achieve greater stability and independence

It is estimated that by 2020 there will be

by 2020. 6%

school age children living and accessing education in Warwickshire a 4% increase on the 2015 mid year population of 4 to 17 year olds. 91,054

Health &Wellbeing (including Adult Social Care & Public Heath)

The demands on adult social care will increase and by 2020 there are

There is predicted to 19% increase in people aged over 70 years by 2020 be a

predicted to be 2,175

By 2020, it is estimated that the number of Warwickshire residents aged 65 and over with a limiting long term illness will be in the region of

adult Warwickshire residents with a moderate or severe learning disability and 35,465 adult residents with a moderate or serious physical disability.

59,564

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Annual Report on Widening Participation and Outreach (WP&O) | 2013–14 THE PROPERTY PORTFOLIO…

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AND… • We are embarking on a £100m disposals programme – including land disposal for exciting housing development opportunities. • We have a £10m acquisitions programme – acquiring land to deliver significant infrastructure and regeneration programmes. • We are investing £10m in commissioned services – as commissioner for construction, facilities management and real estate services across the property portfolio • We are embarking on a £5m property rationalisation programme – transforming the provision of assets.

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Annual Report on Widening Participation and Outreach (WP&O) | 2013–14 Why work with us? Reasons For People In Property To Join Warwickshire County Council.

• The chance to gain experience of - A £100m disposals programme - A £10m acquisitions programme

- A £5m Property Rationalisation Programme - A broad and strategic commissioning role • Experience new areas of work and diverse portfolios within a small team working to deliver full property solutions • Portfolio of 770 assets and a total asset value of £737m These job roles have scale, and scope to work on corporate real estate, investment estate, schools, and other community services • Enabled to achieve Gaining personal experience, skills and project outcomes. • Employee benefits Access to generous annual leave and an industry leading pension scheme. • Employee perks Groceries, theme parks, holidays and more. From Sainsbury’s and Tesco, to Merlin – our staff have access to fantastic discounts and offers. • We don’t want your soul.....we want your best work. But don’t just take our word for it – work-life balance and our approach to flexible working are identified by our people as among the best things about working for us.

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University of Surrey

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Annual Report on Widening Participation and Outreach (WP&O) | 2013–14 Benefits When you’re one of the people helping us to achieve our goals across Warwickshire, you will discover that the rewards more than recognise your contribution. Here are some of the benefits you can look forward to:- • Local Government Pension Scheme • A generous holiday entitlement - between 24 and 31 days a year, depending on how long you have worked for • Lifestyle benefits – a vast range of national and local discounts and offers from retailers, as well as savings on travel, leisure and entertainment • Bupa’s Cash Plan which helps provide a valuable and effective healthcare benefit • Flexible and Smarter Working framework for most roles

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• Maternity, Paternity, Adoption and Parental leave • Payment of professional fees for approved professions

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• Childcare Vouchers • Sickness provision • Employee Assistance Programme provided in-house (wellbeing and counselling provision) • Charitable giving through payroll deduction • Eye care vouchers • Leavers and internal transfers: advice for pensionable employees • Cycle to work scheme through salary sacrifice

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Annual Report on Widening Participation and Outreach (WP&O) | 2013–14

We want to make Warwic

Warwickshire’s Communities and Individuals are supported to be safe, healthy and independent

Our communities are independent, resilient and safe

We support and coordinate other organisations to deliver services

Vulnerable members of our communities are supported to be independent and safe

Children a adults hav to quality l throughou lives

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shire the best it can be.

Warwickshire’s economy is vibrant and supported by the right jobs, training and skills and infrastructure

Young people are supported to access apprenticeships and employment

Warwickshire is an attractive place to do business with a strong local

Our communities and businesses are

d access arning their

thriving and prosperous

economy and infrastructure

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We will... Our Behaviours

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So that...

This means I...

am clear about what I need to do. act upon decisions made. provide clear information so that everyone knows what to expect. set realistic deadlines and achieve my outcomes.

we fulll our commitments and deliver on our priorities.

do what we say.

help people and communities to nd their own solutions.

people and communities feel condent and empowered to do things for themselves.

listen and understand my customer's needs. act with integrity. manage risks appropriately. support my customers by giving them clear and accurate information.

move with purpose and energy.

we develop new ways of working that are better, quicker and cheaper.

adapt quickly and positively to new demands. act promptly and deliver on time. empower colleagues to make decisions.

build and sustain new and existing working arrangements. have regular conversations and trust colleagues. provide constructive feedback, challenge and oer ideas. work collaboratively to make best use of resources and avoid duplication.

people and communities are at the heart of our service delivery.

build strong working relationships.

develop solutions not problems. anticipate challenges and suggest solutions. take ownership and responsibility for my work. support others to make improvements.

focus on solutions.

we achieve positive outcomes for our customers.

act as a role model for colleagues, customers and partners. take steps to look after my health and wellbeing. listen, reect and act on feedback. take responsibility for my own development celebrate and showcase successes.

we have a skilled and motivated workforce to shape and deliver our services.

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Role Details Job Title: Service Area: Responsible to: Responsible for: Team: Primary Location:

Annual Report on Widening Participation and Outreach (WP&O) | 2013–14

Asset Management Team Leader    

Resources

Property Services / Strategic Asset Management

Shire Hall, Warwick Strategic Asset Manager

Asset Management Surveyors, Assistant and Student Surveyors

Role Purpose The Team Leader will develop the property asset plan to align with the Council’s core strategy. With oversight of the property asset costs and timely occupier reviews, the team leader will be responsible for the ongoing review of asset performance to recommend retention, disposal, upgrade or alternative use. Focussing on agreed objectives, priority projects and transactions will be allocated across the Asset Management team. Providing leadership and coaching to team members the team leader will motivate individuals to achieve targets set and meet the overall corporate objectives. The Team Leader will provide a leading source of advice for real estate with a good understanding of property asset valuations, property management, landlord and tenant, property taxation and property transactions. The Team Leader will commission services on behalf of the Council, ensuring the Council has an efficient route to market to appoint external property professional services together with the day-to-day commissioning of the Council’s internal construction and facilities management team to effectively undertake instructions prepared by the team. The Team Leader will work with a broad range of consultants and Council teams to deliver feasibility and option appraisals, ensuring project governance is met and performance reporting is accurate and timely. Role Responsibilities 1.0 LEADERSHIP 1.1 Provide leadership to the Asset Management Surveyors ensuring the required skill and competency levels are in place and that any identified gaps are dealt with via a programme of training, development and CPD. 1.2 Undertake the line management of the Asset Management Team, allocating tasks and projects where appropriate depending on core skills and workload priorities. 1.3 Carry out Annual appraisals and supervision meetings of direct reports and highlight any issues of concern to the Strategic Asset Manager. 1.4 Provide advice and guidance to direct reports on all aspects of asset management policy and legislation in conjunction with the Strategic Asset Manager if required. 1.5 Asses training and development needs for self and direct reports and in consultation with the Strategic Asset Manager implement the agreed actions to address the identified needs. 1.6 Operate and promote a culture of providing excellent services to both internal and external customers.

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Page heading to go here 2.0 ASSET MANAGEMENT 2.1 Contribute to the compilation and delivery of the Council’s Asset Management Strategy incorporating the key objectives into any relevant workload planning. 2.2 To play an active role in preparing the Council’s asset management plans and procedures and make recommendations for any change as the need arises. 2.3 Support the development of best practice in conjunction with current legislation and guidance to maximise the efficient use of the Councils assets. 3.0 SERVICE AND PROPERTY MANAGEMENT 3.1 Report to the Strategic Asset Manager and advise on budgetary, strategic and major operational matters, making recommendations for action it required. 3.2 Assist with the planning, allocation and management of resources, both physical and financial, to ensure all essential functions and services relating to asset management operate effectively and efficiently. 3.3 Continually assess the agreed workload and priorities on behalf of the team and make recommendations to the Strategic Asset Manager on the engagement of external professional consultancy practices or agency staff requirements. 3.4 Chair a variety of meetings applicable to the role involving internal and external stakeholders, consultants, contractors and suppliers and ensure specific and timely actions are agreed. 3.5 To assist with making key strategic asset management decisions by evaluating the options, producing briefs and strategic plans and commissioning the agreed outcomes. 3.6 Working within the relevant policies and procedures, legislation and good practice, provide, procure and develop effective and efficient asset management services based on the highest professional standards. 3.7 Contribute to developing robust processes and procedures to ensure suitable service level agreements exist between internal disciplines and business units. 3.8 Providing a leading source of advice for real estate with a broad understanding of property valuation, property management, landlord and tenant, property taxation and property transactions 3.9 To oversee the team or to directly instruct and appoint consultants to undertake projects and transactions. To commission the Council’s internal facilities management and construction services. 3.10 Where required to negotiate leases, licences and head of terms for leasehold letting. 3.11 Monitor and report on the collection of rents, service charges and other income related to estates and property management. To ensure rent arrears are managed and collected.

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Annual Report on Widening Participation and Outreach (WP&O) | 2013–14 3.12 Take the lead role in carrying out asset reviews including service occupation reviews, assess requirements and make recommendations based on the key outcomes required. 3.13 Manage the Council’s commercial asset portfolio on a day to day basis, ensuring landlord responsibilities are being carried out and managing the commercial user groups in occupation, monitoring the inspection of land and properties to ensure conformity with leases, licences and other temporary occupation rights granted. 3.14 Carry out detailed options appraisals for any given scenario for development of new or existing assets and make recommendations to the Strategic Asset Manager for decision. 3.15 In line with the Council’s One Organisational Plan, explore innovative ways to transform how services are delivered and identify the underutilisation of assets. 3.16 Within the scope of the appointed role, ensure that the Council’s property assets are fully utilised to the best advantage in line with Strategic Asset Management aims and objectives. 3.17 Generally provide advice and liaise with Council members, officers, departmental clients and other interested parties associated with Strategic Asset Management activities. 3.18 Coordinate incoming requests for asset management support from internal business units, allocate project leads within the team to undertake, participate in or advise on special projects and internal working groups. 3.19 Prepare and submit appropriate reports for Cabinet, Portfolio Holders, Committee and Directorate purposes representing the objectives of the Strategic Asset Management Service. 3.20 By agreement with the Strategic Asset Manager, commission external consultancy and agency services, likely to include surveying and valuation, options appraisals, planning and legal advice, surveys of any kind and interim management cover. 3.21 Provide support to the Strategic Policy and Performance lead on maintaining the Council’s Central Property Register, Compass and AtlasWeb >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24

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