GDST - Estates Director

GDST - Estates Director

Estates Director Candidate Information Pack

CONTENTS Introduction from the Chair

4

Message from the Chief Executive

5

About Us

6

Our Estate

8

Capital Investment

12

The Role

14

Person Specification

20

Application process

21

Introduction from the Chair

Chairing an organisation like the GDST is very different to an equivalent role in a public company. Our ultimate ‘products’ – how we judge our success – are the young women we send out into the world: girls who are skilful in taking on life’s challenges with resilience and the determination to make a real difference. So our perspective is necessarily a long-term one: we’re looking ahead not just to the next five or ten years, but the decades beyond that, during which the girls in our schools can make their mark.

We invest in our girls; and the return on that investment will be phenomenal: a world transformed, for the better. Juliet Humphries Chair

Message from the Chief Executive

One of the reasons I joined the GDST is that I want to make a real difference to the lives of girls and young women. I want to use my experience to help nurture the next generation of leaders. That’s something I champion every day at the GDST. I believe that, when all of us – parents, staff, students and schools – work together and collaborate, we stand on each other’s shoulders and we all rise.

Like our founders, we are pioneers in – and shapers of the future of – girls’ education. Our challenge now is to take that pioneering spirit so that we continue to empower girls and women for many decades to come. Cheryl Giovannoni Chief Executive

About Us

The GDST is a charitable company which owns and operates our independent schools and employs the staff at these schools and Trust Office (where our central services are located). The Council of the Trust, currently comprising 12 trustees, sets the strategic direction and has overall responsibility for the organisation. This includes ensuring the safety and welfare of our pupils, financial viability and control, and their duties as employers of all GDST staff. Council approves school budgets and fees, authorises building and other capital development programmes, and oversees educational policy. The day-to-day management of the Trust is delegated to the Chief Executive and the directors who make up the senior management team. They are in regular contact with the GDST’s schools and academies, and the heads of the schools report to the trustees via the Chief Executive. The GDST Academy Trust is responsible for our two Academies, and GDST Enterprises, a subsidiary of the GDST, incorporates the trading activities associated with our independent schools. Each of our schools and academies are different but, like a family, each shares some of the same GDST DNA. Running through them is the belief that each girl is unique, and that each of them needs to be encouraged and channeled in her own way. 22 of our schools are Senior Schools, with Junior Schools and Sixth Forms. One school (Kensington Preparatory School) is a stand-alone prep school for girls aged four to 11, and our two academies at Belvedere and Birkenhead. Two schools (Howell’s in Cardiff and Shrewsbury High School) are partly co-educational: Howell’s in its Sixth Form College and Shrewsbury High in its prep school. The Royal High School in Bath is currently the only school with boarding facilities although the Boughrood Field Centre in Wales also has residential accommodation. Other schools have residential accommodation, but this is for staff use and caretakers.

Our Estate

Our estate is diverse and varied and consists of buildings that date from the mid to late 1800’s, the 1960’s, 70’ and 80’s right up to the present time, with many converted residential properties and some purpose built buildings. Over the years, further schools have been acquired through mergers or acquisitions and there are now 24 schools and two academies. All our sites are within England and Wales and the estate consists of more than 200 buildings (predominantly freehold), including our headquarters in central London and a small residential outward bound field centre in central Wales. The majority of our estate consists of occupied and operational educational buildings although a small number of properties (and land) are held for investment purposes. A number of our buildings are Listed as Grade 1, Grade II* or Grade II and a significant number are locally listed by the Local Planning Authority in which they reside.

A list of the main schools and sites are given below: 1. Blackheath High School, London 2. Brighton and Hove High School 3. Bromley High School, London 4. Croydon High School 5. Howells School, Llandaff, Cardiff 6. Kensington Prep School 7. Newcastle High School for Girls 8. Northampton High School 9. Northwood College, Middlesex

10. Norwich High School for Girls 11. Nottingham Girls High School 12. Notting Hill & Ealing High School 13. Oxford High School 14. Portsmouth High School 15. Putney High School

16. Royal High School, Bath 17. Sheffield High School 18. Shrewsbury High School

19. South Hampstead High School, London 20. Streatham & Clapham High School, London 21. Sutton High School 22. Sydenham High School 23. Wimbledon High School 24. Belvedere Academy, Liverpool 25. Birkenhead High School Academy, Birkenhead

Our Estate

Our Estate is the physical representation of our schools. It includes a diverse and varied portfolio of historic and modern buildings which are used for a wide range of purposes and activities, each of which plays an important part in defining the character of our schools. Our Estate presents opportunities to engage with the public whilst providing modern facilities for innovative learning and, as such, it must meet the demands of the pupils, staff and the wider local community. Over the years, we have invested significantly in the development and modernisation of our facilities. However, there is still much to be done and this work continues as we plan for an increasingly demanding parent body. The estate is owned by the Girl’s Day School Trust (GDST). The Trustees of GDST delegate their responsibility to preserve, maintain and develop the estate to the Estates Director, who is responsible for the programming, planning, compliance and delivery of all construction and central maintenance works, and who employs a full time staff of technical professionals to oversee this work. Each school has a small delegated maintenance budget, which is directly managed by the schools Director of Finance and Operations (DFO) and his/her Facilities Team.

Our Estate Mission Our mission is to provide integrated, customer focused, sustainable and cost effective property services. Our Estate Vision Our vision is to provide a quality estate and infrastructure that will enhance the GDST as a leader in girls’ education.

To achieve this we will seek to provide a service that:

• Supports world class, innovative learning. • Delivers a high quality pupil and staff experience. • Provides a safe, stimulating and quality environment. • Supports public engagement. • Delivers today’s needs within a long term development framework. • Respects and preserves our built heritage. • Embraces the principles of sustainability and social responsibility.

In order to deliver these aims, we will:

• Manage our resources in a way that supports our strategic priorities, maximises value and satisfies our stakeholders. • Develop processes and structures which make the best use of our resources. • Acquire and dispose of assets to best enhance the estate and the future, taking advantage of opportunities as, and when, they arise.

Capital Investment

A total of £30m capital was invested in our buildings and facilities in 2016-17. This investment included the following major works: • The continuation of the large-scale redevelopment of the senior school site at Blackheath High School, and the completion of a ramp and kitchen refurbishment at the junior school. • The completion of phase one of Streatham & Clapham High School’s redevelopment. The top-floor Sixth Form centre is in use and work is in progress on the ground floor dining hall and kitchen. • The completion of work on the gym, and the refurbishment of the Ashdell building, at Sheffield High School. • An extension to the junior school at Birkenhead High School Academy. • The new pavilion and sports pitch at Howell’s School, Llandaff. • The refurbishment of the boarding facilities and the netball and tennis courts, and the ongoing replacement of the roofs at The Royal High School, Bath. • Improvements and landscaping to the external areas at Croydon High School to create a more appealing approach.

Estates Director – The Girls’ Day School Trust

Job Title: Location: Reports to:

Estates Director – The Girls’ Day School Trust

Victoria, London

Chief Operating Officer

Purpose • Development and leadership of the GDST’s overall Estates strategy, policies and team in support of the GDST’s Strategy. • Development and delivery of the GDST’s capital investment programme, in support of the GDST’s Strategy. • Development and delivery of capital maintenance across the GDST Estate to an appropriate standard, in support of the GDST’s Strategy. • Provision of an effective shared service (maintenance, refurbishment and new build) to the 25 GDST schools - which is significantly ahead of that which any school could deliver on its own. • Supporting Trust strategy to be leaders in educating girls through Estates and charitable objectives of maximising use of estates assets for benefit of current and future students. Accountable For • Strategic and Operational Leadership of Estates across the Trust. • Landlord function of the Trust. • Supporting Trustees in their duties as guardians of the assets of the Trust. • Directly managing and leading an Estates team of c20people across new build, refurbishment, maintenance and investment properties along with Office Services for Trust Office. • Delivering the requirements of the Trust within the agreed Capital Investment budget, and supporting the setting of this budget. • Delivering the requirements of the Trust within the agreed maintenance budget, and supporting the setting of this budget.

• Ensure ongoing procurement and delivery of Estates Services at best value for money. • Clear, effective and timely communication of Estates initiatives and relevant KPIs to all GDST stakeholders. • Effective collaboration with all GDST stakeholders, in particular Heads, Trustees and the Finance department. • Fiscal Estates management – Budgeting and Spending. • Management of contracts (ensuring effective administration of these contracts). Key Responsibilities • Leadership and strategy: o Champion initiatives made by the Executive board/Trustees as they relate to Estates. o Develop the overall Estates strategy for the GDST in support of the GDST strategy and that Estates delivers to the Trust’s charitable objects. o Provide advice to the CEO, COO and Trustees as required on estates matters. o Lead in ensuring that the Trust appropriately manages its portfolio of land in support of schools’ strategic needs. o Identifying property assets which may be suitable for disposal and supporting disposal process to maximise value realised for the trust. o maximising income from investment property portfolio (prior to disposal). o identifying and advising on possible acquisitions of land.

• School support: o Support schools in the development of their Estate master plan which supports schools in delivering their offer. o Provide a business partnering approach service to schools regarding Estates matters. o Provide schools with appropriate support to ensure that buildings are compliant with all legal and statutory obligations, maintained to the required standard within their budget. o Ensure schools receive appropriate support and guidance to manage delegated budgets effectively. o Identify training needs for school based staff in relation to Estates matters and make appropriate arrangements in collaboration with Heads for meeting these needs. o Support the Academies building programme.

• Capital Investment programme: o Lead on Estates related business case development.

o Ensure that all designs for GDST developments are of the highest quality, meet the needs of the schools and the local context, and push boundaries to meet the vision of the Trust. o Deliver key capital building projects to time, cost and quality in collaboration with schools – through effective project management to include.

• Procurement of consultants • Delivery of feasibility studies • Development of the business case • Detailed design, statutory approvals and specification

• Procurement of contractors • Management of the build • Successful handover back to the schools • Engagement and collaboration through the whole process with schools as the key stakeholder.

• People and team Management: o Effective team management, people/skills development and effective performance management. o Ensure estates team are properly trained and received required CPD. o Develop a client / customer led attitude for the estates team, which works in synergy with the schools. o Ensure that estates has the appropriate technical systems and that these are effectively used to support delivery of the objectives of the team. • Risk management: o Ensure the appropriate risk profile for the Estates portfolio, and develop strategies for minimising such exposure. o Manage the operational risk register for Estates, and ensure risks are mitigated. o Contribute to the overall Trust risk register. o Ensure that relevant statutory requirements, including health and safety are adhered to in relation to both new build projects, refurbishments and the existing Estate. • Communication: o Deliver clear and concise communication to all stakeholders including Heads and DFO’s, Trustees, School Governors and Trust office SMT. o Ensure that appropriate guidance on estates matters is available to all relevant staff. • Budget and procurement management: o Prepare and then deliver the annual maintenance budget for the trust in collaboration with Heads and COO. o Prepare and then deliver the five year capital investment programme for the trust in collaboration with Heads and the COO. o Develop and drive efficiencies to reduce cost and ensure value for money. o Ensure procurement policies are effectively followed and developed. o Ensure delegations are effectively followed. o Conduct regular procurement reviews with all estates suppliers in line with the Trust’s procurement policy. o Keep under review the appropriate balance between in house and outsourced resources to deliver the objectives of the Estates strategy.

Decisions made in the course of the Job • Evaluate the impacts and implications of decisions made by the Council of Trustees and the Executive board, from an Estates perspective, and influence the course of action accordingly. • Organisational design of the Estates team. • Management of Estates (maintenance and new build) budgets and allocation of resources between different areas and schools. • As part of the Trust’s senior management, contribute to shaping and transforming the Trust.

Key Relationships • Chief Executive • COO • Heads • Finance Director • ICT and Education • Other Senior Management team • Trustees • School Governing Boards • Outsourced Service Providers (eg Quantity Surveyors, Contractors etc) • Academy Trust Board members Other

The key responsibilities are not exhaustive and highlight a number of major tasks relevant to the post. The post holder may be required to undertake additional duties which might reasonably be expected and which form part of the function of the post.

Person Specification

Essential: • A chartered professional qualification in a property-related discipline (eg architecture, estates management, construction or surveying). • Proven track record of success of working at a senior management/strategic level within a complex organisation with a committee structure. • Proven track record and substantial relevant experience of responsibility for managing a complex property portfolio, multi-disciplinary team and significant budgets. • Demonstrable experience of delivering major building projects on time and to budget, communicating effectively with all key stakeholders. • Substantial experience of managing estates operations and maintenance. • Sound and up-to-date knowledge of the legal, environmental and financial aspects of both building projects and estates management. Personal skills/ attributes: • Excellent interpersonal skills, with the ability to work diplomatically and effectively with a wide range of people at varying levels of seniority and across directorates. • A lively and creative mind, with the ability to identify imaginative and innovative solutions to complex problems. • Excellent leadership and management skills required to develop and lead effective and

well-motivated multi-disciplinary estates teams. • Collaborative influencing and negotiating skills. • The ability to grasp issues quickly and work under pressure.

• Strong financial management skills and experience of delivering stretching targets. • Excellent presentation skills, with the ability to express him/herself clearly and succinctly both orally and in writing. • Able to quickly establish credibility with, and command the respect of, trustees, heads

and senior managers as well as external advisers. • Self-motivated, and able to work on own initiative. • Flexible in approach and able to operate in a team environment. • Resilient and adaptable.

Desirable: • Experience of working for or with a not for profit organisation.

• Experience of managing change and creating appropriate staffing structures. • An understanding of and sensitivity towards the ethos of independent education.

For a confidential conversation please contact our advisors Michael Hewlett (michael.hewlett@ mrgpeople.co.uk) and Ben Duffill ([email protected]) of The Management Recruitment Group on 0208 892 0115. Applications should consist of a comprehensive CV (of not more than 4 pages) and a covering letter (of not more than 2 pages).

Applications should be sent to [email protected] and [email protected].

Regal House 70 London Road Twickenham TW1 3QS +44 20 8 892 0115

68 King William Street London EC4N 7DZ +44 20 7959 2368

111 Piccadilly Manchester M1 2HY +44 161 638 0936

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