Deputy Director of Estates and Facilities (Development)

Deputy Director of Estates and Facilities (Development)

DEPUTY DIRECTOR OF ESTATES & FACILITIES (DEVELOPMENT)

WELCOME FROM THE DIRECTOR OF ESTATES & FACILITIES JOHN PLUMRIDGE

Dear applicant, Thank you for your interest in the Deputy Director of Estates and Facilities (Development) role at BCU. Please find enclosed the further particulars regarding the opportunity in what is an exciting period of transformation for the University.

With around 24,000 students from 80 countries, Birmingham City University is a large, diverse and increasingly popular place to study. We put students at the heart of everything we do, giving them the best opportunities for future success. The University has an enviable reputation for providing quality, student-focused education in a professional and friendly environment. Our superb courses, state-of-the-art facilities, first-rate staff, and focus on practical skills and professional relevance is producing some of the country’s most employable graduates. Our staff and student community is defined by our core values, which outline who we are as a University and how we will work with each other. Our core values are Excellence, People focused, Partnership working and Fairness and integrity. It has been an interesting few years with plenty of achievements to celebrate, including the completion of our flagship Curzon Building at the City Centre Campus, providing a new home for our Business, Law, Social Science and English courses as well as new library, IT and social facilities. This has helped us to create a bigger student community at the heart of the city centre with greater opportunity for students to meet and collaborate. Since 2017 most students have been based at our two main campuses following completion of the award-winning new building for the Birmingham Conservatoire on the City Centre Campus, together with the School of Educa- tion and our developing Sport and Life Science Provision occupying a new building at the City South Campus. We are particularly excited about the development of the Knowledge Hub. The Knowledge Hub concept builds on the enormous strengths of a constellation of neighbouring institutions, universities, colleges, academies and innovation space so that we become a whole greater than the sum of its parts. The Knowledge Hub will become a magnet for enterprise, entrepreneurship, innovation, well-being, culture and business exchange, connecting with the new developments of the Curzon and Big City masterplans. It will transform the Eastside of Birmingham. The Deputy Director of Estates and Facilities (Development) is a pivotal appointment for the University and will play a significant role as a key partner for influencing the City’s regeneration. If you recognise this commitment to ambition and would like to contribute your expertise, I would encourage you to apply.

ABOUT US

Our early history can be traced back to the five individual colleges which would be brought together as The City of Birmingham Polytechnic in 1971. On 6 March 1992, the Further and Higher Education Act gave all polytechnics the power to adopt the title of ‘university’. The new name, ‘University of Central England in Birmingham’, was approved by the Privy Council on 16 June 1992. In 2007, the University changed its name to Birmingham City University reflecting our commitment to, and pride in, our home city. Our contribution to transforming the prospects of the people of Birmingham and beyond stretches back over 170 years. We put £270 million into the regional economy and support thousands of jobs in the area. We enjoy historical strengths in the creative and performing arts: the Birmingham Government School of Design – the first college of design outside London – was opened in 1843 and Birmingham School of Music (later Birmingham Conservatoire) in 1886. Both were later incorporated into the university. Our Vision for 2020 is to be recognised as the leading University for creative and professional practice-based education in the UK. Our teaching is underpinned by ground breaking research. The latest review of the University’s research performance revealed that we had doubled the number of staff producing internationally recognised research since 2008. The University has an enviable reputation for providing quality, student-focused education in a professional and friendly environment. Our superb courses, state-of-the-art facilities, first-rate staff, and focus on practical skills and professional relevance is producing some of the country’s most employable graduates. We’re investing £340 million in our estate, including a major expansion of our city centre campus at Eastside, providing students with an enviable range of facilities.

The Complete University Guide ranked us as a top 30 UK university for spending on facilities in 2015.

BIRMINGHAM

Birmingham is the UK’s second city and a major European centre. It is a city of business and ballet, canals and world-class concerts, jewellery and jazz, historical interest and contempo-rary vision; and has a rich and diverse community that creates a vibrant, multicultural and exciting place to live and work. So it is no surprise that Birmingham has been chosen by the Rough Guide as one of the Top 10 places in the world to visit in 2015. Symphony Hall, considered one of the world’s greatest concert venues and home to the City of Birmingham Symphony Orchestra (CBSO), forms part of the International Convention Centre at the hub of the UK’s canal network. The Hippodrome Theatre is home to the internationally renowned Birmingham Royal Ballet. Outside London’s West End, Birmingham boasts the highest concentration of live theatre in the UK, including regular tours by major opera companies. It is also home to the recently opened £189 million Library of Birmingham – the largest in Europe. Part of Birmingham City University, the £57 million Birmingham Conservatoire boasts five new public performance spaces, including a 500-seat concert hall, a 150-seat recital hall and a 100-seat organ studio. Furthermore, the new building includes The Lab, a cutting edge, completely flexible black-box studio, and the first permanent jazz space in any UK conservatoire – the 80-seat Eastside Jazz Club. The historic Conservatoire’s new state-of-the-art home is the first purpose-built music college to be constructed in the UK since 1987 and the only one in the country which has been specifically designed to cater for the demands of the digital age. The City Museum and Art Gallery houses the world’s finest collection of Pre-Raphaelite paintings, alongside a major collection of Old Masters, Modern and Contemporary pictures. The National Indoor Arena, the National Exhibition Centre, National Motorcycle Museum, National Car Heritage Museum, and the National Sealife Centre are other visitor magnets while the iconic Bullring is one of the largest dedicated shopping facilities in Europe. Sports and recreation are well served; the city offers interna-tional Test cricket, top-flight football, international champi-onship golf and top-class rugby. Birmingham is also home to over 200 restaurants serving up 27 kinds of cuisine, and has more Michelin starred restaurants than any other English city outside London. Birmingham is within an hour’s drive of Stratford-upon-Avon and the Cotswolds. From Birmingham International Airport, more than 50 different airlines operate scheduled services to 100 destinations worldwide.

ESTATES STRATEGY AND DEVELOPMENT

The overriding aim of our estates development is to provide a high-quality, sustainable and flexible environment for students, staff and other stakeholders across our 180,000 sq.m estate. Several years ago the University Board approved a ‘two-campus’ strategy, to focus its teaching and learning on the City Centre Campus (located at Eastside), and the City South Campus in Edgbaston. The strategy aimed to: • raise the profile of Birmingham City University • improve student experience • develop a better teaching and learning environment • remove organisational barriers between departments and faculties • provide a sense of home for students • embrace new technologies

• embrace new ways of teaching and learning • provide flexibility within the spatial planning • increase revenues and decrease costs • be a quality group of buildings that showcases the University’s excellence • be a flagship campus with high levels of accessibility • be an exemplar of best practice • be sustainable in terms of design, specification, construction and in occupation • adopt innovative technologies • decrease running costs

The Master Project Plan to deliver this strategy is now well advanced. The three faculties of Computing, Engineering and the Built Environment; Arts, Design and Media; and Business, Law and Social Sciences are all housed at the City Centre, and Health, Education and Life Sciences are based on the City South site. The School of Education is the one remaining academic unit on the Perry Barr campus in the north of the city, but this will move to City South in 2017. The new developments in recent years comprise: • Millennium Point (Faculty of Computing, Engineering and the Built Environment): purpose-designed leased space • Parkside Building (Arts, Design and Media) • Curzon Building (Business, Law, Social Sciences) There are several ‘live’ construction projects: • The new Birmingham Conservatoire (City Centre) • Curzon B (a 10 000 sq m addition to the Curzon Building) • City South campus development to support Health and Life Sciences • The Joseph Priestley Building, accommodating professional service department staff relocating from Perry Barr campus The total capital commitment for all of the above projects exceeds £280m. The University also delivers some of its academic programmes from a limited number of locations within walking distance of the City Centre campus; notably the Jewellery School (in Birmingham’s Jewellery Quarter); and the new Birmingham Assay Office. We are also in the process of reviewing our student accommodation provision, and are currently exploring options for the development of circa 500 new student bedrooms, to ensure that we maintain a suitable mix of accommodation provision.

ESTATES AND CAMPUS SERVICES

BCU Estates is responsible for managing one of the University’s prime assets, land and buildings with an Insurance Replacement Value (IRV) of £400m and to manage the estate in an effective way, achieving VFM in all property related activities and ensuring compliance with statutory obligations. Maintenance, Development and Investment in the estate has research proves, to be of fundamental value in enhancing the experience of both students and staff, improving research productivity, business engagement and giving BCU a clearer identify and sense of pride in itself. 80% of students consider campus facilities very important when deciding where to study (AUDE Annual Report 2015) and over one third rejected an institution because of the quality of their buildings and facilities. The physical environment is therefore crucial in BCU delivering its Strategy, operational effectiveness, developing and enhancing its culture, reputation and brand and the Estates Department in managing one of the largest budgets supports the university’s drive for efficiency. In addition to the core roles of physical planning, project management; oversight of the University’s capital development programme; buildings and grounds maintenance and minor works; the Estates Department is responsible for all aspects of real estate management; rating; sustainability and energy management.

BCU Campus Management is responsible for developing and promoting excellent quality services and manage the campuses which facilitate the delivery of the University’s Mission, Vision and Strategic Goals. Campus Management and Services aims to satisfy the changing needs of staff, students and visitors alike by being the custodians of all operational aspects of the physical environment. The Campus Management Team is made of three service areas: Campus Services includes Building Services, Digital Print Services, Post and Transport, Academic Scheduling and Space Management, Cleaning and Sports Centres. Campus Services also contributes significantly to the University’s Environmental Agenda. Accommodation and Catering Services includes oversight of the University’s Accommodation Strategy and management of the University’s Halls of Residence and Private Sector providers, and the management of the sole Catering partner, Sodexo, whom services the catering offers on all campuses. Accommodation Services also manages conferences and function facilities. Security Services cover operational management, the Security Strategy and guidance, incident and emergency management, out of hour’s pastoral care, property management, car parking, front of house receptions and telephony. Security Services is also a key player in the University’s Prevent Agenda.

DEPUTY DIRECTOR OF ESTATES AND FACILITIES (DEVELOPMENT)

Job Title

Deputy Director of Estates

Faculty/ School/Department:

Estates & Facilities

Responsible to:

Director of Estates and Facilities Between £60m to £70m p/a

Budget:

Job Purpose Work closely with colleagues in the Estates and Facilities’ senior leadership team to ensure the department supports the delivery of the University’s strategic plan. Lead and manage the teams delivering all university space allocation/planning strategy, town and campus planning, transport planning, asset management and land management services, project management, maintenance, (PPM, LTM, RM) and project/investment, costing and property investment appraisal, CAD/Design services and building information modelling (BIM) environmental and design management. Act as departmental Lead on ICT and space strategy. Main activities and responsibilities 1. Help generate and review the University’s Estates and Facilities strategy by providing leadership in the areas of assessing Estates investment priorities, future opportunities and evaluating project and investment risk and reward profiles. 2. Work with the Assistant Directors of Facilities and Commercial Services to develop cyclical, medium to long term investment strategies for existing University buildings, Mechanical and Electrical infrastructure and external spaces, maintenance (PPM, LTM, RM) grounds and transport strategies. 3. Lead and develop estates, space planning and asset management teams, engendering a high performance, service orientated culture and ensuring optimum performance, environmental and CRC. Utilise robust service level agreements, key performance indicators, contract services management and continuous improvement initiatives ensuring different functions communicate and work together. 4. Work closely with the timetabling team and the finance department to improve institution wide space efficiency developing appropriate space resource management policy supporting the universities strategic objectives. Ensure sufficient and robust space allocation and use >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12

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