The Hurlingham Club - Estates Executive

The Hurlingham Club - Estates Executive

ESTATES EXECUTIVE CANDIDATE INFORMATION PACK

ESTATES EXECUTIVE

Contents 1.

Our Vision &Values

2.

Introduction

3.

The History of the Estate

4.

Horizon Project

5.

About the role of Estates Executive

6.

Organisation structure and benefits

7.

Application process

ESTATES EXECUTIVE

Our Vision To maintain and enhance the excellence of the Club in providing members their families and guests, with first class social and sporting facilities in an elegant and congenial environment both for today and for tomorrow. Our Values Excellence Prudence Integrity Courtesy

Our Vision To maintain and enhance the excellence of the Club in providing members, their families and guests with first class social and sporting facilities in an elegant and congenial environment both for today and for tomorrow. Our Values Excellence, Prudence, Integrity and Courtesy

ESTATES EXECUTIVE

Our Vision To maintain and enhance the excellence of the Club in providing members their families and guests, with first class social and sporting facilities in an elegant and congenial environment both for today and for tomorrow. Our Values Excellence Prudence Integrity Courtesy

INTRODUCTION

Bordering the Thames in Fulham and set in 42 acres of magnificent grounds, The Hurlingham Club is a green oasis of tradition and international renown. Recognised throughout the world as one of Britain’s greatest private members’ clubs, it retains its quintessentially English traditions and heritage, while providing modern facilities and services for its members. The Club continually looks at ways in which it can improve, for both current and future generations, the first-class social and sporting facilities within an elegant and congenial ambience.

ESTATES EXECUTIVE

THE HISTORY OF THE ESTATE

In 1869, The Hurlingham Club was formed ‘as an agreeable country resort’ with pigeon shooting matches at the heart of proceedings. The introduction of polo in 1874 then saw the Club become, and remain until the Second World War, the headquarters of Polo for the British Empire and the scene of major competitions. The estate was extended during the polo era with the acquisition of the Mulgrave House property (comprising the lake and the area to the north and west of the lake) in 1879 and the Broom House property (the present cricket field and the lawns to the east of the Clubhouse) in 1912. In 1906 the Club embarked on a considerable scheme of improvements to the house and its precincts, for which Sir Edwin Lutyens was the architect. This was also the year that saw the end of pigeon shooting at Hurlingham. Tennis began in 1877 with a ‘lawn racquet ground’ and the first ‘All England’ (Wimbledon) tournament, and croquet was introduced to the Club in about 1900. 1933 saw the building of the outdoor swimming pool. Squash courts were constructed in 1934 and the bowls began a year later. The Club was then opened in the winter with the re-establishment of a nine-hole golf course. 1945 saw the end of polo at Hurlingham but tennis continued to flourish and the first of the annual ILTC (eve of Wimbledon) Receptions was held in 1946. The cricket field, formerly the pony exercise track, was opened in 1951. The Croquet Association had its headquarters here from 1959 to 2002 and top-ranking international competitions continue to be regularly held on the lawns.

A scheme of modernisation of the East Wing, carried out in 1949 to 1954, enabled the adaptation of these rooms to every kind of social or charitable occasion, whether Club or private. Development carried out between 1989 and 1992 included the rebuilding of the conservatory on the original site of Byfield’s 1798 conservatory; new bars in the west end of the Clubhouse and a modern fitness centre with a half-size Olympic indoor pool, gymnasium and other facilities. An initial phase of development within the grounds yard took place in 1999 and a new ladies dry change facility was also in- troduced. Work initiated in 1999 saw the completion in 2001 of a new gymnasium and maintenance area, together with a rebuilt and extended Harness Room kitchen and servery. 2002 introduced covered tennis courts and saw preparations for the reconstruction of the East Wing, with 2003 bearing the brunt of the work. The new events facilities, bowls and croquet locker rooms, and staff offices, within the newly developed East Wing, were unveiled in the spring of 2004. The younger members benefited in 2008 from an all-weather multi-use sports pitch and improvements in the surrounding playground, and a new main reception was also completed in the Clubhouse. The second phase of improvements for the grounds yard was also accomplished. Additional projects have included: a Gym extension, a new Racquet centre, an outdoor adventure playground, a padel tennis cour t and a sizeable revamp of the outdoor swimming pool.

ESTATES EXECUTIVE

HORIZON PROJECT

The Club is currently in the process of developing a long term strategy which will include an outline development programme for the whole estate. It is anticipated that this strategy and development programme will be put to the members in early 2022 with a view to gaining substantial member support for the proposals. The Club has already undertaken an estates masterplanning exercise and identified a number of potential improvement pro- jects which if approved and implemented would represent up to a £50m investment programme over the next 10-15 years. The Estates Executive will be expected to be a major contributor to finalising the Horizon Project proposals (subject to the date of joining) and be the Executive responsible for leading any development projects (known as Club Improvement Projects) then arising. This will also include being a member of any Club Improvement Project Working Groups, working with members, par tners and suppliers with relevant expertise to deliver individual projects. The Estates Executive will therefore be joining at an exciting time for the Club as it embarks on a programme designed to transform and modernise the Club facilities for the benefit of its members.

ESTATES EXECUTIVE

JOB DESCRIPTION

1. OVERALL PURPOSE (a) Management of the Club Estate including: • Grounds – all spor ts turf, general grounds and gardens • Maintenance – the maintenance of the Club buildings and grounds – both external and internal, shor t and long term • Club décor, furnishings and fixtures and fittings – to be responsible for the upkeep and maintenance of the Club areas and particularly the main Clubhouse, the East Wing, the playground and the principal spor ts facilities • Development of the Club Improvement Plan and its progress • Cleaning – management of the cleaning contractor and related issues • Provision and control of utilities (electricity, gas, water, rubbishy disposal) • To be the Health and Safety Officer • Coordinating the Club’s sustainability initiatives as part of its Social Responsibility programme • Planning applications, and meeting the Club’s obligations under planning regulations, including those relating to Metropolitan Open Land, the Club’s location in a designated Conservation Area and the listed building status of

the main Clubhouse and associated buildings (b) Management of the following staff members: • Grounds Manager and staff • Maintenance Manager and staff • Facilities Manager and staff • Site Contract Manager for the Cleaning Contractor (c) General management duties, in common with the other Executives, including taking part in the Duty Executive rota. (d) Budgeting and control of departmental income and expenditure. (e) Attendance at, and servicing as appropriate of, the following Committees and Garden and Landscapes Committee and Interior Design Committee: • Estates Principal Sub Committee • Club Improvement Plans Working Group (if and when applicable) • Gardens and LandscapeWorking Group

• Heritage FundWorking Group • Interior DesignWorking Group • Management Operations Working Group • Health and SafetyWorking Group

2. SPECIFIC DUTIES AND RESPONSIBILITIES Grounds and Gardens

(a) To manage the Grounds Manager in the planning, budgeting, staffing and execution of the maintenance and development of all gardens and grounds. (b) To ensure the most cost effective balance is obtained between permanent staffing levels and the need to engage specialist contractors to achieve specific goals. (c) To ensure that the grounds and gardens are kept in excellent order and to monitor the progress and costs involved in upkeep and improvements. (d) To manage the Club’s tree population to ensure a stock of healthy trees at the Club for now and future generations. (e) To ensure that the diverse spor ts facilities are kept in excellent order, including: • Bowls – 2 bowls greens • Cricket – full-sized pitch and facilities • Croquet – 10 croquet lawns • Golf – 9 hole winter course, 2 putting courses • Tennis – 22 all-weather cour ts (including synthetic grass) and up to 20 grass cour ts (f) To promote and develop the interests of Members in all areas of the Club estate.

(g) To obtain competitive tenders and quotations and appoint contractors to carry out the renewal or reconstruction of facilities when approved by the Club’s annual expenditure programme.To ensure that the work and cost of these contractors is properly planned, supervised and tested by tender at the procurement stage. (h) To appoint and consult with specialist professionals regarding grounds, trees and building design as needed and to help with long term planning for grounds and landscape. (i) To build and maintain relationships with local authorities and/or statutory bodies.

MAINTENANCE (a) To manage the Maintenance Manager in the planning, budgeting, staffing and execution of the maintenance and development of the building fabric, fixtures, equipment and services relating to the Grade II Listed Clubhouse and associated buildings, including: • Fitness Centre • Racquet Centre • Outdoor Pool • Gymnasium • Tennis Pavilion • Grounds Yard Area • Other Pavilions • Security Buildings • Houses owned by the Club • Roads, Pavements and Hard standings (b) To ensure that the main Clubhouse and other buildings / structures are structurally sound, are kept in an adequate state of repair and decoration to ensure their fitness for purpose. (c) To ensure the most cost effective balance is obtained between permanent staffing levels and the need to engage specialist contractors to achieve specific goals – for example maintenance of specialist plant and equipment.

(d) To obtain competitive quotations and tenders and appoint contractors to carry out the renewal or reconstruction of facilities when approved by the Club’s annual expenditure programme.To ensure that the work and cost of these contractors is properly planned, with attention to good design, supervised and tested by tender at the procurement stage. (e) To prepare and manage the Club’s annual, 5, 10 and 25 year maintenance plans and budgets in conjunction with the Maintenance Manager and the Chief Operating Officer. (f) To implement and maintain an effective energy management policy and control systems, in conjunction with the Maintenance Manager and specialist consultants where required. (g) To be responsible for the procurement of all grounds and maintenance equipment. (h) To ensure that an adequate budget is set and put forward to the Estates and Finance Committees in a timely manner to achieve optimal maintenance as above.

FACILITIES (a) To manage the Facilities Manager in the planning, budgeting, staffing and execution of the maintenance, upkeep and development of the building fabric, furnishings, fixtures and fittings, equipment and services relating to the Grade II Listed Clubhouse and associated buildings, the spor ts facilities and the playground. (b) To oversee budgets and project manage interior design projects in conjunction with design consultants and the IDWG.To ensure that décor, paint work, carpets and cur tains and other soft furnishings are kept in good repair and updated and replaced as needed in conjunction with IDWG and design consultants. (c) To obtain competitive quotations and tenders and appoint contractors to carry out the renewal or reconstruction of facilities when approved by the Club’s annual expenditure programme.To ensure that the work and cost of these contractors is properly planned, supervised and tested by tender at the procurement stage. (d) To ensure that an adequate budget is set and put forward to the Estates and Finance Committee in a timely manner to achieve optimal maintenance as above. (e) To ensure compliance with disability access requirements under the Disability Discrimination Act and any planning conditions, and to manage the Club’s facilities in a manner consistent with the Club’s disabled access policy and/or objectives CLUB IMPROVEMENT PLAN (a) To maintain and update the Club Improvement Plan. (b) To recommend projects from the Club Improvement Plan for the ensuing year.To cost such projects and act as the Club’s Project Manager to ensure that they are completed to high standards, and to best design, on time and within budget. (c) To personally plan, prepare, tender and execute specific improvement and maintenance projects as appropriate, with the approval of the Estates Committee where required for major projects. (f) To develop and carry out a long term maintenance plan in conjunction with the other Executives and Heads of Department as necessary. (g) To manage planning applications with the London Borough of Hammersmith & Fulham as and when required. (h) To ensure compliance with the Club’s obligations under planning regulations, including those relating to Metropolitan Open Land, the Club’s location in a designated Conservation Area and the listed building status of the main Clubhouse and associated buildings. In addition to any specific planning conditions or restrictions placed on the Club by the London Borough of Hammersmith & Fulham Council, the Greater London Authority, or other recognised planning authorities.

CLEANING CONTRACTOR (a) To manage the Site Contract Manager in the planning, budgeting, staffing and execution of the cleaning of the Club buildings. (b) To renegotiate this contract where appropriate or to arrange a new service provision through the process of tender. (c) To liaise with other Executives and Heads of Department on current and future cleaning needs. CLUB SOCIAL RESPONSIBILITY (CSR) (a) To work with the Club’s CSR Officer to develop and implement the Club’s sustainability strategy.

(b) To manage the Club’s CSR Officer to execute the Club’s CSR strategy. (c) To document and publicise to members the Club’s CSR policy and initiatives. STAFF MANAGEMENT (a) To manage the Grounds Manager, Maintenance Manager and Facilities Manager in line with Club HR policies and procedures.This may also include direct man- agement of any other staff in these departments where required. (b) To follow the Club’s annual appraisal and performance related pay procedures for all staff in the Estates departments. (c) To be responsible for managing the self-employed contractors working within the Estate departments to include negotiation of contracts and supervision. (e) To review each department to ensure the relevant skill sets, and how they are deployed, and administrative suppor t are adequate for the needs of the Club.

BUDGETING, INCOME AND EXPENDITURE (a) To prepare detailed annual revenue and capital expenditure budgets, working closely with the Heads of Department and the Chief Operating Officer and to request a sufficient budget to allow for proper maintenance of the buildings and estate. COMMITTEES ANDWORKING GROUPS

(a) To service and convene as appropriate all committees and working groups listed in the first section of this job description, plus any other future relevant committees or groups. (b) To advise the Chairmen and Sub-committees on the formulation of policies / projects, relevant to the role. (c) To maintain close liaison with the Chairmen of each sub-committee and Working Group, as appropriate. CLUB EXECUTIVE MANAGEMENT (a) To par ticipate actively in the general management of the Club, including enforcement of Club Rules, By-Laws and Regulations, as part of the Executive team.

(b) To par ticipate in the weekly Executive and Heads of Department meetings as a member of the Executive team. (c) To implement Club HR policies for all departments in liaison with the Human Resources Manager and Deputy Secretary. (d) To implement Health & Safety policies for all departments. (e) To attend and assist with the running of major events and meetings as required. (f) To be the Incident Controller in a case of emergency, where appropriate. (g) To hold a valid and up-to-date licence to authorise the sale of alcohol at the Club. (h) To under take such other duties as the Management of the Club might reasonably expect appropriate to the job grade.

DUTY EXECUTIVE DUTIES Executives should be familiar with the Duty Executive Guidance document which expands on, and adds to, the following basic points. (a) All Club Executives will under take the role of Club Duty Executive on a rota basis. (b) In this role, to be responsible for resolving immediate issues and for dealing with member complaints. (c) The Club Duty Executive is responsible for the smooth running of the whole Club during their duty.This includes management of all departments when the specific Executive is unavailable.

(d) The Club Duty Executive will be ‘on call’ for 24 hours, from 6am until 6am the following day. During this time the Duty Executive must be on site or within 20 minutes’ travelling distance from the Club (and contactable by phone). HEALTH & SAFETY (a) To be the Club’s Health and Safety Officer, maintaining the Club’s H&S policy and thereby ensuring that all managers fulfil their responsibilities for H&S in their own operational areas. (b) To ensure that Club staff are fully trained where required on H&S in compliance with the relevant legislation, in conjunction with the Human Resources Manager. (c) To be alert to hazards at work and to be aware of responsibility for personal safety in addition to the Club’s legal responsibilities. (d) To hold a current licence to practice first aid under the First Aid at Work qualification and to be trained in the use of the defibrillators. (e) To advise the Secretary & Chief Executive Officer, elected officers and committees as appropriate on any specific areas of risk within the Club. (f) Ensure that all contractors show evidence of Risk Assessments, Method Statements, insurance and where appropriate are DBS checked.

ESTATES EXECUTIVE

STRUCTURE

ESTATES EXECUTIVE

THE APPLICATION PROCESS

For a confidential and informal discussion, please contact the The Hurlingham Club’s appointed recruitment partner Michael Hewlett at The Management Recruitment Group (MRG).

Michael Hewlett T: 020 3962 9900 | M: 07972 579 938 E: [email protected]