UK Parliament - Director of Capital Investment

UK Parliament - Director of Capital Investment

Director of Capital Investment (Strategic Estates)

Candidate Information Pack

parliament.uk

mrgpeople.co.uk

Introduction :

The UK Parliament and the Palace of Westminster is one of the most iconic and significant estates portfolios in the world. It is home to one of the busiest parliaments, operating on a World Heritage site which attracts visitors from all over the globe, with more than a million people passing through its doors each year. The Strategic Estates team within Parliament takes great pride, as custodians of the Estate, looking after and improving the buildings of Parliament. It is a challenging environment where conservation, the need to innovate and build for the future coincide. Over the next decade we are embarking on a multi-billion estate investment programme of the Parliamentary Estate and are seeking a Director of Capital Investment (Strategic Estates) to play a leading role in the delivery of this. The successful candidate will have a proven track record of leading the delivery of large-scale estate investment programmes across a diverse and technically complex estate portfolio. Strong strategic planning skills are essential as you will take the lead role for the oversight of the core estates portfolio with particular responsibility for strategic planning, resource management and reporting. Excellent interpersonal, communication and stakeholder management skills are essential, as you will be required to successfully engage with an incredibly diverse range of stakeholder groups on a range of complex matters. This is an industry-leading opportunity to lead a capital investment programme of unparalleled complexity across one of the most historic and high profile estate portfolios globally.

The Parliamentary Estate

The Palace of Westminster The Palace of Westminster, or the Houses of Parliament as it is also known, has changed dramatically over the course of nearly a thousand years of history. Transformed from royal residence to the home of a modern democracy, the architecture and cultural collections of the Palace and the wider Parliamentary Estate have continually evolved, sometimes by design, sometimes through accident or attack. The 1,100-room Palace dates from the mid-1800s and is now one of the most iconic and significant buildings in the world. The Palace is now a Grade I listed building and, with Westminster Abbey and St Margaret’s Church, forms part of the UNESCO Westminster World Heritage Site.

One of the most recognised buildings in the world, the Palace of Westminster owes its stunning Gothic architecture to the 19th- century architect Sir Charles Barry. The Palace contains a fascinating mixture of both ancient and modern buildings, and houses an iconic collection of furnishings, archives and works of art. Westminster Hall is the oldest building on the Parliamentary estate. What makes it such an astonishing building is not simply its great size and the magnificence of its roof, but its central role in British history. In and around the Hall, grew up the major institutions of the British state: Parliament, the law courts and various government offices.

Big Ben The name Big Ben is often used to describe the tower, the clock and the bell but the name was first given to the Great Bell. The Elizabeth Tower, which stands at the north end of the Houses of Parliament, was completed in 1859 and the Great Clock started on 31 May, with the Great Bell’s strikes heard for the first time on 11 July and the quarter bells first chimed on 7 September.

The Northern Estate Increasing demand for space has meant the Parliamentary Estate now extends well beyond the Palace of Westminster. It includes a collection of Grade 1, 2 and 2* listed buildings, located between the Embankment and Parliament St, including the Norman Shaw buildings that were originally used by the Metropolitan Police. The more northerly building was actually the first building to be called New Scotland Yard in 1890.

Estate Investment

Palace of Westminster: Restoration and Renewal The Palace of Westminster Restoration and Renewal Programme has been established to tackle the significant work that needs to be done to protect and preserve the heritage of the Palace of Westminster and ensure it can continue to serve as home to the UK Parliament in the 21st century. Following the debates in both Houses in early 2018, Parliament agreed that the ‘best and most cost effective way’ to carry out the restoration and renewal of the Palace in one single phase is to temporarily move out of the building. The collective decision by members of both Houses of Parliament means that work has now begun to establish a shadow Olympic-style Delivery Authority and Sponsor Board, subsequently to be set up through legislation as statutory bodies, to manage the work. The Northern Estate Programme The Northern Estate Programme (NEP) is managing the refurbishment and redevelopment of a number of buildings on Parliament’s Northern Estate, aiming to deliver an estate with increased environmental performance, and improved security, safety and accessibility. Ahead of the restoration and renewal of the Palace of Westminster, NEP will develop additional space and facilities required for the House of Commons to temporarily move out of the Palace, including an operational chamber, committee rooms, and House support services.

Strategic Estates Function

The Strategic Estates team in Parliament takes great pride in looking after and improving the buildings of Parliament, as custodians of the Estate in a challenging environment where conservation and the need to innovate and build for the future coincide. Strategic Estates is made up of a dedicated multi-disciplinary team of estates professionals and consists of the following areas:

Property Planning and Design Provision of specialist estates functions working in conjunction with the Programme/Project Delivery teams, including: corporate real estate advice, workspace design, building surveying, physical asset management, digital asset management, engineering, architecture and conservation, along with development of systems. Portfolio Management Office (PMO) Working across the portfolio of estates projects in both Houses to provide integrated scheduling, management of interdependencies, resource management, portfolio analysis and reporting, plus other controls and assurance to enable successful project delivery. This team works in close cooperation with the Enterprise Portfolio Management Office, and the Programme Management Offices across both the wider organisation and digital portfolio. Project Delivery Delivery of all construction projects whether or not commissioned by the strategic programmes or directly by other business areas to a common set of standards and processes. Management of suppliers that operate at project level.

Northern Estate Programme (NEP) Programme management of the refurbishment and redevelopment of the Northern Estate buildings, including Richmond House. Overseeing the procurement of strategic supply contracts for the NEP and management of programme level contracts. Restoration & Renewal (R&R) Programme Restoration & Renewal (R&R) Programme will undertake the refurbishment of the Palace of Westminster and the creation of a decant facility for the House of Lords. It will do this by creating a statutory Sponsor Body and the development of the Client Delivery Authority after which it will the transition away from Strategic Estates. It will be responsible for procurement of strategic supply contracts for R&R; management of programme level contracts; joint communications with related programmes and corporate teams. Business Support and Finance Provision of central business support functions and management of administrative resource embedded within the other teams. The Finance Partner provides the management of Strategic Estates’ finances, both capital and revenue.

The Role

JOB TITLE:

Director of Capital Investment

TEAM:

Strategic Estates

SECTION: REPORTS TO: Hours (p/w):

Parliamentary Directorate of Estates Deputy Managing Director

Full Time 36

CONTRACT TYPE/DURATION: Permanent CLOSING DATE FOR APPLICATIONS: 20/09/2018 BACKGROUND AND CONTEXT OF THE ROLE

Maintaining a thriving parliamentary democracy requires the contribution of a dedicated, politically impartial and diverse workforce (currently circa 2,500 in the House of Commons alone) one that takes great pride in supporting the democratic process. Every single individual and team proactively adding value, working collaboratively and committed to securing Parliament’s future in a fast-changing digital world. The Strategic Estates team in Parliament takes great pride in looking after and improving the buildings of Parliament itself, as custodians of the Estate. While we are part of the House of Commons service, we provide services to the House of Lords as well. We operate on a working World Heritage site which attracts visitors from all over the globe, in a challenging stakeholder environment where conservation and the need to innovate and build for the future coincide. Many of our most recognizable buildings require ever-more significant work to meet our strategic aim of Supporting a Thriving Parliamentary Democracy. You can see some of our work just by looking at the Palace of Westminster. Our team includes a wide range of professions and we support staff in developing their careers. We are preparing for Parliament to move out in the mid-2020s to allow a major programme of restoration and renewal, to be delivered and governed in a similar way to the London 2012 Olympics and Crossrail. Nothing on the scale of the works already planned, let alone including the Restoration itself, has been undertaken since the Palace was built. The challenge to mitigate the impact on our customers should not be underestimated. It is not just providing accessible, resilient and flexible buildings for the future but also ensuring that the work of Parliament holding Government to account can continue unimpeded during the years of ongoing works. JOB SUMMARY AND OBJECTIVES • The Director of Capital Investment, will oversee the operational delivery of a highly complex portfolio of large scale programmes & projects (projects) across the parliamentary estate and take accountability for the management of agreed interdependencies. Ensuring that projects are delivered to established timeframes and budgets. • This is a senior role that will deliver within a highly technical and politically complex environment. • Director of Capital Investment for Project Delivery (the role) will oversee the operational delivery of a highly complex portfolio of large scale programmes & projects (projects) across the parliamentary estate and take accountability for the management of agreed

interdependencies. Ensuring that projects are delivered to established timeframes and budgets. • The role will develop strong collaborative relationships with stakeholders and maintain a strong customer focus. Key customers include both House of Commons and House of Lords. Their (sometimes conflicting) needs must be given significant consideration throughout the full life-cycle of the projects. • The role will have team management responsibilities and will build a high-performing, engaged, empowered and diverse team. This includes fostering an inclusive culture and creating a learning environment. KEY ACCOUNTABILITIES • Inform the establishment of a clear governance framework and reporting regime. • The significant contribution to the creation of a high-performance culture that promotes and builds inclusivity, diversity, development and continuous improvement. • The identification, management, optimisation and delivery of all project interdependencies to time, quality and budget. • The identification, monitoring, management and mitigation of project risks and issues. • The recruitment, management, development and creation of a high-performing team that significantly contributes to the delivery of the Strategic Estates projects and programmes. • The strategic development of ongoing operations, standards, processes, procedures, in-line with the organisation life-cycle and best practice. • The development of a continuous improvement and working culture that embeds the organisation’s core values and behaviours. KEY RESPONSIBILITIES Specialist functional responsibility • Governance & reporting. Informing the establishment of a clear governance framework and reporting regime. The co-ordination of reporting from projects, analysis of performance at both project and portfolio level, presentation of information that is fit for purpose for a variety of governance bodies. • Planning, scheduling & resourcing. The identification, management and delivery of all project interdependencies to time quality and budget. The analysis of resource utilisation across projects, making recommendations for opitmisation, improving diversity, maximising return on investment, addressing skills shortages, encouraging collaboration and building people development opportunities. • Risk & opportunity management. The identification, monitoring/management, mitigation, and reporting of risk at project and programme level and their interdependences. Planning and co-ordinating the response to issues impacting the project portfolio.

The Role

People and leadership • The role requires exceptional interpersonal and leadership ability and a leadership style that is personifies our core values and behaviours. • The role will focus on the success of the Strategic Estates project delivery team, harnessing their team resource, energy and motivation in the delivery of this. The welfare, diversity of our workforce, our inclusive culture and our desire to create and maintain high-performance is paramount. The role holder will require an exemplar enabling leadership approach that will deliver this in all aspects of their team creation, management, development, progression and succession. The role will also proactively encourage and embed inclusivity in all of its practices and challenge behaviours that do not. • The role has direct responsibility for a team (currently up to 7, each running their own teams). The organisation actively promotes the skills and career development of its people and encourages staff to work towards appropriate professional qualifications, the role will help facilitate this. Decision making and strategic focus • The role will operate within a dynamic, complex and high-performance driven environment. It will require making and influencing decisions along with presenting evidential and persuasive arguments to other decision makers or key stakeholders. • The role will develop structured strategies and plans that are sufficiently robust whilst agile to enable realignment as organisation strategic objectives and plans emerge or change, whilst still delivering agreed KPIs and milestones. • The role will collaboratively build, standardise and drive the implementation of good practice processes. They will encourage continuous improvement practices and a customer focused culture within their team and influence other project leads to actively engage with and embed these practices within their respective teams. Resource management • Internally, the role will work closely with Directors (Property, Planning and Design, Operations, Business Management, Strategic Programme), Senior Management teams (Director-General, MDs, Management Boards), Member committees and Commissions (Lords and Commons), and the Trade Union side maintaining strong collaborative partnerships as appropriate. They will manage their complex and sometimes conflicting requirements or priorities, establish their productive and timely engagement in the achievement of the organisation’s and Strategic Estate’s goals and deliverables. • The role will be an advocate for the team along with representing the team on several boards and committees, including representing Project Delivery on the Strategic Estates Board.

PHYSICAL/ENVIRONMENTAL DEMANDS • This is a safety critical role. • The role may require some out of hours working to facilitate external stakeholder availability. APPLICANT ROLE REQUIREMENTS Essential qualifications, knowledge, skills, experience and behaviours • Significant experience in the performance management of complex projects and confident in the use of project management tools and techniques as defined by the Government Project Delivery Profession. • Significant experience of managing complex stakeholders. • Empowering, inclusive, performance driven and enabling leadership and management style. Desirable Experience and Qualifications • Technical qualification or Chartership in a professional discipline (such as: Engineering Council recognised body, RICS, RIBA, Surveyor, APM, Prince2, MSP).

REQUIRED SKILLS AND EXPERIENCE Below are the 8 criteria that candidates must be able to demon- strate/ articulate during the assessment process Criteria 1 – Delivering Results for Parliament • Takes a strategic approach to project delivery to achieve the House of Commons vision, whilst acting to preserve the integrity of Parliament. C riteria 2 – Providing a Customer Focused Service • Works throughout the department and organisation to foster an environment that focuses on customer service delivery. • Employs relevant standards and project management tools to achieve excellent customer service. x Criteria 3 – Innovating and Improving • Continually improves process and performance efficiency and effectiveness, driving and promoting change within the House of Commons. x Criteria 4 – Managing and Leading People • Exhibits an enabling and inclusive leadership style, creating an environment where employees are motivated to take initiative, achieve excellence and deliver successful projects. x x

x

x

x

x

Criteria 5 – Working with People • Builds strong collaborative partnerships to gain stakeholder buy-in.

x

x

Criteria 6 – Communicating • Engaging and interacting with key stakeholders in the business to build confidence in the department and its ability to deliver on commitments. x

x

Criteria 7 – Analysing and Decision Making • Applies a range of analytical techniques to understand complex Parliamentary issues and reach timely decisions.

x

x

Criteria 8 – Functional knowledge and skills • Acts as a role model in their area of expertise; setting high standards for themselves and others.

x

x

Bicameral team here:

Further Information The role attracts a competitive salary level to attract and retain industry-leading candidates. Benefits of working for Parliament include pension schemes, season ticket loans, childcare vouchers, personal development programmes and an on-site nursery (all childcare vouchers are accepted and a Salary Sacrifice option is available). At Parliament we aim to provide a positive, inclusive working environment where people are valued for the skills and experience that they bring to work. Our aim is to be representative of the society we serve. This means making parliament more accessible, diverse and free from discrimination.

Application Process For a confidential conversation please contact our retained advisors Ben Duffill ([email protected]) and Nicholas Coppard ([email protected]) of The Management Recruitment Group on 0203 962 9900. 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 ben.duffill@mrgpeople. co.uk and [email protected] The closing date for applications is 28th October 2018. Interviews will take place during the weeks commencing 12th November and 19th November 2018.

parliament.uk

mrgpeople.co.uk