Departmental Leadership and Management
You will provide direct line management and strategic direction for four key portfolios:
- Head of Estates: Oversight of all Estates Maintenance and Compliance functions, including specialist maintenance contracts and technical adherence to HTM 02, 03, 04, 05, 06, and 07.
- Head of Projects: Delivery of the Annual Capital Plan, overseeing all major construction and refurbishment schemes to ensure they meet clinical needs while fulfilling all CDM Health and Safety obligations.
- Head of Fire and Health & Safety: Comprehensive management of the Regulatory Reform (Fire Safety) Order and all statutory requirements under the Health and Safety at Work etc. Act 1974.
- Estates Space Utilisation Manager: Management of the Estates Utilisation Policy and assurance model, ensuring that all Trust assets are used to maximum efficiency and identified underused spaces are reconfigured to support service expansion.
Policy Development and Professional Standards
You will lead the development, implementation, and rigorous maintenance of all Estates-related Policies and Codes of Practice.
Continuous Quality Improvement (CQI)
You will lead the delivery of ongoing service enhancements through the Trust’s CQI programme, embedding a culture of frontline-led improvement and structured problem-solving. By utilising formal CQI methodologies, you will refine estates processes, eliminate waste, and improve service reliability, ensuring the department remains at the forefront of the Trust’s journey towards operational excellence.
Operational Resilience and Emergency Response
You will be responsible for the provision of a robust 24/7 reactive engineering response, including the management of the on-call roster for subject matter experts and engineering teams. In partnership with the EPRR team, you will ensure all estates response plans are tested, proven, and underpinned by a comprehensive set of Standard Operating Procedures (SOPs).
Financial and Capital Stewardship
You will hold direct accountability for the Estates Revenue budget and the Annual Capital Programme. This includes developing a prioritised 5-year rolling plan to eliminate Backlog Maintenance, leading on the annual Cost Improvement Plan (CIP), and managing the tender processes for specialist outsourced contracts to ensure robust KPI and SLA monitoring.
Diversity and Inclusion
Diversity makes us interesting… Inclusion is what will make us outstanding. Inequality exists and the journey to eliminate it is not easy. Every step we take will be a purposeful step forward to deliver a truly inclusive culture where all our people are enabled to deliver outstanding care, where background is no barrier, and where everyone can be their authentic self and we truly represent our patient community.
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