Regional Workplace Services Delivery Government Soft Landings (GSL) Lead (1 x LONDON and 1 x North)

Summary

Job description

Our vision is a transformed, shared, sustainable and value for money Government estate supporting civil servants to work productively in every nation and region of the UK.

Government Soft Landings (GSL) is a key element of our process of briefing design, construction and handover process, to maintain a ‘golden thread’ of the facility’s purpose and enables structured monitoring of performance standards during delivery and facility operation.

The key areas of responsibility are listed, but not limited to those detailed below and working as part of a team, the jobholder will also be expected to work under their own initiative coping with rearranging priorities and maintaining a friendly and courteous attitude at all times. There will be occasions when you are asked to step into other areas of operations across the UK.

Government Soft Landings (GSL) Leads work across a region ensuring that where Capital Projects are developing buildings in that region that appropriate engagement between Capital Projects and Workplace Services Delivery (WSD) – including it’s delivery partners (Hard/Soft FM, Security and Catering etc.) – and Workplace Services Assurance, to enable effective transitions from development into live and enduring operations providing a fully functional, statutorily compliant, client occupied building.

However due to the fluidity of projects, timing and workload the GSL Regional Lead will also support project delivery in other regions as needs arise.

Whilst the Regional GSL Lead reports to the G6 Regional Workplace Manager within their region, they will have dotted line accountabilities to the G7 Head of Compliance and Handover (GSL) Manager with Workplace Services Assurance. This is to ensure GSL is implemented consistently across the portfolio. In addition, the GSL Lead would have close liaison with any appointed GSL champion from the project delivery team, and the GSL Specialist Services Partner, GSL Manager (Capital Projects), and Capital Projects Compliance & Handover Manager (GSL Lead).

The Workplace Service Delivery GSL Lead ensures the GSL policy, processes and themes are correctly applied in the Workplace Services environment. Key to success is evidence of engagement with outputs tracked; keeping all relevant stakeholders involved at relevant RIBA Stages; recording key GSL activities and decisions; and storing the record in an appropriate place.

The GSL Lead is not accountable for managing the Construction and Fitout project – but for ensuring the correct level and timeliness of engagement to support outcomes, and therefore requires a proactive approach with excellent communication skills.

The GSL Lead will represent WSD and be the voice at the table at each stage listed below within the project environment. They are also responsible for consulting, informing and effectively communicating throughout all stages of the RIBA Plan of Work.

Stage 0 – Strategic Definition
Stage 1 – Preparation & Briefing
Stage 2 – Concept Design
Stage 3 – Spatial Coordination
Stage 4 – Technical Design
Stage 5 – Manufacturing & Construction
Stage 6 – Handover
Stage 7 – Use – Initial Aftercare
Stage 8 – Use – Extended Aftercare

Engagement can be on any relevant issue. But, at a minimum, it should cover the following areas:

Functionality (what purpose we want the building or equipment to serve)
Operating cost (generally, any staff needed to run the facility)
Energy and environmental performance (water, fuel, SD issues)
Facilities management (maintenance time and cost in particular)
Catering strategy and provision/delivery
Training, commissioning and handover (everything that needs to be done to ensure end users can operate the building effectively from first day after handover)

Critical WSD GSL Contributions – items listed below is an overview and not an exhaustive list.

Stage 0 – 1 – Drive clarity about operational objectives to influence operational outcomes
Stage 0 – 1 Contribute and active involvement in lessons learnt from other projects.
Stage 0 – 1 Collaborate & support GPA Customer Experience colleagues & frameworks (to aid in educating & exciting), to aid in clarifying customers experience and desired outcomes.
Stage 2 – Representing WSD to ensure the primary output is a well-defined project which considers end user and FM requirements, aligned with measurable performance targets. Establishment of SMART success and performance targets. Early establishment of aftercare, FM strategy and benefits monitoring plan.
Stage 3 – Using BIM Optioneering, Design Studies, Engineering Analysis and Cost Analysis, to test Architectural Concept and Strategies to ensure spatial coordination.
Stage 3 – Support GPA Customer Experience Framework (Gather and Baseline) Help clients plan their workplace strategy and prepare for transition to a smarter working environment and hub occupation.
Stage 3 – Engage FM Service Partners Mobilisation leads and commence building up services, JS2, service matrix, costs and partners Mobilisation Programs
Stage 4 – Monitor & review the design and constructed capital works which has been tested to ensure that it will meet performance targets, requirements and will meet the end-user’s needs.
Stage 4 – 5 – Monitor & review well considered and effective commissioning and pre-handover activities.
Stage 4 – 5 Engage & prepare FM service partners, chair, lead and drive action & outcomes at FM partner Mobilisation & Transition meetings & workshops.
Stage 4 – 5 Evidence that operational targets, regulations and user needs (incl accessibility) can be delivered.
Stage 6 – Ensure accurate “As-built” PIM is in place and data effectively transferred to the Board’s asset management systems.
Stage 6 – Ensure Estates and operational stakeholders are trained and familiar with the completed capital works.
Attend Project Boards and Cat B/ Capital Projects handover meetings with the Cat B / Cat C contractors.
Lead and ensure full statutory compliance handover, including but not limited to, Regulation 38, Red-line documentation & BIM documentation.

Key responsibilities:

Assuring that the GPAs Government Soft Landings policy and processes are effectively applied from a Workplace Services Delivery perspective across the RIBA Plan of Work – where the projects are led by the GPAs Capital Projects Team and on a GSL Lite version with Lifecycle replacement and NetZero projects.
The GSL Lead will work closely with the GPA Capital Projects team in relation to the buildings in development within their geographic region, and will ensure455 collaboration with Workplace Services delivery partners for Hard/Soft FM, Security and Catering at the appropriate RIBA stage.
Support the Workplace Services Compliance and Handover (GSL) Manager in their role of progressing, supporting and documenting the Asset Transfer process, with active participation in Lessons Learnt/post Delivery Reviews.
The GSL Lead will engage with relevant stakeholders habitually to ensure real time updates, understand all perspectives and enable buy-in.
Identify potential risks to delivery of a project where Workplace Services engagement is critical to project success and effective transfer into ready for service, and seeking resolution.
During construction phases to develop relationships with Clients as we develop/implement FM delivery models across their building.
RISK: Identify, track, and manage GSL-specific risks and opportunities in the project’s dedicated schedule, collaborating with the Project Manager to ensure the GSL Opportunities and Risks Schedule forms a component of the main project risk register.

Person specification

Expert understanding and extensive experience of Programme, Project and Property Management
Excellent communication, interpersonal and negotiation skills
Detail-oriented with strong analytical and problem-solving skills.
Ability to effectively communicate at all levels

Experience & Technical Skills

Essential criteria:

Ability to build and maintain stakeholder relationships with strong engagement and the ability to influence and persuade.
Extensive experience of running projects alongside a sound understanding of the RIBA Plan of Work
Expert understanding of FM delivery across Hard/Soft FM, Security and Catering
Practitioner level understanding of H&S, Sustainability, Security and technical assurance requirements
Extensive experience of working in operational FM role
Expert / working knowledge of the RIBA stages (plan of works)
Project Management skills
Awareness of H&S, Security and technical assurance requirements
Experience of working in property/Facilities management
Member of profession IWFM/MRICS/FRICS/ChPP

Desirable criteria:

An understanding of the: Operational aspects of building management, for example, BMS, facilities management and the needs of the users; Operational aspects of facility and end-use in the case of infrastructure; Operational costs of the existing estate and setting benchmarks for the operational costs of the project; Construction and design process.
The ability to identify and engage with: Project end-users to support the identification of KPIs against the process aspects of GSL, for example, measuring and reporting on the performance of the commissioning, training and handover team and also on the performance of the facilities management provider; Operational outputs/outcomes of the project, and develop these into new requirements for future projects.
The ability to communicate with: The operational aspects of building management, for example, facilities management and the needs of the users; The end-users and operational budget-holders of the establishment, acting as a focal point; Stakeholders to relate the performance of the building with any changes that may have occurred in its use.
An appreciation of: Building operational and facility management systems, for example, BMS and their use in identifying how actual building use (occupancy hours, temperatures) may differ from the original intended use against which the building was designed.
Knowledge and understanding of POE. Requirements and output, which is conducted for three years after building occupation; Outline principles of energy assessment methods, carbon dioxide emission calculations and how to undertake a survey.
Knowledge and understanding user-satisfaction surveys to measure how well the building has enabled the management team to deliver the required social performance outcomes and functionality and effectiveness; The department’s cost-reporting methods to record the capital cost of construction and the annual operating cost for a period of up to three years after building occupation.