Experience

Hertford Regional College

• United Kingdom
• Education Administration Programs
• 200 - 300 Employee

• Estates FM

  • Mar 2009 - Present

  Management of £104,000,000 property portfolio for FE establishment,including responsibility for H&S,DMP/BC.Sustainability and energy management all hard and soft services Management of £104,000,000 property portfolio for FE establishment,including responsibility for H&S,DMP/BC.Sustainability and energy management all hard and soft services



HRC

• Estates FM

  • Mar 2009 - Jul 2014

  I was the construction manager responsible for the build process of the college and when the project was handed over I was offered the new post of Estates FM, as this was a new post there were no systems or procedures in place for the management of hard or soft services, my first task was to set about having the in house team trained up in as many PPM and reactive activities as possible alongside H&S training. Having completed this phase of the operation, the next task in conjunction with the team was to write and implement an FM strategy which took into account the old stock facilities and the new, this required a complete audit and gap analysis of all of the services that the Estates team were to provide which also meant investigating the use of outsourced services for areas such as compliance testing and intrusive maintenance. My audit highlighted many areas of overspend in areas such as waste management ,energy consumption and in particular overspend on established contractors. The Estates team in my second year in post were rated as Good to Outstanding in the SIPs review and in a recent Ofsted inspection the services provided by the estates team, were also rated as Good. The SIPs review of 2013 highlighted the services as Outstanding and consistently the in house staff and student surveys have shown the Estates services in a favorable light. This dramatic turnaround has taken five years and according to the CEO "this is the best Estates team I have ever had". Year on year I have managed to bring in significant innovations which in turn has also brought down the costs of managing the facilities. Show less



AMEC/Morgan Ashurst/Morgan Sindall

• Essex University.Hertford Regional College.Epping College

• Construction Manager

  • Oct 2005 - Mar 2009

  I was initially engaged to manage the Health and safety abuses on the project, I set up a two-way H&S focus group consisting of Site Management and Sub Contractors supervisors, by involving the supervisors in the management of H&S on site, it became a two way flow of information as opposed to site management just dictating the HSW act, at the same time I introduced a n awards scheme which AMEC and the sub contractors contributed to at each weekly focus group meeting we would decide which sub contractor or individual showed the most improvement in their management of H&S on site .I had the RED card YELLOW card system in place and enforced this system to illustrate that we were all taking H&S infringements very seriously, having the sub contract supervisors as part of the process assisted enormously in my ability to carry out this procedure. I carried on with the Construction managers duties for the build process and was part of the Project team right up to occupation. I then moved to Hertford Regional College as part of the bid team and then stayed as Construction Manager until occupation. Show less