Senior Director - Land & Public Realm Optimisation - Land Use (Q - CO)

Jasara Program Management Company (Jasara PMC) is a leading Joint Venture between Public Investment Fund (PIF), Jacobs, and Saudi Aramco, established to deliver world-class program management services across the Kingdom of Saudi Arabia. Jasara plays a key role in supporting the realization of Saudi Vision 2030, particularly in delivering giga-projects and large-scale infrastructure developments. We are seeking a Senior Director, Land & Public Realm Optimisation - Land Use to join JASARA PMC. The Senior Director, Land & Public Realm Optimisation is accountable for supporting City Operations in reviewing proposed city land and public realm before it is accepted or vested into the City Operations portfolio. The role assesses parks, landscaped areas, plazas, civic spaces, pedestrian areas, green corridors, recreational open spaces and other proposed public land to determine whether each area is genuinely public, operationally necessary, appropriately sized, cost-efficient and financially sustainable throughout its lifecycle. The position acts as City Operations’ independent challenge and assurance function. It provides evidence-based recommendations to the Executive Director, City Operations, and relevant governance forums on whether proposed land should be accepted, conditionally accepted, redesigned, reduced, retained by the benefiting developer or asset owner, placed under an alternative management arrangement, or not vested to City Operations. Key Responsibilities 1. Land and Public Realm Governance · Develop and maintain the City Operations Land and Public Realm Vesting Framework, including review criteria, evidence requirements, stage gates, approval routes and decision records. · Establish consistent standards for determining public purpose, operational need, affordability, maintainability and ownership responsibility. · Ensure proposed land is not assumed to be a City Operations liability solely because it is externally accessible or shown as public realm in a masterplan. · Provide formal recommendations and executive decision papers on acceptance, conditional acceptance, redesign, alternative ownership or rejection. 2. Public Purpose and Beneficiary Assessment · Assess whether proposed land is genuinely public in purpose, access, use and benefit. · Determine whether the primary beneficiaries are the wider city and community or an adjacent private development, hotel, resort, residential community, venue, attraction or commercial asset. · Challenge public designations that do not align with the intended user base, access arrangements or operational reality. · Recommend that land primarily benefiting private assets remains owned, funded or maintained by the benefiting party while protecting any agreed public-access obligations. 3. Land Area and Functional Need Review · Review the scale, location, configuration, boundaries and intended use of parks and other proposed public realm. · Assess whether land area is proportionate to forecast demand, public value and demonstrated operational need. · Challenge oversized, duplicated, fragmented, inaccessible, residual or low-utilisation public spaces. · Identify opportunities to consolidate public realm into fewer, better-performing spaces that provide stronger public value at lower lifecycle cost. · Ensure proposed spaces have a clear function, target user, operating concept and measurable benefit. 4. Parks, Open Space and Public Realm Review · Lead City Operations reviews of public parks, neighbourhood and destination parks, landscaped open areas, urban plazas, civic spaces, pedestrian areas, public squares, green corridors, recreational open spaces and publicly accessible landscaped land. · Assess intended use, forecast demand, opening hours, accessibility, safety, security, thermal comfort, amenities, seasonal use, event potential and long-term renewal needs. · Review landscape intensity, irrigation demand, water use, cleaning, waste, pest control, security patrol, staffing, supervision and maintenance access implications. · Challenge over-designed or maintenance-intensive solutions where simpler alternatives can maintain quality, accessibility and guest experience. 5. Whole-Life Cost and Affordability · Establish a consistent methodology for assessing the whole-life cost of proposed land and public realm. · Prepare or assure annual and long-term cost forecasts covering landscape maintenance, irrigation, water, cleaning, waste, security, pest control, amenities, furniture, play equipment, lighting within public spaces, staffing, technology and periodic renewal. · Compare forecast public value and utilisation with the operating and renewal liability proposed for City Operations. · Identify avoidable cost drivers and recommend redesign, scope reduction, funding contributions or alternative management arrangements where costs are disproportionate. · Maintain clear cost assumptions to support City Operations budget, wor

1. Land and Public Realm Governance: Develop and maintain the City Operations Land and Public Realm Vesting Framework, including review criteria, evidence requirements, stage gates, approval routes and decision records. Establish consistent standards for determining public purpose, operational need, affordability, maintainability and ownership responsibility. Ensure proposed land is not assumed to be a City Operations liability solely because it is externally accessible or shown as public realm in a masterplan. Provide formal recommendations and executive decision papers on acceptance, conditional acceptance, redesign, alternative ownership or rejection. 2. Public Purpose and Beneficiary Assessment: Assess whether proposed land is genuinely public in purpose, access, use and benefit. Determine whether the primary beneficiaries are the wider city and community or an adjacent private development, hotel, resort, residential community, venue, attraction or commercial asset. Challenge public designations that do not align with the intended user base, access arrangements or operational reality. Recommend that land primarily benefiting private assets remains owned, funded or maintained by the benefiting party while protecting any agreed public-access obligations. 3. Land Area and Functional Need Review: Review the scale, location, configuration, boundaries and intended use of parks and other proposed public realm. Assess whether land area is proportionate to forecast demand, public value and demonstrated operational need. Challenge oversized, duplicated, fragmented, inaccessible, residual or low-utilisation public spaces. Identify opportunities to consolidate public realm into fewer, better-performing spaces that provide stronger public value at lower lifecycle cost. Ensure proposed spaces have a clear function, target user, operating concept and measurable benefit. 4. Parks, Open Space and Public Realm Review: Lead City Operations reviews of public parks, neighbourhood and destination parks, landscaped open areas, urban plazas, civic spaces, pedestrian areas, public squares, green corridors, recreational open spaces and publicly accessible landscaped land. Assess intended use, forecast demand, opening hours, accessibility, safety, security, thermal comfort, amenities, seasonal use, event potential and long-term renewal needs. Review landscape intensity, irrigation demand, water use, cleaning, waste, pest control, security patrol, staffing, supervision and maintenance access implications. Challenge over-designed or maintenance-intensive solutions where simpler alternatives can maintain quality, accessibility and guest experience. 5. Whole-Life Cost and Affordability: Establish a consistent methodology for assessing the whole-life cost of proposed land and public realm. Prepare or assure annual and long-term cost forecasts covering landscape maintenance, irrigation, water, cleaning, waste, security, pest control, amenities, furniture, play equipment, lighting within public spaces, staffing, technology and periodic renewal. Compare forecast public value and utilisation with the operating and renewal liability proposed for City Operations. Identify avoidable cost drivers and recommend redesign, scope reduction, funding contributions or alternative management arrangements where costs are disproportionate. Maintain clear cost assumptions to support City Operations budget, wor