# Role Profile for the Salford SU Chief Executive This is the job description and person specification used to recruit the CEO role in 2018. ## Position Details | Field | Details | |-------|---------| | **Job Title** | Chief Executive Officer | | **Responsible to** | The [[salford su board of trustees|Board of Trustees]], via the Union President/Chair of the Board of Trustees | | **Responsible for** | All staff and resources in the Students' Union | | **Direct reports** | Director of Governance and Resources, Director of Strategy and Culture | | **Staff responsibility** | c37 permanent staff and c50 casual staff | | **Financial responsibility** | In excess of £2m income | ## Strategic Relationships [[How to be an amazing Student Officer|Sabbatical Officers]], [[Salford SU Trustees|Trustees]], Senior University Staff, Senior Managers of other students' unions, NUS, suppliers, representatives of the local community. ## Purpose of Post To work with elected representatives to ensure that the Students' Union's vision, goals and core values are achieved through collaborative and engaging [[Leadership|leadership]] and the effective management of the organisation's resources, to create the best possible student experience at the [[The University of Salford|University of Salford]]. --- ## Main Duties and Responsibilities ### Strategic Direction See also: [[Organisational Strategy]], [[Salford SU Strategy]] 1. Lead the development of the strategic plan using appropriate management information, research and consultation methods to ensure that the strategic direction of the organisation reflects and meets the current and future needs of students. 2. Lead the delivery of the strategic plan through the efficient management of resources and finances, and through continuous development plans linked to strategic themes and goals. This will enable them to become the central drivers of the Students' Union work. 3. Ensure there is continuous monitoring and reporting of the impact made by the Students' Union and its strategic plan. 4. Involve the Sabbatical Officers in developing and delivering the strategic plan. 5. Work with the two Directors and other staff to ensure there is a joined up approach to delivering the overall strategy. ### Leadership and Relationship Management See also: [[Leadership]], [[Motivation]], [[Grow Salford SU Leadership and Culture]] 6. Coordinate a comprehensive induction programme for incoming Sabbatical Officers and Trustees, and support the Sabbatical Officers to achieve their annual plans, campaigns and activities. 7. Develop and maintain a strong relationship and partnership with the University, enabling the Students' Union to work effectively with the University on joint initiatives, but also to act as an effective critical friend for the benefit of students. See [[The relationship between the University of Salford and Salford SU]]. 8. Ensure collaboration with organisations and individuals throughout the city to raise the profile of the Students' Union and improve the student offer, and develop relationships with other key external stakeholders such as other Students' Unions and the National Union of Students. 9. Lead the development of good relationships between the Trustee Board, Sabbatical Officers, staff and the University. 10. Personally role model the Students' Union values. Lead on embedding the values in the behaviour of our Sabbatical Officers and staff, taking responsibility for nurturing a collaborative and inclusive working environment at all levels. See [[Salford SU's Values]]. 11. Provide strong, focused, inspirational and visible leadership for staff, creating a student-focused, accountable and high-performing team which will, both individually and collectively, sustain the Students' Union for the long term. Ensure that staff engagement and morale are developed and maintained. 12. Ensure there are appropriate people management systems in place to enable managers to support the performance of others. See [[Performance Development at Salford SU]]. 13. Lead the strategy to continue the transformation of the culture within the organisation where staff are motivated and supported to learn and to develop their skills, enabling continuous improvements. 14. Encourage decision making and personal responsibility, cross team working, two way communications, high quality customer service and a sound approach to health and safety. 15. Drive and align necessary cultural change initiatives aimed at improving performance across the organisation. ### Student Engagement, Service Delivery, Finance and Resource Management See also: [[Salford SU Finances]], [[Salford SU Departments]] 16. In collaboration with internal/external stakeholders and partners ensure the promotion of a co-creative environment for students to engage with the Students' Union to enable them to fulfil their potential and aspirations. 17. Ensure that students are engaged in the design and delivery of services and that their views are reflected in the strategic and operational plans of the Union. 18. Work with the Trustee Board, the University and other partners/funding bodies to deliver long term financial sustainability for the Students' Union by identifying and maximising opportunities for new services which are reflective of student needs and which enable the Union to maximise its commercial revenue/exploit alternative funding sources. 19. Take responsibility for leading the budget process and scrutinising the monthly accounts at the same time as empowering staff to be responsible and accountable for their budgets. 20. Ensure that effective financial policies, procedures and management information systems are in place with appropriate systems for monitoring their effectiveness. See [[Salford SU Financial Procedures Manual]]. ### Governance and Compliance See also: [[Salford SU Governance]], [[Maintain Salford SU legal compliance]] 21. Ensure the Students' Union governance structure is effective in supporting appropriate connections with members and the development of sound and robust scrutiny. 22. Ensure effective governance of the Students' Union ensuring there is high quality professional advice to the board. 23. Ensure compliance with legal, financial and probity issues in accordance with organisational and statutory requirements. See [[Salford SU Legal Compliance]]. 24. Be responsible for risk management in relation to the operation of the organisation and in line with current legislation. See [[Risk Register]]. 25. Any other duties, commensurate with the grade of the post. --- ## Person Specification ### Experience | # | Criteria | Essential | Desirable | |---|----------|:---------:|:---------:| | 1 | Experience of demonstrably successful senior leadership in an organisation of significant size, scope and complexity | ✓ | | | 2 | Evidence of experience of the formulation and implementation of strategic plans that have delivered identified outcomes | ✓ | | | 3 | Evidence of substantial business acumen that has included the assessment and implementation of innovative and customer focused initiatives | ✓ | | | 4 | Experience of building and maintaining effective partnerships | ✓ | | | 5 | Extensive experience of financial management including the formulation of budgets, financial planning, monitoring and control | ✓ | | | 6 | Demonstrable success in the planning and delivery of successful change programmes | ✓ | | | 7 | Demonstrable experience of engaging with students and/or customers to deliver an outstanding level of service | ✓ | | | 8 | Experience of leading and managing staff effectively, creating an environment where staff are motivated and supported to achieve team and organisational goals | ✓ | | ### Communication Skills | # | Criteria | Essential | Desirable | |---|----------|:---------:|:---------:| | 9 | Evidence of being an excellent communicator, networker and achiever who can articulate the vision of an organisation to a wide range of internal and external stakeholders | ✓ | | | 10 | Effective practical communication skills, both written and verbal, report writing skills, experience of delivering presentations and communicating with staff at all levels | ✓ | | ### Student Experience / Customer Service | # | Criteria | Essential | Desirable | |---|----------|:---------:|:---------:| | 11 | An understanding of the issues surrounding Student Unions in the Higher Education sector | | ✓ | | 12 | An understanding of general trends in the student market and specific trends in student lifestyles | | ✓ | | 13 | Ability to identify new or potential areas of improvement within our services to enhance the student experience | ✓ | | | 14 | Knowledge of how to reach diverse groups of students and provide relevant services/activities to engage them | | ✓ | ### Leadership | # | Criteria | Essential | Desirable | |---|----------|:---------:|:---------:| | 15 | Ability to lead and develop a culture putting students first | ✓ | | | 16 | Ability to work with elected Officers, gaining their trust and providing them with advice, support and guidance towards adopting an appropriate strategic direction | ✓ | | | 17 | An understanding of how to scope, initiate and lead cross-functional strategic initiatives across various departments/areas | ✓ | | | 18 | Ability to work in a governance structure that supports the values/strategy of a Students' Union | ✓ | | | 19 | Ability to embody and deliver the USSU values | | ✓ | | 20 | Ability to deliver results in both service delivery and financial terms within tight financial limitations and conflicting priorities | ✓ | | | 21 | Ability to balance consultative skills with those of decisive leadership | ✓ | | | 22 | Ability to lead and inspire high calibre Directors and Management team | ✓ | | | 23 | Excellent interpersonal skills; able to lead, engage and enthuse | ✓ | | | 24 | A good understanding of equality legislation and how to embed it into an organisation's culture | ✓ | | ### Problem Solving and Decision Making | # | Criteria | Essential | Desirable | |---|----------|:---------:|:---------:| | 25 | Ability to analyse and solve problems with an appreciation of longer-term implications | ✓ | | | 26 | Evidence of being a shrewd, intellectual, creative and lateral thinker | | ✓ | ### Personal Effectiveness | # | Criteria | Essential | Desirable | |---|----------|:---------:|:---------:| | 27 | Positive and outgoing with a 'can do' attitude | ✓ | | | 28 | A determination to deliver results | ✓ | | | 29 | Resilience and toughness under pressure | ✓ | | | 30 | Diplomatic, approachable, flexible and open minded | ✓ | | | 31 | Ability to network and have personal integrity and credibility | ✓ | | | 32 | A strategic, innovative thinker who can articulate their vision to others | ✓ | | | 33 | Experience of developing and maintaining a network of contacts throughout own work area | ✓ | |