Context of Job

 A national charity with a turnover of £2.5m working with children with learning difficulties and/or disabilities. Further information will be provided to shortlisted candidates.

Overall Job Purpose

 The CEO will oversee all operations of the charity providing leadership to the organisation and be responsible for its performance, management and the achievement of its objectives within any strategic and accountability frameworks agreed by the Board.  Nationally expanding the charity’s work and developing its services for personalisation budgets are exciting aspects of this role going forward.

Through joint working with the SMT, the post holder will contribute to the development and growth of the charity, ensuring that activities are carried out within the nature and spirit of the law, and in accordance with the charity’s practice.

 Working Conditions

The post is 35 hours a week, normally 9.30am – 5.30pm.  The post holder may be expected to work some evenings and weekends as required by the job.

 Principal Responsibilities

The Chief Executive will be responsible for managing the team to deliver the following, but, due to the size of the charity, will also be involved operationally in some aspects.

 Leadership and Strategy

• Provide experienced, dynamic and creative leadership to all aspects of the charity by shaping strategy, inspiring staff and volunteers, engaging external stakeholders, interacting with the Board and oversight of the operations.

• Assist the Board in monitoring the values, ethos, vision and mission of the charity.

• In partnership with the Chair, to ensure that the Trustees regularly review the values, ethos, vision, mission, strategic objectives and strategic priorities for the charity.

• Lead the review and development of the charity’s medium to long-term strategy within its objects, vision, and mission, and to obtain the approval of the Board.

• Develop strategic and operational plans, ensure effective implementation and critically review outcomes.

• Develop a culture of involvement and consultation in decision making and support the SMT to shape and deliver the strategy and to handle operations effectively and efficiently.

• Improve organisational effectiveness through encouraging training and mentoring.

• Model and promote the vision to all employees and stakeholders, inspiring and leading others towards high levels of performance and standards.

• Seek new opportunities, collaborative ventures and partnerships embracing and leading change with sensitivity and skill whilst forging new ways of operating, delivering the vision and motivating staff.

 Finance and Risk

• Be responsible overall for the financial health of the charity including developing, overseeing and monitoring an effective programme of income generation.

• Ensure that the major risks to which the charity is exposed are reviewed regularly by the Board and the executive team, and systems have been established to mitigate these risks; and to ensure a risk analysis is automatically carried out when taking on new work or proposing new work to the Board.

•  Ensure that there are effective mechanisms to ensure the robustness of external and internal controls (financial and non-financial).

• Work with staff, and the Board, through the Treasurer to ensure the financial viability of the charity and to ensure its compliance with all legal responsibilities.

• Ensure timely, consistent and accurate reporting to the Board on all financial matters, including forecasting and monitoring KPI’s.  Give leadership to the fundraising and marketing to increase and maximise income to meet the charity’s strategy and objectives.

• Proactively identify and negotiate opportunities for statutory funding, other funding partnerships, significant grants and develop relationships with major donors.

• Work to maintain and build adequate reserves for the charity and to respond to new development opportunities.

  Operational Management

•  Be accountable to the Board for the proper and effective management of the charity.

•  Ensure that all management policies and decisions support the agreed vision, mission, values, philosophy and strategic priorities of the charity.

•  Identify appropriate methods for monitoring the performance of the charity and to report back to the Trustees on the performance of the charity against its strategy, its business, operational and annual plans, and against the annual budget as approved by the Board.

•  Ensure that all the operational activities are fit for purpose, effective and efficient, directed towards achieving the maximum impact for the benefit of the service users.

• Work with SMT to create a robust annual operating plan to deliver on agreed strategic objectives.

•  To ensure that the recruitment, management, training and development of staff reflect good employment practice and are directed towards achieving the charity’s objectives.

•  Effectively manage the human resources according to authorised personnel policies and procedures that fully conform to current laws and regulations.  Ensure all the charity’s staff, trustee and other policies are regularly reviewed and remain current.

 Representation and Development (External and Internal Relations)

• Foster good communications throughout the charity and externally.

•  Act as an ambassador and spokesperson for the charity in diverse settings, engaging with all stakeholders, potential partners, funders etc.

• Review, develop and set up mechanisms for listening to the views of current and future beneficiaries on the performance of the charity as well as on areas for future development.

• Represent and promote increased awareness of the charity’s work.

• Represent and be an advocate for the charity at external networks and governmental bodies.

•  Scan the external environment for changes that may affect the charity, to advise the Trustees proactively and to take necessary act

• Develop, as appropriate, the charity’s public profile and foster good relationships with government, statutory, voluntary and private bodies and other external stakeholders.

 Governance and Reporting

• Liaise with the Board of Trustees ensuring the charity meets all statutory and reporting requirements, is effectively governed in line with recognised good practice and to ensure appropriate reporting is in place to allow Trustees to exercise their duty of care and to facilitate efficient strategic leadership by the Trustees.

• Ensure compliance with all legal requirements in financial management, health and safety and personnel.

• Draw the Board’s attention to matters that it should consider and decide.
  
  Ensure that the Board receives all necessary advice, guidance and information on matters relating to current performance, the short- and long-term future of the charity, regulatory and legal compliance and other appropriate issues; making sure that such advice, guidance and information are timely, honest, balanced and relevant.

• Ensure with the Chair that the Board of Trustees reviews regularly the charity’s governing instruments, the charity’s governance structure and to assist with the board’s assessment of its own performance.

• In partnership with the Chair to ensure that the Board’s delegated authority is recorded in writing, understood fully by staff and volunteers and that all agreed reporting procedures are followed.

• Work closely with the Board to ensure that the Board has on it the skills it requires to govern the charity well, and that the Board has access to relevant external professional advice and expertise.

• Assist the Chair in ensuring that there is a systematic, open and fair procedure for the recruitment or co-option of Trustees, future Chairs of the Board and future Chief Executives.

• Work with the Chair to ensure that all members of the Board receive appropriate induction, advice, information and training (both individual and collective) thus getting the best thinking and involvement of each member of the Board.

• Take all appropriate steps to protect the charity from risk and inform the Board of any substantial new or emerging risks.

• Ensure that the staff understand and support the governance role of the Board and that there is a positive and constructive working relationship between the Board and the Executive.

• Review and develop with SMT operational, impact and KPI reporting.

 Board Meetings

• Ensure that the Board is given the information it needs to perform its duties.

• In partnership with the Chair, to develop an annual programme of Board and committee meetings and Board away days.

• In partnership with the Chair to ensure that the right and appropriate items are included on Board agendas and that high-quality papers support each item on the agenda.

• Assist the Chair in ensuring that the Board focuses on its governance role by making sure that the Board agenda and papers do not draw the Board away from governance and into unnecessary detail and management issues.

• Report regularly to the Board of Trustees on the performance of the charity, progress towards the strategic priorities and the achievement of Board policies.

• Submit high-level policy proposals for the approval of the Board or assist the Board in the development of these policies and to be responsible for the efficient and effective achievement of these policies.

• Implement Board decisions.

Relationship with the Chair of Trustees

·         Hold regular one-to-one meetings with the Chair at which the Chair and Chief Executive can talk openly, discuss progress and problems, agree expectations of each other, plan the Board’s annual programme together and prepare together for meetings (the Chief Executive and Chair should ensure that there are no ‘surprises’ between Chair and Chief Executive at Board meetings or elsewhere).

·         In close consultation with the Chair, agree respective roles in representing the charity and acting as spokesperson at public functions, public meetings and to the press/media.

Confidentiality

·         Ensure that any information relating to employees (future, current and past) and service users is treated in strictest confidence and must be discussed only within the confines of the work setting.

·         Any other duties as directed and agreed. 

·         The charity has a number of policies and procedures in force with which the post holder must become familiar and comply.