DOCSLIB.ORG

Post Title: FXU Chief Executive Officer Hours

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Post Title: FXU Chief Executive Officer Hours Post Title: FXU Chief Executive Officer Hours: 35 hours per week for 52 weeks, usually to be worked on a 7 hour a day basis, Monday to Friday. Work base: The post is based primarily at the Penryn Campus although responsibility extends across all the campuses so time will need to be spent at each of these and off site as required. Employer: FXU is a registered charity governed by an elected Board of Trustees, to whom all employees are accountable. FXU Staff are employed by Falmouth University on behalf of the FXU Board of Trustees. Resp To: FXU Trustee Board through the elected Sabbatical Presidents. Resp For: All permanent FXU staff, financial and physical resources. Job Purpose:FXU is the combined students’ union for students of University of Exeter Cornwall Campuses and Falmouth University. It is led by students for students, with professional staff supporting our ambition to help all students being able to say “I belong, I am heard, I am realising my potential, and I am supported”. The CEO will be responsible for effective and efficient strategic and operational management of FXU, ensuring the Union adds quantifiable value to the student university experience. As such, the role has responsibility for the delivery of FXU’s purpose, vision and values, strategic and operational plans. The CEO should provide consistent leadership, support and strategic overview; develop and sustain positive relationships with key stakeholders and ensure that FXU works within legal and constitutional frameworks and reflects good practice. The aim of FXU is to provide effective representation and services for all students of University of Exeter Cornwall Campus and Falmouth University, in order to enhance their well-being and general student experience through social, cultural, political, sporting, welfare, educational and other opportunities. 1. Strategic Leadership and Management 1.1. To develop, maintain and direct a long-term, strategic overview of FXU in line with membership priorities and considerate of related institutional and national policies, developments, trends, etc. 1.2. Lead strategic organisational planning for FXU ensuring that a clear annual plan is produced for all members of the team to work towards. 1.3. Provide professional support to the elected Presidents and Officers in order to ensure they are able to fulfil their trusteeship and representative roles and functions – including inductions, guidance, analysis of information, preparation and presentation of reports and proposals and representation of a considered FXU position on current issues. 1.4. Maintain a working knowledge of key issues and plans of the partner organisations and work alongside the elected Presidents to prepare and present a considered FXU perspective at relevant meetings. 1.5. Provide information, advice and support to FXU Trustees to enable them to make informed decisions and fulfil their legal responsibilities. 1.6. Identify and develop opportunities for growth and expansion in collaboration with the Sabbatical Officers, to support FXU plans. 1.7. Ensure that FXU is effectively member-led and that this ethos is upheld throughout all areas, activities and services across the organisation. 1.8. Maintain a working knowledge and understanding of national policies, issues, developments and trends affecting students’ unions and HEIs. 1.9. Develop and maintain positive working relationships with Senior Managers and appropriate colleagues within Falmouth University, University of Exeter, Falmouth Exeter Plus and University of Exeter Students’ Guild, to support the development of the campuses and student experience. 1.10. Represent FXU and support Presidents on relevant committees, planning groups and professional networks within University of Exeter, Falmouth University, Falmouth Exeter Plus and the wider environment. 2. Organisational Management 2.1 To manage the organisation for and on behalf of the FXU Trustee Board, and ensure that staff are managed effectively in order to create and maintain a high performing, student focussed and proactive FXU with systems in place to support all FXU functions. 2.2 To be responsible for overall financial, resource and asset management including the development of strategy, business planning and systems for effective financial, policy and process management within FXU. 2.3 Ensure compliance with all relevant legislation and statutory requirements, including necessary registrations, licenses and insurance(s), etc. 2.4 Ensure that FXU operates within its established governance structures and that these are reviewed as necessary. 2.5 Direct and support the development of policies, procedures and working practices for the effective operation of all FXU activities and services. 2.6 Ensure that all FXU policies, including human resources, financial and customer service meet legislative requirements and good practice, value diversity and are implemented effectively across all areas of FXU. 2.7 Regularly review performance and operational systems. 2.8 Produce reports, proposals and other documents as required. 3. Financial Management 3.1 Responsible for guiding and supporting the FXU Board in achieving on-going financial stability for FXU, and compliance with relevant accounting regulations, reporting requirements, etc. Providing regular financial reports, submitting proposals, advising and guiding the FXU Board as appropriate. 3.2 Responsible for overseeing the FXU budget and for other financial matters such as obtaining new sources of funding. 3.3 Oversee financial planning – prepare budgets, forecasts – to ensure financial security for FXU’s operations, and to support future developments and plans. 3.4 Provide effective and efficient management of FXU’s financial resources and authorise payments. 3.5 Liaise and negotiate with the related Institutions to agree funding on an annual basis. 3.6 Identify and explore opportunities to maximise and increase income / develop income generation streams for FXU. 3.7 To be a co-signatory on all FXU bank accounts. 4. Operational Overview and Management 4.1 To ensure that all financial, legal, human resources, IT and other business support functions operate effectively and efficiently to support all activities of FXU. 4.2 Ensure effective communication is developed and maintained within the FXU team, including elected officers and volunteers, and between FXU and students, particularly, but also wider colleagues and the general public at large. 4.3 Liaise with external bodies and organisations such as NUS, accountants, legal advisers, etc. 5. Staff Management 5.1 Responsible for the day-to-day staffing affairs of FXU, including recruitment, appointments, supervision and discipline. 5.2 To lead, develop and support a positive team culture across FXU. 5.3 To directly line manage the following staff: Deputy CEO - FXU Advice Director - FXU Activities Director - FXU Student Voice Director - FXU Executive Support 5.4 To support all permanent members of staff employed within the FXU team. 5.5 To ensure that employees, elected officers and volunteers are aware of FXU’s aims and objectives and the standards of behaviour and performance expected of them. 5.6 Evaluate staffing needs on an on-going basis. Identify and implement and changes required in order to fulfil operational and strategic objectives. 5.7 Prepare job descriptions and undertake effective recruitment, in liaison with the FU Personnel dept. 5.8 Encourage, support and plan staff training and development. 5.9 Ensure cohesion and consistency across the FXU team, in particular with regard to upholding the ethos and core values of FXU being a student-led and democratic organisation. 6. Resource Management 6.1 Oversee the management of all FXU resources (i.e. physical space resource, minibuses, equipment, etc.) in order to achieve optimum performance and benefit for FXU members and staff. 6.2 Ensure that all FXU resources are kept securely and maintained and serviced appropriately. 7. Service Management 7.1 Direct the development of all FXU services in order to achieve FXU’s aims and objectives. 7.2 Ensure individual service areas undertake monitoring, evaluation and review in order to maintain on-going effectiveness and benefit(s) for students, implementing change where needed. 7.3 Ensure all service areas operate within appropriate health and safety guidelines; that risk assessments are undertaken as necessary, and that any required action or measures are taken. 7.4 Encourage and support best practice in all areas of service, working to guidelines and recognized standards wherever possible and appropriate. 7.5 Ensure that a student focus and input is upheld throughout all areas of FXU service and development. 8. General Duties and Responsibilities 8.1 To work in line with the FXU Mission, Vision and Values at all times, working with others to provide a supportive, responsive, student centred environment and services. 8.2 To actively support elected student officers, volunteers and employees in playing a full role in FXU decision making and activities, ensuring that FXU maintains a student-led ethos. 8.3 To present a positive image of FXU at all times, through every aspect of your work. 8.4 To maintain an up to the minute working knowledge of all FXU service areas in order to support them and provide accurate, detailed information to students and others. 8.5 To ensure that all FXU policies, procedures and agreed protocols are adhered to. 8.6 To contribute to FXU planning, review, monitoring and reporting processes and activities. 8.7
Load more

Recommended publications
  • University of Exeter Ib Requirements
    University Of Exeter Ib Requirements Is Gerard socialistic when Wes fixating nationally? Virgilio is antimicrobial: she beautifies contemptuously and befogging her Baalism. If out-of-place or subjunctive Hamid usually enchants his lockers tricing amusingly or taper censurably and injunctively, how treen is Phillipe? Epq is assessed at least two institutions very high density of friends to harvard school requirements exeter is available, you the welsh baccalaureate Is Exeter University posh? Exeter Free 200 IBConsultingGeneral Interview Questions from JP Morgan. Here is inside list of universities who attain not rely heavily on the ukcat score University of. In both exeter college you in comparison for membership with the medicine at grade c is a good your qualification equivalencies we do pets make you discuss our requirements of university exeter! A quality-assured university programme validated by the University of Exeter. A matrix which details the IB entry requirements to pay top 50 UK universities. What niche the largest town in Devon? University acceptance IB Maths Resources from British. Advice on entry requirements application progress and pre-application. Undergraduate Law Degree Entry Requirements ULaw. Your IA maths exploration this linked site gives the full kitchen of assessment criteria you will. In addition follow these materials we how an interview. Activities between the University of British Columbia and Exeter include the joint. University of canterbury mba mpcursosonline. Entry Requirements For the pre-Masters courses typical entry requirements. Cambridge architecture interview questions ubiRecruit. Cranking the old plymouth France & Irel At Plymouth. 2 Phillips Andover Academy 2 Pitzer College 2 Purdue University Dec 12 2016.
    [Show full text]
  • Draft ‐ Draft‐ Draft‐ Draft ‐ Draft ‐ Draft !
    !DRAFT ‐ DRAFT‐ DRAFT‐ DRAFT ‐ DRAFT ‐ DRAFT ! RVR1 – Devon and Cornwall, 31 January – 3 February 2010 CDG – Mike Osborne, Jean‐Marie Filloque, Chris Shepherd, Angelica Kaus LP – Caroline Chipperfield with Rebekah Southern Individuals Consulted: see appendix 1 Programme of meetings: see appendix 2 Executive Summary Regional Characteristics The characteristics of the region for the purposes of the PURE project have been highlighted in the regions RP. The project area is the Peninsula of Devon and Cornwall, two neighbouring counties in the South West of England with a combined population of 1,664,500, 1,135,000 in Devon and 529,500 in Cornwall. Both counties have a rural element, a strong maritime heritage, are tourist regions and important retirement locations. The Peninsula area embraces numerous heritage sites, national parks and some of the nation’s finest tourist sites, notably the internationally renowned Eden Project. Devon and Cornwall share significant common features and have similar challenges and ambitions. In terms of administration, Cornwall has a single unitary authority whilst Devon consists of a County Council with 8 local government districts and 2 separately administered Unitary Authorities. Both Devon and Cornwall are actively engaged with the South West Regional Development Authority (SWRDA) and the Government Office of the South West (GOSW). Whilst the area’s attractiveness as a rural location is a positive feature, its distance and remoteness from the rest of England creates logistical problems for businesses wishing
    [Show full text]
  • The Conference Programme
    1 Contents Letter from Organisers and Acknowledgements ................................................................................... 3 Welcome Message for the Inaugural University of Bristol School of Education Online Doctoral Conference ............................................................................................................................................. 4 Keynote Speakers ................................................................................................................................... 5 Professor Robin Shields ...................................................................................................................... 5 Dr Liz Jackson ..................................................................................................................................... 6 Workshop series ‘Making and Mapping with Mr Benn’ ........................................................................ 7 The Conference Programme ................................................................................................................ 10 Day 1 Schedule: Friday, 5th June ....................................................................................................... 10 Day 2 Schedule: Saturday, 6th June .................................................................................................. 13 Friday Abstracts ................................................................................................................................... 16 Morning sessions .............................................................................................................................
    [Show full text]
  • INTO Takes You Higher Success at a World-Class University Starts Here
    INTO takes you higher Success at a world-class university starts here www.intohigher.com 2 INTO Life changing INTO specialises in deeply embedded, long-term partnerships that transform the capacity, reach and competitive positioning of universities. Major private investment supports innovation targeted to deliver a distinctive, first-class student experience within a university-led partnership enhancing brand quality and academic reputation. INTO 3 90% student progression to a university of their choice in the UK and US INTO brings ambitious students and leading universities together. We provide 87% student satisfaction an exceptional education experience to across all our study centres help you succeed in a fast-moving, 1:9 teacher to student ratio and small globally competitive world. classes deliver a first-class study experience www.intohigher.com Study in the UK page 18 Study in the USA page 40 Study in China page 48 4 INTO Your choice of leading universities INTO 5 Over 80 UK universities accepted our Every ambitious student wants to INTO STUDent PROGRESSION students onto their degree programmes in live and study at a leading university. Destination UNIVERSITY RANKING* 2009/2010 At INTO we turn that ambition into Aston University 29 reality with 90% of our students Cardiff University 34 Progression officers providing academic progressing to a university of Durham University 6 and social opportunities to engage in King's College London 16 university life their choice. Lancaster University 10 Loughborough University 16 Choosing to study overseas will give you an Placement services to support your Newcastle University 25 university application advantage at every stage of your life.
    [Show full text]
  • Taught Handbook 2017-2018
    University of Bristol Faculty of Biomedical Sciences SWBio DTP: Research Methods for Life Sciences Taught Handbook 2017-2018 Page 1 of 24 WELCOME Dear Students, Welcome to the SWBio DTP. I’m sure you are excited at the prospect of starting your postgraduate study. In this first year you will undertake a taught course, of which I am the Course Director. For the taught course you will undertake two rotation projects, as well as an integrated series of other units. Together, this provides you with many of the key skills you will need to allow you to succeed and make excellent progress in your following years of study. Please read this handbook thoroughly, which contains all the key information for your taught first year. Each of you are registered at your home institution, but this taught first year is based at the University of Bristol, in the Faculty of Biomedical Sciences. Importantly this means that University of Bristol regulations govern this first year. During this year you will all come together as a group for various aspects of this course, at each of the institutions that make-up the DTP– universities of Bath, Bristol, Cardiff, Exeter and Rothamsted Research. If you have any questions or require any further information, please contact Ruth Batterham ([email protected]) or me ([email protected]). Finally, I’m sure you have already been in touch with Samantha Southern. You will get more emails from her during the year and I ask that you reply to Samantha swiftly, since this helps this programme run to the benefit of each and everyone of you.
    [Show full text]
  • Dear University of Exeter Council / Falmouth University Board of Governors
    FXU Penryn Campus Penryn Cornwall TR10 9FE Tel: 01326 255861 Dear University of Exeter Council / Falmouth University Board of Governors, I am writing this on behalf of the students of the University of Exeter, Cornwall Campuses / Falmouth University, to both University Governing bodies, with regards to student accommodation issues. The University will have received a copy of the motion students submitted to the FXU on 23rd February 2016 in which we made the institutions aware of concerns students have raised to us at our recent Annual General Meeting. The submission and the subsequent unanimous student vote in favour of the motion means that FXU are now mandated to the act upon the following statement: “FXU should lobby the University of Exeter, Falmouth University and FX Plus to oppose any expansion of student numbers at this time, until a sustainable solution to the housing crisis is found and agreed upon by all parties, including the local town councils of Falmouth and Penryn, and the FXU.” The mandate comes about as students have foreseen there being substantial problems for both returning students and new students looking for accommodation in the private sector; in both the short and longer term. This letter is FXU’s first formal step in response to this mandate. It is important for us to state that FXU is committed to supporting our two universities to be even more successful and, as a result, completely understand that they naturally want to grow further. We also understand that this growth could bring real benefits to students, staff, our two universities and to the local community.
    [Show full text]
  • SWW DTP2 Overseas Fee Rates Summary
    Overseas / International Students: Fee Levels If you are successful in your application for a SWW DTP Studentship, the fee will be covered by the DTP at the UK Home Student rate. All Universities charge higher rates for overseas / international students, however, and partner institutions are individually responsible for decisions taken on how to address the ‘gap’ or ‘shortfall’ between the Home and the Overseas rate. The SWW DTP is not able to adopt or impose a common policy. Below are indications of how each partner has elected to treat this issue together with links to their websites where further information may be found. The rule / regulation / decision that applies to you is the one made by your LEAD INSTITUTION (i.e. the institution where your first supervisor is based). Aberystwyth University Response pending. https://www.aber.ac.uk/en/postgrad/fees-finance/fees/ Bath Spa University Bath Spa University welcomes applications from international students through the SWWDTP2. No tuition fees funding will be provided by Bath Spa University in addition to that provided directly by the DTP at Home rates (£4407 for 20/21). International students choosing Bath Spa University as their primary institution will be liable for any difference in fees. For example, those entering on a standard band (£13,700 for 20/21) will be required to pay £9293. Stipend rates will remain unaffected. https://www.bathspa.ac.uk/students/student-finance/tuition-fees/international-fees/ University of Bristol In response to the new UKRI eligibility criteria, University of Bristol is pleased to announce that it will be offering International fee discounts for successful UKRI applicants.
    [Show full text]
  • University Placements the Following Gives an Overview of the Many Universities Tanglin Graduates Have Attended Or Received Offers from in 2018 and 2019
    University Placements The following gives an overview of the many universities Tanglin graduates have attended or received offers from in 2018 and 2019. United Kingdom United States of America Abertay University Amherst College Aston University Arizona State University Student Destinations 2019 Bath Spa University Berklee College of Music Bournemouth University Boston University Central School of St Martin’s, UAL Brown University City, University of London Carleton College 1% Malaysia Coventry University Chapman University 7% De Montfort University Claremont McKenna College National Durham University Colorado State University 1% Italy Service Edinburgh Napier University Columbia College, Chicago Falmouth University Cornell University 1% Singapore Goldsmiths, University of London Duke University 1% Hong Heriot-Watt University Elon University Kong 1% Spain Imperial College London Emerson College King’s College London Fordham University 2% Holland Lancaster University Georgia Institute of Technology Liverpool John Moores University Georgia State University 4% Gap Year 64% UK London School of Economics and Hamilton College Political Science Hult International Business School, 2% Canada London South Bank University San Francisco 6% Australia Loughborough University Indiana University at Bloomington Northumbria University John Hopkins University Norwich University of the Arts Loyola Marymount University 11% USA Nottingham Trent University Michigan State University Oxford Brookes University New York University Queen’s University Belfast Northeastern
    [Show full text]
  • Report for Phd Studentship Partners: Summary Of
    REPORT FOR PHD STUDENTSHIP PARTNERS: SUMMARY OF OUTPUTS STUDENT: ROGER AUSTER STUDENTSHIP DATES: JANUARY 2018 – JUNE 2021 INSTITUTION: UNIVERSITY OF EXETER SUPERVISORS: PROF. RICHARD BRAZIER AND PROF. STEWART BARR OVERVIEW This document provides a summary of outputs resulting from a PhD Studentship investigating the ‘Human Dimensions of Reintroducing Eurasian Beaver (Castor fiber) into England’. The studentship was funded by University of Exeter, Devon Wildlife Trust, Plymouth City Council, and Cornwall Wildlife Trust. Additional funding was received from the Natural Environment Research Council for the nationwide survey paper, and the studentship received non-monetary support from the South West Partnership for Environmental and Economic Prosperity (SWEEP). In brief, the PhD studentship led to: • Lead-authorship of six academic papers (four published and two in peer review). • Co-authorship of one academic paper. • Lead authorship of two reports for the Poole Farm project. • Co-authorship of two reports. All published outputs are available for the PhD studentship partners via Dropbox*. Access to the folder is granted for: • University of Exeter: Prof. Richard Brazier, Prof. Stewart Barr • Devon Wildlife Trust: Mark Elliott, Jake Chant • Plymouth City Council: Chris Avent, Jerry Griffiths, Joe Bestwick • Cornwall Wildlife Trust: Cheryl Marriott, Tom Shelley, Chris Jones • SWEEP: Rebecca Abrahams, Dawn Scott Roger would like to express personal thanks to all funders, partners, and supervisors for their support and contributions towards this work. CONTENTS 1. Academic Papers 1.1. As Lead Author 1.2. As Co-Author 2. Reports 2.1. As Lead Author 2.2. As Co-Author 3. Partnership Group Memberships and Contributions 4. Miscellaneous 4.1.
    [Show full text]
  • The UPC Story Second Edition
    The UPC Story Second Edition The continuing development of University of Plymouth Colleges Revised by Mark Stone and Adrian Lee University of Plymouth January 2010 UPC Story Cover v3.indd 1 22/12/2009 10:17:14 UPC Story The development of the University of Plymouth Colleges Faculty; a national and internationally recognised network delivering high quality HE in FE opportunities and success for learners and the South West region. An overview The recognisable start of the University of Plymouth Colleges story began in the mid 1970s. During the late 1970s and early 1980s relationships started to develop between Plymouth Polytechnic and a small number of Further Education Colleges [FECs] in Devon, Cornwall and Somerset. There was a trend for colleges to further develop and extend day-release programmes and at the same time to move into general vocational education, including: training schemes for the unemployed, vocational preparation programmes and academic education in the form of ‘A’ levels. Even with these modest developments, by the early 1980s, nationally around 20% of HE students were in FECs. The mid-70s also saw the first Access programmes, originally in the inner London area but they quickly grew to cover the country and involved links between Polytechnics and local FECs. This was accompanied by an increase in demand, particularly from mature students, women returners and people in employment for locally-available higher education [HE] opportunities. This was a significant development as further partnerships and franchises of higher education courses developed from such agreements. Since this time, UPC has grown from its modest start in 1989 when the newly named Polytechnic South West recognised that the opportunities for higher level study in the region’s scattered rural environment were limited.
    [Show full text]
  • Congratulations to Our Class of 2020 Graduates on Their Acceptances to Universities and Colleges Around the World
    Congratulations to our Class of 2020 graduates on their acceptances to Universities and Colleges around the world AUSTRALIA Tilburg University Regent’s University London University College Maastricht Richmond, The American Macquarie University University College Utrecht International University in London Monash College University of Amsterdam Royal Holloway, University of University of Melbourne University of Groningen London University of New South Wales School of Oriental and African University of Sydney SOUTH KOREA Studies Staffordshire University CANADA KAIST - Korea Advanced Swansea University Institute of Science University College London Bishop’s University & Technology University of Bath Brock University University of Birmingham Carleton University SWITZERLAND University of Bradford Concordia University, Montreal University of Bristol Dalhousie University Ecole Hoteliere de Lausanne University of Dundee McGill University Les Roches International School University of Edinburgh McMaster University of Hotel Management University of Essex Ontario College of Art & Design Sustainability Management University of Exeter Simon Fraser University School of Switzerland (SUMAS) University of Glasgow Thompson Rivers University University of Kent University of Alberta THAILAND University of Leeds University of British Columbia University of Leicester University of Toronto University Chulalongkorn University University of Liverpool of Victoria King Mongkut’s Institute of University of Manchester University of Waterloo Technology Ladkrabang
    [Show full text]
  • The GW4 Portal: Standard Operating Procedures Table of Contents 1 Background
    V1.0, August 2018 The GW4 Portal: Standard Operating Procedures Table of Contents 1 Background ..................................................................................................................................... 4 1.1 GW4 Portal .............................................................................................................................. 4 1.2 Workstreams ........................................................................................................................... 4 1.3 Portal Aims .............................................................................................................................. 4 1.4 Target audiences ..................................................................................................................... 4 1.4.1 GW4 core staff ................................................................................................................ 4 1.4.2 Research .......................................................................................................................... 5 1.4.3 Professional services ....................................................................................................... 5 1.4.4 Postgraduate students .................................................................................................... 5 2 Getting Started ................................................................................................................................ 5 2.1 Searching for content .............................................................................................................
    [Show full text]