DIRECTOR OF BUSINESS DEVELOPMENT & EXTERNAL RELATIONS

Transcription

1 DIRECTOR OF BUSINESS DEVELOPMENT & EXTERNAL RELATIONS Role: Responsible to: Direct Reports: A member of the Charterhouse Executive Committee (The CEC - the most senior committee in the organisation) comprising Headmaster, Second Master, Director of Finance & Strategy and Director of Business Development & External Relations (DBD&ER). The CEC is accountable to the Governing Body. Chair of the External Relations Committee. The Headmaster, including attendance at Governing Body and Finance & General Purposes Committee meetings when required. The Commercial Director (of Charterhouse Enterprises & Charterhouse Club Limited), Foundation Director and (reporting to be agreed) Head of Marketing. Internal Relationships: The Governing Body, members of the CEC and Senior Leadership Team, Foundation Director and team, Head of Marketing and team, Director of Admissions Feeder School Liaison Coordinator, other members of Brooke Hall (the common room) and Support Staff, Commercial Director (Charterhouse Enterprises, Charterhouse Club Limited). External Relationships: Commercial partners, education-related and facilities-related enterprises both domestically and overseas, alumni and donor communities, international and other education agents and (indirectly) feeder schools and parents. 1 Objectives A major part of the role is to develop and implement an effective long-term plan for the commercial activities of the School alongside its core operations. The objectives are to maximise ancillary sources of income (non-school fee income), within the constraints of the School s core activities, on a profitable basis in order to create funding for capital investment in core operations, school bursaries, and to add to the charity s reserves. The plan will include measures to make the most of the commercial returns from the School s estate and projects, and to use the brand and reputation of the School in an appropriate way to support profitable ancillary operations. The DBD&ER will execute strategies to develop businesses complementary to the core School activity which exploit the physical assets of the campus and the high standing of the Charterhouse brand. These will generate substantial net annual surpluses. The primary use of these surpluses will be to fund continuing re-investment in the campus infrastructure and the provision of significant public benefit (measured by numbers of means blind bursaries to fund secondary education). The DBD&ER will also lead the School s external relations portfolio, developing and sustaining the Charterhouse brand both as a profitable operator of education-related services on campus and internationally and (in close liaison with the Headmaster, marketing and admissions team and Brooke Hall the Common Room) as a first choice for families seeking co-educational UK boarding education. 1

2 2 - Main Duties a. Commercial activities Producing and implementing a strategic commercial plan and leading Charterhouse s commercial strategy through the development, review and implementation of new business plans and strategies Working closely with the Director of Finance & Strategy to support a long-term financial strategy (with particular attention to income streams other than school fees) to underpin the School s financial viability Maximising commercial and lettings income across the whole Charterhouse business Developing and managing profitable commercial activities on campus (for example summer schools and crammers operating in non-school periods), internationally (for example international Charterhouse schools in Asia) and in the local market (for example International Colleges and primary schools) Oversight of the management of Charterhouse Club Limited (sports club) and Charterhouse Enterprises (lettings and retail) as components of the commercial activities on campus Developing reporting procedures to the CEC and Governors on commercial operations and managing KPIs where appropriate Identifying and communication with new clients and advising and negotiating on service provision accordingly Ensuring relevant revenue and profit targets are achieved Providing leadership and management to the Commercial Director. b. Funding-raising Overseeing Charterhouse s programme to raise charitable donations and bequests to increase its reserves and fund designated projects Overseeing the work of the Foundation Director to ensure that strategic fundraising targets are set and delivered Ensuring fundraising opportunities are exploited sensitively to fund the main pillars of the development strategy for bursaries, capital and other School improvement projects Oversight of alumni relations and the development of a long-term engagement strategy with all members of the Charterhouse Foundation Providing leadership and management to the Foundation Director. c. External Relations, Marketing & Communications: Drawing up and implementing a strategic marketing plan aimed at maximising the market reach of the Charterhouse brand: to parents, feeder schools, commercial counterparts, non- School customers and others The development and oversight of an external events & communications strategy, including advising on the School s marketing collateral where required Ultimate responsibility and oversight of all external marketing-related activities including close liaison with the Headmaster, Director of Admissions, Marketing Department and Feeder Schools Coordinator, to lead a coherent strategy Identifying & developing key external markets, strategies, messages and customer types Maintaining an awareness of the importance of marketing amongst all staff at all times Leading on market & competitor research, benchmarking & analysis where required Acting as custodian of the Charterhouse brand at all times Providing leadership and management to the Head of Marketing in all areas relevant to brand and external relations Managing all media channels to, and brand communications with, key stakeholders, commercial partners, press, commentators, customers and suppliers. 2

3 It should be noted that this is not a definitive list and the duties of the DBD&ER will be at least those listed above and may change over time due to the needs of the School. 2 - Knowledge and Skills Required Relevant Experience/Knowledge & Technical Competencies ESSENTIAL Significant experience of business development and commercial success in an organisational setting Significant experience in a range of relevant senior management positions, with an empathy for an educational setting without necessarily having previously worked in the schools sector The ability to apply what can work commercially to an educational setting A sound track record in successful leadership and management of people, finance and other resources; and of the delivery of organisational change where strong financial and communication skills are important elements Significant recent, successful experience of managing teams in a complex, commerciallydriven environment High IT literacy Capable of demonstrating sound ability to interpret statistical data, manage budgets and present and explain complex matters concisely and clearly, to the highest professional standards Significant experience of initiating, facilitation and maintaining external relationships and creating profitable commercial partnerships A proven ability in client liaison and management The capacity to produce and articulate commercial strategy Significant experience of producing financial/business plans and delivering on financial targets/kpis Significant experience of, and understanding of, marketing, communication and brand management DESIRABLE Experience of working in the commercial sector Knowledge of Charity Law and Regulations Experience of the setting up of corporate trading entities, including a sound knowledge of any tax-related issues Experience of educational settings Personal Competencies / Skills Strong commercial instincts and the ability to lead strategic change to achieve income generation Very strong communication skills with the ability to inform, influence and persuade Vision, creativity and intellectual breadth to meet the challenges inherent in managing a wide ranging portfolio of responsibilities. Personal integrity, honesty, energy, stamina, enthusiasm, dedication and sense of humour Ability to promote and model a customer-focused attitude at all times Ability to work effectively as a member of a leadership team, to show initiative and imagination, to have vision and the ability to inspire others Able to demonstrate considerable communication, negotiation and relationship building skills Able to take and live with difficult decisions 3

4 Strong analytical and problem solving skills, combined with a proactive and positive approach to change management Strong project planning and process management skills, with the ability to remain calm under pressure and work to tight deadlines Ability to see through complex strategies from concept to conclusion; with ability to maintain a high work rate and to juggle a range of tasks and competing priorities A natural willingness and interest in the School; prepared to roll up sleeves in an emergency Affinity and understanding of an independent school as both an educational, commercial and charitable institution 3 - Safeguarding of Pupils As with all members of staff, the jobholder s responsibility for promoting and safeguarding the welfare of children and young persons for whom they are responsible, or with whom they come into contact will be to adhere to and ensure compliant with the School s Child Protection Policy Statement at all times and the Department of Education s Keeping Children Safe in Education publication. If, in the course of carrying out the duties of the post, the Job Holder becomes aware of any actual or potential risks to the safety or welfare of children in the School they must report any concerns to the School s Designated Safeguarding Lead. 4 Terms of Service Remuneration The person appointed will be offered a package appropriate to qualifications and experience. Salary is paid in equal monthly instalments in arrears, normally on the last Friday of each month. In addition there will be an incentive scheme designed to reward the successful achievement of financial and brand targets as agreed from time to time. Professional Development There is an extensive induction programme for all new colleagues and on-going professional development is encouraged. Pension Service with the School is pensionable, to which the individual and the School shall both make contributions based on pensionable salary. To conform with current legislation, employees are automatically enrolled into the Employer s workplace pension scheme. Private Medical Insurance The School will provide the post holder with private medical insurance as the School may decide from time to time and subject to the terms and conditions applicable to any such insurance. School Fees Remission Fee concessions are granted at the absolute discretion of the Governing Body and are subject to amendment or withdrawal. Personal Accident Insurance On commencing employment an employee will be insured by the Governing Body for compensation in the event of an accident or injury resulting in permanent physical disability or death. Life Insurance The School provides a 3 x death in service insurance cover. 4

5 Working Hours As reasonably agreed for a senior position between the Headmaster and the DBD&ER. This is an all-year round appointment and will involve the hours necessary to perform the role. There will be occasional Saturday and Sunday commitments according to the demands of the role. There will also be a requirement to travel overseas on a reasonably regular basis, as the development of activities requires. Holiday The holiday year is the calendar year. Employees are entitled to 25 days paid holiday per year plus English Bank Holidays. Holidays should usually be taken during Charterhouse school holidays. Public Holidays occurring during term time are normally worked but are compensated for by time off in lieu. Sports Club and Golf Membership Membership of the Charterhouse sports club is offered, with access to all facilities; and subsidised membership of the School s 9-hole golf course is also available. Lunches Lunches are available during normal working days and times, subject to the dining room being open. 5 - How to Apply Letters of application, Application Forms and CVs can sent by to: headmaster_hr@charterhouse.org.uk. If candidates prefer to send their application by mail, it should be addressed to: Mrs Jane Drew Director of Human Resources Charterhouse Godalming Surrey GU7 2DX All candidates are also requested to complete an Equal Opportunities monitoring form. This can be found at the end of the application form. Any information collated from the Equal Opportunities monitoring forms will not be used as part of the selection process and will be treated as strictly confidential. Applications must be received by 12 noon on Monday 5 June Shortlist interviews with the Selection Committee will be held on Monday 12 June 2017, and final interviews will take place on Tuesday 20 June All interviews will take place at Charterhouse in Godalming. Charterhouse is committed to safeguarding and promoting the welfare of children, and applicants must be willing to undergo child protection screening appropriate to the post, including checks with past employers and the Disclosure and Barring Service. 5