The Chief Executive works particularly closely with the Director of Finance, the Deputy Chief Executive, the Assistant Chief Executive (Development) and the Company Secretary to ensure that the charity is financially stable and viable, that operationally the charity is running well, that human resource issues and procedures are being properly ad - dressed, and that the charity’s portfolio is in good condition and is being developed to a high prod - uct level in a sustainable manner. The Chief Executive reviews all operational areas covered by the other Assistant Chief Executives from time to time giving a particular priority to good housing management, lettings and tenant satisfaction and the maintenance of health and safety; the setting of standards within accredi - tation and the use of efficient and transparent verification processes; ensuring that students and property suppliers using Unipol’s services are receiving accurate and high-quality advice and information; ensuring that communication and IT systems remain fully up-to-date, are secure and protect the organisation against unnecessary compromise and meet both the current and future needs of the organisation. The Chief Executive, working with the Senior Man - agement Team and the Deputy Chief Executive, determines the overall staffing load of the organ - isation as it changes and develops and is also
The Chief Executive has the responsibility for recommending to the Board future development options for the organisation and shall maintain a balance of activities, as determined by trustees, between the different areas of Unipol’s operations and shall ensure that budgeting and expenditure are clearly defined and reported to the Board as falling within the specified areas of operation. Portfolio Development The Chief Executive has overall responsibility for maintaining and developing Unipol’s own prop - erty portfolio (comprising of any property owned, leased, licenced by or rented by Unipol). In respect of development, the Chief Executive shall recommend to the Board the purchasing, leasing or managing of properties and their financial re - quirements and implications for the charity (as - sisted by the Director of Finance). In making these recommendations, the Chief Executive will ensure that a business plan is presented showing the sus - tainability of any proposal and that the risks to the charity are explained to trustees before significant developments are initiated. The Chief Executive shall have first line responsibil - ity for negotiating the terms of all licences, leases, purchase and rental agreements relating to prop - erties entering the Unipol portfolio.
responsible for the staffing relationship with the University of Leeds through the Staffing Protocol and Service Specification. The Chief Executive is responsible for dealing with all complaints concerning staff conduct in line with the complaints procedure between the Board and the University of Leeds. Complaints, where the Chief Executive has been involved, are dealt with by the Chair of the Board. Development and ‘The Forward Look’ Unipol reviews its operations and development on a three yearly basis resulting in the production of a key strategic document entitled ‘The Forward Look’ which outlines the charity’s values, its con - tinued public benefit, the scope of its services and summarises the framework within which those services should develop over the next three years. The Chief Executive will ensure that proper pro - cesses are put in place for this review, to include key partners and organisations, and that trustees are provided with information and possible de - velopment options to allow them to undertake informed discussion and consideration when they decide the key strategic aims of the charity. The Chief Executive is responsible for translating these aims into reality and, where that is not possible, for either providing alternative aims or explaining why such aims cannot be met.
The Chief Executive shall ensure that all of Unipol’s properties are let fairly to students and that poten - tial tenants have their liabilities and rights ex - plained to them before entering into any of those commitments. In respect of maintaining the property portfolio, the Chief Executive will periodically review aspects of the portfolio to ensure that it continues to offer high-quality accommodation to its student tenants and that the portfolio is being properly managed in line with legal and regulatory requirements. Where regulatory compliance is not possible, or has been breached, this will immediately be reported to the Board. Legal Responsibilities The charity relies upon informed legal advice from a number of selected specialist advisors. The Chief Executive will manage and oversee these legal relationships and ensure that advice is sought to address issues of liability and commitment and that the advice received is reflected in operation - al and legal processes within the charity and in respect to external obligations. All purchases and leasing of properties (within the limits set by the Board from time to time) will be confirmed by nominated members of the Board signing legal documents and the Chief Executive will ensure that they are fully informed of the obli -
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