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APPOINTMENT OF

CHIEF EXECUTIVE OFFICER

OF THE

RGU FOUNDATION

www.rgu.ac.uk

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CONTENTS

PRINCIPAL’s INTRODUCTION 4

RGU FOUNDATION 6

ROLE PROFILE 9

PERSON PROFILE 10

UNIVERSITY STRATEGY 12

THE PROFESSIONAL UNIVERSITY 16

ONE CAMPUS ONE VISION 20

ABERDEEN CITY AND SHIRE 22

SUMMARY OF TERMS AND CONDITIONS 24

HOW TO APPLY 25

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16,000 students from 145 countries, studying over 300 courses

Top New University in the UKTHE SUNDAY TIMES UNIVERSITY GUIDE 2011

Contributing over £300 million annually

to the Scottish Economy Economic impact report compiled by BiGGAR Economics

and supported by Scottish Enterprise

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PRINCIPAL’S

INTRODUCTION

It is history in the making: the new Robert Gordon University.

The university we now know as Robert Gordon University (RGU) was

founded through the generosity of a major philanthropist, and has benefited

from support by people of generosity and vision. The university now

intends to create a new model for philanthropic giving. This will support

our development as a new model of university that interacts closely with

the business and the community and which will be a leader in economic

development and social regeneration.

RGU intends to be an agent for change, and it will set the pace for higher

education reform, the application of knowledge to solve problems and initiate

discovery, and the achievement of excellence. In the immediate future,

philanthropic funds will enable it to accelerate its aspirations to

invest in areas of strategic importance, such as focused translational research

in support of energy and remote healthcare, support for students from the

most disadvantaged backgrounds, enterprise and a high quality campus

and infrastructure.

We anticipate that these aspirations will be supported by a newly formed

charitable foundation, established as a Scottish charitable incorporated

organisation (SCIO) led by a chief executive officer. While in the first

instance RGU will make this important appointment, it is our intention that the

successful candidate will transfer automatically to the SCIO immediately on its

legal formation.

We are on an exciting journey of discovery and change. We hope you will

share our vision and that this document encourages your interest in joining us.

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PRINCIPAL’S

INTRODUCTION

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THE RGU FOUNDATIONIntroductionRobert Gordon University is seeking to raise philanthropic funds to enable the development of a university that is setting the pace for higher education reform and the achievement of excellence, supported by a £170m campus development.

PurposeThe University is now in the process of establishing a legal entity to support

philanthropic fundraising and an application will be submitted to the Office of the

Scottish Charity Regulator. This will operate at arms length from the university and

with its own board and staff. The entity will be charged with raising donations that will

support investment in strategic initiatives and projects such as, for example, research

and access, and capital investment in buildings and infrastructure (in particular in the

continuing development of Garthdee).

The purpose of the Foundation will be “the advancement of education and scholarship,

in particular through the promotion and furtherance of the purposes and activities of the

Robert Gordon University, by the provision of financial and other assistance and support

acceptable to the said university as agreed with the university’s Principal”.

The Foundation will develop a charitable fund and will apply that fund to the furtherance

of the purposes and activities of the Robert Gordon University, which could include access

to prospective students. RGU is a registered Scottish charity which provides benefit

to the public through its courses and programmes of study and research. The activities

of the Foundation will assist the university in its purposes and activities by the provision

of financial and other support. Such support will increase the university’s capacity and

capability to fulfil its purposes.

The Foundation will develop strategies, campaigns and structures to seek philanthropic

funding from a range of potential donors including individuals, alumni, corporate bodies,

trusts and foundations.

Members and TrusteesThe SCIO we seek to establish will be a two tier entity, there being both

members and a board of trustees.

At the very least, such members should attend an AGM at which the

board of trustees shall report to the members on the activities of the

Foundation, the members shall review the annual accounts and elect or

re-elect charity trustees. The Foundation’s assets and operations are under

the overall direction of the board of trustees.

Beyond that, a majority of members may require the board of trustees to

call a members meeting at any time. Most significantly, the members may,

at such a meeting and by majority, vote to alter the constitution, adopt or

expel a member or resolve to direct the board of trustees to do or not do

something.

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CHIEF EXECUTIVE OFFICER OF RGU FOUNDATION(working title)

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CHIEF EXECUTIVE OFFICER OF RGU FOUNDATION(working title)

Role ProfileRole Title: Chief Executive Officer of RGU Foundation (working title)

Location: Aberdeen, Scotland

Reports to: Board of RGU Foundation

Direct Reports: Development Manager, Prospect Researcher

Purpose: The main purpose of the post will be to optimise a philanthropic

income stream, through fundraising and development activities, to

advance the mission and values for Robert Gordon University.

This will be achieved by establishing, maintaining and pro-actively

managing productive relationships with high net worth individuals,

companies, alumni and trusts and foundations.

The post holder will develop strong working relationships with

prospective and current donors, the Foundation, and key members of

Robert Gordon University’s executive and non executive community.

Key Responsibilities• Successfully generate a long-term and sustainable philanthropic revenue stream for

the University.

• Prepare, implement, monitor and revise a philanthropic fundraising strategy,

determining fund raising priorities in consultation and agreement with the Principal of

the University and in accordance with strategic priorities.

• Provide effective leadership and management of the Foundation, ensuring a focus on

strategic priorities, operational efficiency, financial effectiveness, continuous

improvement and customer focus, while ensuring legislative compliance.

• Develop a strong network of influential contacts (high net worth individuals,

companies, trusts and foundations) locally, regionally, nationally and overseas.

• Implement and build a programme of contact involving donors and prospective donors

in the work and mission of the University through regular correspondence, visits and

events, working closely with the University’s Alumni and Marketing and

Communications services to ensure development priorities are incorporated.

• Establish appropriate recognition and acknowledgement procedures for donors and

liaise with the University’s finance department to maintain appropriate procedures.

• Engage the leadership (executive and non-executive) and senior academics of the

University in developing institutional fundraising priorities, the case for support and

approaches to prospects /cultivation activities.

• Support the Vice-Chancellor and other executive and non-executive members in

development/fundraising activities including approaches to prospective donors.

• Advise on and supporting structures for engaging members of the Board and

influential volunteers.

• Provide strategic/policy guidance on all aspects of fundraising and development.

• Ensure identification of opportunities by use of market research, database

development etc.,

• Ensure systematic and efficient information systems in support of fundraising are in

place and that knowledge gained in the process of fundraising is maintained,

protected and retained.

• Develop and provide key management information, including benchmarking to enable

robust monitoring of progress.

• Build effective working relationships and co-operation with other managers and staff

across the University.

• Keep abreast of developments in the higher education, charitable and business sectors

which might provide opportunities for fundraising activities.

• Maintain knowledge of legislation in relation to fundraising and donations and ensure

systems and processes remain compliant.

General responsibilities• As appropriate, represent the Foundation’s and the University’s interests internally and

externally.

• Carry out other such related duties as required.

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PERSON PROFILE

Essential(must have criteria)

Desirable(like/nice to have criteria)

Qualifications Degree level or equivalent. Postgraduate degree.

Professional Requirements Active relevant professional membership for example CASE.

Knowledge(specialist knowledge of systems, subject or sector)

Knowledge of processes to work with Institution to identify fundraising priorities.Prospect research and establishing, maintaining and pro-actively managing prospects.Tax effective giving.

Knowledge of Raiser’s Edge or similar and standard IT packages.

Experience(range of tasks applicant must have had involvement in)

Evidence of personal role in securing major gifts, particularly from high net worth individuals.Demonstrable experience of playing a leading role in a successful fundraising operation.Substantial experience of motivating, leading and managing others to achieve results.Experience of establishing and playing a leading role in a capital campaign.Experience of working with a Board/volunteers.

Experience in HE sectorPersonal role in raising significant funds from trusts and foundations and corporates.Experience of establishing/leading a successful Annual Fund.

Driving Licence Yes

Unsociable Hours Some early morning/evening/weekend work may be required to support events etc.

Travel Some UK/ overseas travel likely to be required.

Behaviours

1. CommunicationPersuasive communicator with strong written and verbal communication skills.Able to explain University vision in a committed and convincing way to a wide range of audiences.Well developed social skills – able to relate with ease to a wide range of audiences.

2. Champions Change A strategic thinker who can translate plans into actions.Anticipates change and plans ahead. Considers and implements actions that engage people and help overcome resistance to change. Lays out plans and options in an open, clear manner. Listens and considers feedback.

3. Service Delivery Goal orientated leadership style.Maintains a good overview of progress versus expectations and acts accordingly to ensure success. Plans effectively and is an example to others given high professional standards and efficiency.Ability to work under pressure and to tight deadlines.Resilient and tenacious.Shows initiative and prioritises.

4. Relationships Able to trust and build rapport. A strong believer in team working. Shows the strongest ethical and professional integrity. Responds positively to collaborative opportunities.

5. Teams Able to lead not only direct reports but also a larger and more diverse team which will include a range of senior University colleagues, University Board members and members of Development Trust.Lays out expectations of the team; values and encourages people to work together. Organises and prioritises time for the team to work together.

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UNIVERSITY STRATEGY…

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ROBERT GORDON UNIVERSITY HAS A VERY CLEAR FUTURE, SET OUT IN OUR STRATEGIC PLAN. BUILDING ON OUR STRENGTHS AND OUR PROGRESS TO DATE, WE ARE ONE OF THE BEST MODERN UNIVERSITIES IN THE UK, IN AN INCREASINGLY CHALLENGING ENVIRONMENT

In achieving our objectives, we will be clear about the markets which we serve and

the services we deliver. We will be responsive to the changing environment and

developments in the economy and society. Ongoing development and continuous

improvement will help to ensure that we set the benchmark for quality in all aspects

of our work.

OUR STRATEGIC PRIORITIES • Student experience: Enrich the all-round experience of our students through their

engagement with the University

• Teaching and learning: Enhance the quality and relevance of our taught provision

• Access for all: Increase the diversification of our student population

• Learning through life: Expand our provision of corporate

programmes and life-long learning opportunities

• Research and commercialisation: Grow our internationally

excellent research and knowledge exchange activities and reputation

• A sustainable future: Secure our economic and environmental sustainability

A CLEAR FUTURE

UNIVERSITY STRATEGY…

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A CLEAR FUTURE

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CRITICAL SUCCESS FACTORSWe have assessed the factors which will be critical to our success as

follows:

• Sustain our Scottish Funding Council and international student

numbers in a more challenging competitive environment

• Generate a major revenue stream from business interaction

activities for the value that we add

• A relentless focus on quality which will help to maintain and

develop our reputation – an excellent student experience from

first point of contact through every interface we have with students

• A focused research portfolio which underpins teaching, is of

international standing and is financially sustainable

• Focussing on a limited but ambitious range of areas

• A workforce which is committed, resourceful and effective

• Continued financial health

KEY PERFORMANCE INDICATORSIn order to monitor progress at Board of Governors’ level, a set of six

key high level performance indicators (KPI) has been agreed. These

monitor the impact of our success or otherwise in relation to our key

strategic objectives and against the critical success factors indentified

above.

• Level of total SFC teaching funding and proportion of total SFC

teaching allocation compared with previous years• Level and geographical sources of income from international

students compared with previous years

• Net financial contribution from business interaction over time

• Level of research grant and contract income and % full economic

cost recovery over time

• Net surplus, current ratio and borrowing over time

• Consistent high performance within the university sector

in national league tables

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‘PROFESSIONAL’ IS OUR WATCHWORD FOR THE WAY WE TREAT ALL OUR STAKEHOLDERS, INCLUDING AND ESPECIALLY OUR STUDENTS. IT GUIDES THE WAY WE WORK TOGETHER, AND DEFINES WHAT WE EXPECT FROM EACH OTHER.

THE PROFESSIONAL UNIVERSITY “Robert Gordon’s branding as ‘the professional university’

couldn’t be more appropriate. It beats every other university

in the most recent employment figures.”Sunday Times

“The partnership we have with Robert Gordon University not

only helps to verify the high quality of learning we provide

for our people, but it also leads to a formal qualification at

degree level, which both Shell and our staff see as valuable.”Adam Lomas Vice President, EP Learning & Development, Shell

OUR HERITAGEThe name Robert Gordon has been synonymous with education in Aberdeen since 1750

when the original college was founded from his bequest. With the addition of Gray’s

School of Art in 1885, the School of Pharmacy in 1898 and the Scott Sutherland School

of Architecture in 1957, the original college has evolved over the years into a substantial

university – a leading institution of learning still able to draw upon this rich heritage.

THE UNIVERSITY TODAYThe University generates an annual group income of around £94 million through

corporate programmes, consultancy and other business engagement, research

income and fee paying or funded students. We are the number one University in

the UK for income received by industry (according to the Financial Times).

We currently employ approximately 1500 members of staff and deliver courses to

around 16,500 students.

We offer an impressive range of professionally focused courses across the arts and

design, management, engineering and computing, health and social care and the

applied sciences and technology. We are particularly focused on developing our

key areas of strength – energy, health and social care, the creative industries and

the knowledge economy.

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THE VIRTUAL CAMPUS The University has established a significant e-Learning capability, based around the

‘Moodle’ virtual learning environment. This is used to support an extensive range of

distance learning courses and to support the learning of on-campus students in blended

approaches. Effective use of appropriate technologies is a key element of the University’s

plans to extend distance learning provision, including corporate learning, and to enhance

the learning experience of all students. We are, we believe, the largest provider of online,

distance learning in the UK after the Open University. With this in mind, we are currently

reviewing our provision, marketing and corporate branding to ensure we are capitalising

on this USP.

INTERNATIONALOur strategy is of ‘internationalisation’ of the total student experience for all students.

This in includes the curriculum, work placements and the wider experience they have

interacting with our staff and the community. International students have long been

attracted to Robert Gordon University and contributed much to our cultural fabric.

Indeed, in recent years, increasing numbers of international students have made ours a

truly international campus. 19% of our total student population come from outside the

EU. Expanding our cultural and commercial links with overseas organisations has helped

to create many exciting opportunities for our staff and students to work abroad.

Our commitment to internationalisation is evident in the establishment of an

International College at the University through Navitas. Following the launch of the

College in September 2011, we expect to significantly increase our recruitment

of international undergraduate students at a time when our recruitment of international

postgraduate students is coming under greater pressure.

ABERDEEN COLLEGE – AN ASSOCIATE COLLEGEThe strength of our regional commitment and also our understanding of the social

inclusion wider access agenda is reflected in our partnership with Aberdeen College,

the largest FE College in Scotland. This is a truly outstanding alliance recognised by the

Scottish Funding Council as a model for others. The College is an associated college of the

University and there are articulation agreements across many subject areas leading to 2+1

and 2+2 progression.

COMMERCIAL LINKSOur strong links with industry have delivered corporate alliances, CPD programmes and

consultancy both in the UK and overseas. The deployment of blended learning through

the Moodle Virtual Learning Environment is further expanding our capability for work-

ing with corporate partners and SMEs. Enterprising research is undertaken by groups

throughout the University and the results contribute to technology transfer and ‘spin outs’.

We have been especially successful in SMART awards.

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ONE CAMPUS, ONE VISION – GARTHDEE 2020THE UNIVERSITY PREPARED AND APPROVED ITS ESTATES STRATEGY IN 1994, COVERING A 20-25 YEAR PLANNING PERIOD. WE NOW HAVE ONE VISION FOR THE FUTURE – TO LOCATE ALL OUR STAFF AND STUDENTS, BY 2020, ON ONE CAMPUS AT THE STUNNING RIVERSIDE SETTING OF GARTHDEE.

The first phase, the consolidation of six sites into two, (Garthdee and Schoolhill) was essentially complete by 2004. To date we have invested over £100 million in new

buildings and upgrading facilities for students. These have included the Aberdeen Business School, the Faculty of Health and Social Care, as well as a state of the art

Sports Centre, modern onsite nursery and a health centre open to staff, students and the local community.

We have recently secured full planning consent for a two phase, 10 year development and refurbishment programme, adding 34,000 m2 of new facilities and culminating

in the realisation of our vision – one campus at Garthdee by 2020.

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ABERDEEN CITY AND SHIREROBERT GORDON UNIVERSITY IS LOCATED IN ABERDEEN WHICH IS SCOTLAND’S THIRD LARGEST CITY WITH A POPULATION IN EXCESS OF 200,000 AND 400,000 INCLUDING THE WIDER ABERDEEN HINTERLAND.

The city is known internationally as the undisputed European capital of the energy industry. However, it also has many other sides to its character. Not least because it is located on the edge of

the world renowned Scottish Highlands and the spectacular Cairngorms - a magnet for walkers, climbers and skiers from across the UK.

Aberdeen is undeniably a wealthy city; it has one of the highest per capita incomes of any city after London in the UK. Such prosperity brings many benefits. The city boasts first-class facilities.

Shopping and leisure opportunities are constantly expanding. Schooling at all levels is well catered for – with secondary schooling, in particular, recognised for its quality in both the public and

private sectors. The hotel sector continues to expand its full range of provision as you would expect of an energy capital.

Aberdeen also offers a fine array of cultural attractions. There is an eclectic mix of bars, cafés and restaurants and a host of modern entertainments including cinemas, theatres, museums,

galleries and concert halls. And, throughout the year, Aberdeen also plays host to several entertaining and stimulating festivals including the Aberdeen Alternative Festival and the

International Youth Festival.

Aberdeen International Airport has direct connections with the major ‘hub’ airports of Paris, Amsterdam and Oslo as well as London (Gatwick, Heathrow and Luton) and Dublin. It also has

established connections with a wide range of other major UK cities.

Useful linksTo view our interactive site on Aberdeenshire, with excellent information on education, health, housing, transport and weather, please visit: http://www2.rgu.ac.uk/aberdeenshire/

SUMMARY OF

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CONTRACT TERMS & CONDITIONS

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The Contract• This full time appointment will be made on a rolling three year fixed term

contract, with provision for early termination by either party by six months notice.

• The appointment will be in the employment of the University in the first

instance until the legal entity of the Foundation is established, following which the

employment of the appointee will transfer, with the business activity

of ‘philanthropic giving’, to the Foundation [although it is possible that

the University will continue to administer the pay arrangements on behalf

of the Foundation].

• It is expected that the total cost of this appointment will become self-funding by

the end of year two of the appointment.

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Performance and Remuneration1

• Annual objectives and targets, [closely related to RGU strategic priorities]

will be agreed between the CEO and Trustees, and documented, through an

employee performance review process. In the first year the target will be to

raise £5m in new philanthropic giving, subject to what follows.

• It is expected that base pay will be c. £125k pa. Base pay will be reviewed

annually, taking account of inflationary measures, benchmark information

and, importantly, affordability, but there is no guarantee of any increase.

• Personal performance pay (PPP) of up to £25k pa will be available provided

that the base annual target (annually reviewable), of £5m pa of philanthropic

giving, is achieved largely or wholly through his/her own efforts. Where

any philanthropic giving is otherwise achieved the Trustees will determine,

at their sole discretion, what contribution the CEO has made and therefore

what proportion of PPP should be payable. The review period will be on the

anniversary date of appointment.

• In the first year however, recognising that securing anything approaching

£5m from a ‘standing start’ would be a greater challenge than might

reasonably be expected, PPP of up to £12.5k would be payable, at the

Foundation’s sole discretion, according to evaluation of performance.

This would largely be through an evidence based assessment, by the

Trustees, of progress made towards delivery of the first £5m of new

philanthropic giving by the end of year 2 together with evidence of a

genuine pipeline of ‘new prospects’ and other relevant factors.

• Beyond achievement of the first £5m pa of new philanthropic giving, the

Trustees recognise that there will may an ‘ebb and flow effect’ of giving,

year on year. It is also recognised that the degree of influence and impact of

the CEO, on securing such giving, will vary according to the source, the

nature of the funds and whoever else is involved within and outside of RGU.

The Trustees will each year the influence and impact that the CEO has had

over and above the core target of £5m pa for this position and may, at its own

discretion, award additional PPP where that is considered appropriate.

1 All terms are indicative pending SCIO approval of the Foundation

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Pension and Health Benefits• Pension – the Foundation will make

a contribution of 10% of base salary

to a personal pension plan subject

to evidence of the existence of the

plan being provided and evidence also

that the plan is continuing.

• Personal Health Insurance – the

Foundation will make a reasonable

contribution to a personal health

insurance plan, for the employee,

not exceeding £200/month, subject to

evidence of the existence of the

plan and evidence also that the plan is

continuing.

• Sick Pay – statutory sick pay will apply.

Holidays• Leave – 28 days comprising 20

days to be taken by agreement plus

8* public/statutory holidays

[*provisionally, Christmas Day,

Boxing Day, New Years Day,

January 2nd, Good Friday, Easter

Monday, First and Last Monday in

May, First Monday in August - which

may be required to be worked due

to the requirements of the job in

which case an alternative day would

be taken].

Other Leave• Entitlements for other leave such as

maternity, paternity, adoption,

emergency family leave etc will be in

accordance with statutory provision.

Other Contractual Terms• Reasonable, pre-approved travel and

subsistence expenses will be

allowable, subject to either agreed

pre-payment and/or receipts being

provided for reimbursement.

• Car mileage allowance, at the inland

revenue published rate, will be

payable.

• Provision will be made to ensure that,

in the event that the employee leaves

the employment of the Foundation,

for any reason, he/she may not use

any personal contacts or relationships

developed during the period of

employment for the purposes of

philanthropic giving, whether in

person or by any electronic medium,

for a period of 12 months from the

date of leaving, for the benefit of

any other higher or further education

institution in the uk.

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Join us on our journey

and help us create

a new future…

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Rober t Gordon Univers i ty is a Scott ish char i ty registered under char i ty number SCO13781

Designed & Pr inted inhouse by The Gatehouse - Design & Pr int Consultancy a t Rober t Gordon Univers i ty

Support ing respons ib le use of forest resources. Pr inted on paper that compr ises of 100% genuine recyc led f ibre.

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