Directors of Change Management

Transcription

1 Directors of Change Management Recruitment Particulars August 2015

2 Contents Page WELCOME LETTER 3 THE UNIVERSITY 4 THE UNIVERSITY S VISION 5 UNIVERSITY PRIORITIES 5-6 CHANGE AT UAL 7 JOB DESCRIPTION 8 PERSON SPECIFICATION 8-11 TERMS AND CONDITIONS 12 HOW TO APPLY 12

3 A MESSAGE FROM THE VICE-CHANCELLOR Thank you for your interest in the role of Director of Change Management at University of the Arts London. While change continues as the constant through which UAL grows and evolves, we look forward to appointing three new senior members of our community who will help drive change both for the University as a whole and for specific Colleges in particular. In recent years UAL has embraced change as we have positioned ourselves to be the global leader in arts, design, fashion and communication education. We have ambitious plans ahead, ranging from major investment in the University s estate to the comprehensive implementation of our mission. In the pursuit of our academic and organisational goals we need to build our change management capacity, recognising that change will remain constant across the University. The incoming Directors of Change Management will all work closely with our Deputy Vice-Chancellor, Strategic Development; additionally, each will be assigned to a specific Pro Vice-Chancellor. In conjunction with key figures at UAL, the three will lead on the design, implementation and delivery of ambitious change projects enhancing the development of the University s activities and infrastructure. This is a truly remarkable opportunity for recognised professionals in all areas of organisational change to join an institution for which change is not an exception, but one of its defining features. If you believe you have the skills and aptitude for this important role, I would very much like to hear from you. Nigel Carrington Vice-Chancellor University of the Arts, London VEREDUS Page- 3

4 The University UAL is a world-leading University for teaching and research in the fields of arts, design, fashion and communication, offering a unique range of courses which nurture creative potential from across the world. UAL is a special Collegiate University: each College has a particular academic ethos within a practice-led tradition, informed by its own distinctive history and relationships. The University s Colleges work together to enrich the student and staff experience and to increase their impact on the creative and cultural sectors, not only in London and the UK but also globally. The University s Colleges are: Camberwell College of Arts Central Saint Martins Chelsea College of Arts London College of Communication London College of Fashion Wimbledon College of Arts The mission of the University is to be recognised as one of the foremost institutions in the world for learning, practice, research and development in arts, design, fashion and communication. To achieve this, the University provides a learning environment in which originality is recognised, difference is respected and excellence is pursued. With over 19,000 students, 4,500 staff, and an annual budget of c. 250 million, the University promotes creativity and intellectual excellence in an organisational culture which helps talented staff and students to develop and enhance their abilities and ideas. The University works to provide a bridge between the educational world and professional practice, and to serve the creative industries. It combines a pursuit of academic excellence with close engagement with its business, creative and cultural partners. Occupying multiple sites across London (totalling almost 1.3 million square feet) students and staff benefit from and contribute to the enormous range of stimuli provided by what is widely considered to be the creative capital of the world. The University s impact and engagement extends to the global stage through its international student body, affiliations and partnerships with other universities and creative organisations that share a passion for arts. Further information can be found at: University of the Arts, London VEREDUS Page-4

5 University We have ambitious plans for UAL over the next seven years, and we are confident that we can achieve our goals through the commitment and dedication of our community. We have identified four key strategic areas through which we will implement our vision of change and monitor its progress: 1. Transformative Education Who we are UAL is a worldwide leader in the areas of education in the arts, design, fashion and communication. Our commitment to excellence and innovation is sustained by the specific histories, identities and achievements of our constituent Colleges. Our values centre on social justice and environmental stewardship and we strive to actualise them through our teaching and research; even more profoundly, we embody the values that define us in how we conduct our operations and how we organise our living and working space. UAL s intellectual and creative community is enriched by the imagination, energy and skills of our staff, students, alumni and of the many academics from other institutions who work closely with us each year. We respect and encourage the academic freedom of our staff and the natural curiosity of our students: through that close partnership we foster an innovative, enterprise culture through which our values and commitments can be advanced. We want all of our students to reach their full potential; to that end we provide them with the best guidance and education to stimulate their creativity, feed their curiosity, nourish their imagination and inspire their vision. We do this by choosing the most effective teaching methods and by incorporating elements of research in our pedagogy. For the next seven years we will engage in continuous review of our curriculum, both in the content of the courses that we offer, and in the flexibility of our modes of delivery. This will involve the full participation of our academic community, as well as the full commitment of our academic support services. In particular, towards our vision of a truly inclusive education, we will mobilise the professionalism of the University s Language Centre to facilitate students academic wellbeing and success by helping them thrive in a new culture and by assisting them with their language needs. 2. World-Leading Research and Enterprise We produce knowledge that improves our society and economy through the development of arts, design, fashion and communication; we want to do that while also identifying new sources of income to support our academic goals. We will continue to cherish the quality of our research and the rigour of our standards as we also cultivate new avenues for collaboration and partnerships through the new UAL Academic Enterprise department. Towards this vision, we will implement a post-research Excellence Framework strategy aimed at enhancing our research infrastructure by using more sabbaticals for emerging researchers and more support for PhD students. University of the Arts, London VEREDUS Page-5

6 3. Communication and Collaboration We actively participate in the national and global debate about the future of arts, design, fashion and communication; we are committed to improving the profile of our engagements with academic, cultural and business partners. The clarity and effectiveness of our communication are essential, as are the interactions and cooperation among our Colleges and with other relevant universities and institutions. We maintain that interdisciplinary engagements are increasingly important in the creative sphere and are determined to strengthen our connections with professional, cultural, academic and industry partners. Over the next seven years we will develop UAL s internal and external communication function; concurrently we will also intensify our relationships with alumni and our international exchanges of staff and students with relevant universities across the world. 4. An Inspirational Environment We value the physical space and infrastructure that support our academic activities; as an institution dedicated to arts, design, fashion and communication, we are especially aware of the importance of our surroundings and their aesthetic and functional quality. Sustainability and openness to our wider communities inspire our estates strategy. Over the next seven years we will transform and improve many of our sites and buildings used by London College of Communication, London College of Fashion, Camberwell College of Arts and Chelsea College of Arts and increase our offering of UAL-controlled student accommodation closer to our academic buildings. We will also continue to invest in traditional workshops while making sure that emerging technologies have the space and resources that they need to contribute to our vision. University of the Arts, London VEREDUS Page- 6

7 Change at UAL Change is an integral part of UAL s institutional identity. In particular, change is a key element of the new strategy that was recently developed and that will extend to Specific change programmes will include the planned new builds and relocation of two of our colleges, the London College of Fashion to Stratford and the London College of Communication to another site in Elephant and Castle. We are also embarking on an expansion of our provision at Camberwell College of Arts. This requires a significant investment in our management capacity in order to deliver on these and other major projects in a manner sustainable in the short, medium and long term. To carry out this vision we are now seeking three senior change management experts who have a strong commitment to, and empathy with, the arts and higher education. True to our character and proud of our original and dynamic approach, the posts of Directors of Change Management are being recruited on a permanent basis and will form part of the Strategic Development Management Team reporting directly to the Deputy Vice-Chancellor, Strategic Development. Additionally, each will be assigned to work to a specific Pro Vice-Chancellor /Head of College. The three Directors of Change Management will share the same commitment to the advancement of UAL s change strategy; additionally, each specific brief will include distinctive elements pertaining to the different priorities at the various Colleges. These are new roles at UAL and their permanent nature is unique in the higher education sector. For the right individuals, they will afford a unique opportunity to effect meaningful change in a senior capacity, shaping the future success of a leading institution. University of the Arts, London VEREDUS Page-7

8 JOB DESCRIPTION AND PERSON SPECIFICATION JOB TITLE: DEPARTMENT: REPORTS TO: SUPERVISES: Director of Change Management Strategic Development Deputy Vice-Chancellor - Strategic Development and relevant Pro Vice-Chancellor/Head of College. TBA Purpose of the job UAL continues to change, develop and innovate at a rapid pace to respond effectively and successfully to major changes in the higher education environment. A key feature of the infrastructure underpinning the developments is dedicated change implementation support. Such support is needed to share and drive University and College level policy and culture change activities, transforming any structures and practices as opportunities arise or to prevent them becoming barriers to institutional successes. The purpose of this role is to establish specific, dedicated senior level resources for strategic infrastructure, digital, programme, project and change management initiatives, and specifically: Provide leadership and direction to the project owner(s) and the wider university in the design and delivery of transformation programmes and activities, ensuring that they are effectively implemented. Provide guidance, coordination, leadership and direction to overarching strategic change programmes, supporting, individually or in combination, new academic initiatives, major infrastructure developments, collaborative ventures and partnerships, administrative and management structural changes. Ensure change initiatives are initiated, designed, co-ordinated and integrated as a programme of related activities to deliver required results. Work with, engage, and build effective working relationships with a wide range of internal stakeholders including Executive Board members, Directors of Services, senior managers and, more broadly, staff in both the Colleges and University Services to ensure change initiatives run University of the Arts, London VEREDUS Page-8

9 successfully, aims, objectives and outcomes are clearly communicated, problems, and changes are transparently and openly discussed and resolutions agreed. Main Duties: Change Management To work at a strategic level with stakeholders to identify transformation opportunities and to translate strategic intent into implementable change initiatives, programmes and projects; design and scope implementation plans that are credible in terms of resource requirements, timescales, and outcomes and which fit with UAL's overall operating constraints. Prioritise, lead and manage different programme strands and manage multiple change initiatives. Act as the communication point for specific initiatives, keeping key stakeholders informed; working to manage problems and potential conflict. Support the development of change management capacity across the University. To provide effective management support for the range of different strategic projects and programmes across UAL. People Develop a culture in which people are focussed on the future and, accordingly, rethink ways of working and delivery. Ensure buy in to change and communicate the initiatives and objectives effectively across the institution. Governance and Financial Ensure that change programmes comply with UAL's governance, oversight and risk management requirements. Ensure that projects are conducted in a way that is efficient, and effective, representing best value for money. Provide financial and risk management oversight. Working Relationships and Contacts The Post Holder will: Report to the Deputy Vice-Chancellor Strategic Development and the relevant Pro Vice- Chancellor/Head of College responsible for leading a major change program. Will also report to leaders of change programs as needed. In each case the post holder will also have a direct line of accountability to the University Secretary and Registrar for relevant elements of each project and to other University Services Directors as appropriate. University of the Arts, London VEREDUS Page-9

10 PERSON SPECIFICATION ATTRIBUTES ESSENTIAL DESIRABLE Experience Substantial experience of managing change management projects in large, multi-faceted organisations involving complex inputs and outcomes. Highly developed people skills including direction-setting, motivation, change management and developing collective and individual capability within a large and multidisciplinary team. Significant experience of implementing major cultural change and influencing teams in this environment Experience of working as part of a management team to lead and champion change programmes. Experience of working in the higher education or cultural sector. Experience or knowledge of the arts or cultural sector. Knowledge Evidence of a strong commitment to, and empathy with, the cultural sector and higher education. Broad and up-to-date knowledge of Higher education both at a strategic and operational level. Technical/Work-based Skills Excellent people skills, in both management and communication. High-level analytical and problem solving skills. Preparing proposals and reports. Financial control and resource management. A high degree of political acumen and stakeholder management skills. University of the Arts, London VEREDUS Page-10

11 General Skills/Attributes Commitment to, and engagement with, the aims, values and culture of UAL. Diplomacy and tact appropriate to the culture and organisation of UAL to ensure successful outcome. A pro-active attitude in identifying, diagnosing and resolving problems and issues. Ability to operate strategically, and use highly-developed analytical skills to develop new approaches and ways of thinking. Ability to resolve issues and problems using own creative solutions. Ability to negotiate, influence and persuade, including with key decision makers. Ability to understand, conceptualise and interpret the requirements of others. An ability to lead, manage and motivate colleagues and programme teams. An ability to determine priorities and to set and meet objectives in the light of UAL's needs and plans. An ability to represent UAL both locally and externally. Qualifications Degree or equivalent. Evidence of CPD. Other Flexible approach to work. Commitment to the mission of the University. Demonstrable commitment to equality of opportunity at work. Demonstrable commitment to a healthy and safe working environment. Demonstrable commitment to the values, beliefs and expected behaviours to the University. Willing and able to visit other organisations in search of best practice. University of the Arts, London VEREDUS Page-11

12 Terms and Conditions A competitive salary plus membership of a Local Government Pension Scheme and 34 days annual leave. An appropriate relocation package may be available as part of the appointment arrangements Interest-free season ticket loan Appointment to this post will be subject to appropriate checks, including necessary statutory checks such as proof of right to work in the UK, criminal record checks, a satisfactory health check and other due diligence checks How to apply To apply for this job please submit a comprehensive CV and supporting statement, quoting reference: Please ensure that your supporting statement fully states how your skills and experience match the person specification for this role; your CV should cover your full career history and provide details of associated responsibilities and key achievements. You should also provide the names, positions, organisations and telephone contact numbers of two referees. Veredus may need to take two verbal telephone references for shortlisted candidates, but please note that we will not approach any of your referees without obtaining your prior consent. UAL is an equal opportunities employer, committed to equal opportunities policies. We welcome people from all backgrounds so that our workforce mirrors the community we serve. Veredus is accredited by the Investors in Diversity and the information collected is important to us as a means to ensuring continued best practice in the promotion of diversity. The information on this form is important and will be treated as confidential and used for statistical purposes only. This form will not be treated as part of your application and will not be seen by anyone involved in the selection process. Finally please ensure that you have included mobile, work and home telephone numbers on your CV, as well as any dates when you will not be available or might have difficulty with the indicative timetable. The closing date for applications is Friday 18th September 2015 Applications should be ed to Paula.Kyprian@veredus.co.uk Process & Dates A longlist of candidates will be selected by the panel on 25 September. Should you be selected for preliminary interview you will be called by Veredus as soon as possible to arrange a suitable time. Please note that preliminary interviews will be held at Veredus offices in London, the week of 5 th October; a 60 minute slot will be needed. Final panel interviews will take place in November. Shortlisted candidates will be asked to carry out psychometric tests. Enquiries If you have any questions relating to the role or process please call or Ed Pritchard, Ed.pritchard@veredus.co.uk, Sarah Wall or Bruno Anili on You are invited and encouraged to complete the Equality and Diversity Monitoring Form which can be found at: Click Here University of the Arts, London VEREDUS Page-12