APPOINTMENT OF DEAN OF WESTMINSTER BUSINESS SCHOOL DEAN OF SOCIAL SCIENCES & HUMANITIES

Transcription

1 APPOINTMENT OF DEAN OF WESTMINSTER BUSINESS SCHOOL DEAN OF SOCIAL SCIENCES & HUMANITIES

2 We re proud to be a University that develops the intellectual, physical, social and spiritual elements of over 22,000 students. Our values are to be courageous, connected, generous, excellent and sustainable so we can face the issues of the modern world. Our four main sites Regent Street, Marylebone, Cavendish and Harrow offer state-of-the-art-facilities including 350-seater lecture theatres, bars, gyms and even therapy suites. All have been extensively redeveloped to create fresh and inspiring places to learn and socialise, creating a unique University community. With a ten-year strategy to invest in our estate, there are great things ahead for our staff as well as our students. Over the past academic year we have celebrated the University of Westminster s 175th anniversary. Students and alumni joined staff, partners and supporters to recognise and honour our proud traditions of innovation and creativity, of providing education for all and of shaping and improving lives around the world. Our University was the original blueprint for the sought after model of collaboration with industry and practice. Today, we are a cosmopolitan University with a social conscience. We are dedicated to ensuring that Westminster graduates are confident, independent, highly employable and free thinking, furnished with the technical and analytical skills to compete in the global knowledge economy. Westminster students will benefit from the experience of a diverse, multicultural and vibrant learning community in the heart of London. ABOUT US 2

3 MAIN OBJECTIVES CURRENT POSITION AND PLANS ORGANISATION Located in the heart of London, the premier global city, we are a cosmopolitan university building on our roots as an innovative institution with a social conscience. The University comprises five faculties. Faculty Deans are full members of the University Executive Board We aspire to be a practice focussed university in the top half of HEIs in the UK with some disciplines in the top 500 worldwide. Our University was the original blueprint for the sought after model of collaboration with industry and practice and today occupies a distinctive place as an independent, commercially aware institution. To 2020 and beyond Westminster will build on its progressive, inclusive and enterprising history to shape the future of professional life. We will continue to create a rich, dynamic and inspirational university based on world-leading research, absorbing teaching, and enterprising education for all. Our confidence will be built on financial strength and a high-quality estate with a modern, technologically advanced infrastructure that provides strong evidence of our commitment to a green agenda. Our students will be global citizens, professional leaders, and lifelong learners, appreciating the need for interdisciplinary approaches in understanding and resolving the constantly evolving intellectual, professional and business challenges of the 21st century. Together these characteristics will position Westminster as the leading practice focussed London based university. Faculty of Architecture and Built Environment (Marylebone) Faculty of Media, Art and Design (Harrow) Faculty of Science and Technology (New Cavendish) Faculty of Social Sciences and Humanities (including Languages and the Westminster Law School) (Regent St) Westminster Business School (Marylebone) The University Executive Board comprises the Vice-Chancellor, Provost, Registrar, Finance Director, Director of Marketing, Communications and Student Recruitment, and the five Faculty Deans. CORPORATE SERVICES The Corporate Services functions provide the effective and professional delivery of services in support of teaching, research and knowledge transfer, and the management of student residences and sports facilities. The Corporate Services Departments include: Academic Registrar Student Affairs Estates and Facilities Finance Human Resources and Organisational Development Information Services Student Recruitment, Admissions and Marketing Planning Office Vice Chancellor s Office 3

4 The Westminster Business School was established in 1997 and is located in Central London at the University s Marylebone Campus. The School has an annual turnover in excess of 45 million, a diverse student community of nearly 5,000 students with around 1,000 registered at postgraduate level and an academic staff of nearly 200 full time equivalents and 150 visiting lecturers, making it one of the largest University business schools in the UK. As one of the University s five faculties, Westminster Business School is responsible for the delivery of business and management education within the institution. Designed for the global marketplace and based in central London, the School s courses enable a diverse community of student, staff and other stakeholders to engage with academic, professional and research communities. The School comprises the following departments: Accounting, Finance & Governance Human Resource Management Leadership and Professional Development Marketing and Business Strategy Economics and Quantitative Methods Business Information Management and Operations. The School s vision is to gain worldwide recognition as an internationally-facing, professional and research engaged business school, and its mission is to facilitate the development of the business and management careers of our students in a complex and uncertain professional world. It strives to achieve this by drawing on applied research, practitioner expertise and management development experience in order to offer a wide range of business and management programmes. 4

5 WESTMINSTER BUSINESS SCHOOL AT THE UNIVERSITY OF WESTMINSTER In 2012, the Business School benefited from a 20m redevelopment project to provide high specification teaching and social spaces to support and enhance the student learning experience. This includes a state of the art Financial Markets suite. Currently an additional 200,000 is being invested in updating and enhancing its learning spaces and technologies ready for September The School has an established Advisory Board, including a number of influential external stakeholders to help direct the long-term development of the School. Strategic objectives are currently being updated in line with the University s 5 year strategic plan. Academic staff bring together professional experiences, often at senior levels, and active engagement in applied research and scholarship. Accordingly, the School s curriculum is professionally focused, but underpinned by its applied research. In addition, there is a strong emphasis on connected thinking and breaking down the traditional silos in business and management education. The School celebrates academic enterprise and has developed a portfolio of products which are aligned to its academic strengths. These encompass education, training and development partnerships aimed at corporate clients including the MBA and Postgraduate Diploma in Management for the Kings Health partnership; open courses including Women for the Board, the Professional Diploma in Digital Marketing, and a series of APMG accredited project management short courses. The School also undertakes contract work for organisations such as The Royal Society, the Department for Business Innovation and Skills and the Government Equalities Office. The School is involved in a number of knowledge transfer partnerships as well as research and development projects. The Business School hosts three Research Centres that have portfolios of research recognised to be internationally world-leading and excellent. These are Centre for Employment Research; Centre for Research in Finance and Financial Services; and the Centre for the Study of the Production of the Built Environment. This research attracts funding from leading grant awarding bodies such as ESRC, the Leverhulme Trust, and the Nuffield Foundation. The School s professional accreditations include the Association of MBA s, the Association of Chartered Certified Accountants (ACCA), the Chartered Institute of Personnel and Development (CIPD), the Association for Project Management (APM), the Chartered Institute of Procurement & Supply (CIPS), the Chartered Institute of Marketing (CIM), the Chartered Management Institute (CMI), the Chartered Institute for Securities & Investment (CISI), the Institute of Direct and Digital Marketing (IDM), Chartered Institute of Management Accountants (CIMA), the Digital Marketing Institute (DMI) and The Association to Advance Collegiate Schools of Business (AACSB). These accreditations, together with the strength of our corporate connections, means that the Faculty is able to ensure a strong professional practice focus. Westminster Business School supports internationalisation within the curriculum, through the student and staff body, partnerships, and research. The School attracts 46% of the University s postgraduate intake of non-uk enrolments and 38% of undergraduate non-uk enrolments. It has a diverse and cosmopolitan international student profile, with a third of non-uk students coming from the EU, a third from South East Asia and a third from the rest of the world. This rich diversity in our student body brings opportunities and challenges. The opportunities lie in continuing to identify, develop and manage suitable partnerships with overseas Universities and pathway providers. These are currently in place in China, South Asia, South East Asia and the EU, including Phd collaboration with Haaga Helia in Finland. 5

6 6 The Faculty of Social Sciences and Humanities was formed in 2013 and involved the merger of the School of Social Sciences, Humanities and Languages with the Westminster Law School. The Faculty is located across three sites, forming the Regent Street campus: our historic headquarters at 309 Regent Street, Wells Street and Little Titchfield Street, which houses the Faculty library.

7 THE FACULTY OF SOCIAL SCIENCES AND HUMANITIES (INCLUDING LANGUAGES AND THE WESTMINSTER LAW SCHOOL) The Faculty is comprised of six academic units: The Department of English, Linguistics and Cultural Studies The Department of Politics and International Relations The Department of History, Sociology and Criminology The Department of Modern Languages and Cultures The Westminster Professional Language Centre The Westminster Law School. The mission of the Faculty is to offer our students a vibrant and high quality learning, teaching and research environment which: Fosters innovation and creative thinking Is inspired by cutting edge research Is informed by professional practice Builds the next generation of highly skilled and employable global citizens who will shape the future. Each of the academic units has a portfolio of activity which encompasses undergraduate and postgraduate courses and programmes; a cohort of research students; and cutting-edge research. In the REF2014, there was an outstanding result for English Language and Literature, which climbed nearly 50 places in the Times Higher Education rankings. Politics and International Studies, Area Studies, History and Law all had very impressive results with again significant proportions of outputs, impact and environment judged to be 4* and 3*. As one of the largest of the university s faculties, Social Sciences and Humanities has over 200 staff; 2,750 undergraduate full time students; 500 undergraduate part time students; and 700 postgraduate students both full and part time. Applications for 2015/16 are strong and above the national average, including our benchmark competitors, and it is a key priority for the Faculty to keep raising its entry threshold criteria, currently on average just over 300 tariff points, and over 345 points for the large LLB programme in the Westminster Law School. Each of the Faculty s departments and the Westminster Law School is financially strong, and the Faculty, last year produced an above budget surplus and returned a significant contribution to the University. Each of the departments and the Westminster Law School have developed their own five year strategic plan and the priorities for the next five years are: To continue to recruit on target in the new challenging environment in which the Faculty is now operating To continue to enhance our research informed learning and teaching To continue to expand the number of research active staff and enhance the quality of our research for REF2020 To continue to enhance the student experience and further improve NSS results To continue to develop the generation of new income streams through expanding our business and enterprise activities. The Faculty has an experienced and strong senior management team operating through the Faculty Executive Group, and extensive and well developed Faculty support arrangements operating through the Faculty Registry and the Faculty Office and led by an experienced Head of Faculty Administration. 7

8 THE APPOINTMENT 8

9 FACULTY OF SOCIAL SCIENCES & HUMANITIES AND THE WESTMINSTER BUSINESS SCHOOL Decanal appointments are permanent posts, subject to normal probationary review. The post holder will have a senior management contract of employment with the University. Normally, the post holder would be a professorial appointment. The Dean will be committed to promoting academic excellence through leadership. The successful candidate will have esteem in their discipline and possess a demonstrable ability to provide strategic direction and leadership. A record of international standing in research or practice is desirable and the appointee will be expected to maintain his/her own research profile. A critical expectation for the post is that its holder will have the drive and vision to enhance further the reputation, profile and performance of the Faculty. In terms of personal qualities, the appointee is expected to have: Strong communication and interpersonal skills Strong negotiating skills Proven ability to manage and lead Team building skills A high level of energy and enthusiasm Personal integrity and sound ethical standards A passion for the Faculty and the University to be successful. The Dean will: Have experience of leadership Have experience of managing budgets and staff Have strong strategic skills Have experience of leading change Be familiar with financial planning and have financial acumen Understand the environment in which higher education institutions operate, including the funding regime. 9

10 THE APPOINTMENT 1. JOB TITLE: DEAN OF FACULTY WITH PRO VICE CHANCELLOR RESPONSIBILITIES 2. REPORTS TO: PROVOST 3. JOB PURPOSE: To provide academic leadership within the University as full members of the University s Executive Board (UEB) with delegated Pro Vice Chancellor responsibilities for strategic priorities as agreed with the Provost. To represent the University and to promote its values and mission within London, nationally and internationally. To provide academic leadership and management of the Faculty, to represent the Faculty s interests in the formulation of University policy; to be responsible for the implementation of University policy within the Faculty; to manage staff and resources of the Faculty in a manner consistent with University policy to promote the Faculty among external stakeholders and alumni. Deans are expected to engage and motivate their staff in the realisation of University aims. They should establish strong working relationships with members of the UEB and the Directors of Corporate Services. their disciplinary complexity, in formal external associations and in the character of their work, it is not possible to provide a definitive guide on the delegation of responsibilities, or to designate appropriate professional networks and support structures. Deans are expected to lead. This requires that they take advice on appropriate strategies and tactics from those who are best able to advise them, not simply about the appropriateness of actions but also about how to secure buyin from the staff of the School. In discharging these responsibilities, Deans are supported by/may draw on the support of the Vice Chancellor and President, Deputy Vice Chancellors and other members of the Executive, Heads of the University s professional services as well as local administrative teams. The broad responsibilities of the Dean include: Strategic and operational planning Academic leadership Staff development and management Finance and infrastructure management. As Faculties differ in their work schedules, in their size, in 10

11 NOTE: This job description does not form part of the employee s contract of employment but is provided for guidance. The precise duties and responsibilities of any job may be expected to change over time. Job holders should be consulted over any proposed changes to this job description before implementation. 4. PRINCIPAL ACCOUNTABILITES 4.1 Leadership To promote and foster excellence in teaching and learning, research, knowledge transfer, management and administration within and outside the Faculty. To establish an ethos of awareness and continuous enhancement of learning and teaching and the wider student experience and promote activity to support this within the Faculty and beyond. To support the development of leadership skills for others in the Faculty, so staff are suitably prepared to take on more senior leadership roles in the future. To ensure that succession planning is integral to leadership development and managing staffing changes within Departments/Centres and for the Faculty. To promote and foster a supportive working and educational environment that delivers equality and inclusiveness in all aspects of the Faculty s operations. To identify and promote opportunities that will enhance the Faculty s capacity to achieve its strategic aims, including developing business cases for innovative programmes and initiatives that will advance the Faculty s capacity to increase its revenue. To undertake specific delegated pro-vice-chancellor responsibilities for the leadership of strategic priorities across the University as agreed with the VC or Provost. 4.2 Learning & Teaching To promote and foster high-quality teaching and learning, alongside curriculum development. To ensure structures and operations exist for the development, delivery and quality assurance of teaching and learning, including innovative educational technologies, within the Faculty in accordance with University policy and Regulations. To ensure structures and operations exist for coordination and collaboration in teaching practices across the School, as well as with other Faculty. 4.3 Research & Knowledge Transfer To provide leadership in promoting and fostering research excellence, including research training for staff and ensuring the maintenance of appropriate standards and processes for higher degree and postdoctoral supervision. To provide leadership in the development, delivery and quality assurance of research and knowledge transfer activity in the Faculty. To provide leadership so as to maximise research effectiveness, including fostering links between individuals and appropriate research groupings within the University, to promote the growth of research grant success, and to exploit opportunities for knowledge transfer. To monitor the research performance of staff and PhD students in the Faculty as a whole and in the Departments/ Centres within it. 4.4 Resource Management To manage resources available to the Faculty including: a) Finance and Procurement To be responsible for the financial governance of the Faculty in accordance with the Financial Regulations and Procedures of the University and ensure that: Efficient and effective financial management procedures are in place. The most effective use is made of resources, including staffing. Value for money is obtained from activities within the Faculty. Appropriate and relevant internal controls are maintained. b) Estates To ensure appropriate usage of space within the space envelope made available to the Faculty, working to ensure compliance with the prevailing space management policy. To develop partnerships with national and international organisations, governments and commercial activities, whereby revenue from sources independent of HEFCE funding streams can be generated. To lead in developing strategies, as well as working with Departments/Centres to ensure their effective implementation, and to achieve a sustainable financial position. 11

12 THE APPOINTMENT 4.5 Strategic Planning & Plan Implementation To establish, secure agreement for and implement initiatives and development strategies which further the strategic aims of the University, as well as responding to internal and external requirements. To lead the development and implementation of long-term and short-term plans including targets for student numbers, research performance and staffing complements for Westminster s planning processes in compliance with the University s strategic aims. To ensure that all resources, including staff, money and space are deployed to maximise efficiency and effectiveness. To take responsibility for the Faculty s budget. To share responsibility for the management of strategic risk. To develop and implement strategies that ensure that agreed University targets for students, staffing, research income, commercialisation and other forms of fund-raising and income generation are achieved. To seek opportunities for academic links with other Faculties and disciplines within the University. 4.6 Governance To co-ordinate the work of Departments/Centres within the Faculty, to lead in formulating a vision of the long-term collective interests of these Departments/Centres and to represent their collective interests in the formulation of Faculty and University policy. To ensure effective academic leadership and resource management by establishing, leading and supporting the ongoing development of a Faculty team with clearly delegated responsibilities and accountabilities. To establish within the Faculty organisational, management and communication arrangements that ensure the effective conduct of business within University policy guidelines. To be responsible for ensuring that the Faculty acts in accordance with, and implements, University Regulations, policies, guide-lines and procedures, taking professional advice where appropriate. 4.7 Staff Management & Development To be the line manager for Heads of Departments/Centres within the Faculty, ensuring their effective development and operation as academic leaders within the Faculty and beyond. To keep staff up-to-date with policy aims, new developments and current policy debates within the Faculty. To develop a staffing plan that anticipates the academic, administrative and technical staffing needs of the Faculty, ensuring that current and future needs of the Faculty are presented and promoted to the Executive Board and discussed with the Corporate Services Group Directors who have responsibility for Faculty support and services, as appropriate. To promote and maintain professional standards. To monitor and ensure that appropriate induction, appraisal, training and development takes place for all staff in the Faculty. 4.8 Corporate Responsibility To translate and communicate University and Faculty strategies and policies. To serve on the Academic Council and Senior Management Team, and to contribute, advise and assist in the formulation of University policy and strategy. To optimise strengths by working in partnership with others locally, nationally and internationally, including to governments, the educational sector, professional bodies, research organisations, and relevant public sector, industrial and cultural institutions. To offer leadership on University committees and participate in corporate activities, appointments panels and decision-making processes. To represent the Faculty and University both internally and externally. 4.9 Health & Safety To be responsible for ensuring the activities of the Faculty, whether these are undertaken on University premises or elsewhere, comply with Health and Safety legislation and University policies. Should matters of concern arise which are out of the direct control of an individual Dean, these should be drawn to the attention of the University Registrar. 12

13 NOTE: This job description does not form part of the employee s contract of employment but is provided for guidance. The precise duties and responsibilities of any job may be expected to change over time. Job holders should be consulted over any proposed changes to this job description before implementation Professorial Duties Deans should engage with their discipline through scholarly activities and continue building up a successful reputation of international excellence in her/his area. Activities within the Faculty may include:- a) Learning and Teaching To contribute to the delivery and assessment of undergraduate and graduate student courses relevant to the appointee s expertise To supervise and train research students To act as a personal tutor to assigned tutees b) Research and Knowledge Transfer To provide leadership within the field of the appointee by undertaking research and knowledge transfer, seeking funding to support these activities and furthering the advancement of the discipline/ profession via peer reviewed publications To develop and strengthen links with others in the appointee s area of expertise and with external bodies to promote research and knowledge transfer Other Duties To carry out such other duties as may reasonably be required by the Vice Chancellor and President or Provost. To co-operate, in a collegiate spirit, with other members of the University s senior leadership and management teams. 5. PERSON SPECIFICATION 5.1 Qualifications A first degree, higher degree and an established academic or professional reputation, including a strong record of research or professional practice in an area within the subjects covered by the Faculty are essential. Senior membership of an appropriate professional body and a management qualification are desirable. The appointee must be committed to his/her ongoing professional development. 5.2 Experience An outstanding track record of personal achievement, research and/or practice in his/her main discipline are essential, as well as significant experience of the line management of a department or staff group in a higher education institution and a good understanding of the issues affecting HE. This should include a track record of significant achievement in the following areas: Course and curriculum development and the development and introduction of improved methods of teaching and learning Development and management of effective quality assurance procedures Promotion of research, including the generation of income from sponsorship, research contracts and other sources Management of staff and staffing budgets, including the effective handling of appraisal and staff development activities Development of continuing professional development and knowledge transfer programmes in collaboration with business partners, industry and professional bodies, preferably including some international experience Developing business plans, budgets and project plans and successfully managing resources within them. 5.3 Aptitudes, abilities and personal qualities Essential qualities include: Leading change by championing the vision and supporting the people involved. Planning and putting in place the necessary resources and supporting systems, including monitoring and communications Taking ownership and control and exercising leadership; initiating action and taking responsibility Setting ambitious but realistic goals. Showing commitment to their own personal development and identifying development strategies needed to achieve work and career goals Seeing and contributing to the big picture, showing the way forward so others understand what they must do to align their efforts to university-wide goals. Providing direction, inspiring others and taking responsibility for contributing to and delivering results to achieve the University s vision/goals. 13

14 HOW TO APPLY Application is by submission of a full curriculum vitae and a covering letter of application, addressing the job description and person specification and including suitable daytime and evening telephone contact details. To find out more about this senior appointment please visit or contact Perrett Laver at westminster@perrettlaver.com quoting the following reference numbers: Faculty of Social Sciences and Humanities: 2135; Westminster Business School: 2136 CLOSING DATE: Midnight on Sunday 16 August Completed applications should be uploaded at www. perrettlaver.com/candidates quoting reference 2135 or 2136 as appropriate (preferred), or posted to Perrett Laver, 8-10 Great George Street, London, SW1P 3AE by the closing date, or sent by to hillary.reitman@perrettlaver.com (ref 2315) or dan. martin@perrettlaver.com (ref 2316). All telephone enquiries, in the first instance, should be directed to Dan Martin on +44 (0) or Hillary Reitman+44 (0) as appropriate. An executive search exercise is being undertaken by Perrett Laver in parallel with the public advertisement of the post. Perrett Laver will support the Selection Committee in the discharge of its duties, both to assist in the assessment of candidates against the requirements for the role and to identify the widest possible field of qualified candidates. Perrett Laver will conduct preliminary interviews with long-listed candidates in early September 2015 and the Appointment Committee will meet in late September 2015 to decide upon a shortlist of candidates. These individuals will subsequently be invited to visit the University for an interview in late October Candidates shortlisted will be expected to undertake psychometric tests and attend an interview panel. To find out more about this appointment please visit 14

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