Heads of Schools: Appointment Process and Job Description I. Procedure for the Appointment of Heads of Schools The appointment, rather than the nomination, of Heads of Colleges was a sine qua non of the creation of the new College structure. Particular methods of appointment for the Heads of Schools were not treated in the same way and more gradual development was anticipated. In the course of the various extensive consultation exercises which surrounded the full development of the new structure, positive suggestions were made by some that the principles of appointment articulated for the Head of College should extend to the Headships of Schools. Others expressed a preference for retaining the current procedure for identifying Heads of Departments. Formally, the appointment procedure, the duties and the period of office of Heads of Schools is for the Court to approve. The appointment procedure is for the agreement of Court on the recommendation of the Head of College, and 1 which may vary from School to School. The guidance below has been drafted by the Director of Human Resources, bearing in mind the following:- The desirability of smooth change, and phased appointments, taking advantage of the pre-existence of many of the Schools and current post-holders (ie we do not want to appoint all twenty on the same day, for the sake of continuity now and in the future). The need to ensure that sound employment practice, particularly with regard to equality of opportunity, is securely in place. The need to permit appropriate involvement of the staff of the School in whatever procedure is adopted. The need for appropriate consultation on the process itself The need to permit any procedure to vary from School to School, as the Resolution states. Given these requirements, it seemed best to create a set of principles which must be observed in the appointment of Heads of Schools. Observation of these will be mandatory and must be capable of being demonstrated, but the 1 Resolution of the University Court No 19/2001, section 2 ( c ).
procedure adopted can still be flexible in style and approach to suit the School concerned. It is also important to recognise that the role of Head of School occupies a central position in the leadership structure of the University. It carries with it a significant set of accountabilities for which he or she is responsible, through the Head of College, to the Principal and, ultimately, the University Court. These include a shared responsibility for College and University interests as well as statutory and legal responsibilities. Equally importantly, the role embodies a set of responsibilities to, and for, all staff and students in the School including ensuring that their voice (or sometimes, voices) are heard and heeded in both College and University processes and that the development of the School, in human and academic terms, is fostered and supported. The appointment process which is used must recognise these varied interests as well as complying with good employment practice, and the principles on which it is based (set out below) reflect this balance also. The principles are:- 1. Information about the Headship must be made available to all staff, including the formal role description but also any additional information relevant to the role in that particular School. Information about the appointment procedure must also be provided. Both must be in writing. 2. All members of the academic staff2 in the School must be provided with the opportunity to express an interest in being appointed to the position. This invitation must be in writing. No member of staff may be considered in an appointment process for the Headship of a School without his or her knowledge and permission, in writing. 3. The procedure should involve a selection committee of a reasonable size. Ideally, this should not have more than five members although the size and nature of School will be a factor in determining the size of the Committee (see 4 below). It should include the Head of College or his/her nominee and one member of University staff from outwith the School, who is nominated by the Convener of Staff Committee. 4. In order to ensure that staff in the School have opportunity for involvement, the Committee should contain one or more members directly elected by the staff within the School. It will be for the School to propose the number of such members, the constituencies from which they might drawn and by which they would elected, and also to organise any election. In so doing, it will be important to ensure that an appropriate balance is achieved which reflects the size and shape of the School and to be mindful that the Committee should not be too large. If this provision for elected members is adopted, the Equal 2 Academic is intended to mean a member of staff with academic background and credibility, and is not simply to be construed by a current grade (eg AT).
Opportunities Officer must be consulted to ensure that this particular stage is consistent with good equal opportunities practice (notwithstanding the general provision at 7). Elected members are expected to consult with all staff in their constituency about the requirements which they see as important in the Head of School position and its holder, and to ensure that these views are taken into account by the Selection Committee. 5. The Committee itself, when established, may decide itself on who should Chair it, or this may be agreed locally. 6. Formally, the appointment will be authorised by the Head of College and, except where (10.) below applies, the appointment will take the form of an internal secondment to special duties. 7. At all stages the procedures used should conform to, and be guided where relevant by, the University s Equal Opportunities code. 8. Advice must be sought on any new procedure (or modification to an existing one) from the College HR Manager (until appointment, from the Director of Human Resources). 9. It is the responsibility of the Head of College to approve the procedure used. This approval includes a responsibility to the University Court that the process adopted conforms with the principles set out in this document (which itself constitutes the procedure approved by the Court under Section 2 (c) of the Resolution). 10.All appointments are currently assumed to be for a period of three years, with the possibility of variation for management reasons, and will be internal appointments (i.e. with an underlying contract for the period). The appointment may be extended for a second three year term, but no more. Heads of School will be eligible for special study leave (one year) on completion of their period of office. 11.In the unlikely event that no suitable internal candidate can be secured, it would be possible, though exceptional, for the post to be filled by external advertisement, providing that (a) a post is fully funded from within the existing salary budgets and (b) that the initial period as Head of School in limited to the same period as for internal appointments (although the underlying academic appointment would be open-ended).
II. Head of School Role Profile Purpose of the Role The Head of School is accountable for:- The provision of academic leadership, developing and delivering School objectives for, in particular, teaching, research and knowledge transfer, which are aligned with the University and College strategy, The effective governance and management of the School and all of its resources. Context of the Role Responsible to the Head of College One of 22 Heads of School providing senior academic leadership in the University A member of the College s academic leadership group Also has significant relationships with: (i) Principal and Senior Vice-Principal, (ii) Other Heads of School, (iii) College Registrar and other members of the College Management team, (iv) Heads of Support Services and the Heads of Support Groups, (v) Assistant and Vice-Principals, (vi) Relevant organisations external to the University. Key Result Areas/Responsibilities A. Provide strategic leadership in teaching, research and knowledge transfer, developing a shared vision that the School will respond to appropriately in respect to external and internal influences. B. Create a positive and collegiate environment, with an emphasis on communication, in which individual members of staff are engaged and their contributions are encouraged and recognised. C. Develop the School Plan and set and monitor performance standards to optimise the use of all of the School s resources, and where necessary, ensure corrective action is taken. D. Where change is needed, lead it through effective communication of the vision for the School, to ensure staff understand and embrace the need for change and their role in contributing to the goals of the School. E. Champion the development of constructive working relationships between the School and colleagues in other parts of the University, in order to facilitate mutual understanding and effective joint working.
F. Fulfil an ambassadorial role for the School, which facilitates, establishes and maintains productive relationships with external organisations, to maximise any available opportunities. III. Head of School Selection Criteria Essential Ability to provide academic and management leadership across the range of disciplines present within the School. A consultative approach to management combined with executive decision making ability. Strategic vision and ability to lead the development and delivery of a strategic plan for the School. Ability to take a College wide perspective and collaborate with other Schools to achieve College objectives. Proven track record in research and or teaching in areas relevant to the School. Experience of managing groups of staff and or significant budgets. Experience of successfully convening and or chairing meetings. Proven ability to achieve results through others. Interest in management and in developing own management skills. Currently on an Academic contract which will not terminate prior to the end of the proposed period of appointment. Desirable Experience of developing plans in accordance with the University and College annual planning programme. Detailed knowledge of financial management. Previous involvement in student affairs e.g. Director of studies, member of student welfare committees. Experience of chairing or convening committees at College or University level. Experience of representing the School on College wide bodies or the College on University wide bodies. Experience of representing the University or College externally or dealing with external bodies on behalf of the University. Review Approved by University Court 2002. This document was amended in February 2014 to substitute the previous Head of School Role Outline with the most recent Head of School Role Profile and Selection Criteria in use since March 2012.
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