Head of IT Development

APPOINTMENT OF

the head of it development and projects

The professional University

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www.rgu.ac.uk

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CONTENTS

OPPORTUNITY

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IT SERVICES

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A CLEAR FUTURE

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THE PROFESSIONAL UNIVERSITY

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ONE CAMPUS, ONE VISION – GARTHDEE 2020

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ROLE PROFILE

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person PROFILE

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CITY OF ABERDEEN

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CORPORATE MANAGEMENT ARRANGEMENTS

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ORGANISATION CHART

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SUMMARY OF TERMS AND CONDITIONS

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HOW TO APPLY

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THE OPPORTUNITY

’THE TOP MODERN UNIVERSITY IN THE UK’

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IN ‘THE TIMES GOOD UNIVERSITY GUIDE’

The University prides itself in producing highly valued graduates for the business, engineering, design, health and social work professions as well as the social science and biomedical science sector. Indeed, our clear focus on professional education coupled with strong links to the public and third sectors and to the science industry, means the University has one of the UK’s best graduate employment records.

You will be joining us at a pivotal time when we are ready to make the next step change in becoming a great University, rather than just the best University of our kind. In fact the Robert Gordon University was named the “Scottish University of the Year 2011” by the Sunday Times.

By 2012 our “Estates Master Plan” will have provided us with the best riverside campus in Europe. This, together with our Virtual Learning Environment, will assure continued provision of a first class learning experience for all our students, both on and off campus.

We are ambitious in our future plans for the use of Information Technology as a means to transform the administrative, teaching, learning and research environments for staff and students and to reach out collaboratively to our external community. Technology based projects are core to realising our mission, and increasingly involve elements of significant organisational change as well as the enabling technology components. We are at present planning a significant programme of work on “future IT” which will cover a number of key programmes across the University and at the same time we wish to ensure that we are driving continuous improvement and efficiencies to our current IT provision.

For the role of Head of IT Development and Projects, we seek a strong and capable leader broadly grounded in IT, able to create and sustain a new IT Development function, and above all to be an effective leader and supporter of change across the organisation.

- THREE YEARS IN A ROW

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IT SERVICES

The central IT Services Department is responsible for service management and project delivery in relation to core site infrastructure and Enterprise wide systems. It also operates a help desk facility and an IT procurement facility. In-house resource is backed up with external support contracts for critical aspects of the University infrastructure and Enterprise systems. The Department is currently adopting ITIL as an approach to service delivery, and runs all IT projects to a standard methodology based on a cut-down version of PRINCE.

Following significant modernisation and growth of the IT infrastructure over the past decade the Central IT Services Department is being restructured into two key divisions – one responsible for the delivery and operational support of existing services and one responsible for the development and implementation of new services and major upgrades/changes to existing services. This structure will provide a stronger focus on service delivery for current mission critical services, and development of a new generation of IT based services going forward.

Oversight of the IT provision is provided by an IT and Equipment Management Group which has representation from the University’s Strategic Planning and Resources Group (SPARG) and which approves IT Capital Spend and the forward programme of work.

The University provides over 3,000 desktops on Campus and in addition to that a growing population of staff, students and other stakeholders who access the key IT facilities on Campus, or remotely. The University

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operates a Wireless network and encourages students to bring their

infrastructure, server platforms and associated storage, deployment

own computing equipment onto the Campus. There are over 15,000

of a new virtual learning platform, modernisation of the externally

accounts registered on the central IT system, and with the University

facing web environments, and an ongoing programme of upgrades to

being a leader in online distance learning, our core learning platforms

core communication services and a range of management information

and electronic resources are used 24x7 by learners across the globe.

systems.

The Department manages on an ongoing basis a range of Enterprise

The next 3-5 year strategic IT development programme is centred

wide systems and in addition, several hundred desktop software

around 4 key strands:

applications are used across the University in the course of its teaching and learning activities. Services are currently hosted on two sites on

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A “future desktop” strand to modernize the desktop provision,

the Campus, connected resiliently together and onto the national

move towards “thin” and “virtual” desktop environments and

academic JANET network and hence to the Internet. The Department

be an enabler for the use of a growing diversity of new platforms;

is actively reviewing its future hosting strategy and plans to move to

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an outsourcing or sharing of datacenter capacity coupled with a longer

term move to “cloud” based platforms as these mature.

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Technology support for the Estates Masterplan which envisages a rich use of technology in teaching, learning and office spaces; A refresh of the internal and external information environments

– their associated web and mobile presence, access to management

The IT Services Department has worked with the University community

information and technology support for improved workflow,

to implement a range of new services and improvements in recent

business processes and document management;

years. These include a significant programme of work to improve

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capacity and resilience on the core Campus and Regional network

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A programme of continuous enhancement to the online learning environments and core enterprise systems;

A CLEAR FUTURE 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

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CRITICAL SUCCESS FACTORS

KEY PERFORMANCE INDICATORS

We have assessed the factors which will be critical to our success as follows:

In order to monitor progress at Board of Governors’ level, a set of six key

• Sustain our Scottish Funding Council and international student

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

numbers in a more challenging competitive environment

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

• Generate a major revenue stream from business interaction

objectives and against the critical success factors indentified above.

• Level of total SFC teaching funding and proportion of total

activities for the value that we add

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

SFC teaching allocation compared with previous years

• Level and geographical sources of income from international

develop our reputation – an excellent student experience

students compared with previous years

from first point of contact through every interface we have

• Net financial contribution from business interaction over time • Level of research grant and contract income and % full

with students

• A focused research portfolio which underpins teaching, is of

economic cost recovery over time

international standing and is financially sustainable

• Net surplus, current ratio and borrowing over time • Consistent high performance within the modern university

• A workforce which is committed, resourceful and effective • Continued financial health

sector in national league tables

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THE PROFESSIONAL UNIVERSITY ‘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.

OUR HERITAGE The 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 TODAY

“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.”

The University generates an annual group income of around £92 million through corporate programmes, consultancy and other business engagement, research income and fee paying or funded students. We currently employ approximately 1600 members of staff and deliver courses to around 15,500 students. 22% of these students are engaged

Adam Lomas Vice President, EP Learning & Development, Shell

in distance learning and corporate courses.

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

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“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 VIRTUAL CAMPUS

TRACK RECORD

The University has established a significant e-Learning capability, based

For three successive years, Robert Gordon University has retained the

around the ‘Moodle’ virtual learning environment. This is used to

position of the best modern university in the UK. (The Times, May 2010).

support an extensive range of distance learning courses and to support the learning of on-campus students in blended approaches. Effective

The Guardian University League Table for 2010 also ranked Robert Gordon

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

University as the top new University in Scotland and second in the UK.

plans to extend distance learning provision, including corporate

We consistently maintain one of the UK’s best graduate employment

learning, and to enhance the learning experience of all students. We

records. The Times Good University Guide 2011 notes that we are still best

are, we believe, the largest provider of online, distance learning in

University in Scotland for graduate prospects, and second in the UK, with

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

over 83% of our graduates landing graduate-type jobs within 6 months.

reviewing our provision, marketing and corporate branding to ensure

Our success in this area is bettered only by Imperial College.

we are capitalising on this USP. Sunday Times announced that the Robert Gordon University was their Scottish University of the Year, due to our continued and sustained commitment to the student experience, evidenced through our student satisfaction rates, graduate employability and campus re-development.

Sunday Times (12 September 2010)

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ABERDEEN COLLEGE – AN ASSOCIATE COLLEGE

INTERNATIONAL Our strategy is of ‘internationalisation’ of the total student experience for all students. This includes the curriculum, work

The strength of our regional commitment and also our understanding

placements and the wider experience they have interacting with

of the social inclusion wider access agenda is reflected in our

our staff and the community. International students have long

partnership with Aberdeen College, the largest FE College in Scotland.

been attracted to Robert Gordon University and contributed much

This is a truly outstanding alliance recognised by the Scottish Funding

to our cultural fabric. Indeed, in recent years, increasing numbers

Council as a model for others. The College is an associated college

of international students have made ours a truly international

of the University and there are articulation agreements across many

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

subject areas leading to 2+1 and 2+2 progression.

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.

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COMMERCIAL LINKS Our 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 working 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.

Additionally, our commercial organisation, Univation Ltd, continues to develop strong commercial relationships with major energy organisations worldwide, winning significant corporate contracts for delivery in the UK and overseas.

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‘Among the generation of new universities, Robert Gordon

“In the past decade, the university has invested more than £100m to improve its facilities, and intends to make the Garthdee site ‘the best riverside campus in Europe.’”

University in Aberdeen is the best placed’.

The Times (June 2008)

The Guardian (12 May 2009)

THE 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.

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ONE CAMPUS, ONE VISION – GARTHDEE 2020

The Masterplan 2009 aims to: The first phase, the consolidation of six sites into two, (Garthdee

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Consolidate all academic and administrative activities on the

and Schoolhill) was essentially complete by 2004. To date we have

Garthdee Campus site in order to create the finest riverside

invested over £100 million in new buildings and upgrading facilities

learning environment in Europe

for students. These have included the Aberdeen Business School,

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Create a clearly legible campus heart, focused around a

the Faculty of Health and Social Care, as well as a state of the art

student-centred experience

Sports Centre, modern onsite nursery and a health centre open to

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Develop a new and unified academic development on the

staff, students and the local community.

eastern portion of the site in order to gain from the advantages

of co-location and collaboration between disciplines

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Retain and enhance the landscaped qualities of the site and

seek to achieve a stronger relationship between buildings and

the riverside setting

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Develop the Garthdee Campus in a sustainable, phased

manner reflecting the availability of project funding

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Re-utilise appropriate areas within existing buildings to form a

more holistic and integrated campus

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Develop a new focus for arrival/entrance from the south,

including a new pedestrian and cycle bridge to the south side

of the river

We have recently secured full planning consent for the Masterplan 2009 – likely to be 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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ROLE PROFILE: HEAD OF IT DEVELOPMENT AND PROJECTS

Principal Duties

RESPONSIBLE TO The post will be responsible to the Executive Director (IT and

1. The post holder will manage the following functions and staff

Communication).

(6 direct reports and approximately 20 staff in total) including any

PURPOSE OF THE POST :

associated external contracts/strategic partners for delivery, with

The overall purpose of this post is to ensure that a forward IT

financial management of the associated IT Revenue Budget (£1m).

development programme is put together to support the University and

In addition, the post will be responsible to the IT and Equipment

the IT Strategy, and that all elements of that programme are delivered

Management Group or equivalent for the delivery of a programme of

to time, quality and budget and that they realise the benefits for which

IT related Capital projects totalling in the region of £0.5m - £1m per

they were funded.

annum and to the Estates Masterplan project for implementation of IT aspects of the Estates Masterplan.

The use of Information Technology is a critical enabler to the academic and administrative functions of the University, and

• Campus IT Architect

successful implementation of technology based change is essential

• Project Manager x2

on a University wide basis for the University to remain competitive in

• Business Analyst

the national and international marketplace, and for the University to

• Infrastructure Development Team

optimise its internal administrative processes and use of information.

• Web and Applications Development Team

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• During the transitional period ensure active communication lines

exist across teams in order to clarify new reporting lines and areas

of responsibilities within new departmental structure and work to

resolve any communication issued that arise;

2. Lead the IT programme management through the development and implementation, in conjunction with key stakeholders, of a 3 year rolling programme of IT developments to time, quality and cost, ensuring the realisation of anticipated benefits and managing associated risks;

3.

Introduce and maintain robust standards of project management

capable of delivering the above, provide coaching and training as appropriate;

4.

Provide leadership across IT services for the definition, design and

development of future systems and architectures;

5.

Establish key partnerships and relationships with external

suppliers, consultants and contractors to support the development of increased and flexible capacity for development projects;

6.

Establish and operate formal engagement with the service and

support teams to ensure that projects take into account support requirements and that effective handover to operations is managed in a timely manner with appropriate risk and change control;

7.

In managing these functions, the post holder will be expected to:

Contribute to strategic planning processes across the University,

representing IT Services and providing expert advice for the forward planning of development to support business process and teaching

• Conduct regular performance reviews in line with the RGU EPR

process with all direct reports and ensure that development plans

are in place;

process change;

Key success criteria

• Coach and mentor the direct reports to ensure continuous

personal development for them and to align their skills to the

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University’s needs;

strategic aims through the IT Strategy is clear, achievable, and the

The development programme which supports the University’s

• Ensure that a viable forward plan of work is in place in each

senior management team of the University is confident that they have

team and for each project, explicitly linked to the forward IT

been able to adequately engage with its development and direction;

development programme;

• Ensure that all requirements for health, safety and welfare for the

2.

teams and direct reports are met including risk assessment, audits

time, scope, quality and budget and meet the University objectives for

and inspections as required;

which they were funded;

The development programme and all projects are delivered to

• Ensure that teams within the Development section work together

and with those from the Operations and support section

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effectively;

to time, scope, quality, budget and to meet stakeholders’ real needs.

• Ensure all members of team are effectively communicated with in

terms of wider departmental and RGU issues.

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The development function has a reputation for delivering projects

PERSON PROFILE

Qualifications:

Knowledge:

• Must be educated to Degree level, preferably in an IT related

• Project and programme management principles and methods and

discipline.

their effective application on technology based change projects.

• Formal qualifications in project management disciplines.

• Broad high level knowledge of IT Infrastructure and Application

For example, in PRINCE2 or APM would be advantageous

and/or Higher level qualifications in strategic aspects of IT;

• Established people management and influencing skills.

technologies.

• Excellent written and spoken communication skills.

• Good financial management skills and understanding.

• Working knowledge of systems development methodologies;

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Change Leadership The post will carry a significant change leadership dimension, given that the majority of IT development projects are explicitly about change and frequently a significant scale of change on an institutional wide basis. Added to this is the pace of technological change and changing stakeholder priorities. To achieve this will require significant influence and engagement across the University community with strong communication and negotiation skills to enable business transformation. The post will also require significant change leadership within the IT Department in the early stages to adopt new approaches, changes to existing working practices and continuous improvement to development capability.

Travel/Hours: • May be requirement to work additional hours from time to time,

particularly during major implementation.

• Travel to external companies or exemplar sites within and outwith

the UK from time to time.

In addition, the management team agreed 12 critical leadership behaviours that all managers should exhibit or plan to develop: • Communicates a clear and consistent vision (or plan) with

commitment

• Champions change – able to engage others and enhance buy-in • Treats people with respect

Experience:

• Demonstrates integrity and high ethical standards

• Significant experience of successfully managing to time and

budget IT based projects of over 1000 man days from

start to finish in a large (>500 user) organisation and successfully

leading cross-organisational change as part of these projects.

• Sets and sustains high personal standards of delivery • Is decisive, particularly when confronted with challenging issues • Able to adapt and capitalise on new opportunities • Builds effective relationships

• Experience of successfully defining and managing a significantly

• Builds effective team performance

sized programme of inter-related projects;

• Openly encourages and recognises the contribution of others

• Significant experience of working with varied stakeholders to

• Gives constructive feedback on a regular basis

develop long term strategic IT vision and plans;

• Encourages personal development and provides appropriate

• Demonstrable experience of leading and implementing significant

organisational change

• Experience on this scale within a Higher Education environment

and/or experience of significant project challenges and evidence

of lessons learned would be advantageous.

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opportunities

ABERDEEN CITY AND SHIRE

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ROBERT 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 MERCER 2010 ‘QUALITY OF LIVING’ SURVEY RECENTLY RATED ABERDEEN AS ONE OF THE TOP WORLD CITIES AND SECOND ONLY TO LONDON IN THE UK. 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 links To view our interactive site on Aberdeenshire, with excellent information on education, health, housing, transport and weather, please visit: http://www2.rgu.ac.uk/aberdeenshire/

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CORPORATE MANAGEMENT ARRANGEMENTS

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THE BOARD OF GOVERNORS

STRATEGIC PLANNING AND RESOURCES GROUP (SPARG)

The Board of Governors of the University is constituted in accordance with The Robert Gordon University (Scotland) Order of Council 2006.

In ensuring the efficient management of the University, the Principal

The Board is composed of appointed and elected Governors who

& Vice Chancellor is assisted and supported by the Strategic Planning

have experience of higher education, industrial, commercial, and

and Resources Group (SPARG) which comprises four Vice-Principals

public service sectors and a wide range of professional practice. Staff

and Pro Vice Chancellors (one of which is ‘senior’ and is the Deputy

and Student Governors are elected and have equal standing with

P&VC), two Executive Directors, Human Resources and Information

those others who are appointed.

Technology, three Deans of Faculty and two other Deans (Learning

Enhancement and Students). The four Vice-Principals each carry

The Board of Governors has the following standing committees -

a specific strategic role focussed on the planning and resources,

• • • • • •

teaching, research and student experience agendas and all members

Chairman’s Committee

of SPARG carry wider portfolios which may change over time.

Staff Governance Committee Audit Committee

SENIOR MANAGEMENT GROUP (SMG)

Finance and General Purposes Committee

The Senior Management Group comprises all Heads of School

Nominations Committee

and appropriate Heads of Department within the University. The

Remuneration Committee.

SMG was established following a review of ‘involvement’ and communications to facilitate better and more frequent involvement in

THE ACADEMIC COUNCIL

policy development and a better flow of information across the whole

The Board are required to delegate to the Academic Council those

University. This group has regular meetings with SPARG.

functions relating to the planning, co-ordination, development and supervision of the academic work of the University. Academic Council

For further information, please visit:

is chaired by the Principal & Vice Chancellor. Much of the work of

www.rgu.ac.uk/about/senior-management

the Academic Council is delivered through standing committees, subcommittees, Faculty Boards, School Committees and course panels.

As a result a large proportion of the University community are involved in its activities. The Principal reports to the Board of Governors on the work of the Academic Council regularly.

THE ROLE OF THE PRINCIPAL & VICE CHANCELLOR The Board of Governors is required to delegate to the Principal & Vice Chancellor those functions relating to the organisation and management of the University. The Principal & Vice Chancellor is the chief academic, administrative and accounting officer for the University, effectively the “Chief Executive”.

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SENIOR MANAGEMENT GROUP ORGANISATION CHART

Secretary to the Board

University Solicitor

Policy Advisor

Senior Vice Principal & Deputy Vice-Chancellor (Academic Development & Quality)

Vice Principal & Pro Vice-Chancellor (Student Experience) & External Relations)

Vice Principal & Pro Vice-Chancellor (Research & Commercialisation)

Dean for the Enhancement of Learning, Teaching & Assessment

Dean of Students

Department for the Enhancement of Learning, Teaching & Assessment

Student Services

Academic Affairs Library Services

Student Recruitment Development Office Student Administration Communications Office

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CREDO

Principal & Vice-Chancellor

Vice Principal & Pro Vice-Chancellor (Planning & Resources)

Finance & Procurement Estates & Property Services RGU: SPORT Planning

Vice Principal & Pro Vice Chancellor (Planning & Resources)

Dean of Aberdeen Business School

Dean of Faculty of Design & Technology

Dean of Faculty of Health & Social Care

Department of Accounting, Finance & Economics

School of Computing

School of Applied Social Studies

School of Engineering

School of Health Sciences

Department of Communication, Marketing & Media Department of Information Management Department of Law

Gray’s School of Art The Scott Sutherland School of Architecture & Built Environment

School of Nursing & Midwifery School of Pharmacy & Life Sciences

Department of Management

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Executive Director (Information Technology & Communication)

Executive Director (Human Resources)

IT Services

Human Resources

Univation Records Management

Organisation Development & Leadership Occupational & Environmental Health & Safety The Gatehouse Design & Print Consultancy

SUMMARY OF CONTRACT TERMS & CONDITIONS Salary

Conflict of Interest, Confidentiality & Intellectual Property Rights

The salary for this appointment is £51,240 - £57,664.

We will expect that all other paid or unpaid appointment or

Employee performance review

employments are declared as a part of the appointment process. We

You will be required to maintain your expertise and professional

encourage appropriate external activity within the higher education

membership (where relevant), to undertake programmes of personal

community and beyond as this can enhance the University’s influence

development, and to participate in the employee performance review

and reputation. However this can also lead to conflicts of interest

process.

and it is in the best interests of all stakeholders if other activities are declared, reviewed and properly approved. An annual declaration

Annual leave

is also required by the Principal, SPARG and most other senior

You will be entitled to 33 days annual leave with pay per annum in

managers.

addition to 10 Fixed Public and Statutory Holidays.

Our contracts include appropriate clauses that preserve for the

Pension

University the right to confidentiality of its legitimate commercial

We operate under the Scottish Teachers and Local Government

interests and other rights over material property in its ownership.

Pension Schemes. Contributions are made by employer and employee and they are both “final salary” schemes incorporating ill health and

Relocation

death benefits. The schemes are widely recognised as excellent

We will agree with the successful candidate relocation assistance

schemes. If you have a personal pension we will discuss with you the

appropriate to his/her particular circumstances, with a maximum

most appropriate arrangements.

allowance of 12% of salary (subject to Inland Revenue conditions and terms of the Relocation Policy). You will be required to reside in

Form of Contract & Notice Period

Aberdeen or within 30 minutes travel to work distance of it.

The contract offered is expected to be a normal substantive contract.

The notice period is negotiable but we would expect it to be not less

Other benefits

than 6 months. However, there may be candidates for whom other

You will have access to a range of voluntary and salary sacrifice

forms of contractual arrangement would be beneficial and, at this

benefits, including personal healthcare, dental plans, health cash

stage, we are open minded as to the final outcome.

plans, childcare vouchers and cycle to work schemes, as well as an onsite Sports Centre and Nursery.

Sick Pay Sick Pay entitlement is generous (up to six months full pay and six

We are keen to ensure that your career move is appropriately

months half pay) as would be expected under public service scheme

rewarded and if circumstances dictate, we will discuss the terms of the

arrangements, however, in the event of long term ill health, we reserve

overall package with the successful candidate. Unfortunately we are

the right to seek early medical evaluation.

unable to offer car, car loan or leasing arrangements.

Pre-employment medical A comprehensive pre-employment medical will be required of the successful candidate.

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HOW TO APPLY

To apply visit: www.rgu.ac.uk/jobs

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Robert Gordon University, Garthdee Campus, Garthdee Road, Aberdeen, AB10 7QE, United Kingdom Produced by The Gatehouse Design & Print Consultancy at Robert Gordon University Robert Gordon University, a Scottish Charity registered under charity number SC013781

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