the head of school of NURSING AND MIDWIFERY
The professional University
CONTENTS the oPPORTUNITY 2 FACULTY OF HEALTH AND SOCIAL CARE 4 SCHOOL OF NURSING AND MIDWIFERY 6 UNIVERSITY STRATEGY 10 THE PROFESSIONAL UNIVERSITY 12 TRACK RECORD 16 ROLE PROFILE 18 CANDIDATE PROFILE 19 ABERDEEN CITY AND SHIRE 20 CORPORATE MANAGEMENT ARRANGEMENTS 22 ORGANISATION CHART 23 SUMMARY OF TERMS AND CONDITIONS 24 HOW TO APPLY 25
’THE TOP MODERN UNIVERSITY IN THE UK’
IN ‘THE TIMES GOOD UNIVERSITY GUIDE’
The University prides itself in producing highly valued graduates for the health and social work professions as well as the social science and science sectors. 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. By 2013 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 seeking to build upon our reputation for excellence in Nursing and Midwifery education, research and professional consultancy. As the Head of School, you’ll be at the heart of this, seeking to accelerate the pace of change, focusing on strategy and responding to the educational needs of the healthcare workforce, locally, nationally and indeed globally, as well as building and shaping the School’s research portfolio and commercial interests. This is a superb opportunity for a respected, ambitious leader, with appropriate professional qualifications and substantial, relevant experience of nurse/midwifery education. You will inspire staff and students alike, helping them to develop within a contemporary learning environment, which addresses the challenges of life-long learning within the health and social care sector against a rapidly-changing background of economic and technological advancements.
- THREE YEARS IN A ROW
faculty of health and Social care The Faculty is one of the leading providers of applied, practitioner focused education for Health, Social Care and Science. Currently there are approximately 3,500 undergraduate and postgraduate students studying across the Faculty in the Schools of Nursing and Midwifery, Health Sciences, Applied Social Studies, and Pharmacy and Life Sciences. Our Schools offer a wide range of undergraduate and postgraduate professional qualifying courses, the majority of which are approved by professional and statutory and or regulatory bodies. These include the Nursing and Midwifery Council, the Health Professionals Council, Scottish Social Services Council, as well as the General Pharmaceutical Council.
The Faculty takes pride in preparing students to meet the ever changing needs of the Health and Social Care sectors and the advances in technology evidencebased practice and laboratory science, so that, as graduates, they can make a contribution to meeting the needs and expectations of patients and clients, as well as supporting our local communities and the wider population. Inter-professional Education (IPE) is a key component in the majority of our courses. Working in interdisciplinary teams and learning alongside a range of other professionals provides students with an invaluable experience that reflects the workplace of today.
Working in partnership with our stakeholders we have Our clinical skills and simulation centre plays a key role
developed a range of courses to meet the needs of the
in preparing students for placement and future practice
public sector for role development, service redesign
and offers students the opportunity for the development
and continuing professional development. Examples
of professional skills. In addition the faculty uniquely
include the MSc in Advanced Clinical Practice, the
supports the use of volunteer patients as a part of the
Masters in Nursing the BSc Community Health and the
student experience which enhances the fidelity of their
BSc in Occupational Health Practice.
learning. The strong practice focus of all of the courses ensures that all our graduates are fit for purpose when
Building on the Facultyâ€™s performance in the 2008
they enter the workplace. As a result the Faculty enjoys
Research Assessment Exercise, the University has
an excellent reputation for the quality of its graduates
established three Research Institutes to continue
who are in high demand by employers both in the UK
the development of multidisciplinary research. Staff
and increasingly internationally.
continue to be successful in attracting research grants from a range of funding bodies and organizations including the Chief Scientistâ€™s Office, the Scottish Government Health Department, Local Authorities, the Scottish Government, and the Ministry of Defence.
THE SCHOOL OF NURSING AND MIDWIFERY
The School of Nursing and Midwifery is a vibrant academic community and the main provider of nursing education in the North East. Following a competitive process it is now successfully one of only three providers of midwifery education in Scotland and works with NHS partners across a wide geographical area. The School is housed in a state of the art building, that includes accommodation that simulate both clinical and community settings providing a stimulating learning environment. This environment offers dynamic and exciting intra-professional opportunities, for students and staff to learn and work together across a wide range of health and social care professions,
In line with the Universityâ€™s strategy the School of Nursing and Midwifery has well grounded practice, academic and professional networks at local, national and international levels. The School aims to be recognised for excellence in Nursing and Midwifery education, research and professional consultancy. This is achieved by being responsive to the educational needs of the health care workforce, the development of best practice statements and the generation of new knowledge to support positive health outcomes, not only nationally but within a global market place.
The School engages in a range of international activities and has been successful in developing the following links. European Link Areas-seven established links in four different countries: Belgium (Provinciale Hogeschool Limburg), Finland (Kajaani University of Applied Sciences & Satakunta University of Applied Sciences), Norway (Hogskolen I Alesund & Hogskolen Stord/Haugesund), and Spain (University of Alicante & Autonomous University of Barcelona). In addition the School has close links with Houston Baptist University Texas, Curtin University, Perth Australia and are developing a relationship with the School of Nursing and Allied Health, Louisiana College.
The ambition is to inspire students to develop into highly respected, professional, creative, leaders of Nursing and Midwifery within a variety of subject fields of practice, scholarly activity and research. In 2011 the school renewed its Strategy until 2016 with a clear emphasis on the following strategic imperatives; • • • • •
Develop our educational portfolio to meet the changing needs of the nursing workforce Attract international students to our Post graduate and Continuing Professional Development portfolio Engage in consultancy and new business developments and in doing so diversify our income streams Increase the scholarship output of the School and in doing so enhance the profile and reputation of our provision Enhance our partnership working and facilitate our academic staff to engage with clinical practice
UNDERGRADUATE AND POSTGRADUATE PROGRAMMES The School of Nursing and Midwifery at Robert Gordon University offers a wide range of courses that will prepare nurses and midwives for the challenges of contemporary practice. The portfolio of courses is delivered based upon the principles of lifelong learning, where students can see how their educational development supports and enables clear career progression. The contemporary nature of our CPD portfolio is a major strength; much of which is delivered on line or through blended learning and have gained professional body recognition for quality, innovation and their flexibility. Pre Registration Nursing Programme
BN/BN (Hons) Nursing
Pre Registration Midwifery Programme
BM Midwifery Return to Midwifery practice
Continuing Professional Development/Short courses The School of Nursing and Midwifery also provides an extensive range of short courses and CPD opportunities for practising nurses and midwives. The majority of these courses have been developed in response to the needs of practising nurses and midwives and have a clear clinical focus. Some courses are suitable for members of other health-care professions. All of the courses are credit rated at Scottish Credit Qualification Framework levels 9/10/11, which is equivalent to the level of study required of an ordinary/honours or Masters degree at a Scottish university.
Post Registration Courses
BN (Hons) Community Health (includes routes for District Nursing, Health Visiting and Community Health Nurse)
BA Occupational Health Practice (includes public health and non public health routes)
BSc (Hons) Clinical Practice
Post Graduate Courses
Master of Nursing (Nurse Led Practice)
MSc Advanced Clinical Practice
Details of the full short course portfolio can be obtained at www.rgu.ac.uk/about/faculties-schools-anddepartments/faculty-of-health-and-social-care/schoolof-nursing-and-midwifery1
The School also supports a large number of students undertaking doctoral studies via a PhD or our newly validated Doctorate of Professional practice
RESEARCH The Scottish Centre for Evidence-Based Multi Professional Practice: an affiliate centre of the Joanna Briggs Institute is situated within the Faculty of Health and Social Care. It is led by staff from the School of Nursing and Midwifery and has evolved over the last five years. The Centre’s work is focused upon identification and promotion of evidencebased practice in health care.
The School underpins its academic portfolio by an ambitious approach to scholarship and research. The School in line with its strategic ambitions is crafting a research profile with a focus on the following areas; • mental health • midwifery • long term conditions • nursing & midwifery educational research The focus of the Schools research activities compliments and works in partnership with the Faculty research institute. Furthermore, a series of staff development sessions are coordinated to enhance and share current scholarship activities.
A Clear Future for a leading university in a new era The journey of Robert Gordon University has been
In order to achieve our vision, we will commit ourselves to a set of key strategic aims:
an impressive one. We have become known as an educational innovator, a strong partner for the city
Teaching and learning: inspire all individuals to achieve their
maximum potential and excel in the world of tomorrow.
Extending access to learning: enable individuals to achieve their
ambitions throughout life whatever their circumstances.
Student experience: support students and graduates to enjoy and
prosper within a vibrant learning community.
Research: be recognised for our contribution to the growth of
innovation through advancing internationally excellent
translational research in our areas of strategic focus.
Commercialisation: harness our intellectual and physical assets
so they generate value to the economy and are profitable to
The regional community: contribute to and be an active leader in
the development of the regional community.
Partnerships: secure strategic partnerships with a small number of
globally recognised universities and companies that will support
the university’s key ambitions.
RGU aspires to be recognised, in Scotland and beyond, as a
Our university: empower staff and students to develop a strong
distinctive university leading and shaping the debate on the
and engaged community.
and shire and local education institutions, a university that understands the needs and priorities of business, industry and the public services, and a place of learning that provides students with real advantages as they embark upon their professional careers. We have invested to create a state-of-the-art campus at Garthdee, complemented by our virtual learning environment. These are the achievements of the staff and students of the RGU community, who will continue to be central to what the university can achieve in the future. While these developments have been crucial to the university’s success and will still support us in the future, they will not however be enough, because everything around us continues to change.
future of higher education and placing students at the centre of the education it offers. It will be known for the impact of its teaching, scholarship and translational research, the employability of its graduates, its influence in the region and nation, its growing global profile, and its strong interdisciplinary focus on a small number of key questions and issues of concern to the local and global community. It will achieve its goals in partnership with academic, voluntary, public and business organisations that share its ideals and aspirations. The university will enter the global university rankings, diversify and secure its income and resources, and enter into close collaborative agreements with key strategic partners. RGU will be a model university of the future and will shape its own culture, practice and organisation accordingly.
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.
“I have really enjoyed the course, especially getting out into the clinical area and seeing and learning from other midwives and interacting with women and families. This experience has been everything I had hoped for and more.” Stephanie Archibald
THE UNIVERSITY TODAY The University generates an annual group income of around £94 million through corporate programmes, consultancy and other business engagement, research income and fee paying or funded students. We currently employ approximately 1600 members of staff and deliver courses to around 16,500 students. Of the 16,500 students: 22% are engaged in distance learning and corporate courses 60% Full time and 40% Part time 64% Undergraduate and 36% Postgraduate students Of the Undergraduates: 27% attend Aberdeen Business School 27% enrolled in Design and Technology courses 46% enrolled in Health and Social Care courses Of the Postgraduates: 57% in Aberdeen Business School 24% in Design and Technology courses 19% in Health and Social Care 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
The name Robert Gordon has been synonymous with
areas of strength – energy, health and social care, the creative
education in Aberdeen since 1750 when the original college
industries and the knowledge economy.
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
“Robert Gordon’s branding as ‘the professional
– a leading institution of learning still able to draw upon this
university’ couldn’t be more appropriate. It
beats every other university in the most recent employment figures.” Sunday Times
THE VIRTUAL CAMPUS The University has established a significant e-Learning capability, based around the ‘Model’ virtual learning environment. This is used to support an extensive range of distance learning courses and to support the learning of on-campus students in blended approaches. Effective use of appropriate technologies is a key element of the University’s plans to extend distance learning provision, including corporate learning, and to enhance the learning experience of all students. We are, we believe, the largest provider of online, distance learning in the UK after the Open University. With this in mind, we are currently reviewing our provision, marketing and corporate branding to ensure we are capitalising on this USP. INTERNATIONAL Our strategy is of ‘internationalisation’ of the total student experience for all students. This includes the curriculum, work placements and the wider experience they have interacting with our staff and the community. International students have long been attracted to Robert Gordon University and contributed much to our cultural fabric. Indeed, in recent years, increasing numbers of international students have made ours a truly international campus. 19% of the total student population come from outside the EU. Expanding our cultural and commercial links with overseas organisations has helped to create many exciting opportunities for our staff and students to work abroad. Our commitment to internationalisation is evident in the establishment of an International College at the University in
ABERDEEN COLLEGE – AN ASSOCIATE COLLEGE
partnership with Navitas. Following the launch of the College
The strength of our regional commitment and also our
in September 2011, we expect to significantly increase our
understanding of the social inclusion wider access agenda is
recruitment of international undergraduate students at a time
reflected in our partnership with Aberdeen College, the largest
when our recruitment of international postgraduate students is
FE College in Scotland. This is a truly outstanding alliance
coming under greater pressure.
recognised by the Scottish Funding Council as a model for others. The College is an associated college of the University and there are articulation agreements across many subject areas leading to 2+1 and 2+2 progression.
COMMERCIAL LINKS Our strong links with industry have delivered corporate
In 2009, the University established a dedicated venture fund
alliances, CPD programmes and consultancy both in the UK
for investment in RGU spinout companies seeking early stage
and overseas. The deployment of blended learning through
capital. The RGU Venture Fund LP is managed through the
the Moodle Virtual Learning Environment has further
Universityâ€™s commercialisation partner, Frontier IP Group PLC.
expanded our capability for working with corporate partners and SMEs world-wide. Enterprising research is undertaken by groups throughout the University and the results contribute to knowledge exchange activities across diverse commercial sectors.
TRACK RECORD LEAGUE TABLES
• IDEAS – Institute for Innovation, Design and
RGU maintains strong links with industry and can trump all competition with its 97.1% employment rate.
Topics: Engineering; Environmental Science; Computing;
Architecture & Built Environment and Art & Design.
The Daily Telegraph July 2012
• IHWR - Institute for Health and Welfare Research
For five successive years, Robert Gordon University has retained the position of best modern university in the UK (The Times Sep 2012) and we consistently maintain one of the UK’s best graduate employment records. In 2012 The
Topics: Pharmacy & Life Sciences; Health Sciences; Applied
Social Studies and Nursing & Midwifery.
• ImaGeS – Institute for Management, Governance and
Times, The Guardian and The Daily Telegraph all rated Robert Gordon University the top university in Scotland for Graduate
Topics: Business & Enterprise; Governance & Society and
Information & Communication.
RESEARCH In the 2008 Research Assessment Exercise, Robert Gordon University achieved outstanding results with over 70% of research being classified as of international quality. The University was ranked the top modern Scottish University for research quality, with ‘world class’ research activity in 8 out of the 11 subjects returned. More recently, Robert Gordon University was named the top modern university in the UK in The Sunday Times University Guide 2013 which highlighted our top quality teaching and research. The University has built on this excellence with the establishment of three multi-disciplinary Research Institutes. They have become the focus for strategic investment and management of research within the University. Membership of the Institutes crosses our Faculty boundaries with each institute being thematic, rather than discipline based, carrying out research which is relevant to the wider community.
one campus, one vision - garthdee 2020
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. The first phase, the consolidation of six sites into two, (Garthdee
THE MASTERPLAN 2009 AIMS TO:
and Schoolhill) was essentially complete by 2004. To date we have invested over £100 million in new buildings and upgrading
• Consolidate all academic and administrative activities on
facilities for students. These have included the Aberdeen
the Garthdee Campus site in order to create the finest
Business School, the Faculty of Health and Social Care, as well
riverside learning environment in Europe
as a state of the art Sports Centre, modern onsite nursery and a
• Create a clearly legible campus heart, focused around a
health centre open to staff, students and the local community.
student-centred experience • Develop a new and unified academic development on
The second phase, our ‘Masterplan’, is a £170 million campus
the eastern portion of the site in order to gain from the
development project at our Garthdee campus which will
advantages of co-location and collaboration between
culminate in the realisation of our vision - one campus at
Garthdee by 2020. The new library and design building are due
• Retain and enhance the landscaped qualities of the site
for completion in 2013 and will give the university and our local
and seek to achieve a stronger relationship between
community some of the best facilities in the UK.
buildings and the riverside setting • Develop the Garthdee Campus in a sustainable, phased
It will also allow staff and students from different disciplines to
manner reflecting the availability of project funding
benefit from working more closely together on interdisciplinary
• Re-utilise appropriate areas within existing buildings to
themes which are so important in today’s society and economy.
form a more holistic and integrated campus
The new facilities will complement the University’s existing
• Develop a new focus for arrival/entrance from the south,
buildings in terms of their innovative design and style, while
including a new pedestrian and cycle bridge to the south
providing an outstanding educational environment for its students.
side of the river
ROLE PROFILE HEAD OF SCHOOL OF NURSING AND MIDWIFERY PURPOSE OF THE POST :
The Head of Nursing and Midwifery is accountable to the
• providing leadership for the School’s contribution to the
Principal and Vice-Chancellor, reporting directly to the Dean
of Faculty, for the achievement of the School’s own future
recruitment of students
Faculty’s commercialisation strategy
• advising on and co-ordinating the deployment of resources
vision and mission as a key component of the University’s strategic plan. RESPONSIBLE TO:
across the School, delegating as appropriate, supervising
and monitoring their subsequent use, ensuring that it is
educationally and economically most effective
• networking, collaborating and partnering with employers
The Head of the School of Nursing and Midwifery is directly
and other relevant organisations, professional bodies,
private sector etc. to promote the interests of the School,
procedures laid down from time to time by the Board of
the Faculty and the University
Governors, the Academic Council, and the Principal and Vice-
responsible to the Dean of the Faculty of Health and Social Care, for providing leadership within the policies and
Chancellor. Also for doing everything reasonably practicable
Without prejudice to the foregoing statement of general duties,
and necessary to ensure the efficient organisation of the
a Head of School shall take such measures, by delegation as
work of the School, for promoting and encouraging the
appropriate, as are necessary and reasonably practicable to
advancement of its work, advancing the body of knowledge
ensure the satisfactory fulfilment of the following duties:
embraced by the School, as well as enhancing the reputation of the School, the Faculty and the University.
• implementing the academic programme of the School as
determined by the Academic Council within the School
Plan and subsequent changes, from time to time
• managing and overseeing the future development of
• overseeing the academic work of the School including the
curriculum, courses, and scholarship
• co-ordinating the work of the School with that of other
• providing visible leadership and focus for the future
development of the School within the context of existing
and future strategic plans
excellent professional education and translational research
are fully articulated in School plans and effectively delivered
Schools within the Faculty and University
• implementing the School commercialisation strategy • growing the international activity of the School to include
• ensuring that the University’s ambitions to provide
annual appraisal and the periodic review of courses
student recruitment, consultancy and collaborative course
and research arrangements
• overseeing the arrangements for the admission of students,
• working in partnership with the Research Institute for
Health and Welfare and maintaining close liaison in order to
• keeping records of the work of the School including the
ensure the continued development of research within the
subject specialisms of the School
• maintaining staff and student discipline within the School
sectors to ensure that appropriate undergraduate, post-
graduate and CPD courses are provided to meet the
requirements of the external market place
the development of staff
• encouraging and promoting staff research and scholarly
• liaising with key stakeholders and schools, including the
• leading the development of the School’s international
performance of students and the utilisation of resources
• appraising staff performance and making arrangements for
• liaising closely with health, social care, the Third and private
provision of classes and assessment of students
profile through effecting networking, research activity and
preparation of publicity material
• undertaking teaching and research as appropriate
• preparing estimates of resources required
• An ability to translate vision into strategy and success over a
• deploying available resources in the way that is educationally
and economically most effective, and in accordance with the
• A strong financial manager with the business acumen to
University’s health & safety policies
3-5 year horizon both capitalise on opportunities and manage challenges
• Monitoring the arrangements for the maintenance of
• A competent performance manager
• A developer of staff and “self-developer”
equipment, furnishings and facilities available to the School
• timeously preparing and submitting factual information
• A highly effective communicator - oral, written, persuading
about the work of the School required by senior management
and influencing, presentational
for internal use, or to meet the requirements of external
In addition, the management team agreed 12 critical leadership
behaviours that all managers should exhibit or plan to develop:
• participating in the committee work of the University • developing and implementing a health and safety plan for
the School such other duties as may be assigned from time
• Communicates a clear and consistent vision (or plan) with
• Champions change – able to engage others and enhance
We would expect that candidates would fit closely the
• Treats people with respect
• Demonstrates integrity and high ethical standards
• An inspirational leader with vision, passion and personal
• Sets and sustains high personal standards of delivery
commitment to the advancement of Nursing and Midwifery
• Is decisive, particularly when confronted with challenging
who has a high professional profile at national level
• An ability to set the context and strategic direction that will
• Able to adapt and capitalise on new opportunities
transform and enable the School to meet the challenges of
• Builds effective relationships
the 21st century
• Builds effective team performance
• A Nurse or Midwife at senior academic level with significant
• Openly encourages and recognises the contribution of
experience of nurse or midwifery education with a passion
to create a modern, innovative, learning environment
• A clear commitment to the values of Higher Education and
specifically to the vision, mission and priorities of the
• An appropriate professional qualification(s) in nursing
and/ or midwifery with evidence of relevant continuous
professional development. A PhD or research capability
• A builder of alliances and partnerships, internally and
particularly externally, through strong stakeholder
networking, and the use of political and relationship
• A proven manager of change within a complex, challenging
and dynamic environment
• An ability to act in a leadership capacity as a research
enabler, with a strong awareness of the research agenda
ABERDEEN CITY AND SHIRE
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 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: www2.rgu.ac.uk/aberdeenshire/
CORPORATE MANAGEMENT ARRANGEMENTS 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)
In ensuring the efficient management of the University, the
Order of Council 2006. The Board is composed of appointed
Principal & Vice Chancellor is assisted and supported by the
and elected Governors who have experience of higher
Strategic Planning and Resources Group (SPARG) which
education, industrial, commercial, and public service sectors
comprises four Vice-Principals and Pro Vice Chancellors (one
and a wide range of professional practice. Staff and Student
of which is ‘senior’ and is the Deputy P&VC), two Executive
Governors are elected and have equal standing with those
Directors, Human Resources and Information Technology,
others who are appointed.
three Deans of Faculty and two other Deans (Learning
Enhancement and Students). The four Vice-Principals each
The Board of Governors has the following standing committees -
carry a specific strategic role focussed on the planning and
resources, teaching, research and student experience agendas
Staff Governance Committee
and all members of SPARG carry wider portfolios which may
change over time.
Finance and General Purposes Committee Nominations Committee
SENIOR MANAGEMENT GROUP (SMG)
The Senior Management Group comprises all Heads of School and appropriate Heads of Department within the University.
THE ACADEMIC COUNCIL
The SMG was established following a review of ‘involvement’
The Board are required to delegate to the Academic Council
and communications to facilitate better and more frequent
those functions relating to the planning, co-ordination,
involvement in policy development and a better flow of
development and supervision of the academic work of the
information across the whole University. This group has regular
University. Academic Council is chaired by the Principal &
meetings with SPARG.
Vice Chancellor. Much of the work of the Academic Council is delivered through standing committees, sub-committees,
For further information, please visit:
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”.
SENIOR MANAGEMENT ORGANISATION CHART
Principal & Vice-Chancellor Secretary to the Board
Policy Advisor Deputy Principal & Vice-Chancellor (Academic Development & Quality)
Vice Principal & Pro Vice-Chancellor (Student Experience & External Relations)
Vice Principal & Pro Vice-Chancellor (Research & Commercialisation)
Dean of Students
Vice Principal & Pro Vice-Chancellor (Planning & Resources)
Research & Enterprise Services
Finance & Procurement Estates & Property Services RGU: SPORT
Marketing, Communications & Student Recruitment Development Office Student Administration Business Development Services
Executive Director (Human Resources)
Dean for the Enhancement of Learning, Teaching & Assessment
Dean of Aberdeen Business School
Dean of Faculty of Design & Technology
Department for the Enhancement of Learning, Teaching & Assessment
Department of Accounting & Finance
School of Computing
Department of Communication, Marketing & Media
School of Engineering
Department of Information Management Department of Law Department of Management Institute for Management, Governance and Society (IMaGeS)
Grayâ€™s School of Art The Scott Sutherland School of Architecture & Built Environment Institute for Innovation, DEsign And Sustainability (IDEAS) Research
Executive Director (Information Technology & Communication)
Dean of Faculty of Health & Social Care
School of Applied Social Studies School of Health Sciences
Academic Affairs (inc. Research Degrees Office)
Organisation Development & Leadership
School of Nursing & Midwifery
Occupational & Environmental Health & Safety
School of Pharmacy & Life Sciences
The Gatehouse Design & Print Consultancy
Institute for Health and Welfare Research
IT Services Records Management
SUMMARY OF CONTRACT TERMS & CONDITIONS SALARY
all stakeholders if other activities are declared, reviewed and properly approved. An annual declaration is also required by the Principal, SPARG and most other senior managers.
The salary for this appointment is £65843-72337. EMPLOYEE PERFORMANCE REVIEW
Our contracts include appropriate clauses that preserve for the University the right to confidentiality of its legitimate commercial interests and other rights over material property in its ownership.
You will be required to maintain your expertise and professional membership (where relevant), to undertake programmes of personal development, and to participate in the employee performance review process.
We will agree with the successful candidate relocation assistance appropriate to his/her particular circumstances, with a maximum allowance of 12% of salary (subject to Inland Revenue conditions and terms of the Relocation Policy). You will be required to reside in Aberdeen or within 30 minutes travel to work distance of it.
You will be entitled to 33 days annual leave with pay per annum in addition to 10 Fixed Public and Statutory Holidays. PENSION We operate under the Scottish Teachers and Local Government Pension Schemes. Contributions are made by employer and employee and they are both “ﬁnal salary” schemes incorporating ill health and death beneﬁts. The schemes are widely recognised as excellent schemes. If you have a personal pension we will discuss with you the most appropriate arrangements.
OTHER BENEFITS You will have access to a range of voluntary and salary sacrifice benefits, including personal healthcare, dental plans, health cash plans, childcare vouchers and cycle to work schemes, as well as an onsite Sports Centre and Nursery.
FORM OF CONTRACT & NOTICE PERIOD 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 than 6 months. However, there may be candidates for whom other forms of contractual arrangement would be beneficial and, at this stage, we are open minded as to the final outcome.
We are keen to ensure that your career move is appropriately rewarded and if circumstances dictate, we will discuss the terms of the overall package with the successful candidate. Unfortunately we are unable to offer car, car loan or leasing arrangements.
A comprehensive pre-employment medical will be required of the successful candidate.
Sick Pay is generous and varies dependent upon length of service. It is up to six months full pay and six months half pay.
CONFLICT OF INTEREST, CONFIDENTIALITY & INTELLECTUAL PROPERTY RIGHTS
A Disclosure Scotland check will be requested for the successful applicant
We will expect that all other paid or unpaid appointment or employments are declared as a part of the appointment process. We encourage appropriate external activity within the higher education community and beyond as this can enhance the University’s influence and reputation. However this can also lead to conflicts of interest and it is in the best interests of
HOW TO APPLY We have appointed research specialists, the Write Research Company to conduct the initial research and pre-selection process. For more information and to apply, contact: Katy Burridge on 0191 250 4955 email@example.com We intend to notify shortlisted candidates by the beginning of March 2013 and hold the selection events on the 14th and 15th March.
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