DEPUTY DEAN STRATEGY, INTERNATIONAL AND …...Western Sydney Uni at a Glance 4 University Mission,...

CANDIDATE BOOKLET

DEPUTY DEANSTRATEGY, INTERNATIONAL AND ACCREDITATION& DEPUTY DEANACADEMIC AND OPERATIONSSCHOOL OF BUSINESS

JANUARY 2016

westernsydney.edu.au2

CANDIDATE BRIEF: DEPUTY DEAN,STRATEGY, INTERNATIONAL AND ACCREDITATION & DEPUTY DEAN, ACADEMIC AND OPERATIONS

ACKNOWLEDGEMENT OF COUNTRY Western Sydney University

acknowledges the ancestors, Elders and families of the Darug, Gandangara and Tharawal peoples, the traditional owners and custodians of University land and thanks them for their support of our work in the Greater Western Sydney (GWS) region.

CONTENTSAcknowledgement of Country 2

Welcome from the Dean School of Business 3

Western Sydney Uni at a Glance 4

University Mission, Vision and Values 5

University Profile 6

Region Profile 7

Strategic Directions 8

Strategic Goals 9

Deputy Dean,Strategy, International and Accreditation 10

Deputy Dean, Academic and Operations 14

Application Process and How to Apply 18



WELCOME FROM THE DEAN OF BUSINESS AT WESTERN SYDNEY UNIVERSITY

Western Sydney is the nation’s third largest economy and is one of the fastest growing population and employment centres in Australia.

Western Sydney University is an institution driven to make an impact, to be a distinctively student centred university that provides a unique leaning experience that is innovative, flexible and responsive. Our research makes a difference regionally, nationally and globally. The region’s – and the nation’s – future growth will be fueled by the youth and aspiration of Western Sydney University’s students and researchers. Our research creates meaningful change because it is based on the needs of those working in our economy, living in our communities and preserving our environment.

We are seeking to fill two Deputy Dean roles that will provide leadership across the School through its next phase of development. The Deputy Dean roles provide a wonderful opportunity to position the successful candidate[s] for much greater opportunities into the future. If you want to be a future Dean of a Business School, what better career preparation can there be than taking on one of these two roles.

The University is looking for two academic leaders with the drive, the talent, the confidence and the ambition to succeed, and position the School of Business at Western Sydney University to succeed in achieving its goals.

I encourage you to accept this challenge and to position yourself for even greater challenges into the future.

Professor Scott Holmes Deputy Vice-Chancellor and Vice President Research and Development Western Sydney University



Substantial growth for the University as the region’s population grows is a given, and so the implications and impact of growth are key considerations in institutional planning and quality assurance. We expect to grow to at least 50,000 students within 5 years.

Western Sydney University at a Glance (2014 full year figures)

Student Headcount† Female 24,933

Male 24,450

Total 45,383

Student*† EFTSL 32,887

Academic Staff** 1,490

General Staff** 1,825

Number of Graduating Students 9,202

Campus Sizes (Ha) Bankstown 23

Blacktown (Nirimba) 78

Campbelltown 158

Hawkesbury 1,420

Parramatta 27

Penrith 192

Total Operating Income $million $729.6

Key: † = Includes The College, * = Equivalent Full-time Student Load, ** = Full-time equivalent

≥ Student satisfaction with the experience of the University as measured by the national Course Experience Questionnaire (CEQ) has increased significantly and is now well above sector average at 84.9%.

≥ Student demand is burgeoning, with first preferences for university places at Western Sydney University increasing each year and overall student enrolment up by 25.3% between 2008 and 2014.

Substantial growth for the University as the region’s population grows is a given, and so the implications and impact of growth are key considerations in institutional planning and quality assurance. We expect to grow to at least 50,000 students within 5 years.

As a result of our growth to date:

≥ Our research outcomes and achievements are consistently improving in areas of internationally recognised excellence.

≥ The University’s financial position is sound, with an underlying operating result of $66.2 million in 2014 (excluding asset adjustments) and net assets of $1.45 billion.

≥ The University continues to embark on a major capital development program, with capital expenditure of over $350 million in the last triennium.

The University’s mission is to:

≥ be a university of international standing and outlook, achieving excellence through scholarship, teaching, learning, research and service to local and international communities, beginning with the people of Greater Western Sydney

≥ ensure that teaching and the student experience is at the centre of what we do

≥ continue to give life to our commitment to our communities

≥ produce graduates with the knowledge and skills sought after in the workplace and with an active sense of social responsibility.

Engagement with business and industry is a strategic priority for the University which has productive collaborations in research, enterprise and student placements with industry partners.

We are working towards ensuring that our graduates will all have experience in the broader community contributing, thinking, learning and connecting in ways that continue to mark out Western Sydney University as a leading ‘engaged’ university in Australia and internationally.

The University therefore aspires to:

≥ be a distinctively student-centred university

≥ provide a unique learning experience that is innovative, flexible and responsive

≥ expand its international reach and reputation

≥ be a research-led university with regional, national and global impact

≥ be a leading advocate and champion for the Greater Western Sydney and its people

≥ create a dynamic and innovative culture that secures success.



OUR VISIONTo secure success for our students and the Greater Western Sydney region through innovation and discovery in a dynamic and technology-enabled world.

OUR MISSIONTo be a university of international standing and outlook, achieving excellence through scholarship, teaching, learning, research and service to its regional, national and international communities, beginning with the people of Greater Western Sydney.

OUR BELIEFS≥ The primacy of the

student experience

≥ Environmental and social responsibility

≥ A vibrant and inclusive intellectual community

≥ Opportunity for excellence

≥ Being connected locally and internationally

≥ Valuing, developing and rewarding our staff.

OUR VALUESWestern Sydney University has a shared and explicit set of values which underpin all that it does:

≥ excellence and quality

≥ scholarly rigour and integrity

≥ equity and inclusiveness

≥ collegiality and participation

≥ academic responsibility and freedom

≥ relevance and responsibility

≥ ethics and accountability.

THE UNIVERSITY’S MISSION, VISION AND VALUES



The University Profile

WESTERN SYDNEY UNIVERSITY STUDENT PROFILE

≥ Region 76% are from Greater Western Sydney

≥ First in Family 65% have both parents without a university degree

≥ Low SES Highest number of students from low SES backgrounds of any Australian university (over 8,000)

≥ VET sector links 15% entering university on the basis of a TAFE qualification

≥ Age 33% are mature age (25 years or older)

≥ NESB 6.5% are Non-English Speaking Background (arrived here within last 10 years and speak a language other than English at home) compared with 3.3% nationally; from 170 countries of birth. 32% of all domestic students speak a language other than English at home

≥ Work 70% juggle work and study (working longer than students nationally)

≥ ATSI A growing number of Aboriginal and Torres Strait Islander students.

ACADEMIC PROFILEAt Western Sydney University we are unlocking the potential of the next generation of global citizens, leaders and change-makers.

With a focus on equipping our graduates to be workplace ready. Our curriculum reflects the needs of the world we live in. We acknowledge that in today’s fast-paced and changing world, universities don’t have the monopoly on knowledge or education. In pioneering a model of learning that treats our strategic partners as co-creators in education, we work with business and industry leaders to develop course content that meets the needs of employers, the jobs of the future and responds to the challenges of a global workplace.

Our approach recognises that learning doesn’t just happen in the classroom. Instead, we offer a combination of on-campus, online and clinical learning environments, with real-life work experience in professional and community settings in Australia and in the global marketplace.

The University provides a rich and stimulating research environment for both academics and students, with research institutes and centres contributing to postgraduate and undergraduate programs. The University’s key academic units, schools and research institutes focus their priorities on developing strategies to enhance the relationship between teaching and research. They are committed to developing graduates in areas where local needs are significant and growing rapidly.

The schools maintain a high level of community engagement and industry involvement in Greater Western Sydney.

WESTERN SYDNEY UNIVERSITY SCHOOLS

≥ Business

≥ Computing, Engineering and Mathematics

≥ Education

≥ Humanities and Communication Arts

≥ Law

≥ Medicine

≥ Nursing and Midwifery

≥ Science and Health

≥ Social Sciences and Psychology

≥ Sydney Graduate School of Management

WESTERN SYDNEY RESEARCH INSTITUTES

≥ Hawkesbury Institute for the Environment

≥ Institute for Culture and Society

≥ Institute for Infrastructure Engineering

≥ Engineering and Information Communications Technology

≥ The MARCS Institute

WESTERN SYDNEY THEME CHAIRS

WESTERN SYDNEY AREAS OF STUDY

≥ Arts, Humanities and Languages

≥ Business

≥ Communication Arts

≥ Engineering and Information Communications Technology

≥ Forensics

≥ Health and Sport Sciences

≥ Law

≥ Medicine

≥ Policing and Criminology

≥ Psychology

≥ Science

≥ Social Science

≥ Teaching and Education

≥ Tourism and Urban Planning

THE COLLEGEThe College is a not-for-profit, wholly owned entity of Western Sydney University. The College was created in 2006 to provide academic pathways to the University, complemented by English language and other professional programs for Australian and international students. The College plays a very important role in the University’s commitment to widening participation.

The College has four key functional areas:

1. Academic Pathways provide foundation and diploma programs for students proceeding to an academic program at Western Sydney University.

2. English Programs enable international students to gain the academic English skills required to qualify them for university entrance. This unit also provides study tours for international groups which combine English language tuition, industry visits and cultural immersion.

3. Professional Programs deliver VET sector courses and customised training programs, as well as operating as The College’s Registered Training Organisation (RTO).

4. Corporate and Business Services provide management planning, reporting and operational support services across The College.

WESTERN SYDNEY UNIVERSITY ONLINEIn 2015, Western Sydney University Online was launched, offering a range of fully online degrees developed directly by the University and a number of courses in partnership with the world’s leading online university, Open University UK. Online courses provide our students with a greater array of higher education opportunities, and the flexibility to juggle work, family responsibilities, travel and study.



Western Sydney University is a large, research-led and comprehensive metropolitan university serving a growing and diverse urban region. Western Sydney covers some 9,000 square kilometres and is the third largest economy in Australia behind the Sydney CBD and Melbourne.

The region includes 14 local government areas, which together generate almost $95 billion in economic output per year – nearly one third of the Sydney Metropolitan Gross Regional Product.

Over 848,000 people work in Western Sydney (as at November 2012*), with employment forecast to grow by 46.5% by 2036.

A number of major multinational companies have operations in Western Sydney, including BHP Billiton, Coca-Cola Amatil, Qantas,

Sony and Canon, and 15 of the region’s 17 industry sectors each generate more than $1 billion per year.

With a population of two million, Western Sydney has one of the most diverse multicultural communities in the world, including over 100 nationalities.

Western Sydney is home to the largest urban community of Aboriginal and Torres Strait Islanders in Australia, including the traditional Aboriginal groups – Darug, Gandangarra and Tharawal.

Western Sydney also has a younger population on average than for Sydney generally, with more than 1 in 3 people in Western Sydney aged 24 years and under.

* Census results for full-time and part-time employment. 66% are working full-time.

REGIONPROFILE

POPULATION GOVERNMENT2.02 million (2011) 14 local government areas

3.13 million (by 2036, projected) 23 state government electorates

Over 100 nationalities 7 federal electorates

ECONOMY AREAThird largest in Australia 9,000 square kilometres

Economic output $95.6 billion Sydney Olympic Park to Blue Mountains

161,000 businesses (2011) Unique flora/fauna environment



Western Sydney University aspires to be a place that brings positive change to the lives of its students and offers a source of creativity and new knowledge that is relevant and robust, and which contributes to individual and community development.

The University’s place will be at the leading edge of knowledge, providing a contemporary education that builds successful lives and careers for its students and graduates, and conducting research that speaks to the development of urban and rural regions, the new economy, cultural life and professional development.

SECURING SUCCESS: 2015–2020The successful implementation of the Making the Difference Strategy, 2014–2016 has provided a firm foundation for advancing the University’s strategic position, reputation and long-term sustainability. However, in the face of increased competition and unprecedented sector-wide reform, the next phase of the University’s development of its strategic intent has been launched in the form of Securing Success: 2015–2020. The new strategic plan is designed to build on the University’s reputation for resilience and flexibility to cement a student-centred and research-led culture.

KEY AREAS OF FOCUS 2015–20201. Be a distinctively student-centred university

2. Provide a unique learning experience that is innovative, flexible and responsive

3. Expand our international reach and reputation

4. Be a research-led university with regional, national and global impact

5. Be a leading advocate and champion for Greater Western Sydney and its people

6. Create a dynamic and innovative culture that secures success.

KEY PERFORMANCE INDICATORS AND CURRENT PRIORITIES

≥ Widening participation

≥ Student retention

≥ Research outcomes

≥ International enrolments

≥ Postgraduate load

≥ Student satisfaction

≥ Staff engagement.

Strategic Directions



STRATEGIC GOALS AND OBJECTIVES: 2015 – 2020

A distinctively student-centred

university

A unique learning experience that is

innovative, flexible and responsive

A vibrant research- led university

with regional, national and global impact

One goal underpins all others to ensure that Western Sydney University realises its core objective of being a distinctively student-centred university.

FIVE STRATEGIC OBJECTIVES SUPPORT THIS GOAL, REFLECTING THE UNIVERSITY’S:1. ambition as a vibrant research-led university with regional, national and global impact

2. aspiration to provide a unique learning experience that is innovative, flexible and responsive

3. strategic intent to expand international reach and reputation

4. responsibility as a leading advocate and champion for Greater Western Sydney and its people

5. commitment to a dynamic and innovative culture that secures success

A leading advocate and champion for

Greater Western Sydney and

its people

An expanding international reach

and reputation

A dynamic and innovative culture

that secures success



Position Description

POSITION TITLEDeputy Dean Strategy, International and Accreditation

CLASSIFICATIONSenior

REPORTING TO TITLE & ESTABLISHMENT / POSITION NO.Dean, School of Business (7006271)

SCHOOL/OFFICESchool of Business

EMPLOYMENT TYPEThree years Fixed Term

CONTEXTThe Western Sydney University is a major urban university spread over six campuses in Greater Western Sydney, a region of great opportunity, diversity, challenge and growth. The University has a strong connection to Greater Western Sydney, working with its communities and businesses to contribute to the region’s growth. The University is culturally diverse, with 2,500 staff and 40,000 students drawn from Australia and around the world.

The University strategic plan, Securing Success: 2015-2020 Strategic Plan, articulates the University’s values and commitments of being:

1. A Distinctively Student-Centred University;

2. A Research-Led University with Regional, National and Global Impact;

3. A Unique Learning Experience that is Innovative, Flexible and Responsive;

4. An Expanding International Reach and Reputation;

5. A Leading Advocate and Champion for the Greater Western Sydney Region and its People;

6. A Dynamic and Innovative Culture that Secures Success.

The School of Business takes pride in educating students in an environment that is contemporary, challenging and adapted to a rapidly evolving world, and we seek enthusiastic academics and emerging leaders to join our team. The School provides an innovative business education to the Greater Western Sydney region and beyond. Our comprehensive program is designed to lead to rewarding business careers in Australia and the global marketplace.

POSITION PURPOSEThe Deputy Dean, Strategy, International and Accreditation reports to the Dean and is primarily responsible for assisting the Dean in the provision of leadership within the School, and oversight of School strategic plan. The position also takes responsibility for the International portfolio ( in consultation with the Associate Pro Vice-Chancellor International) and Accreditation portfolio within the School including developing and securing the AACSB accreditation. They are a member of the School Executive and will work closely with the Dean on School leadership and management matters.

DIMENSIONSNumber of direct reports: 5 -8

Titles of direct reports: Senior Professoriate staff, Administration staff

Number of indirect reports:




MAJOR RESPONSIBILITIES ≥ In collaboration with the Dean and School Executive develop the Schools strategic plan and articulate the School’s strategic objectives and priorities in relation to its International portfolio.

≥ Develop and implement the International Plan of the School in consultation with the Pro Vice-Chancellor (International), School Executive Committee and School Academic Committee.

≥ Develop and implement the Accreditation Plan of the School in consultation with the School Executive Committee and School Academic Committee.

≥ Participate in the development and implementation of strategic directions for the School within the context of the University’s planning framework and the University’s overarching strategies; and monitoring progress of implementation of the School Strategic Plan.

≥ Co-ordinate the implementation, at School level, of the University’s International, and Accreditation Plans.

≥ Provide strong School leadership in areas of their portfolio.

≥ Develop the International Plan of the School in consultation with the Pro Vice-Chancellor (International), School Executive Committee and School Academic Committee.

≥ Participate in and contributing to School and University-wide committees as required.

≥ In consultation with the Deputy Dean, Academic and Operations oversee domestic and international student welfare, equity and conduct in liaison with the relevant functional units within the University.

≥ Maintain a cohesive and collegial School culture and environment that supports the School’s objectives, utilising the diverse nature of staff, disciplines and activities.

≥ Contribute at a senior level to the efficient and effective management and use of School resources (human and financial) in accordance with the School budget.

≥ Advise and assist the Dean in the overall management of the School as a member of the School Executive and representing the School as appropriate.

≥ Oversee and drive the planning, implementation, and delivery of strategic initiatives and specific projects, employing solid understanding and practical knowledge of all aspects of Project and Program Management.

ACCOUNTABILITIES ≥ Strong contributions are made to the development and implementation of the School’s strategic plan, including Internationalisation priorities and objectives; and the plan is clearly disseminated to all School staff.

≥ The International Plan for the School and associated documentation are current and readily accessible by academic staff and students. Plans are developed and implemented with a student focus in mind.

≥ The Accreditation Plan for the School and associated documentation are developed and implemented with a student focus in mind and progress is made towards gaining accreditation for the School’s programs.

≥ The University’s Securing Success strategy is reflected in the Schools strategic plan; Benchmarking and reporting at senior School and University level is undertaken to ensure the implementation of the School’s Strategic Plan and timely implementation progress reports are provided to the Dean and School Executive.

≥ The University’s International, and Accreditation Plans are implemented and School progress against the plans is monitored. Plans are developed with a student focus in mind.

≥ School leadership and operations are maintained in an efficient and effective manner and portfolio matters are managed efficiently and in a timely manner.

≥ The International Plan for the School and associated documentation are current and readily accessible by academic staff and students. Plans are developed with a student focus in mind.

≥ Meaningful contributions are made at University wide level to committees, workshops and forums as required. Feedback is provided as required to School staff on outcomes of meetings, workshops and forums.

≥ Student welfare matters are managed in a sensitive and timely manner on behalf of the School.

≥ Diversity is embraced within the School. All staff have the opportunity to contribute to building the School and all students have the opportunity to excel.

≥ School budget is managed and stays in surplus. Financial and human resource delegations are utilised appropriately.

≥ The School is managed efficiently, within budget and adheres to University policy and practice.

≥ School projects are managed on time, on budget and delivered with quality outcomes.

WORK HEALTH & SAFETY REQUIREMENTSAll staff are required to:

≥ Exercise due diligence with regards to Work Health and Safety

≥ Acquire and maintain up-to-date knowledge of Work Health and Safety matters of the University including:

• An understanding of University operations including hazards and risks associated with those operations

≥ Oversight of the implementation of Work Health and Safety systems within the School including:

• The allocation of appropriate resources to enable hazards and risks to be identified and eliminated or minimised in a timely manner

≥ Monitor and review health and safety risks, management practices, incidents and accidents

≥ Consult with staff and WHS Committees on work health and safety matters

≥ Complete University WH&S training and development modules.



UNIVERSITY EXPECTATIONS All staff are expected to:

≥ Contribute to the efficient and effective functioning of their team or work unit in order to meet University objectives. This includes demonstrating appropriate and professional workplace behaviours in accordance with the Code of Conduct, providing assistance to team members if required and undertaking other key responsibilities or activities as directed by one’s supervisors;

≥ Participate in the cyclical Career Planning Development Process, which includes an annual review of their performance against agreed operational and performance objectives set in COMPASS;

≥ Perform their responsibilities in a manner which reflects and responds to continuous improvement;

≥ Read, understand and comply with all University policies and procedures;

≥ Undertake risk management and actively support and participate in the risk management processes adopted by the University which include identifying, analysing and evaluating risk that may impact on the University;

≥ Work at and travel between other University campuses from time to time as may be required during the course of employment;

≥ Complete all mandatory training such as WHS and equity and diversity online training modules within the first six weeks of commencement with the University. Your supervisor will check to ensure compliance with this mandatory requirement; and

≥ Demonstrate understanding of the principles of anti-discrimination, staff and student equity, work health and safety and other relevant legislation, and show the willingness and capacity to implement equal employment opportunity and work health and safety plans, policies and programs.

KEY RELATIONSHIPS TO POSITIONInternal (within the University):

≥ The Deputy Dean Strategy, International and accreditation works closely with the Dean, Deputy Dean Academic and Operations, School Manager and other members of the School Executive; and all staff of the School

≥ The Deputy Dean works closely with the Office of the PVC International

≥ The Deputy Dean works closely with the Office of the DVC Academic

External (outside the University):

≥ Key external stakeholders include:

• Community bodies

• Government agencies

• Research organisations

• Industry partners

• Education sector

PURPOSE OF RELATIONSHIP Internal (within the University):

≥ To discuss and give direction as required on a range of School matters

≥ To manage and liaise on School related student matters

≥ To manage and liaise on Teaching and Learning and International matters relevant to the School

≥ To stay abreast of salient issues that may affect the School

≥ To provide advice on matters affecting the School


≥ To consult, liaise, seek advice, provide/receive input to, or negotiate services.

KEY CHALLENGES OF THE POSITIONThe position requires:

≥ Development of a strong International Plan for the School

≥ Exceptional leadership and management capabilities in order to achieve School academic objectives

≥ The ability to manage a range of pressing priorities simultaneously

≥ Understanding of University priorities and emerging higher education issues

≥ The ability to keep abreast of all School matters

≥ Creative thinking which will be required to solve problems

DELEGATIONS EXERCISED ≥ This position possesses formal delegations at Category 5

RECOMMENDATIONS EXPECTED

≥ Recommendations are expected on strategic decisions affecting the performance of the School

≥ Input and recommendations are required on financial management of the School

MANDATORY TRAINING REQUIREMENTS

≥ WHS Online Modules: 1, 2, 3 & 4

≥ Recruitment and Selection




The broad expectations of the role require the following attributes:

1. Doctoral qualification or equivalent accreditation and standing

2. Demonstrated strong strategic thinking and the ability to provide leadership and guidance for the strategic direction of the School

3. Outstanding Research record and a strong International profile

4. Demonstrated capacity to work collaboratively across the School and in liaison with the functional units of the Academic and Research Divisions

5. A demonstrated appreciation of the policy context of the higher education sector in terms of academic quality, and of developments at national, Government and international levels

6. Demonstrated experience and understanding of accreditation processes for Business schools

7. A demonstrated track record of commitment to delivery of student focussed quality

8. Demonstrated strong interpersonal skills with the ability to foster relationships and partnerships that will extend and develop the activities of the School

9. A demonstrated record of innovation, achievement and quality improvement in management at a senior level

10. The capacity to develop, apply and monitor best practice and innovative strategies with respect to School operations

Selection Criteria




POSITION TITLE Deputy Dean Academic and Operations

CLASSIFICATIONSenior

REPORTING TO TITLE & ESTABLISHMENT / POSITION NO.Dean, School of Business (7006271)

SCHOOL/OFFICESchool of Business

EMPLOYMENT TYPEThree years fixed term

CONTEXT The Western Sydney University is a major urban university spread over six campuses in Greater Western Sydney, a region of great opportunity, diversity, challenge and growth. The University has a strong connection to Greater Western Sydney, working with its communities and businesses to contribute to the region’s growth. The University is culturally diverse, with 2,500 staff and 40,000 students drawn from Australia and around the world.

The University strategic plan, Securing Success: 2015-2020 Strategic Plan, articulates the University’s values and commitments of being:

1. A Distinctively Student-Centred University;

2. A Research-Led University with Regional, National and Global Impact;

3. A Unique Learning Experience that is Innovative, Flexible and Responsive;

4. An Expanding International Reach and Reputation;

5. A Leading Advocate and Champion for the Greater Western Sydney Region and its People;

6. A Dynamic and Innovative Culture that Secures Success.

The School of Business takes pride in educating students in an environment that is contemporary, challenging and adapted to a rapidly evolving world, and we seek enthusiastic academics and emerging leaders to join our team. The School provides an innovative business education to the Greater Western Sydney region and beyond. Our comprehensive program is designed to lead to rewarding business careers in Australia and the global marketplace.

POSITION PURPOSE The Deputy Dean Academic and Operations reports to the Dean and is primarily responsible for assisting the Dean in the provision of leadership within the School, and oversight of School’s academic program, planning, performance, and quality management. The position also takes responsibility for the Learning and Teaching portfolio within the School, working with the Office of the DVC (Academic). They are a member of the School Executive and will oversee school operations and will work closely with the Dean, Deputy Dean Strategy, International and Accreditation on School leadership and management matters.

DIMENSIONS Number of direct reports:

Titles of direct reports:

Directors of Academic Program, Administration staff

Number of indirect reports:

Academic staff at Level A to Level E; Professional Staff at Levels 1 - 8




MAJOR RESPONSIBILITIES ≥ Providing strategic leadership over the School’s academic programs.

≥ Co-ordinating the implementation, at School level, of the University’s Learning and Teaching Plan.

≥ Developing and undertaking monitoring and enhancement of quality assurance procedures for undergraduate and postgraduate coursework programs.

≥ Participating in the development and implementation of strategic directions for the School within the context of the University’s planning framework and the University’s overarching strategies; and monitoring progress of the School Strategic Plan.

≥ Supervising the School’s submissions for relevant quality processes such as TEQSA audits, internal and external course or discipline reviews.

≥ Fostering and leading the educational research culture in the School.

≥ Developing the Learning and Teaching Plan of the School in consultation with the Associate Pro Vice-Chancellor (Education), School Executive Committee and School Academic Committee.

≥ Participating in and contributing to School and University-wide committees as required.

≥ Implementing policy and strategy, and advising the Dean and other senior School staff with respect to the delivery of student support, in the context of the UWS Academic Standards and Assessment Framework for Learning and Teaching.

≥ In consultation with the Deputy Dean, Strategy, International and Accreditation oversee domestic and international student welfare, equity and conduct in liaison with the relevant functional units within the University.

≥ Maintain a cohesive and collegial School culture and environment that supports the School’s objectives, utilising the diverse nature of staff, disciplines and activities.

≥ Assist with the efficient and effective management and use of School resources (human and financial) in accordance with the School budget.

≥ Representing the School in relation to University-wide teaching and learning initiatives, policies, submissions and awards.

≥ Advising and assisting the Dean in the overall management of the School as a member of the School Executive and representing the School as appropriate.

≥ Oversee and drive the planning, implementation, and delivery of strategic initiatives and specific projects, employing solid understanding and practical knowledge of all aspects of Project and Program Management.

ACCOUNTABILITIES ≥ Strategic leadership and advice is provided to DAP’s as required.

≥ The University’s Learning and Teaching, Research, International, and Engagement Plans are implemented at a relevant level in the School and School progress against the plans is monitored. Plans are developed with a student focus in mind.

≥ All undergraduate and postgraduate courses within the School undergo quality assurance testing and outcomes. Enhancements and improvement are promptly acted upon.

≥ Salient University issues are taken into context when planning strategy for the School. Tracking and reporting at senior School and University level on the implementation of the School’s Strategic Plan

≥ Documentation for TEQSA audits and course reviews is comprehensive and produced in a timely manner.

≥ The provision of guidance and leadership to staff within the School on publications and strategies in educational research.

≥ The Learning and Teaching Plan for the School and associated documentation such as Learning Guides are up to date and readily accessible by academic staff and students. Plans are developed with a student focus in mind.

≥ Meaningful contributions are made at University wide level to committees, workshops and forums as required. Feedback is provided as required to School staff on outcomes of meetings, workshops and forums.

≥ Student focused implementation of University policy is adhered to.

≥ Student welfare matters are managed in a sensitive and timely manner on behalf of the School.

≥ Diversity is embraced within the School. All staff have the opportunity to contribute to building the School and all students have the opportunity to excel.

≥ School budget is managed and stays in surplus. Financial and human resource delegations are utilised appropriately.

≥ Attendance at events to represent the School and University as required.

≥ The School is managed efficiently, within budget and adheres to University policy and practice.

≥ School projects are managed on time, on budget and delivered with quality outcomes.

WORK HEALTH & SAFETY REQUIREMENTSAll staff are required to:

≥ Exercise due diligence with regards to Work Health and Safety

≥ Acquire and maintain up-to-date knowledge of Work Health and Safety matters of the University including:

• An understanding of University operations including hazards and risks associated with those operations

≥ Oversight of the implementation of Work Health and Safety systems within the School including:

• The allocation of appropriate resources to enable hazards and risks to be identified and eliminated or minimised in a timely manner

≥ Monitor and review health and safety risks, management practices, incidents and accidents

≥ Consult with staff and WHS Committees on work health and safety matters

≥ Complete University WH&S training and development modules.



UNIVERSITY EXPECTATIONS All staff are expected to:

≥ Contribute to the efficient and effective functioning of their team or work unit in order to meet University objectives. This includes demonstrating appropriate and professional workplace behaviours in accordance with the Code of Conduct, providing assistance to team members if required and undertaking other key responsibilities or activities as directed by one’s supervisors;

≥ Participate in the cyclical Career Planning Development Process, which includes an annual review of their performance against agreed operational and performance objectives set in COMPASS;

≥ Perform their responsibilities in a manner which reflects and responds to continuous improvement;

≥ Read, understand and comply with all University policies and procedures;

≥ Undertake risk management and actively support and participate in the risk management processes adopted by the University which include identifying, analysing and evaluating risk that may impact on the University;

≥ Work at and travel between other University campuses from time to time as may be required during the course of employment;

≥ Complete all mandatory training such as WHS and equity and diversity online training modules within the first six weeks of commencement with the University. Your supervisor will check to ensure compliance with this mandatory requirement; and

≥ Demonstrate understanding of the principles of anti-discrimination, staff and student equity, work health and safety and other relevant legislation, and show the willingness and capacity to implement equal employment opportunity and work health and safety plans, policies and programs.

KEY RELATIONSHIPS TO POSITIONIInternal (within the University):

≥ The Deputy Dean Academic and Operations works closely with the Dean, Deputy Dean, Strategy, International and Accreditation School Manager and other members of the School Executive; and all staff of the School

≥ The Deputy Dean works closely with the Office of the PVC Students

≥ The Deputy Dean works closely with the Office of the DVC Academic

≥ Executive including the Vice-Chancellor and his Office staff.


≥ Key external stakeholders include:

• Community bodies

• Government agencies

• Research organisations

• Industry partners

• Education sector

PURPOSE OF RELATIONSHIP Internal (within the University):

≥ To discuss and give direction as required on a range of School matters

≥ To manage and liaise on School related student matters

≥ To manage and liaise on Teaching and Learning and International matters relevant to the School

≥ To stay abreast of salient issues that may affect the School

≥ To provide advice on matters affecting the School


≥ To consult, liaise, seek advice, provide/receive input to, or negotiate services.

KEY CHALLENGES OF THE POSITIONThe position requires:

≥ Leadership and management capabilities in order to achieve School academic objectives

≥ The ability to manage a range of pressing priorities simultaneously

≥ Understanding of University priorities and emerging higher education issues

≥ The ability to keep abreast of all School matters

≥ Creative thinking which will be required to solve problems

DELEGATIONS EXERCISED ≥ This position possesses formal delegations at Category 5

RECOMMENDATIONS EXPECTED

≥ Recommendations are expected on strategic decisions affecting the performance of the School

≥ Input and recommendations are required on financial management of the School

MANDATORY TRAINING REQUIREMENTS

≥ WHS Online Modules: 1, 2, 3 & 4

≥ Recruitment and Selection




The broad expectations of the role require the following attributes:

1. Doctorial qualification or equivalent accreditation and standing

2. Strategic thinking and the ability to provide leadership and guidance for the academic direction of the School

3. Demonstrated experience at Senior level managing within the operational context within the Higher Education sector

4. A capacity to work collaboratively across the School and in liaison with the functional units of the Academic and Research Division, particularly the Office of the Pro Vice-Chancellor (Education) and the structures of Academic Senate

5. A demonstrated understanding of the policy context of the higher education sector in terms of academic quality, diversity and flexibility (including the student context) and of developments at national, Government and international levels

6. Extensive liaison and interpersonal skills with the ability to foster relationships and partnerships that extend and develop the activities of the School

7. A demonstrated record of innovation, achievement and quality improvement in teaching

8. The capacity to develop, apply and monitor best practice and innovative strategies with respect to teaching and learning

Selection Criteria



Applications are invited until the closing date of 22 February 2016

APPLICATIONS FOR EITHER POSITION SHOULD INCLUDE THE FOLLOWING PERSONAL DETAILS:

≥ Full name

≥ Contact telephone numbers

≥ Confidential email address

≥ Nationality and citizenship.

APPLICATION SHOULD ALSO INCLUDE:

≥ A brief covering letter identifying which role you are applying for, and detail your leadership and management experience relevant to the position

≥ A full curriculum vitae

≥ A concise statement addressing the attributes outlined above, citing evidence and examples to support your claims

≥ The full contact details of three referees who may be contacted by UniRecruit. Please state your relationship with the referees and rationale for their nomination. The referees will only be contacted with your approval. Please ensure that the referees are willing to speak on your behalf. Input from other people may be sought as part of the due diligence process.

APPLICATION PROCESS

An executive search is being undertaken by UniRecruit in parallel with the public advertisement of the position to identify the widest possible field of qualified candidates globally and to support the University’s Selection Panel in the assessment of candidates against the requirements for the role.*

INDICATIVE TIMELINES

≥ Shortlisting early March 2016

≥ Interviews mid March 2016

ENQUIRIES

All enquiries and applications are to be directed to the consultant assisting the University, Ian Pike at UniRecruit.

Telephone: +61 (0) 408 445 472

Email: [email protected]

* Western Sydney University reserves the right to fill this position by invitation.

How to Apply



There is one university in Australia which has just changed its name. The University of Western Sydney will now be called Western Sydney University.

We have a new logo too.

These changes are indicative of the many transformations we are making at our University this year.

Why are we doing it?

To remain current in a disruptive world.

To establish our reputation for innovation.

You may ask, what difference does a new name or logo really make?

It’s a symbol of our emergence as one of Australia’s most important and innovative universities.

It’s part of our bold, new vision for the next stage of our strategic development.

We want our University to be known for its true value – as a dynamic institution for talented, ambitious people, with the opportunity to realise their full potential. No matter who they are or where they’re from.

A place that pushes the boundaries of how knowledge is exchanged, a place that is student centred and research led.

A university that prepares graduates not just to get jobs, but to create them.

We’ve already made enormous strides in the 26 years since our foundation.

Worldwide, we now rank in the top 2% of universities.

As such, we are leaders in the most dynamic economic and cultural region in Australia – Western Sydney.

We’re adopting new teaching methods opening up the curriculum to technology-infused learning, all underpinned by a commitment to quality.

We ensure our curriculum remains relevant through partnerships with our students, industry, business and government.

Our research program is designed to deliver outcomes that contribute to the economic, social and environmental wellbeing of our communities.

We believe success is fuelled by strong desire and ambition. With a global mindset we work closely with our community to unlock the potential of our students as future leaders and change makers.

Welcome to the new Western Sydney University.

UNLIMITED.WESTERNSYDNEY.EDU.AU

A REVOLUTION 26 YEARS IN THE MAKING



Western Sydney University Locked Bag 1797

Penrith NSW 2751 Australia

WESTERNSYDNEY.EDU.AU

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