INFORMATION FOR CANDIDATES

APPOINTMENT OFDEPUTY VICE-CHANCELLOR (EXTERNAL ENGAGEMENT)

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CONTENTS The University of Queensland 01

Governance 02

Strategic Directions 02

Strategic Plan 2018 – 2021 03

Leadership Capability Expectations 04

Office of the Deputy Vice-Chancellor (External Engagement) 05

External Engagement at UQ 06

Role of the Deputy Vice-Chancellor (External Enhagement) 07

Selection Criteria 09

Selection Committee 10

Conditions of Employment 10

How to Apply 11

Further Information and Website Addresses 11

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THE UNIVERSITY OF QUEENSLAND

For more than a century, The University of Queensland (UQ) has maintained a global reputation for creating positive change by delivering knowledge leadership for a better world.

UQ ranks among the world’s top universities, as measured by several key independent rankings, including the CWTS Leiden Ranking (32)*, the Performance Ranking of Scientific Papers for World Universities (43), U.S. News Best Global Universities Rankings (45), QS World University Rankings (48), Academic Ranking of World Universities (55), and Times Higher Education World University Rankings (65).

At UQ, we’re changing the way higher education is imagined and experienced. Our students enjoy innovative and flexible learning options, diverse and dynamic partnership opportunities, and an integrated digital and campus learning environment.

More than 52,000 students, including the majority of Queensland’s highest academic achievers, as well as top interstate and overseas students, study across UQ’s three beautiful campuses in South East Queensland at St Lucia, Herston and Gatton. They include more than 16,400 postgraduate and about 15,400 international students who contribute to a diverse, supportive and inclusive campus community.

With a strong focus on teaching excellence, having won more national teaching awards than any other Australian university, UQ is committed to providing students with the best opportunities and practical experiences during their time with us, empowering them with transferable knowledge and skills that will prepare them to exceed expectations throughout their careers.

In December 2017, UQ celebrated its 250,000th graduate joining its global alumni network, which includes approximately 13,800 PhDs and spans more than 170 countries.

UQ’s six faculties, eight globally recognised research institutes and more than 100 research centres employ an interdisciplinary community who champion research excellence and continue UQ’s tradition of research leadership. This is reflected in UQ being awarded more Australian Research Council Laureate Fellowships than any other Australian university during the history of the scheme.

UQ has an outstanding track record in commercialising innovation, with major technologies employed across the globe and gross product sales of more than $15.5 billion.

UQ is currently ranked first in Australia by the prestigious Nature Index tables.

UQ is one of only three Australian members of the global Universitas 21; a founding member of the Group of Eight (Go8) universities; a member of Universities Australia; and one of only three Australian charter members of the prestigious edX consortium, the world’s leading not-for-profit consortium of massive open online courses (MOOCs).

UQ employs more than 6600 academic and professional staff (full-time equivalent) and has a $1.85 billion annual operating budget.

* CWTS Leiden Ranking 2018 measured by the Impact indicator P(top 10%), ordered by P(top 10%) with fractional counting

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GOVERNANCE The University is governed by a 22-member Senate representing University and community interests. Senate is led by a Chancellor and Deputy Chancellor. The Senate has delegated to the Vice-Chancellor many of its powers under the University of Queensland Act 1998 to appoint staff, manage and control University affairs and property, and manage and control finances.

uq.edu.au/about/governance

STRATEGIC DIRECTIONS

Knowledge leadership for a

better world.

Create change.

1

Transforming our student experience through a flexible, integrated

and partnered learning environment

2

Enhancing our high quality research by improving our capacity to collaborate to

achieve greater impact

3

Building engaged and strategic partnerships with a broad range of local and

global networks

4

Committing to activities that attract, support and retain

a diverse and inclusive community of high achieving

staff and students

5

Building an agile, responsive and efficient

University operation

6

Diversifying our income streams and managing

our resources to establish a sustainable financial base

MEDIUM-TERM STRATEGIC FOCUS

AREAS

Transform students into game-changing

graduates who make outstanding contributions and

address complex issues with a global perspective

Develop a diverse community of knowledge seekers and leaders who

embody a One UQ culture and use collaborative

partnerships to connect and co-create

Deliver globally significant solutions to

challenges by generating new knowledge and

partnered innovation

LONG-TERM OBJECTIVES

OUR VISION

The University of Queensland sets its agenda within a truly global context. It is a university that is connected with the global community, addressing the issues that are impacting on the modern world. UQ’s aim is to attract the best minds of today, and to develop and support the leaders of tomorrow. The University has an ongoing commitment to strengthening its impact and reputation by building greater research capacity and through the delivery of high quality teaching and learning programs.

The 2018–2021 period will be a challenging and exciting time as the University adapts to a rapidly changing environment. Our plan encapsulates a commitment to remaining comprehensive while emphasising the importance of collaboration, diversity and partnered innovation as a critical means of solving complex global challenges.

We will transform our students into game-changing graduates ensuring that they are not only prepared to succeed in their chosen pathway, but will also provide the leadership necessary to create change.

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STRATEGIC PLAN 2018–2021

The University of Queensland positively influences society by engaging in the pursuit of excellence through the creation, preservation, transfer and application of knowledge. UQ helps shape the future by bringing together and developing leaders in their fields to inspire the next generation and to advance ideas that benefit the world. UQ strives for the personal and professional success of its students, staff and alumni.

Transforming students into game-changing graduates through excellent teaching, support, and exposure to world-leading research is a focus of UQ’s Strategic Plan 2018–2021. The world is changing at a breakneck pace, and it is vital that we prepare our students to not only adapt to this change, but also to make a positive impact on society and collectively build a beneficial global legacy. Evidence-based knowledge, the ability to work collaboratively to solve complex problems, and a passion for innovation will be essential attributes for our students, regardless of the exact future shape of society. UQ’s Strategic Plan 2018–2021 focuses on graduate employability, collaboration and diversity and inclusivity.

UQ’s Strategic Plan 2018–2021 is available to download from the following website:

about.uq.edu.au/strategic-plan

OUR VALUES

Pursuit of excellenceWe strive for excellence, seeking to apply the highest standards to benefit our communities.

Creativity and independent thinkingWe welcome new ideas from our staff and students as well as from our alumni and our external partners. We support intellectual freedom, courage and creativity. We encourage the pursuit of innovation and opportunities.

Honesty and accountabilityWe act with integrity and professionalism and uphold the highest ethical standards. We are committed to transparency and accountability. Our decisions ensure responsible stewardship of the University’s resources, reputation and values. We lead by example in all areas including our approaches to sustainability.

Mutual respect and diversityWe promote diversity in the University community – through our people, ideas and cultures. We create a vibrant, inclusive environment in which ideas flourish and future generations, regardless of background, are empowered. We respect our colleagues and work together for shared success.

Supporting our peopleUQ ensures the safety and wellbeing of our people. We create an inclusive and supportive university community in which achievements are celebrated and rewarded. Our people have the opportunity to enrich their lives and pursue their goals.

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LEADERSHIP CAPABILITY EXPECTATIONS

The UQ Leadership Framework identifies 7 key capabilities that define leadership in the UQ context. The framework aligns with UQ’s strategic direction, and mission, vision and values.

Achieves results and drives accountability

Leaders ensure engagement and performance, and motivate and empower others to achieve results.

Communicates and collaborates with influence

Leaders engage others in open and honest dialogue about important issues and actively seek common interests and goals.

Exemplifies personal credibility and integrity Leaders strive for personal achievement and are visibly proactive and ethical in their dealings with others.

Fosters learning, inquiry and innovationLeaders nurture an environment that allows for multiple perspectives and challenges assumptions, and model openness to new ideas.

UQ LEADER

THINKS & WORKS

STRATEGICALLY

ACHIEVES RESULTS & DRIVES

ACCOUNTABILITY

FOSTERS LEARNING, INQUIRY &

INNOVATION

COMMUNICATES & COLLABORATES WITH INFLUENCE

PURPOSEFULLY LEADS CHANGE

EXEMPLIFIES PERSONAL

CREDIBILITY & INTEGRITY

VALUES PEOPLE & BUILDS CULTURE

UQ ST

RATEGY UQ VISION

UQ MISSION

UQ VALUES

Purposefully leads changeLeaders initiate and lead change and improvement agendas, modelling behaviour which embraces innovation and change.

Thinks and works strategically Leaders create and communicate a clear direction for the future, aligned with UQ’s vision.

Values people and builds cultureLeaders create a positive, constructive workplace where people feel connected and valued.

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OFFICE OF THE DEPUTY VICE-CHANCELLOR (EXTERNAL ENGAGEMENT)

The Deputy Vice-Chancellor (External Engagement) reports to the Vice-Chancellor and President and works collaboratively with other senior members of the University in the effective management of the University. The role provides strategic leadership to the University’s broad and diverse engagement agenda.

The Deputy Vice-Chancellor (External Engagement) is responsible for the leadership of the University’s overall external engagement strategy; for advancement, alumni and community relations activities; for the management of functions and execution of strategy relating to branding, marketing, and communications, both internally and external to the University; and for oversight of the University’s relationships with Indigenous communities and stakeholders.

The Deputy Vice-Chancellor (External Engagement) works collaboratively with senior university managers in support of the University’s strategy to expand the quality and scale of mutually beneficial engagement with industry, government, alumni and Aboriginal and Torres-Strait Islander communities.

The Deputy Vice-Chancellor (External Engagement) is the Senior Executive responsible for providing strategic leadership for UQ’s global strategy and internationalisation agenda, including global strategy planning and implementation, as well as providing leadership and direction for the University’s Entrepreneurship and Innovation agenda.

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EXTERNAL ENGAGEMENT AT THE UNIVERSITY OF QUEENSLAND

The External Engagement portfolio comprises over 1,100 staff, and includes the following key areas:

UQ Advancement

UQ Advancement leads activities and services that help to raise the profile of UQ with alumni, industry partners and current and prospective donors. By raising awareness of the University’s vision, goals and achievements, UQ Advancement helps position UQ as a destination for philanthropy, ensuring future generations of thought leaders and solution finders have access to an education that only a University in the world's top 100 can provide. The Pro-Vice-Chancellor (Advancement) works closely with the Vice-Chancellor on certain Advancement matters as well.

alumni.uq.edu.au/about

Pro-Vice-Chancellor (Indigenous Engagement)

The Pro-Vice-Chancellor (Indigenous Engagement) leads the Aboriginal and Torres Strait Islander Studies Unit, and is responsible for leading the implementation of the Indigenous strategy and strengthening leadership within the University in relation to Indigenous Engagement, as well as building links with the community. The Pro-Vice-Chancellor (Indigenous Engagement) works with the Vice-Chancellor on certain Aboriginal and Torres Strait Islander matters as well.

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Future Students Division

The Future Students Division leads the University's domestic and international student recruitment activities, and oversees one of the University's largest pathway providers, the Institute for TESOL and Continuing Education.

uq.edu.au/about/pvc-fs uq.edu.au/high-schools uq.edu.au/international icte.uq.edu.au

Office of Marketing and Communications

The Office of Marketing and Communications provides leadership and expertise in strategic marketing and branding to position The University of Queensland as a world-class, research-intensive University.

omc.uq.edu.au

Global Engagement and Enterprise

The Global Engagement and Enterprise team seeks to extend the reputation and connectedness of The University of Queensland and support the University's vision of knowledge leadership for a better world, as well as providing leadership and direction for the University's Entrepreneurship and Innovation agenda.

global-engagement.uq.edu.au

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ROLE OF THE DEPUTY VICE-CHANCELLOR (EXTERNAL ENGAGEMENT)

The Deputy Vice-Chancellor (External Engagement) will be a proven and effective senior leader with an outstanding track record in domestic and international student recruitment. The incumbent will be an effective communicator and manager of large scale operations who will further develop the University’s engagement nationally and globally and support the Vice-Chancellor effectively as part of the senior executive team.

Reporting Relationships

The position of Deputy Vice-Chancellor (External Engagement) reports to the Vice-Chancellor and President, and is a member of the University’s senior executive. Other members of the University executive are the Vice-Chancellor and President, (Chair), Provost, Deputy Vice-Chancellor (Academic), Deputy Vice-Chancellor (Research), and the Chief Operating Officer.

The positions reporting to this role are the:

• Pro-Vice-Chancellor (Advancement)

• Pro-Vice-Chancellor (Indigenous Engagement)

• Pro-Vice-Chancellor (Future Students)

• Chief Marketing and Communications Officer

• Director, Global Engagement and Enterprise

As a member of the senior executive team (Vice-Chancellor’s Committee), the Deputy Vice-Chancellor (External Engagement) contributes to the development and implementation of the University’s strategies in relation to teaching and research and the provision of services to both staff and students.

The Deputy Vice-Chancellor (External Engagement) will be expected to chair a number of key University Committees.

Duties

Duties and responsibilities include, but are not limited to:

• Significant contribution to the decision- making processes of the University through membership of the senior executive and of other University level committees.

• Undertake a University-wide leadership role, working collaboratively with senior management (Chief Operating Officer, Provost, Deputy Vice-Chancellors, Pro-Vice-Chancellors, Executive Deans and Directors of Institutes) toward the achievement of the University’s strategic and operational objectives.

• Provision of leadership and strategic direction in:– The University’s external engagement activities, including promoting the University’s

interests and profile through partnerships with business, industry, government and community relations, alumni relations, advancement, public affairs and media relations;

– The marketing of the University, including branding and positioning of UQ nationally and globally; and

– The achievement of the University’s strategic objectives in student attraction, recruitment and engagement both domestically and internationally

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• Oversee the objectives of the University and Pro Vice-Chancellor (Indigenous Engagement) to create and sustain strategic and respectful partnerships with Indigenous communities in support of our commitment to Aboriginal and Torres Strait Islander learning, discovery and engagement. Note that the Pro Vice-Chancellor (Indigenous Engagement) also works with the Vice-Chancellor on certain matters.

• Oversee the implementation and further development of a substantial and ambitious Advancement program, including: leading specific projects designed to enhance Alumni relations and facilitate and build long-term Alumni involvement and support. Note that the Pro Vice-Chancellor (Advancement) also works with the Vice-Chancellor on certain matters.

• Establish and maintain constructive working relationships with the Senior Executive, Executive Deans, and Institute Directors to ensure strong partnerships, collaboration and consistency of engagement with the University’s external environment and in pursuing a balanced strategy to engage the entrepreneurial energies of academic staff, and to foster an entrepreneurial and innovative ecosystem within the University.

• Conceptualise and oversee the implementation of both long and short term communications, media and public relations efforts to enhance the University’s reputation and ability to reach its many constituents.

• Provide leadership of the University’s internal communication strategies.

• Determine the strategic direction of the Divisions/Offices that fall within the portfolio and ensure that appropriate plans are in place to achieve the University’s objectives including the provision of leadership to the Pro-Vice-Chancellors and Directors within the portfolio to ensure that services are provided in a timely, co-operative, efficient and effective manner.

• Uphold the University values and foster a culture across the portfolio that encourages collaboration, innovation, and service delivery aligned with the University’s values.

• Provide advice and support to the Vice-Chancellor to ensure the University is achieving its strategic objectives and operational priorities within the portfolio.

• Represent the Vice-Chancellor and University as requested by the Vice-Chancellor.

• Oversight of policy development and corporate risk management strategies in areas of responsibility.

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SELECTION CRITERIA

Essential• Demonstrated significant leadership capability aligned with the UQ Leadership framework,

with a proven record of effective strategic vision, direction and achievement of results in external engagement.

• A proven track record in developing and successfully implementing approaches to student recruitment domestically and internationally.

• Substantial experience in developing and building successful ongoing relations with a broad range of community, business and government organisations along with a commitment to high level advocacy of the institutional mission and ambitions across these organisations.

• Demonstrated capacity to contribute to significant policy development and change, including experience in leading and implementing change at institutional level.

• An understanding of emerging trends in marketing and communication within the higher education sector and the ability to build sustainable, innovative and integrated marketing and communications capacity to support the brand and reputation of the University, as well as internal communication strategies.

• Entrepreneurial thinking in Advancement, campaign planning and major fund raising.

• Demonstrated management and administration skills in relation to the efficient and effective management of human, financial, and strategic resources in an executive position within a large and complex organisation.

• High level interpersonal, diplomacy, negotiation and communication skills, including the ability to engage, communicate, consult, negotiate, inspire and work collaboratively with key stakeholders within and external to the University and with people from a range of cultural backgrounds across a range of international settings.

• Evidence of outstanding people management and in particular, the ability to deal constructively with issues and promote ethical and constructive behaviour.

• Demonstrated ability to work collaboratively as a member of the Senior Executive and to develop, articulate and sustain a shared vision.

• Commensurate with the Values of the University, exemplify credibility and accountability with the outstanding personal qualities of openness, respectfulness and integrity and a commitment to equity, diversity and collaboration.

Desirable• Knowledge of and commitment to strategies to positively influence Aboriginal and Torres

Strait Islander learning, discovery and engagement.

• A higher degree in a relevant field and recognition as an authority in a field of expertise.

• Demonstrated ability to operate as part of the senior executive team in a large organisation.

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CONDITIONS OF EMPLOYMENT

Tenure

The initial appointment will be for a term of five years with standard provisions for extension and termination.

Salary and Benefits

An attractive remuneration package will be negotiated with the successful candidate. Remuneration will be subject to periodic review.

The Deputy Vice-Chancellor (External Engagement) is entitled to four weeks annual leave, 10 days personal leave and an additional 5 days carer’s leave. Other terms and conditions of employment may be negotiated with the Vice-Chancellor and President.

SELECTION COMMITTEE

The selection committee for this appointment will be chaired by Professor Peter Høj, Vice-Chancellor and President.

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General information on the University is available through the University’s website: uq.edu.au

Other documents which you may wish to refer to include:

• Annual Report: uq.edu.au/about/annual-reports

• Governance: uq.edu.au/about/governance

• Key statistics: pbi.uq.edu.au/ClientServices/UQStatistics/index.aspx

• Organisation chart: uq.edu.au/about/docs/org-chart.pdf

• Research at UQ: research.uq.edu.au

• Strategic Plan 2018–2021: uq.edu.au/about/docs/strategicplan/UQStrategicPlan2018-2021.pdf

• UQ Global Strategy: global-strategy.uq.edu.au

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HOW TO APPLY

FURTHER INFORMATION AND WEBSITE ADDRESSES

Applications should include a full curriculum vitae and a statement addressing the selection criteria. Applicants should provide the names and contact details of at least three potential referees. These referees need not be approached in advance, as they will not be contacted without the prior consent of the applicant.

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