head of it development
DESCRIPTION
Brochure for Head of IT Development at Robert Gordon UniversityTRANSCRIPT
1The professional University
APPOINTMENT OF the head of it development and projects
www.rgu.ac.uk
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CONTENTS OPPORTUNITY 4
IT SERVICES 6
A CLEAR FUTURE 8
THE PROFESSIONAL UNIVERSITY 10
ONE CAMPUS, ONE VISION – GARTHDEE 2020 14
ROLE PROFILE 16
person PROFILE 18
CITY OF ABERDEEN 20
CORPORATE MANAGEMENT ARRANGEMENTS 21
ORGANISATION CHART 24
SUMMARY OF TERMS AND CONDITIONS 26
HOW TO APPLY 28
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’THE TOP MODERN UNIVERSITY IN THE UK’ IN ‘THE TIMES GOOD UNIVERSITY GUIDE’ - THREE YEARS IN A ROW
THE OPPORTUNITY
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’THE TOP MODERN UNIVERSITY IN THE UK’ IN ‘THE TIMES GOOD UNIVERSITY GUIDE’ - THREE YEARS IN A ROW
The University prides itself in producing highly valued graduates for
the business, engineering, design, health and social work professions
as well as the social science and biomedical science sector. Indeed,
our clear focus on professional education coupled with strong links
to the public and third sectors and to the science industry, means the
University has one of the UK’s best graduate employment records.
You will be joining us at a pivotal time when we are ready to make the
next step change in becoming a great University, rather than just the
best University of our kind. In fact the Robert Gordon University was
named the “Scottish University of the Year 2011” by the Sunday Times.
By 2012 our “Estates Master Plan” will have provided us with the best
riverside campus in Europe. This, together with our Virtual Learning
Environment, will assure continued provision of a first class learning
experience for all our students, both on and off campus.
We are ambitious in our future plans for the use of Information
Technology as a means to transform the administrative, teaching,
learning and research environments for staff and students and to reach
out collaboratively to our external community. Technology based
projects are core to realising our mission, and increasingly involve
elements of significant organisational change as well as the enabling
technology components. We are at present planning a significant
programme of work on “future IT” which will cover a number of key
programmes across the University and at the same time we wish to
ensure that we are driving continuous improvement and efficiencies to
our current IT provision.
For the role of Head of IT Development and Projects, we seek a strong
and capable leader broadly grounded in IT, able to create and sustain a
new IT Development function, and above all to be an effective leader
and supporter of change across the organisation.
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IT SERVICES
Following significant modernisation and growth of the IT infrastructure
over the past decade the Central IT Services Department is being
restructured into two key divisions – one responsible for the delivery
and operational support of existing services and one responsible
for the development and implementation of new services and major
upgrades/changes to existing services. This structure will provide a
stronger focus on service delivery for current mission critical services,
and development of a new generation of IT based services going
forward.
Oversight of the IT provision is provided by an IT and Equipment
Management Group which has representation from the University’s
Strategic Planning and Resources Group (SPARG) and which approves
IT Capital Spend and the forward programme of work.
The University provides over 3,000 desktops on Campus and in addition
to that a growing population of staff, students and other stakeholders
who access the key IT facilities on Campus, or remotely. The University
The central IT Services Department is responsible for service management and project delivery in relation to core site infrastructure and Enterprise wide systems. It also operates a help desk facility and an IT procurement facil-ity. In-house resource is backed up with external support contracts for critical aspects of the University infrastructure and Enterprise systems. The Department is currently adopt-ing ITIL as an approach to service delivery, and runs all IT projects to a standard methodology based on a cut-down version of PRINCE.
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operates a Wireless network and encourages students to bring their
own computing equipment onto the Campus. There are over 15,000
accounts registered on the central IT system, and with the University
being a leader in online distance learning, our core learning platforms
and electronic resources are used 24x7 by learners across the globe.
The Department manages on an ongoing basis a range of Enterprise
wide systems and in addition, several hundred desktop software
applications are used across the University in the course of its teaching
and learning activities. Services are currently hosted on two sites on
the Campus, connected resiliently together and onto the national
academic JANET network and hence to the Internet. The Department
is actively reviewing its future hosting strategy and plans to move to
an outsourcing or sharing of datacenter capacity coupled with a longer
term move to “cloud” based platforms as these mature.
The IT Services Department has worked with the University community
to implement a range of new services and improvements in recent
years. These include a significant programme of work to improve
capacity and resilience on the core Campus and Regional network
infrastructure, server platforms and associated storage, deployment
of a new virtual learning platform, modernisation of the externally
facing web environments, and an ongoing programme of upgrades to
core communication services and a range of management information
systems.
The next 3-5 year strategic IT development programme is centred
around 4 key strands:
• A “future desktop” strand to modernize the desktop provision,
move towards “thin” and “virtual” desktop environments and
be an enabler for the use of a growing diversity of new platforms;
• Technology support for the Estates Masterplan which envisages a
rich use of technology in teaching, learning and office spaces;
• A refresh of the internal and external information environments
– their associated web and mobile presence, access to management
information and technology support for improved workflow,
business processes and document management;
• A programme of continuous enhancement to the online learning
environments and core enterprise systems;
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A CLEAR FUTURE
ROBERT GORDON UNIVERSITY HAS A VERY CLEAR FUTURE, SET OUT IN OUR STRATEGIC PLAN. BUILDING ON OUR STRENGTHS AND OUR PROGRESS TO DATE, WE ARE ONE OF THE BEST MODERN UNIVERSITIES IN THE UK, IN AN INCREASINGLY CHALLENGING ENVIRONMENT.
In achieving our objectives, we will be clear about the markets which
we serve and the services we deliver. We will be responsive to the
changing environment and developments in the economy and society.
Ongoing development and continuous improvement will help to
ensure that we set the benchmark for quality in all aspects of our work.
OUR STRATEGIC PRIORITIES • Student experience: Enrich the all-round experience of our
students through their engagement with the University
• Teaching and learning: Enhance the quality and relevance of
our taught provision
• Access for all: Increase the diversification of our
student population
• Learning through life: Expand our provision of corporate
programmes and life-long learning opportunities
• Research and commercialisation: Grow our
internationally excellent research and knowledge
exchange activities and reputation
• A sustainable future: Secure our economic and
environmental sustainability
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CRITICAL SUCCESS FACTORSWe have assessed the factors which will be critical to our success as follows:
• Sustain our Scottish Funding Council and international student
numbers in a more challenging competitive environment
• Generate a major revenue stream from business interaction
activities for the value that we add
• A relentless focus on quality which will help to maintain and
develop our reputation – an excellent student experience
from first point of contact through every interface we have
with students
• A focused research portfolio which underpins teaching, is of
international standing and is financially sustainable
• A workforce which is committed, resourceful and effective
• Continued financial health
KEY PERFORMANCE INDICATORSIn order to monitor progress at Board of Governors’ level, a set of six key
high level performance indicators (KPI) has been agreed. These monitor
the impact of our success or otherwise in relation to our key strategic
objectives and against the critical success factors indentified above.
• Level of total SFC teaching funding and proportion of total
SFC teaching allocation compared with previous years
• Level and geographical sources of income from international
students compared with previous years
• Net financial contribution from business interaction over time
• Level of research grant and contract income and % full
economic cost recovery over time
• Net surplus, current ratio and borrowing over time
• Consistent high performance within the modern university
sector in national league tables
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THE PROFESSIONAL UNIVERSITY
‘PROFESSIONAL’ IS OUR WATCHWORD FOR THE WAY WE TREAT ALL OUR STAKEHOLDERS, INCLUDING AND ESPECIALLY OUR STUDENTS. IT GUIDES THE WAY WE WORK TOGETHER, AND DEFINES WHAT WE EXPECT FROM EACH OTHER.
OUR HERITAGE
The name Robert Gordon has been synonymous with education in
Aberdeen since 1750 when the original college was founded from his
bequest. With the addition of Gray’s School of Art in 1885, the School
of Pharmacy in 1898 and the Scott Sutherland School of Architecture in
1957, the original college has evolved over the years into a substantial
university – a leading institution of learning still able to draw upon this
rich heritage.
THE UNIVERSITY TODAY
The University generates an annual group income of around £92 million
through corporate programmes, consultancy and other business
engagement, research income and fee paying or funded students. We
currently employ approximately 1600 members of staff and deliver
courses to around 15,500 students. 22% of these students are engaged
in distance learning and corporate courses.
We offer an impressive range of professionally focused courses across
the arts and design, management, engineering and computing, health
and social care and the applied sciences and technology. We are
particularly focused on developing our key areas of strength – energy,
health and social care, the creative industries and the knowledge
“The partnership we have with Robert Gordon University not only helps to verify the high quality of learning we provide for our people, but it also leads to a formal qualification at degree level, which both Shell and our staff see as valuable.”
Adam Lomas Vice President, EP Learning & Development, Shell
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THE VIRTUAL CAMPUS
The University has established a significant e-Learning capability, based
around the ‘Moodle’ 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.
“Robert Gordon’s branding as ‘the professional university’ couldn’t be more appropriate. It beats every other university in the most recent employment figures.”Sunday Times
TRACK RECORD
For three successive years, Robert Gordon University has retained the
position of the best modern university in the UK. (The Times, May 2010).
The Guardian University League Table for 2010 also ranked Robert Gordon
University as the top new University in Scotland and second in the UK.
We consistently maintain one of the UK’s best graduate employment
records. The Times Good University Guide 2011 notes that we are still best
University in Scotland for graduate prospects, and second in the UK, with
over 83% of our graduates landing graduate-type jobs within 6 months.
Our success in this area is bettered only by Imperial College.
Sunday Times announced that the Robert Gordon University was their
Scottish University of the Year, due to our continued and sustained
commitment to the student experience, evidenced through our student
satisfaction rates, graduate employability and campus re-development.
Sunday Times (12 September 2010)
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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 our 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 through Navitas.
Following the launch of the College in September 2011, we expect to
significantly increase our recruitment of international undergraduate
students at a time when our recruitment of international postgraduate
students is coming under greater pressure.
ABERDEEN COLLEGE – AN ASSOCIATE COLLEGE
The strength of our regional commitment and also our understanding
of the social inclusion wider access agenda is reflected in our
partnership with Aberdeen College, the largest FE College in Scotland.
This is a truly outstanding alliance 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.
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COMMERCIAL LINKS
Our strong links with industry have delivered corporate alliances,
CPD programmes and consultancy both in the UK and overseas. The
deployment of blended learning through the Moodle Virtual Learning
Environment is further expanding our capability for working with
corporate partners and SMEs. Enterprising research is undertaken
by groups throughout the University and the results contribute to
technology transfer and ‘spin outs’. We have been especially successful
in SMART awards.
Additionally, our commercial organisation, Univation Ltd, continues
to develop strong commercial relationships with major energy
organisations worldwide, winning significant corporate contracts for
delivery in the UK and overseas.
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“In the past decade, the university has invested more than £100m to improve its facilities, and intends to make the Garthdee site ‘the best riverside campus in Europe.’”The Guardian (12 May 2009)
THE UNIVERSITY PREPARED AND APPROVED ITS ESTATES STRATEGY IN 1994, COVERING A 20-25 YEAR PLANNING PERIOD. WE NOW HAVE ONE VISION FOR THE FUTURE – TO LOCATE ALL OUR STAFF AND STUDENTS, BY 2020, ON ONE CAMPUS AT THE STUNNING RIVERSIDE SETTING OF GARTHDEE.
‘Among the generation of new universities, Robert Gordon University in Aberdeen is the best placed’. The Times (June 2008)
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ONE CAMPUS, ONE VISION – GARTHDEE 2020
The first phase, the consolidation of six sites into two, (Garthdee
and Schoolhill) was essentially complete by 2004. To date we have
invested over £100 million in new buildings and upgrading facilities
for students. These have included the Aberdeen Business School,
the Faculty of Health and Social Care, as well as a state of the art
Sports Centre, modern onsite nursery and a health centre open to
staff, students and the local community.
We have recently secured full planning consent for the Masterplan
2009 – likely to be a two phase, 10 year development and
refurbishment programme, adding 34,000 m2 of new facilities and
culminating in the realisation of our vision – one campus at Garthdee
by 2020.
The Masterplan 2009 aims to:
• Consolidate all academic and administrative activities on the
Garthdee Campus site in order to create the finest riverside
learning environment in Europe
• Create a clearly legible campus heart, focused around a
student-centred experience
• Develop a new and unified academic development on the
eastern portion of the site in order to gain from the advantages
of co-location and collaboration between disciplines
• Retain and enhance the landscaped qualities of the site and
seek to achieve a stronger relationship between buildings and
the riverside setting
• Develop the Garthdee Campus in a sustainable, phased
manner reflecting the availability of project funding
• Re-utilise appropriate areas within existing buildings to form a
more holistic and integrated campus
• Develop a new focus for arrival/entrance from the south,
including a new pedestrian and cycle bridge to the south side
of the river
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ROLE PROFILE:
HEAD OF IT DEVELOPMENT
AND PROJECTS
RESPONSIBLE TOThe post will be responsible to the Executive Director (IT and
Communication).
PURPOSE OF THE POST :The overall purpose of this post is to ensure that a forward IT
development programme is put together to support the University and
the IT Strategy, and that all elements of that programme are delivered
to time, quality and budget and that they realise the benefits for which
they were funded.
The use of Information Technology is a critical enabler to the
academic and administrative functions of the University, and
successful implementation of technology based change is essential
on a University wide basis for the University to remain competitive in
the national and international marketplace, and for the University to
optimise its internal administrative processes and use of information.
Principal Duties
1. The post holder will manage the following functions and staff
(6 direct reports and approximately 20 staff in total) including any
associated external contracts/strategic partners for delivery, with
financial management of the associated IT Revenue Budget (£1m).
In addition, the post will be responsible to the IT and Equipment
Management Group or equivalent for the delivery of a programme of
IT related Capital projects totalling in the region of £0.5m - £1m per
annum and to the Estates Masterplan project for implementation of IT
aspects of the Estates Masterplan.
• Campus IT Architect
• Project Manager x2
• Business Analyst
• Infrastructure Development Team
• Web and Applications Development Team
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In managing these functions, the post holder will be expected to:
• Conduct regular performance reviews in line with the RGU EPR
process with all direct reports and ensure that development plans
are in place;
• Coach and mentor the direct reports to ensure continuous
personal development for them and to align their skills to the
University’s needs;
• Ensure that a viable forward plan of work is in place in each
team and for each project, explicitly linked to the forward IT
development programme;
• Ensure that all requirements for health, safety and welfare for the
teams and direct reports are met including risk assessment, audits
and inspections as required;
• Ensure that teams within the Development section work together
and with those from the Operations and support section
effectively;
• Ensure all members of team are effectively communicated with in
terms of wider departmental and RGU issues.
• During the transitional period ensure active communication lines
exist across teams in order to clarify new reporting lines and areas
of responsibilities within new departmental structure and work to
resolve any communication issued that arise;
2. Lead the IT programme management through the development
and implementation, in conjunction with key stakeholders, of a 3
year rolling programme of IT developments to time, quality and
cost, ensuring the realisation of anticipated benefits and managing
associated risks;
3. Introduce and maintain robust standards of project management
capable of delivering the above, provide coaching and training as
appropriate;
4. Provide leadership across IT services for the definition, design and
development of future systems and architectures;
5. Establish key partnerships and relationships with external
suppliers, consultants and contractors to support the development of
increased and flexible capacity for development projects;
6. Establish and operate formal engagement with the service and
support teams to ensure that projects take into account support
requirements and that effective handover to operations is managed in
a timely manner with appropriate risk and change control;
7. Contribute to strategic planning processes across the University,
representing IT Services and providing expert advice for the forward
planning of development to support business process and teaching
process change;
Key success criteria
1. The development programme which supports the University’s
strategic aims through the IT Strategy is clear, achievable, and the
senior management team of the University is confident that they have
been able to adequately engage with its development and direction;
2. The development programme and all projects are delivered to
time, scope, quality and budget and meet the University objectives for
which they were funded;
3. The development function has a reputation for delivering projects
to time, scope, quality, budget and to meet stakeholders’ real needs.
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PERSON PROFILE
Qualifications:
• Must be educated to Degree level, preferably in an IT related
discipline.
• Formal qualifications in project management disciplines.
For example, in PRINCE2 or APM would be advantageous
and/or Higher level qualifications in strategic aspects of IT;
Knowledge:
• Project and programme management principles and methods and
their effective application on technology based change projects.
• Broad high level knowledge of IT Infrastructure and Application
technologies.
• Established people management and influencing skills.
• Excellent written and spoken communication skills.
• Good financial management skills and understanding.
• Working knowledge of systems development methodologies;
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Experience:
• Significant experience of successfully managing to time and
budget IT based projects of over 1000 man days from
start to finish in a large (>500 user) organisation and successfully
leading cross-organisational change as part of these projects.
• Experience of successfully defining and managing a significantly
sized programme of inter-related projects;
• Significant experience of working with varied stakeholders to
develop long term strategic IT vision and plans;
• Demonstrable experience of leading and implementing significant
organisational change
• Experience on this scale within a Higher Education environment
and/or experience of significant project challenges and evidence
of lessons learned would be advantageous.
Change LeadershipThe post will carry a significant change leadership dimension, given
that the majority of IT development projects are explicitly about
change and frequently a significant scale of change on an institutional
wide basis. Added to this is the pace of technological change and
changing stakeholder priorities. To achieve this will require significant
influence and engagement across the University community with
strong communication and negotiation skills to enable business
transformation. The post will also require significant change leadership
within the IT Department in the early stages to adopt new approaches,
changes to existing working practices and continuous improvement to
development capability.
Travel/Hours:
• May be requirement to work additional hours from time to time,
particularly during major implementation.
• Travel to external companies or exemplar sites within and outwith
the UK from time to time.
In addition, the management team agreed 12 critical leadership
behaviours that all managers should exhibit or plan to develop:
• Communicates a clear and consistent vision (or plan) with
commitment
• Champions change – able to engage others and enhance buy-in
• Treats people with respect
• Demonstrates integrity and high ethical standards
• Sets and sustains high personal standards of delivery
• Is decisive, particularly when confronted with challenging issues
• Able to adapt and capitalise on new opportunities
• Builds effective relationships
• Builds effective team performance
• Openly encourages and recognises the contribution of others
• Gives constructive feedback on a regular basis
• Encourages personal development and provides appropriate
opportunities
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ABERDEEN CITY AND SHIRE
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ROBERT GORDON UNIVERSITY IS LOCATED IN ABERDEEN WHICH IS SCOTLAND’S THIRD LARGEST CITY WITH A POPULATION IN EXCESS OF 200,000 AND 400,000 INCLUDING THE WIDER ABERDEEN HINTERLAND. THE MERCER 2010 ‘QUALITY OF LIVING’ SURVEY RECENTLY RATED ABERDEEN AS ONE OF THE TOP WORLD CITIES AND SECOND ONLY TO LONDON IN THE UK.
The city is known internationally as the undisputed European capital
of the energy industry. However, it also has many other sides to its
character. Not least because it is located on the edge of the world
renowned Scottish Highlands and the spectacular Cairngorms - a
magnet for walkers, climbers and skiers from across the UK.
Aberdeen is undeniably a wealthy city; it has one of the highest per
capita incomes of any city after London in the UK. Such prosperity
brings many benefits. The city boasts first-class facilities. Shopping
and leisure opportunities are constantly expanding. Schooling at all
levels is well catered for – with secondary schooling, in particular,
recognised for its quality in both the public and private sectors. The
hotel sector continues to expand its full range of provision as you
would expect of an energy capital.
Aberdeen also offers a fine array of cultural attractions. There is an
eclectic mix of bars, cafés and restaurants and a host of modern
entertainments including cinemas, theatres, museums, galleries and
concert halls. And, throughout the year, Aberdeen also plays host to
several entertaining and stimulating festivals including the Aberdeen
Alternative Festival and the International Youth Festival.
Aberdeen International Airport has direct connections with the major
‘hub’ airports of Paris, Amsterdam and Oslo as well as London (Gatwick,
Heathrow and Luton) and Dublin. It also has established connections
with a wide range of other major UK cities.
Useful linksTo view our interactive site on Aberdeenshire, with excellent
information on education, health, housing, transport and weather,
please visit: http://www2.rgu.ac.uk/aberdeenshire/
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CORPORATE MANAGEMENT ARRANGEMENTS
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THE BOARD OF GOVERNORSThe Board of Governors of the University is constituted in accordance
with The Robert Gordon University (Scotland) Order of Council 2006.
The Board is composed of appointed and elected Governors who
have experience of higher education, industrial, commercial, and
public service sectors and a wide range of professional practice. Staff
and Student Governors are elected and have equal standing with
those others who are appointed.
The Board of Governors has the following standing committees -
• Chairman’s Committee
• Staff Governance Committee
• Audit Committee
• Finance and General Purposes Committee
• Nominations Committee
• Remuneration Committee.
THE ACADEMIC COUNCIL The Board are required to delegate to the Academic Council those
functions relating to the planning, co-ordination, development and
supervision of the academic work of the University. Academic Council
is chaired by the Principal & Vice Chancellor. Much of the work of
the Academic Council is delivered through standing committees, sub-
committees, 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 CHANCELLORThe 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”.
STRATEGIC PLANNING AND RESOURCES GROUP (SPARG)In ensuring the efficient management of the University, the Principal
& Vice Chancellor is assisted and supported by the Strategic Planning
and Resources Group (SPARG) which comprises four Vice-Principals
and Pro Vice Chancellors (one of which is ‘senior’ and is the Deputy
P&VC), two Executive Directors, Human Resources and Information
Technology, three Deans of Faculty and two other Deans (Learning
Enhancement and Students). The four Vice-Principals each carry
a specific strategic role focussed on the planning and resources,
teaching, research and student experience agendas and all members
of SPARG carry wider portfolios which may change over time.
SENIOR MANAGEMENT GROUP (SMG)
The Senior Management Group comprises all Heads of School
and appropriate Heads of Department within the University. The
SMG was established following a review of ‘involvement’ and
communications to facilitate better and more frequent involvement in
policy development and a better flow of information across the whole
University. This group has regular meetings with SPARG.
For further information, please visit:
www.rgu.ac.uk/about/senior-management
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PolicyAdvisor
Vice Principal& Pro
Vice-Chancellor(Research &
Commercialisation)
CREDO
Secretary tothe Board
Senior VicePrincipal &
DeputyVice-Chancellor
(AcademicDevelopment
& Quality)
Dean for theEnhancement of
Learning,Teaching & Assessment
Department forthe Enhancement
of Learning,Teaching &Assessment
Academic Affairs
LibraryServices
UniversitySolicitor
Vice Principal& Pro
Vice-Chancellor(Student
Experience)& ExternalRelations)
Dean ofStudents
StudentServices
Student Recruitment
Development Office
StudentAdministration
CommunicationsOffice
Dean ofFaculty ofDesign &
Technology
School of Computing
School ofEngineering
Gray’sSchoolof Art
The ScottSutherlandSchool of
Architecture& Built
Environment
Dean ofFaculty ofHealth &
Social Care
School of AppliedSocial Studies
School ofHealth
Sciences
School ofNursing &Midwifery
School ofPharmacy
& Life Sciences
ExecutiveDirector
(InformationTechnology &
Communication)
IT Services
Univation
RecordsManagement
ExecutiveDirector(Human
Resources)
HumanResources
OrganisationDevelopment& Leadership
Occupational & Environmental
Health &Safety
The GatehouseDesign &
PrintConsultancy
Vice Principal& Pro
Vice Chancellor(Planning & Resources)
Dean ofAberdeenBusinessSchool
Department ofAccounting,Finance &Economics
Department ofCommunication,
Marketing & Media
Department ofInformation
Management
Department ofLaw
Department of Management
Vice Principal& Pro
Vice-Chancellor(Planning & Resources)
Finance &Procurement
Estates &Property Services
RGU: SPORT
Planning
Principal & Vice-Chancellor
SENIOR MANAGEMENT GROUP ORGANISATION CHART
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PolicyAdvisor
Vice Principal& Pro
Vice-Chancellor(Research &
Commercialisation)
CREDO
Secretary tothe Board
Senior VicePrincipal &
DeputyVice-Chancellor
(AcademicDevelopment
& Quality)
Dean for theEnhancement of
Learning,Teaching & Assessment
Department forthe Enhancement
of Learning,Teaching &Assessment
Academic Affairs
LibraryServices
UniversitySolicitor
Vice Principal& Pro
Vice-Chancellor(Student
Experience)& ExternalRelations)
Dean ofStudents
StudentServices
Student Recruitment
Development Office
StudentAdministration
CommunicationsOffice
Dean ofFaculty ofDesign &
Technology
School of Computing
School ofEngineering
Gray’sSchoolof Art
The ScottSutherlandSchool of
Architecture& Built
Environment
Dean ofFaculty ofHealth &
Social Care
School of AppliedSocial Studies
School ofHealth
Sciences
School ofNursing &Midwifery
School ofPharmacy
& Life Sciences
ExecutiveDirector
(InformationTechnology &
Communication)
IT Services
Univation
RecordsManagement
ExecutiveDirector(Human
Resources)
HumanResources
OrganisationDevelopment& Leadership
Occupational & Environmental
Health &Safety
The GatehouseDesign &
PrintConsultancy
Vice Principal& Pro
Vice Chancellor(Planning & Resources)
Dean ofAberdeenBusinessSchool
Department ofAccounting,Finance &Economics
Department ofCommunication,
Marketing & Media
Department ofInformation
Management
Department ofLaw
Department of Management
Vice Principal& Pro
Vice-Chancellor(Planning & Resources)
Finance &Procurement
Estates &Property Services
RGU: SPORT
Planning
Principal & Vice-Chancellor
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SUMMARY OF CONTRACT TERMS & CONDITIONS
SalaryThe salary for this appointment is £51,240 - £57,664.
Employee performance review 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.
Annual leave You will be entitled to 33 days annual leave with pay per annum in
addition to 10 Fixed Public and Statutory Holidays.
PensionWe 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.
Form of Contract & Notice PeriodThe 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.
Sick PaySick Pay entitlement is generous (up to six months full pay and six
months half pay) as would be expected under public service scheme
arrangements, however, in the event of long term ill health, we reserve
the right to seek early medical evaluation.
Conflict of Interest, Confidentiality & Intellectual Property RightsWe 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 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.
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.
RelocationWe 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.
Other benefitsYou 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.
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.
Pre-employment medicalA comprehensive pre-employment medical will be required of the
successful candidate.
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HOW TO APPLY
To apply visit: www.rgu.ac.uk/jobs
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Robert Gordon University, Garthdee Campus, Garthdee Road, Aberdeen, AB10 7QE, United Kingdom
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Robert Gordon University, a Scottish Charity registered under charity number SC013781