Role Statement for Heads of Schools

The Head of School of the Faculty is expected to make an effective contribution to the overall management of the Faculty and to lead and manage a School of the Faculty.

The Head of School reports to the Executive Dean. The role is to be performed in such a manner as to promote the development of the identities and academic strengths of the areas within the School in accordance with the University's and the Faculty's strategic plans.

The broad responsibilities of the Head of School shall include:

• Strategic and operational planning
• Academic leadership
• Staff development and management
• Finance and infrastructure management.

Key accountabilities for the School under these broad responsibilities shall include the following.

Strategic and Operational Planning

• Produce an integrated strategic plan incorporating a research management plan, a business plan, and a learning and teaching plan.
• Promulgate the strengths of the School locally, nationally and internationally including to governments, the education sector, professional bodies, research organisations and industry.
• Translate and communicate University- and Faculty-wide strategies and policies.
• Seek opportunities for academic links with other schools and disciplines within other faculties.
• Develop academic, human resources and finance and infrastructure planning and monitoring processes.
• Develop and maintain School-level policies, processes and systems within the framework of University and Faculty policies, processes and systems.

Academic Leadership

• Participate in Faculty management and academic forums and committees.
• Represent the University, Faculty, School and disciplines in local, national and international contexts.
• Provide outstanding academic leadership across the School in teaching, including development and maintenance of academic standards for implementing the teaching programs.
• Provide leadership in research training, including maintenance of appropriate standards and processes for higher degree supervision.
• Develop a structure to oversee co-ordination and collaboration in teaching practices across the School.
• Further develop the undergraduate and postgraduate curriculum.
• Further develop a program of visiting lectures and collaborative research projects with relevant national and international institutions.
• Provide leadership in the research activities of the School and develop the output of staff in research.

Staff Development and Management

• Develop a staffing plan to facilitate the availability of suitably qualified staff to meet the School needs.
• Monitor the performance of staff and provide assistance to those whose performance is assessed as requiring improvement.
• Implement a systematic career development review program and provide structures for career guidance and mentoring for early career academics.
• Deliver responsive quality assurance processes and outcomes that promote a culture of continuous improvement.
• Improve the management of administrative resources including the optimal use of shared services.
• Promote and implement University policies and procedures in relation to gender, equity and diversity.
• In accordance with the University's responsibilities in relation to occupational health and safety be accountable for the implementation of all aspects of hazard management, design of work, training, workplace inspection and reporting within the School. Ensure statutory obligations as outlined in the S.A. Occupational Health and Safety Regulations are met.

Finance and Infrastructure Management

• Manage finances and infrastructure within the budget allocated.
• Achieve performance goals as specified in separate agreements, and in particular in relation to targets for income, student recruitment, research and consultancy, and budget management.
• Facilitate the uptake of and expertise in University and Faculty business systems.
• Identify and pursue opportunities to generate income from School activities, including contract research, consultancy, commercialisation of Intellectual Property, and attraction of fee-paying students.
• Develop partnerships with national and international organisations, government and the commercial sector whereby income from sources independent of the University can be generated.

September 2002