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

Produced by The GatehouseDesign & Print Consultancy at Robert Gordon University

Robert Gordon University, a Scottish Charity registered under charity number SC013781