1The professional University

Grays School of Art APPOINTMENT OF HEAD OF SCHOOL

www.rgu.ac.uk

2

THE OPPORTUNIty 4

FACULTY OF DESIGN & TECHNOLOGY 6

GRAY’S SCHOOL OF ART 8

ROLE PROFILE 12

Award of professorial title 14

CANDIDATE PROFILE 16

A Clear Future 18

THE PROFESSIONAL UNIVERSITY 20

track record 24

one campus, one vision 26

ABERDEEN city & Shire 28

CORPORATE MANAGEMENT ARRANGEMENTS 30

CONTRACT TERMS AND CONDITIONS 32

CONTENTS

3

4

THE OPPORTUNITY

5

The Robert Gordon University is one of the top

modern universities in the UK, with a track record

of dynamic leadership and a reputation as an

innovative and ambitious university.

The Sunday Times named us their Scottish University of the Year 2011 and the Times University Guide consistently places Robert Gordon University as top new University in the UK, a position supported by one of the UK’s best graduate employment records. We are the best university in the UK for employment, with over 97.7% of our undergraduates in work or further study within 6 months. Our success in this area is on a par with the finest universities in the UK.

Gray’s School of Art is amongst the leading providers of Art and Design Higher Education in the UK. Students and staff work in a harmonious and friendly atmosphere, with a strong student centred approach to quality studio-based learning.

As the academic leader of the School, you will provide strategicleadership and management to your team – developing, directing and implementing the School’s portfolio of courses. At the same time you will lead the strategic positioning of the School and University as a key driver within the regional arts and creative industries economies. Your input and influence within the sector will be key to the role and the future development of the School. You will build and promote our profile as a national and international centre of excellence.

As a proven academic or professional leader, you will recognise and relish the challenges inherent in this high profile position. With significant management experience, you will be expected to demonstrate your ability to manage team performance, build relationships and networks and deliver high standards of service. In short, this opportunity gives you the chance to take your career to the next level – where you can make an impact across the UK and beyond.

6

The Faculty of Design & Technology encompasses the School of Engineering and School of Computing, Gray’s School of Art and The Scott Sutherland School of Architecture and Built Environment. Linking these four Schools within a single Faculty provides opportunities not only for creative collaboration between the Schools but also for further development of postgraduate programmes and thematic research.

Many of the courses are professionally accredited, leading toprofessional registration and membership. University-wide common course architecture developments facilitate the Faculty’s approach to meeting the increasing requirement for multi-disciplinary education and training while ensuring that the courses maintain their vocational and professional character at Undergraduate, Postgraduate, CPD and Short Course levels.

FACULTY OF DESIGN & TECHNOLOGY

7

Three Research Institutes have been established with targeted investment on areas of research strength to build on areas of international excellence and focus on key priority areas of distinction. The Faculty’s IDeaS Research Institute (Innovation, Design and Sustainability) is a multi-disciplinary research institute embracing the broad themes of Design & Innovation, Energy & Sustainability, and Digital Technology. IDeaS will exploit the diversity of the research activities across the disciplines of Art & Design, Architecture & Built Environment, Computing and Engineering to develop applied research in key thematic areas and knowledge transfer that has the potential to provide significant economic impact to benefit industry and the wider community.

The high level of multi-disciplinary education and research within the Faculty is maintained through close operational links with other Faculties of the University, departments in other universities and colleges, Local Government departments, Government Agencies and the private sector. The Schools in the Faculty maintain working relationships with appropriate professional bodies and the professions and community that they serve. The Faculty employs over 180 Academic Staff, 70 Support Staff and 40+ researchers and has approximately 2300 undergraduate, 800+ postgraduate and 80 research students.

8

Gray’s SCHOOL of art

THE SCHOOL

Gray’s School of Art was established through the

financial bequest of John Gray in 1885, growing

to become one of the four principal art schools in

Scotland. Gray’s became an integral part of the

Robert Gordon Institute of Technology (RGIT)

in 1966. When RGIT became the Robert Gordon

University in 1992, the School maintained a

clear identity within the larger incorporated

institutional structure.

The school has recently gone through a period of strategic change, which was informed by external and internal reviews of the School and Faculty together with the Estates Masterplan 2009. Gray’s School of Art will benefit from a significant multi-million pound, new build programme in the second phase of the Masterplan, around 2017/18. This will encompass a purpose built facility for the delivery of art, design, architecture and built environment education. The design of this new facility will enable a radical re-thinking of the contemporary needs of practice and studio-based education as well as the upgrading and expansion of our technical and digital facilities. The newly appointed Head of School will have an excellent opportunity to input directly to the associated design and commissioning process.

9

10

Fine Art is organised into two courses: Painting and Contemporary Art, which encompasses Printmaking, Sculpture and Photographic and Electronic Media. Both these courses allow students to develop specific technical and professional abilities and conceptual frameworks from within and across the discipline areas, locating their work within the context of contemporary fine art.

Design comprises 3 courses; Fashion and Textile Design, Communication and Product and 3D Design. Those Programmes aim to develop the individual as a creative practitioner and thinker, able touse appropriate design processes, media and technologies, and the professional skills to support their specialist practice. Throughout the emphasis is on making connections with the real world of design and professional designers whilst enabling students to retain their own distinctive characteristics and purpose within their chosen course.

There is a strong emphasis on design theory and methods, visual communication and problem solving.

The emphasis on the professional art school, enabled by thesuccessful interweaving of Critical and Contextual Studies through all of the courses, is a hallmark of the School as is its connectivity with the creative and cultural industries.

At postgraduate level, the School is currently developing a Masters Programme, comprising an MFA and MDes in Contextual Practice, alongside an existing MRes award and aims to provide a dynamic environment for advanced experience and study for individuals who wish to develop their practical and academic interests in contemporary visual art and design within an established culture of research attached to issues and opportunities in the outside world. In addition, there is a vibrant research community with students studying at research master and PhD levels. The School has contributed significantly to the development of PhD study in Art and Design in the UK and has a significant number of PhD completions relative to its size.

UNDERGRADUATEAND POSTGRADUATEPROGRAMMES

11

Currently Gray’s School of Art has a total of 680 Undergraduate students, 10 research students and over 400 short course and CPD students. In terms of staffing, the School currently employs 35 lecturing and senior staff plus around a dozen colleagues who support the short courses. There is also a team of around 20 applications, technical and administrative support staff.

CREATIVE INDUSTRIES

A key part of the University’s strategy is a specific Imple-mentation Plan for the Arts and Creative Industries, with a particular emphasis on growing the international reputation of both the University and the region as a distinctive provider of talent and product.

12

ROLE PROFILE:HEAD OF GRAY’S SCHOOL OF ART

13

PURPOSE OF THE POST :

The Head of Gray’s School of Art is accountable to the Principal and Vice-Chancellor, reporting directly to the Dean of Faculty, for the achievement of the School’s own future vision and mission which forms a key component of the University’s strategic plan, ‘A Clear Future: For a Leading University in A New Era’.

RESPONSIBLE TO:

The Head of the School is directly responsible to the Dean of the Faculty of Design and Technology, for providing leadership within the policies and procedures laid down from time to time by the Board of Governors, the Academic Council, and the Principal and Vice-Chancellor. Also for doing everything reasonably practicable and necessary to ensure the efficient organisation of the work of the School, for promoting and encouraging the advancement of its work, advancing the body of knowledge embraced by the School, as well as enhancing the reputation of the School, the Faculty and the University.

RESPONSIBLE FOR:

• providing visible leadership and focus for the future development of the School within the context of existing and future strategic plans • ensuring that the University’s ambitions to provide excellent professional education and applied research are fully articulated in School plans and effectively delivered • supporting the activities of the Research Institute for Design and Technology and maintaining close liaison in order to ensure the continued development of research within the subject specialisms of the School • ensuring that appropriate undergraduate, postgraduate and CPD courses are provided to meet the requirements of the external marketplace • advising on, managing and co-ordinating the deployment of resources across the School, to delegate as appropriate and to supervise and monitor their subsequent use, ensuring that it is educationally and economically most effective • networking, collaborating and partnering with employers and other relevant organisations, professional bodies, private sector etc. to promote the interests of the School, the Faculty and the University • managing and overseeing the future development of curriculum, courses, research and consultancy

DUTIES:

Without prejudice to the foregoing statement of general duties, the Head of School shall take such measures, by delegation as appropriate, as are necessary and reasonably practicable to ensure the satisfactory fulfilment of the following duties:

• managing and implementing the academic programme of the School as determined by the Academic Council within the School Plan and subsequent changes, from time to time • overseeing the academic work of the School including the annual appraisal and the periodic review of courses • co-ordinating the work of the School with that of other Schools within the Faculty and University • overseeing the arrangements for the admission of students, provision of classes and assessment of students • keeping records of the work of the School including the performance of students and the utilisation of resources • maintaining staff and student discipline within the School • managing staff, appraising staff performance and making arrangements for the development of staff, using the Employee Review process • encouraging and promoting staff research and scholarly activities • liaising with key stakeholders and schools, including the preparation of publicity material • undertaking teaching, research and commercial activities as appropriate • preparing estimates of resources required • managing and deploying available resources in the way that is educationally and economically most effective, and in accordance with the University’s health & safety policies • monitoring the arrangements for the maintenance of equipment, furnishings and facilities available to the School • preparing and submitting factual information about the work of the School required by senior management for internal use, or to meet the requirements of external authorities • participating in the committee work of the University • developing and implementing a health and safety plan for the School, and ensuring that H&S policies and protocols are adhered to • such other duties as may be assigned from time to time

14

AWARD OFPROFESSORIAL TITLE

The University would prefer to appoint to this position at professorial level, although it is not a pre-requisite for the post.

If the University does appoint at Professorial level, candidates are expected to demonstrate excellence in one or more of the categories listed below, and to be able to demonstrate an appropriate level of activity in respect of all three. The categories are specified as:

• academic leadership • research/consultancy/development/applications/ distinction in performance and professional standing • record and reputation as a teacher.

Candidates should nominate three referees of Professorial status whose opinion may be sought on the suitability for the award of the title. Applicants, if they wish, may nominate the same referees in this connection as they would anticipate nominating in connection with their application for the post, provided that these referees are of Professorial status. The University retains the right to decide whether or not to seek the opinions of the referees nominated by the applicants, and shall also be entitled to seek the opinions of such others as it considers appropriate.

15

16

CANDIDATE PROFILE

17

• a leader with vision, passion and personal commitment who can set the context and strategic direction providing the inspiration to change the way art is both structured and delivered

• a clear commitment to the values of Higher Education and specifically to the vision, mission, objectives and values of the University

• an industry professional or academic with a passion to create a modern, innovative, learning environment

• an appropriate professional qualification(s) in, or closely related to, the disciplines of Art & Design with evidence of relevant continuous professional development

• an alliances and partnerships builder, internally and particularly externally, through strong industry networking, political and relationship building skills

• an ability to act in a leadership capacity as a research enabler, with a strong awareness of the research agenda

• a proven manager of change within a challenging and dynamic environment

• an ability to translate vision into strategy and success over a 3-5 year horizon

• a competent financial manager

• a developer of staff and “self-developer”

• a highly effective communicator - oral, written, persuading and influencing, presentational

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

18

The journey of Robert Gordon University has been

an impressive one. We have become known as an

educational innovator, a strong partner for the city

and shire and local education institutions, a university

that understands the needs and priorities of business,

industry and the public services, and a place of learning

that provides students with real advantages as they

embark upon their professional careers. We have

invested to create a state-of-the-art campus at Garthdee,

complemented by our virtual learning environment.

These are the achievements of the staff and students of

the RGU community, who will continue to be central to

what the university can achieve in the future.

While these developments have been crucial to the

university’s success and will still support us in the

future, they will not however be enough, because

everything around us continues to change.

OUR VISION

RGU aspires to be recognised, in Scotland and beyond, as a

distinctive university leading and shaping the debate on the

future of higher education and placing students at the centre

of the education it offers. It will be known for the impact

of its teaching, scholarship and translational research, the

employability of its graduates, its influence in the region and

nation, its growing global profile, and its strong interdisciplinary

focus on a small number of key questions and issues of concern

to the local and global community. It will achieve its goals in

partnership with academic, voluntary, public and business

organisations that share its ideals and aspirations.

The university will enter the global university rankings, diversify

and secure its income and resources, and enter into close

collaborative agreements with key strategic partners.

RGU will be a model university of the future and will shape its

own culture, practice and organisation accordingly.

A Clear Futurefor a leading university in a new era

In order to achieve our vision, we will commit ourselves to a set of key strategic aims:

· Teaching and learning: inspire all individuals to achieve their maximum potential and excel in the world of tomorrow.

· Extending access to learning: enable individuals to achieve their ambitions throughout life whatever their circumstances.

· Student experience: support students and graduates to enjoy and prosper within a vibrant learning community.

· Research: be recognised for our contribution to the growth of innovation through advancing internationally excellent translational research in our areas of strategic focus.

· Commercialisation: harness our intellectual and physical assets so they generate value to the economy and are profitable to the university.

· The regional community: contribute to and be an active leader in the development of the regional community.

· Partnerships: secure strategic partnerships with a small number of globally recognised universities and companies that will support the university’s key ambitions.

· Our university: empower staff and students to develop a strong and engaged community.

19

20

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 HERITAGEThe 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 TODAYThe 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.

21

OF THE 15,500 STUDENTS:22% are engaged in distance learning and corporate courses 65% Full time and 35% Part time 64% Undergraduate and 34% Postgraduate students

OF THE UNDERGRADUATES:23% attend Aberdeen Business School 28% enrolled in Design and Technology courses 49% enrolled in Health and Social Care courses

OF THE POSTGRADUATES:23% in Aberdeen Business School 28% in Design and Technology courses 49% in Health and Social Care 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 economy.

22

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.

INTERNATIONALOur 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 contribute much to our cultural fabric. Indeed, in recent years, increasing numbers of international students have made ours a truly international campus. 19% of the 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 in partnership with 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.

23

NORTH EAST SCOTLAND COLLEGE– AN ASSOCIATE COLLEGEThe strength of our regional commitment and also our understanding of the social inclusion wider access agenda is reflected in our partnership with North East Scotland 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.

COMMERCIAL LINKS

Our strong links with industry have delivered corporatealliances, CPD programmes and consultancy both in the UKand overseas. The deployment of blended learning throughthe Moodle Virtual Learning Environment has furtherexpanded our capability for working with corporate partnersand SMEs world-wide. Enterprising research is undertakenby groups throughout the University and the resultscontribute to knowledge exchange activities across diversecommercial sectors.

24

TRACK RECORDLEAGUE TABLES

RGU maintains strong links with industry and can trump all competition with its 97.1% employment rate. - The Daily Telegraph (July 2012)

In July 2013, HESA (the Higher Education Statistics Agency)officially recognised RGU as the university with the UK’s bestgraduate employment record. For five successive years, Robert Gordon University hasretained the position of best modern university in the UK(The Times Sep 2012) and we consistently maintain one ofthe UK’s best graduate employment records. In 2012 TheTimes, The Guardian and The Daily Telegraph all rated RobertGordon University the top university in Scotland for Graduateemployment.

25

RESEARCH

In the 2008 Research Assessment Exercise, Robert Gordon University achieved outstanding results with over 70% of research being classified as of international quality. The University was ranked the top modern Scottish University for research quality, with ‘world class’ research activity in 8 out of the 11 subjects returned. More recently, Robert Gordon University was named the top modern university in the UK in The Sunday Times University Guide 2013 which highlighted our top quality teaching and research.

The University has built on this excellence with the establishment of three multi-disciplinary Research Institutes. They have become the focus for strategic investment and management of research within the University. Membership of the Institutes crosses our Faculty boundaries with each institute being thematic, rather than discipline based, carrying out research which is relevant to the wider community.

• IDEAS – Institute for Innovation, Design and Sustainability Research

Topics: Engineering; Environmental Science; Computing; Architecture & Built Environment and Art & Design.

• IHWR - Institute for Health & Wellbeing Research

Topics: Pharmacy & Life Sciences; Health Sciences; Applied Social Studies and Nursing & Midwifery.

• ImaGeS – Institute for Management, Governance and Society Research

Topics: Business & Enterprise; Governance & Society and Information & Communication.

26

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.

ONE CAMPUS, ONE VISION – GARTHDEE 2020

27

The first phase, the consolidation of six sites into two, (Garthdee and Schoolhill) was essentially complete by 2004. This 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.

The second phase, our ‘Masterplan’, is a £170 million campusdevelopment project at our Garthdee campus which willculminate in the realisation of our vision - one campus atGarthdee by 2020. Summer 2013 saw the completion ofRiverside East, providing accommodation for schools formerlylocated on the Schoolhill site, a new library and new socialfacilities.

The Masterplan 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

28

ABERDEEN CITY AND SHIRE

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.

29

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/

30

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”.

CORPORATE MANAGEMENT ARRANGEMENTS

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.

31

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

32

SalaryThe salary for this appointment is £67166-73791

Objective setting & performance reviewYou will be required to maintain your expertise and professional membership (where relevant), to undertake programmes of personal development, and to participate in objective setting and performance/contribution review.

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 & noticeperiodThe 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.

SUMMARY OF CONTRACT TERMS & CONDITIONS

Conflict of interest, confidentiality & intellectual property rightsWe will expect that all other paid or unpaid appointments 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.

33

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.

Disclosure ScotlandA Disclosure Scotland check will be requested for the successful applicant.

34

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