Post and person description
Associate Dean (Research and Enterprise)
This document sets out the post, role and personal descriptions of Associate Deans
in the University of Hull. Whilst structures within HUBS differ from other faculties, the
position in HUBS should match as closely as possible to the principles set out in this
document.
The document does not apply to HYMS. It is recognised that HYMS is a Faculty that
is shared with the University of York, and that many organisational arrangements
regarding HYMS are governed by agreements between the two universities.
This description sets out the core roles of Associate Deans. Additional requirements
may be added, depending on the needs of a particular Faculty. The role description
will be reviewed from time to time, inter alia, to ensure that it continues to be relevant
to the job and to incorporate any changes which have occurred or are foreseen.
Context
The University of Hull has its main campus in Hull and a satellite campus in
Scarborough, with academic activities on both campuses. The University’s academic
structure comprises of a number of Faculties, each headed by a Dean. Most of the
Faculties in turn comprise of a number of Schools or Departments whereas others
(such as HUBS) are organised in terms of subject groups. The Hull York Medical
School (HYMS) is shared with the University of York and as such has a different and
unique organisational model and governance structure.
The University of Hull in addition has a number of research institutes and centres,
with some operating across Departmental and Faculty boundaries.
Together with the Vice-Chancellor (VC) and other members of the Executive and
Senior Management Group (SMG) (which includes the Deans of Faculty), Associate
Deans contribute to the delivery and promotion of the University’s vision, mission,
strategic objectives, KPIs and values, through contributions to the development and
implementation of the University’s strategic, annual and other plans, and through the
promotion and enhancement of the University’s reputation, stature and image.
The Dean of a Faculty provides academic leadership and vision in the Faculty. The
Dean is the senior executive of the Faculty. They are responsible to the ViceChancellor (VC), through the Pro-Vice-Chancellors, for the effective and efficient
management and administration of the Faculty’s full range of activities. The Dean
ensures that the Faculty creates an intellectually stimulating and culturally vibrant,
pleasant, safe and eco-friendly environment in which its students and staff can
flourish, and one that is committed to effective, efficient, caring and innovative
approaches to learning and teaching, research and enterprise, engagement, peoplecentred management and administration, and good governance.
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Given the diverse nature of the academic and related activities of a Faculty, it is
necessary that the Dean should be assisted in his/her responsibilities. Every Faculty
will therefore have a number of Associate Deans that will assist the Dean and have
delegated powers in this regard. Given the nature of the institutional management
structure, which is also mapped onto Senate committees and the Strategic Plan, it is
foreseen that Faculties will typically have Associate Deans for Research and
Enterprise, for Learning and Teaching and for Engagement, respectively. In
exceptional circumstances an additional Associate Dean can be added (for
postgraduate education, for example), or the remit of an Associate Dean can be
broadened. The Associate Deans act on behalf of the Dean, with a delegated
authority from the Dean.
It is foreseen that the Associate Deans of the various faculties will liaise with one
another and the relevant PVC with regard to the various portfolios (Research and
Enterprise, Learning and Teaching as well as Engagement).
Should a Dean be absent, they will designate a senior academic in the Faculty,
which can be an Associate Dean or one of the Heads, to deputise for the Dean
during their term of absence. A clear set of delegations will then govern the
deputising action. Different people can deputise during different absences of the
Dean.
The success of the University in achieving the strategic goals and objectives set out
in its vision and Strategic Plan depends on its ability to implement the Plan. As
leaders within Faculties, Associate Deans represent the leadership and management
level that is in direct and daily contact with academic and other staff as well as
students. Associate Deans therefore have a pivotally important role in supporting
Deans and Heads of Schools/Departments in ensuring that the objectives and goals
of the Strategic Plan are delivered.
Attainment of the institutional KPIs, substantial growth in the RGC (research, grants
and contract) income, the integration of learning and teaching with research and
enterprise, promotion of the interdisciplinary themes and internationalisation are
examples of areas that need to be pursued with vigour in Faculties.
It is essential that those academics who take on the roles of Associate Deans fully
support the vision and objectives of the University’s Strategic Plan, and have the
ability to lead and inspire students and staff in the Department/School to ensure the
Plan can be implemented. Heads will be academics of stature who lead, and lead by
example, in addition to managing and administering their Departments and Schools.
Reporting lines
Associate Deans report to and are accountable to the Dean of the Faculty, who in
turn is accountable to the Vice-Chancellor. Deans report to the Pro-Vice-Chancellors
on a day-to-day basis. Associate Deans have delegated authority from the Dean,
and as such act on behalf of the Dean in their remits. Associate Deans support
Heads of School/Department in their portfolio areas (Research and Enterprise;
Learning and Teaching; Enterprise; etc), operating across the Faculty to ensure
consistency of approach, innovation and dissemination of good practice. Associate
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Deans coordinate initiatives with their Faculty, such as the REF, but exercise
management authority through Heads of School/Department who are responsible for
the effective deployment and development of staff.
Main Duties
General
1.
Associate Deans provide strategic leadership within a Faculty, on behalf of the
Dean, in their portfolio area, ensuring the Faculty is properly informed by
relevant internal and external policy initiatives and developments.
2.
Associate Deans monitor institutional and Faculty KPIs for their portfolio area
and work with Deans and Heads of School/Department to ensure that effective
plans and monitoring arrangements are in place to ensure delivery against
those KPIs.
3.
Associate Deans contribute to overall University direction through the University
Leadership Group and their membership of other University Committees,
including Senate.
4.
Associate Deans contribute to developments in their portfolio areas working
closely with the Pro-Vice-Chancellors and Associate Deans from other
Faculties.
Research and Enterprise
1.
Associate Deans develop a Research and Enterprise Strategy within their
Faculty working closely with the Dean and with Heads of School/Department
who will be responsible and accountable for the delivery of the Strategy.
2.
Associate Deans will understand the national context for their work, in terms of
Government/HEFCE Research Funding Strategy; the approach and priorities of
Research Councils; and opportunities for funding from other support bodies.
Associate Deans will provide an expert resource for such information, working
with the Research Funding Office.
3.
Associate Deans will provide expertise on potential research collaborations with
projects for:
a. business and industry
b. nationally and locally
c. for disciplines within their Faculty.
4.
Associate Deans will provide a source of knowledge on grant applications and
publications.
5.
Associate Deans will monitor individual publications and the research
performance of staff within the Faculty and will provide reports for Deans and
Heads of School/Department.
6.
Associate Deans will work with Heads to ensure that high quality research
active staff are attracted to and retained at the University.
7.
Associate Deans will develop Faculty arrangements for ensuring a University
interest in spin-off entities.
8.
Associate Deans will lead initiatives to increase PG(R) numbers working with
Heads of School/Department to ensure there are environments and supervision
arrangements that support such increases.
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Person specification: qualities, skills, competencies and experience
Associate Deans provide institutional and academic leadership in the Faculties and
the broader University, and as such they are expected to have and maintain an
appropriate academic stature in an academic discipline commensurate with the
academic activities of the Faculty, ideally at a professorial level. The Associate Dean
will have demonstrated abilities to execute the duties and responsibilities set out
above, and in addition will have:
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An outstanding academic reputation with a proven track record, typically with a
doctoral degree or equivalent with substantial experience in teaching and
research.
The ability to provide strong academic leadership and vision, enthuse and inspire,
promote excellence in learning and teaching as well as research and enterprise,
and engagement, and create an environment in which these can flourish.
An understanding and appreciation of the academic disciplines in the Faculty.
Credibility within the Faculty, University and broader academic community, and
the ability to enhance and add value to the management cadre of the University.
Excellent team skills, interpersonal and communication skills (oral and written),
an innovative mind set, the ability to delegate, a customer focus and the ability to
persuade, influence and negotiate.
An understanding of the HE environment in the UK, including the funding,
research assessment and quality mechanisms.
Experience of curriculum development.
Experience in and knowledge of student recruitment.
Associate Deans will be expected to undertake required training and continuing
development, in particular in relation to their role as leaders. Ideally a substantial
element of the training should be completed before they take up their posts.
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