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Appointment to Directorships in the Chief Operating Officer’s Leadership Team

ulster.ac.ukShaping futures

http://ulster.ac.uk

Contents

Welcome from the Vice-Chancellor ............................ 03

Welcome from the Chief Operating Officer .............. 04

A Profile of the University ......... 05

Recent Highlights ........................ 08

The Five and Fifty Strategic Plan ............................... 09

About Northern Ireland.............. 10

Contents Ulster University Appointment to Directorships in the Chief Operating Officer’s Leadership Team 02

Job Descriptions and Personnel Specifications:

Chief Digital and Information Officer .........................11Director of Campus Life ................17Director of People and Culture .........................................23

Leadership Responsibilities as a Member of the COOLT ................. 29

Further Information ................... 30

Welcome from the Vice-Chancellor Ulster University Appointment to Directorships in the Chief Operating Officer’s Leadership Team 03

Professor Paddy NixonVice-Chancellor and President

Welcome from the Vice-Chancellor

Professor Paddy NixonVice-Chancellor and President

Dear Applicant

I am delighted that you are considering applying for one of the new directorships in the Chief Operating Officer’s Leadership Team.

Ulster University is embarking on a new ambitious strategic plan, known as the Five and Fifty Strategic Plan, for the next five years with a strategic vision that will take us to our fiftieth anniversary in 2034. The plan focuses on delivering a university that is sustainable and innovative with a strong international reputation. An institution that is well positioned to approach the 50 years beyond 2034 with confidence and competitive advantage. Setting challenging goals will ensure that the University remains academically

excellent, continues to be relevant to our society and is true to the civic ambitions of our founders.

Given our resources and our skills we have an opportunity to transform lives; to drive innovation; to stimulate creativity and culture; and to inform and shape policy, playing our part as Northern Ireland’s civic university.

With the ambition detailed in the Five and Fifty strategic plan it is critical to have specialist strategic leadership capacity for our professional services teams. Our new Chief Operating Officer, Niamh Lamond, is putting in place a new leadership team which, under her direction, will ensure that the

professional services have the leadership expertise to be ‘best in class’.

I wish you well in your application for one of the new directorships.

Welcome from the Chief Operating Officer Ulster University Appointment to Directorships in the Chief Operating Officer’s Leadership Team 04

Niamh LamondChief Operating Officer

Welcome from the Chief Operating Officer

Niamh LamondChief Operating Officer

Dear Applicant

I am delighted that you are considering applying for one of the new directorships in the Chief Operating Officer’s Leadership Team (COOLT).

Ulster University is in the top 3% globally, with a £200m turnover, and has a central role to play in Northern Ireland’s future.

This is a particularly exciting time for us here at Ulster with the University embarking on a new ambitious Strategic Plan.

In support of the delivery of the Five and Fifty Strategic Plan I have initiated a project known as PS Five and Fifty (Professional Services for Five and Fifty) which aims to be transformational in terms of what is required of the professional services (i.e. all non-academic staff and services) that support our academic mission. The

vision for the PS Five and Fifty project is to be ‘best in class’ at delivering professional services, co-creating solutions with academic colleagues and students and exemplars of partnership working. The project will ensure that we have the right skills and capacity in the right teams in the right part of the University to support the Five and Fifty Strategic Plan.

A key element of PS Five and Fifty is to put in place my own leadership team, the COOLT. I have already made appointments to the positions of Chief Financial Officer, who will also be my deputy, the Director of Estates and the Director of Marketing and Communications. We now invite applications for the following positions:

• Chief Digital and Information Officer;• Director of Campus Life;• Director of People and Culture.

Within this brochure you will find the following:

• A profile of the University;• Information on our inspirational

education, global ambitions and pioneering research;

• Information on the Five and Fifty Strategic Plan;

• Information about Northern Ireland;• Job Descriptions and Personnel

Specifications for each of the positions and details on how to apply.

I very much look forward to receiving your application and finding out how you see yourself contributing to our success.

A Profile of the University Ulster University Appointment to Directorships in the Chief Operating Officer’s Leadership Team 05

A Profile of the University

Key numbers:

• 25,000 students are registered on programmes ranging from first degree to doctoral level

• Ranked in the top 3% of universities globally

• £200m turnover

• Ranked as one of the world’s top 150 young universities

• Ranked in the top 25% of UK universities for overall research

• Spends over £30m per year on research

• Ranked number 1 in the UK in the International Student Barometer

• Student satisfaction rating of 88%

• 92% of graduates in work or further study 6 months after leaving university

Ulster University is Northern Ireland’s largest university and although we are international in our outlook, we have our roots firmly embedded in the local community. Ulster is a dynamic university where student aspiration and market demand meet.

We’re currently investing £250m in the development of our new Belfast campus and plans for expansion at our Magee campus in Derry~Londonderry are being progressed to include the new Graduate Entry Medical School. Our research breakthroughs regularly make global headlines and we have a strong track record of support for business growth, making the University a key economic driver.

Over the next five years we will be working to realise our ambitious new strategic vision, so this is an exciting time to be part of Ulster University.

Education to Inspire

Our student-centred approach to learning and teaching combined with our modern and engaging learning environment supports the intellectual and personal ambitions of every student. We inspire and equip our graduates to be adaptable and to thrive in their chosen fields.

Career-focussed learning is central to our delivery of a rewarding student experience and education. Our highly skilled teaching staff deliver this with energy and passion, nurturing ability and talent to its full potential.

In addition to the 25,000 students registered across our four campuses, a further 4,000 students are registered on franchise programmes with partner institutions, both at home and internationally. We are widely acknowledged for our achievements in widening participation in higher education, and our flexible distance learning facility provides students worldwide with access to our teaching excellence.

We collaborate with our students throughout their learning journey. Our extensive workplace connections maximise the opportunity to put learning theory into relevant practice and some 2,000 of our students undertake industrial or professional placements every year.

continued


Pioneering Research and Innovative Impact

• Ulster University’s overall 4* performance (i.e. World Leading) and Research Impact ranking (24.2%) was better than 119 other UK universities.

• Ulster University was the best performing university in Northern Ireland for outstanding research impact, world-leading research environment and for world-leading research in biomedical sciences, nursing, health sciences and social work.

• The impact of our Law research ranked as number one in the UK.

• 100% of our biomedical research environment is judged as world-leading.

More recently our Biomedical Sciences research made one of the biggest global breakthroughs in pancreatic cancer in over 40 years. We encourage the seamless and dynamic transfer of ideas from the research lab and lecture

hall to the marketplace or the clinical environment and enjoy a strong track record of support for business growth, research consultancy and knowledge transfer.

continued

Global ambition

We are a truly regional university across Northern Ireland with a focus on global impact through international research, teaching excellence and partnerships.

From international research collaborations to the creation of over 20 non-research partnerships in China, from our participation in Science without Borders to the continued popularity of Erasmus programmes, our global future will reflect the talent, contribution and potential of Northern Ireland and its people.

Ulster University was recently revealed as one of the top 200 most outward-looking institutions in the world by Times Higher Education. Our international ambitions reflect the scale of the opportunity: Opportunity for international students to study at Ulster University, for our students to enhance their employability and broaden their outlook with a period of study overseas and for our world-leading research to benefit from collaboration with the best international partners.

Our world-leading research informs our teaching excellence; from nursing to sport, law to business, creative industries to architecture, engineering to biomedical sciences.

Results from the most recent Research Excellence Framework (REF) exercise (2014) showed that:

• There was world-leading research undertaken in all 20 of Ulster University’s Units of Research Assessment.

• Ulster University almost doubled its World Leading Research (4*) since the previous Research Assessment Exercise.

• Ulster University is now in the top 25% of all UK research universities.

• Ulster University is in the top 10 UK submitting universities for biomedical sciences and nursing and health sciences.


Enriching the student experience for both international and local students, enabling both student and staff mobility, exploring transnational education potential and enhancing our international reach and standing are central to our future plans.

We are proud to play our part in an increasingly confident Northern Ireland, delivering the education that sustains a pipeline of assured graduates who continue to make an impact locally and globally, ensuring that Northern Ireland is firmly on the international stage and attracts inward investment. We are using our knowledge and expertise with creativity and purpose to address both local and global challenges.

Healthcare teaching and research excellence

• We currently provide courses in biomedical sciences, health sciences, nursing, psychology, pharmacy, social work and allied health professions, as well as unique courses in Stratified Medicine and Physician Associate studies.

• We are one of the top five universities in the UK for world-leading research in biomedical sciences.

• Our School of Nursing is ranked 4th in the UK for research quality and 37th in the world.

• 96% of our nursing and health research is rated as internationally excellent or world-leading.

• We have been rated the number 1 university in the UK for studying Pharmacy and Pharmacology for the last three years in the Guardian League Tables.

• Our recent achievements include:

- securing €8.6 million highly-competitive EU funding for personalised medicine research;

- making a major breakthrough in the global fight against pancreatic cancer, the fourth most common cause of cancer-related deaths globally;

- securing a further £180,000 funding to further revolutionise treatment for pancreatic cancer;

- winning €550,000 as part of a €3.3 million European-wide project to transform the decision-making process for doctors in diagnosing and treating breast cancer;

- developing a pioneering mobile device that can diagnose a range of bacterial infections on the spot, helping to address the major global health concern of antibiotic resistance.

Ulster University has the academic excellence, research expertise and healthcare leadership that are required to deliver a world-leading medical education. This will be the first Graduate Entry Medical School in Northern Ireland, continuing the University’s track record for being the first at instigating new academic health and medical programmes. It established the first nursing degree programme on the island of Ireland and the first stratified medicine undergraduate degree in the UK. It also developed the first physiotherapy, occupational therapy, speech and language therapy and optometry degrees in the UK and the first nursing professional doctorate programme in Europe. Ulster University’s research carried out at the Clinical Translational Research and Innovation Centre (CTRIC) at Altnagelvin Hospital in Derry~Londonderry, is revolutionising the field of healthcare-focused technology. Our Centre for Stratified Medicine focuses on patient tailored approaches to managing chronic diseases.

Ulster University scientists revealed a major breakthrough in the global fight against pancreatic cancer.

As part of Ulster University’s student fashion show, style academy models hit the runway at the iconic Saint Anne’s Cathedral showcasing the creative talent the University has to offer.

Dr Arun Gandhi delivered an inspiring speech on peace and non-violence at a special lecture hosted by Ulster University

Her Royal Highness The Princess Royal officially opened Phase One of Ulster University’s Belfast campus development

Cara Simpson (Ballycastle High School) and Oliwia Mankiewicz with Dr Bridgeen Callan at our week-long Chemistry Summer School

Recent Highlights Ulster University Appointment to Directorships in the Chief Operating Officer’s Leadership Team 08

Recent Highlights

Renowned Formula One racing car designer and commentator, Gary Anderson, inspires the next generation of engineers

The Five and Fifty Strategic Plan

The University is embarking on a new and ambitious strategic plan, known as the Five and Fifty Strategic Plan, for the next five years with a strategic vision that will take us to our fiftieth anniversary in 2034. As Northern Ireland’s Civic University, Ulster University will deliver the outstanding research and teaching that encourages the innovation, leadership and vision needed to help Northern Ireland thrive.

Grounded in the heart of the community Ulster University’s mission will be to:

• Transform lives, stretch minds, develop skills and raise ambitions

• Deliver globally significant research with local relevance

• Encourage and support a diverse university community

• Make a positive contribution to Northern Ireland society as a whole

This plan articulates four clear priorities for Ulster University in pursuit of this mission:

• Civic Contribution: As Northern Ireland’s civic university we will focus our efforts on global societal

challenges that have particular relevance to Northern Ireland. Collectively our impact will contribute towards the social, cultural and economic prosperity and wellbeing of our society.

• Academic Excellence: We will deliver teaching and research of the highest academic standing. Our research endeavour will have global significance and meaningful impact. Our educational experience will prepare our students to be future leaders in, and contributors to, our society.

• Global Vision: As we reassert Ulster University’s international leadership in teaching and research we will develop a culturally diverse student and staff community who will enrich both our academic mission and cultural diversity of our university. We will build deep international networks and collaborations with partners who share our values and vision.

• Operational Excellence: Our University community is a vibrant collection of talented and skilled individuals across a mix of disciplines and professions. We will prioritise

The Five and Fifty Strategic Plan Ulster University Appointment to Directorships in the Chief Operating Officer’s Leadership Team 09

the attraction, retention and development of our academic and professional staff. Ensuring they have the skills, infrastructure and resources needed to deliver world class research and research training; alongside an engaging and stimulating student educational experience.

We recognise that delivering the Five and Fifty plan is ambitious; particularly in such a challenging economic climate and within an increasingly competitive global market. For that reason, we have prioritised operational excellence within the Strategic Plan; both creating the right conditions to let people flourish and ensuring that every member of the University is recognised as playing a central role in achieving our ambitions.The plan also outlines the values that capture the spirit and culture of the University. We aim to be a relentlessly ambitious university; one that is able to contribute confidently to the global challenges and one that has at its core the economic, cultural and social prosperity of Northern Ireland.

A copy of the Five and Fifty Plan is available as a download from the University’s website.

About Northern Ireland

Ulster University is one of the most popular universities in the UK and attracts students, researchers and staff from all around the world. They are drawn here not only for our renowned teaching excellence, exceptional learning experience and pioneering research, but also for the friendly and thriving environment that Northern Ireland has to offer.

In association with discovernorthernireland.com, here is a brief overview as to what makes Northern Ireland a great place to live and work.

The variety of our small country is amazing – from rolling landscapes and hazy mountains, intriguing towns and villages to some of the most vibrant, cultural and history-rich cities.

Our economy is thriving. New industries are being created. Cities are being revitalised with millions being invested in regeneration. There is a new cultural vitality, pride and optimism. Instead of emigrating, our brightest graduates are staying. Tourism is thriving too, with new visitors discovering our humour, hospitality, scenery and quality of life.

The Lonely Planet travel guide has listed Northern Ireland as one of the top ten European destinations. There is a huge range of leisure activities to suit all tastes and our tourist attractions include a UNESCO world heritage site. We have the lowest cost of living in the UK, excellent schools and our people are warm and welcoming. Today Northern Ireland is a confident and vibrant place to live and work.

Find out morediscovernorthernireland.com

About Northern Ireland Ulster University Appointment to Directorships in the Chief Operating Officer’s Leadership Team 10

http://discovernorthernireland.com

Job Descriptions and Personnel Specifications: Ulster University Appointment to Directorships in the Chief Operating Officer’s Leadership Team 11

Job Description

Post title: Chief Digital and Information Officer

Responsible to: The Chief Operating Officer

Base campus: The post may be based on any of the University’s campuses

Background and Purpose

The University wishes to appoint an outstanding leader to the position of Chief Digital and Information Officer (CDIO). The position offers an exciting opportunity for an energetic and dynamic individual who will shape the development and delivery of the University’s Digital and Information strategy. The University’s Five and Fifty Strategic Plan prioritises the development of a ‘digital first’ approach to systems and services supported by the necessary technology and infrastructure. The new CDIO will lead this digital transformation ensuring Ulster University is sector leading in this area. This will require a transformational ‘step change’ in service and support to users to fully exploit the benefits of recent infrastructure investment. The post-

holder, through exercising a high degree of independent professional responsibility and discretion, will lead the provision of an excellent and innovative Digital and Information strategy and service and will play a key strategic role in the delivery of the University’s Five and Fifty Strategic Plan.

The responsibilities of the CDIO fall into the following three broad areas:

• The CDIO will champion, develop and oversee the implementation of the University’s Digital and Information strategies.

• The CDIO will have leadership responsibility for the professional services staff in the Digital and Information Services Directorate ensuring that the staff are properly aligned to support the delivery of the Five and Fifty Strategic Plan with a strong user centric ethos.

• The CDIO, as member of the Chief Operating Officer’s Leadership Team, will contribute on a corporate basis to strategic matters affecting the University.

continued


Key Responsibilities and Duties

Working in close collaboration with the Chief Operating Officer, key responsibilities and duties for the CDIO will include the following:

To champion, develop and oversee the implementation of the University’s Digital and Information strategies.

1. To lead the strategic development, implementation, monitoring and review of a Digital and Information strategy that is transformative in its ambition and facilitates a ‘digital first’ approach to systems and services.

2. To work closely with leaders from across the University to ensure that the Digital and Information strategy and services support the delivery of the Five and Fifty Plan in the areas of academic excellence, global vision, civic contribution and operational excellence in a user centric way.

3. To provide leadership to digital transformation programmes and initiatives which are innovative, creative and ‘best in class’.

4. To ensure that a holistic service is provided which fully exploits digital technologies and innovation to facilitate a transformation of student and staff support, business intelligence and workflow management. This will include responsibility for the necessary training and behavioural change that will transform the University’s approach. This will require a significant shift in the focus of the current Information Services department.

5. To have overall responsibility for the campus libraries, ensuring the provision of a modern learning space with integrated library services and resources, study space and computer facilities.

6. To provide leadership in identifying, developing and delivering significant business improvement and workflow digitisation projects.

7. To provide leadership in regard to the digital and information strategy for the new Belfast campus and to maximise the opportunities presented by the move to state-of-the-art facilities.

8. To support the development of specialist IT facilities and support for research and education.

9. To provide leadership, in collaboration with the Chief Financial Officer, for the University’s strategy for investing in IT and digital technologies.

10. To manage the University’s IT capital investments, providing leadership for major projects and information technology initiatives which have a significant impact across the University.

11. To ensure that appropriate, robust and reliable IT infrastructure and data security arrangements are in place. The CDIO will have leadership responsibility for risk management in regard to systems security and business continuity.

12. To lead on the development of ‘best in class’ Business Intelligence (BI) systems and to maximise the use of BI through the development of comprehensive, robust and reliable management ‘dash boards’ (where possible using real time data).

13. To lead on initiatives and interventions that will significantly enhance the customer-focus and agility in all aspects of the work of the Directorate.

14. To ensure that the Directorate operates efficiently, within budget and provides value for money.

continued


15. To proactively engage with peer networks to benchmark services against other UK Universities to identify and implement best practice and to ensure that the Directorate is at the leading edge of technological developments.

16. To provide any other duties appropriate to the grade and nature of this post.

In addition to Leadership responsibilities for the Digital and Information Directorate the post-holder will also have responsibilities as a member of the Chief Operating Officer’s Leadership Team (COOLT) – Please see Page 29 for details of the Director’s COOLT related responsibilities.

The performance of the appointee, like other senior staff, will be assessed annually in line with agreed measures of success (key performance indicators) relating to achievement of Five and Fifty.


Personnel Specification

Post title: Chief Digital and Information Officer

Educational and Professional Qualifications

Desirable A Degree.A relevant postgraduate qualification and/or a professional qualification.

Previous Experience/Training

Essential A substantial breadth of experience at a leadership level in digital and information strategy development and implementation.Substantial experience at a leadership level in:

• Large scale digital transformation projects;• Business process improvement initiatives;• Significant infrastructure development;• Leading an information services department in a large and complex

organisation.A thorough knowledge and understanding of the operating environment for the University with a well-defined vision for the University’s transformation to a ‘digital first’ approach to systems and services.

Desirable Experience in significant behavioural change initiatives linked to a ‘digital first’ strategy in a large and complex operating environment.Experience in delivering ‘best in class’ technologies and infrastructure to support innovative pedagogies. Senior leadership experience including experience of leading a large information services function through a period of significant transformation.

continued


Job Related Achievements

Essential Evidence of a significant and sustained personal track record of success in developing and leading major strategic digital transformation projects. Applicants must demonstrate a thorough understanding of the IT marketplace and the ability to form meaningful partnerships with technology vendors and suppliers.A significant record of success at a senior leadership level of leading key professional services staff and managing financial resources. Applicants must also have a well-defined vision for the leadership ethos which should permeate all aspects of the Digital and Information Directorate. Significant and measurable accomplishments in developing innovative service development and customer services initiatives.

Desirable Evidence of successful delivery of a ‘digital first’ user centric strategy with clear measures/indicators of success.Measurable success in developing a strategic digital transformation in a large university.Significant experience in delivering a complex range of services utilising a range of third party providers.A detailed understanding of the complex nature of customer demands in an educational setting.Proven success in developing and implementing business intelligence systems.

Interpersonal Skills

Essential Evidence of excellent and effective communication skills appropriate to operating at a strategic level.Evidence of the necessary interpersonal skills required to galvanise and lead the staff of the Directorate along with the skills to cultivate appropriate internal and external networks.Proven negotiating and influencing skills and the ability to represent the University’s interests in dealings with technology vendors and suppliers.

continued


Presentation Skills

Essential Evidence of the ability to deliver presentations demonstrating passion, enthusiasm and in-depth knowledge of the subject area. Applicants must be able to clearly convey important messages, deliver a vision and fully engage the audience.

Other Factors Essential Evidence of being an energetic and dynamic individual with the ability and vision to shape the future direction of the Directorate.Excellent leadership skills with the ability to provide positive strategic oversight and set and deliver a clear vision for the Directorate.A clear personal enthusiasm and commitment to the University’s Five and Fifty strategic plan and its organisational values.Willingness to travel on a regular basis regionally, and nationally and internationally when required by the role.


Job Description

Post title: Director of Campus Life




The University wishes to appoint an outstanding, creative leader to the position of Director of Campus Life. This new role has been established in recognition of the huge impact the social and recreational experience (social, residential, sports, student support and arts) has on students’ time at Ulster University, their engagement in university life and their personal growth during a transformative part of their lives. The appointee will work closely with the Ulster University Students Union in terms of shaping the offer for students but also with University staff who depend on many services to achieve their goals within the Five and Fifty strategy.

The University’s Five and Fifty Plan sets ambitious targets for growing and diversifying income streams. The University aims to grow its income to £250m within five years and to £350m by 2034, which will be challenging in the current economic climate.

The role will have twofold priorities;

• Delivering student centred services with an emphasis on campus life excellence and standards which reflect the University’s global ambitions.

• Having a commercial responsibility to maximise the returns from investments and ensure we exploit profitable provision of services to third parties.

The University has the advantage of having four campuses which have the potential to deliver more for the benefit of the University student experience. Working closely with the three campus Provosts (1 covers Belfast and Jordanstown), the UUSU, the PVC (Education) and the Estates department, the Director of Campus Life will creatively lead the development and implementation of strategies on student accommodation, student support, catering and retail, sports and arts as part of the wider campus strategies, in order to enhance the overall student experience.

Over the next three years nearly 3000 m2 of new commercial space within the new Greater Belfast Development will be completed in preparation for the relocation of 14,000 students and staff from the Jordanstown campus. This offers scope for the successful candidate to deliver a strategy that contributes significantly to the future student experience and delivers innovative facilities and services, giving added value to all stakeholders.

At the same time we plan to double the scale of teaching and research at our Magee campus in Derry~Londonderry starting with the opening of a new medical school there in 2019. Having globally competitive facilities on the Magee campus will be a prerequisite for success and expansion.

continued


The responsibilities of the Director of Campus Life falls into the following key accountabilities:

• The Director of Campus Life will play a crucial role in delivering the University’s student experience.

• The Director will champion, develop and oversee the implementation of the University’s strategies for Campus Life (social, catering, retail, residential, student support, arts and sport) for the benefit of the student and staff experience.

• The Director will develop new and existing income generation and commercialisation opportunities.

• Working towards achievement of clear KPIs to improve student satisfaction and income generation/return.

• The Director of Campus Life will have leadership responsibility for the professional services staff in the Campus Life Directorate, ensuring that the staff are properly aligned to support the delivery of the Five and Fifty Strategic Plan.

• The successful candidate will also take overall accountability for the external partnerships relating to Campus Life which the university has in delivering world class services.

• The Director of Campus Life, as member of the Chief Operating Officer’s Leadership Team, will drive strategy and operational output, in line with the strategic aims of the University.


Working in close collaboration with the Chief Operating Officer, key responsibilities and duties for the Director of Campus Life will include the following:

To champion, develop and oversee the implementation of the University’s strategies relating to Campus Life.

1. To lead the strategic development, implementation, monitoring and review of the University’s strategies for Campus Life (more detail below) and to contribute to the delivery of the growth targets within the Five and Fifty Plan.

2. Through their creativity, imagination and entrepreneurship, to add significant value to the quality of Campus Life and experience of staff and students. This will include developing a close partnership with the Ulster University Students’ Union to ensure Campus Life Services are designed around the needs of students and contribute to a transformative university experience.

3. To develop and implement student support strategies ensuring the delivery of ‘best in class’ counselling services, accessibility support, financial advice and services to promote and support health and wellbeing.

4. To make a significant contribution to the development of Student Services Hubs.

5. To develop and implement student accommodation strategies for all three campus locations (Coleraine, Derry~Londonderry, Belfast) with particular emphasis on ensuring that there is sufficient accommodation of the right quality and price points and that first years and international students have a residential experience which supports social integration and enriches their time at Ulster University. This will include working closely with Developers providing private sector student accommodation particularly in the Greater Belfast area but also in the vicinity of the other campuses.

continued


6. To support the Provosts in their communities engagement on ‘town and gown’ issues relating to Campus Life, e.g. student housing.

7. To oversee the development and implementation of a retail and catered social space strategy to cover all campuses ensuring our offer is high quality, contemporary and user centric. As the lines become more blurred between learning and social spaces, to work in close collaboration with the PVC Education and Chief Digital and Information Officer on appropriate solutions.

8. To contribute to the development of the University’s sports strategy and ensure the sports facilities and services strongly support the achievement of its ambitions and contribute to the student and staff experience.

9. To support the overall Arts strategy of the University by the successful operation of the Riverside Theatre in Coleraine and other venues and galleries of the University.

10. To recognise the University’s strong civic mission and embrace opportunities to use our Campus Life facilities and services to support civic events and activities.

11. To drive growth in profitable commercial activities (non staff and student income) from all our campus buildings, services and infrastructure for reinvestment in the charitable mission of the University. It is envisaged that many of the Campus Life facilities and services can be packaged and marketed to a growing NI tourism market. This is likely to entail close working with external bodies like City and Borough Councils and Tourism bodies.

12. To benchmark Campus Life services and service standards against the HE sector.


In addition to Leadership responsibilities for the Campus Life Directorate the post-holder will also have responsibilities as a member of the Chief Operating Officer’s Leadership Team (COOLT) – Please see page 29 for details of the Director’s COOLT related responsibilities.




Post title: Director of Campus Life


Essential A Degree.Desirable A post graduate qualification in a relevant discipline or MBA or a relevant professional

qualification.Previous Experience/Training

Essential A substantial breadth of experience in running a wide range of customer centric operations. Substantial experience at a leadership level for a variety of the following core areas:

• Experience in leading support services (e.g. delivering student support, including student hubs, physical and mental wellbeing services and partnering with students’ unions). This can be in either an educational or other setting.

• Responsibility for developing and implementing hotel, residential or housing strategies with owned stock and/or in partnerships with third parties where the residents’/guests, experience is at the heart of the service;

• Experience of leading and delivering on catering and/or retail strategies on multiple sites (catering, retail, conferencing, entertainment and events) with creativity and commercial acumen;

• Experience of overseeing extensive sports facilities and/or cultural venues (theatres, galleries etc.);

• Experience of running significant commercial operations and exploiting profitable opportunities;

A thorough knowledge and understanding of the operating environment for the University with a well-defined vision for the University’s Strategy for Campus Life.Applicants must also demonstrate empathy with student needs.Senior leadership experience including experience of leading through a period of significant transformation.

Desirable Leadership experience in four or five of the core areas of responsibility detailed above.A substantial breadth of experience in running commercial operations.

continued



Essential Evidence of a significant and sustained personal track record of success in developing and leading initiatives relevant to the Director of Campus Life portfolio.A significant record of success at a senior leadership level of leading key professional services staff and managing financial resources. Applicants must also have a well-defined vision for the leadership ethos which should permeate all aspects of the Campus Life activity. Significant and measurable accomplishments in growing commercial operations.

Desirable Evidence of visualising, designing and delivering a successful, values driven customer/user journey and/or experience.Evidence of successfully managing competing priorities and complex stakeholder relations.Success in shaping values and culture for a large and complex department.


Essential Evidence of excellent and effective communication skills appropriate to operating at a strategic level.Evidence of the necessary interpersonal skills required to galvanise and lead the staff of the Directorate along with the skills to cultivate appropriate internal and external networks.Proven influencing skills and the ability to represent the University’s interests internally (academic staff, students, Provosts) and with many external stakeholders, e.g. external communities, politicians, property developers, media, tourism bodies, local councils.

Presentation Skills


continued


Other Factors Essential Excellent leadership skills with the ability to provide positive strategic oversight and set and deliver a clear vision for the Directorate.Evidence of being a commercial, creative and dynamic individual with the ability and vision to shape the future direction of the Directorate.A clear personal enthusiasm and commitment to the University’s Five and Fifty Strategic Plan and its organisational values.Empathy for students and flexibility to work from time to time outside normal office hours as the job demands. Willingness to travel on a regular basis regionally, and nationally and internationally when required by the role.


Job Description

Post title: Director of People and Culture




The University wishes to appoint an outstanding leader to the position of Director of People and Culture.

The University’s staff is a vibrant community of talented and skilled individuals across a mix of disciplines and professions. The Director will be responsible for the staff performance framework and a University-wide staff development and engagement strategy. The Director will also play a leading role in building the leadership capability that sets the direction and expectations of staff to embrace change as needed to deliver the ambitions of the University as detailed in the Five and Fifty Strategic Plan.

As a key member of the Chief Operating Officer’s Leadership Team (COOLT) the Director will play a leading role in shaping the organisational culture. The Five and Fifty Strategic Plan makes clear that the University aims to foster

a culture based around our values and ethos, encouraging integrity, diversity and inspiring work. The Director will also have responsibility for the University’s Equality and Diversity strategies and will lead initiatives to help ensure that the workforce reflects the communities and global society that we serve.

S/he will develop the employee relations culture in which the People and Culture staff and managers work in partnership with the trade unions to address challenges, manage change and resolve areas of dispute.

The responsibilities of the Director of People and Culture fall into the following three key accountabilities:

• To champion, develop and oversee the implementation of the University’s staff performance and staff development frameworks and diversity strategies.

• To have leadership responsibility for the professional services staff in the People and Culture Directorate ensuring that the staff are properly aligned to support the delivery of the Five and Fifty Strategic Plan. This will include promoting a culture of ‘can do’ throughout the directorate and creating an agile, empowered, professional service underpinned by robust business systems and management information.

• As a member of the Chief Operating Officer’s Leadership Team, contribute on a corporate basis to strategic matters affecting the University.

continued



As a member of the Chief Operating Officer’s Leadership Team, key responsibilities and duties for the Director of People and Culture will include the following:

Champion, develop and oversee the implementation of the University’s staff performance and staff development frameworks and diversity strategies.

1. To lead the strategic development, implementation, monitoring and review of the University’s people and culture strategies and staff services, including the setting of KPIs for this area.

2. To develop and deliver a strong University-wide developmental framework to deliver a transformational step-change in the capacity and capability of staff across the University.

3. To develop and deliver a transformational staff performance framework and appraisal systems.

4. To play a leading role in building the leadership capability across the University.

5. To ensure that staff in the People and Culture Directorate build effective partnerships with faculties and departments and ensure that an appropriate service culture permeates all aspects of the work of the Department.

6. To ensure, in collaboration with the Chief Operating Officer, that staff across the University are properly structured and aligned to support the delivery of the Five and Fifty Strategic Plan. This will include leading the development of enhanced workforce planning systems and capability but also in promoting staff wellbeing and a positive working environment.

7. To develop, lead and deliver the University’s equality and diversity strategy and the advancement of the Athena Swan accreditations. This will include the development of key performance indicators and measures of success.

8. To lead and develop the University’s staff recruitment and retention policies, practices and procedures ensuring that the University attracts and retains the best people from the regional, national and international markets.

9. To ensure the effectiveness of the University’s HR Business Partnering Services based on a hub and spoke model.

10. To develop and implement a modern and innovative staff recognition, talent management and reward strategy.

11. To create an employee relations culture in which the People and Culture staff and managers work in partnership with the trade unions to address challenges, manage change and resolve areas of dispute.

12. To develop, lead and deliver Health and Safety services across the University with a clear focus on promoting staff well-being.

13. To take overall responsibility and accountability for the University’s people management operations, policies, processes and systems ensuring that all operations are efficient, effective, fit-for-purpose, innovative and in line with cutting edge people management practice.

14. To streamline processes and exploit digital technologies ensuring that modern and appropriate information retention and reporting systems are in place which support the work of Managers though effective and real-time information dashboards.

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In addition to Leadership responsibilities for the People and Culture Directorate the post-holder will also have responsibilities as a member of the Chief Operating Officer’s Leadership Team (COOLT) – Please see page 29 for details of the Director’s COOLT related responsibilities.




Post title: Director of People and Culture


Essential A Degree.Desirable Member of the Chartered Institute of Personnel and Development (CIPD) or a relevant

professional qualification and a commitment to obtain CIPD membership within a reasonable period of time.

Previous Experience/Training

Essential A substantial breadth of experience at a leadership level in a Human Resources Department in a large and complex organisation.Substantial experience in providing leadership for at least four of the following seven core Human Resources areas of responsibility:

• Institution-wide staff development including responsibility for building leadership capability;

• Institution-wide staff performance frameworks and behavioural change initiatives;

• Organisation Design and Development;• HR Management Services including HR Business Partnering and HR policy

development;• Employee/Industrial Relations; • Equality and Diversity strategies;• Digital transformation in a HR function.

A thorough knowledge and understanding of the operating environment for the University with a well-defined vision for the University’s People and Culture strategies.

Desirable Leadership experience in all seven of the core Human Resources areas of responsibility detailed above.Significant Board level experience in a large and complex organisation.Senior leadership experience of leading a large and complex organisation through a period of significant transformation with particular responsibility for people strategies.

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Essential Evidence of a significant and sustained personal track record of success in developing and leading initiatives to enhance People and Culture strategies and staff services and enhance performance.A significant record of success at a senior leadership level of leading key professional services staff in a Human Resources Department and managing the related financial resources. Applicants must also have a well-defined vision for the leadership ethos which should permeate all aspects of the People and Culture Directorate. Significant and measurable accomplishments in the strategic alignment of staff across a large and complex organisation to deliver an ambitious strategic plan.

Desirable Evidence of success in developing and leading an innovative and effective staff development and engagement strategy.Evidence of success in delivering a strategy to build leadership capability.Evidence of success in delivering a transformational step-change in HR Management and related services.Evidence of success in Equality and Diversity strategies.Evidence of success in developing an Employee Relations culture in which Human Resources staff work in partnership with trade unions.Success in shaping values and culture for a large and complex organisation.


Essential Evidence of excellent and effective communication skills appropriate to operating at a strategic level.Evidence of the necessary interpersonal skills required to galvanise and lead the staff of the Directorate along with the skills to cultivate appropriate internal and external networks.Proven influencing and negotiating skills and the ability to represent the University’s interests in dealings with trade unions, legal representatives, governing bodies and relevant government departments.

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Presentation Skills


Other Factors Essential Excellent leadership skills with the ability to provide positive strategic oversight and set and deliver a clear vision for the Directorate.Evidence of being an energetic and dynamic individual with the ability and vision to shape the future direction of the Directorate.A clear personal enthusiasm and commitment to the University’s Five and Fifty strategic plan and its organisational values.Willingness to travel on a regular basis regionally, and nationally and internationally when required by the role.

Leadership Responsibilities as a Member of the COOLT: Ulster University Appointment to Directorships in the Chief Operating Officer’s Leadership Team 29

Leadership Responsibilities as a Member of the COOLT

To have leadership responsibility for the professional services staff in the particular Directorate ensuring that the staff are properly aligned to support the delivery of the Five and Fifty Strategic Plan.

A. To take leadership responsibility for the teams of staff working in the Directorate ensuring that the teams have clear objectives, responsibility and accountability.

B. To provide leadership that promotes a culture of excellence, innovation and continuous improvement.

C. To ensure that the teams are properly structured and aligned to support the delivery of the Five and Fifty Plan.

D. To build leadership capability that sets direction and expectations of staff and ensure that they are willing to embrace change.

E. To actively pursue opportunities to drive efficiencies in the professional services teams.

F. To take leadership responsibility for all budgetary matters affecting the Directorate.

G. To promote cross-functional collaboration and integration. In particular, to ensure that the professional services staff actively engage with service users to understand their needs and expectations.

H. To ensure that the professional services staff in the Directorate build effective partnerships with all stakeholders and in particular academic staff.

I. To promote a safe and healthy working environment in which all employees are treated with respect and dignity.

J. To ensure that the staff in the Directorate embrace the University’s Civic Contribution agenda.

As a member of the Chief Operating Officer’s Leadership Team, to contribute on a corporate basis to strategic matters affecting the University.

K. To play a major role in strategic leadership and planning as a member of the Chief Operating Officer’s Leadership Team.

L. To be responsible on a collective basis, with other members of the Chief Operating Officer’s Leadership Team, for all decisions of the team.

M. To contribute to shared decision making, when required, with other members of the Chief Operating Officer’s Leadership team.

N. To take responsibility and accountability for specific University-wide leadership functions as assigned by the Chief Operating Officer.

O. To work collaboratively with other leaders across the University, ensuring that the interests of the University as a whole take

precedence over the interests of any individual part of it.

P. To chair committees, appointments panels, disciplinary and grievance hearings as well as a wide variety of ‘task and finish’ groups and strategic reviews.

All staff in the University have a responsibility to comply with the University’s Equal Opportunities Policy and Health and Safety Policy. As a Line Manager you will have particular responsibility for ensuring compliance with these Policies within their own area.

Further Information Ulster University Appointment to Directorships in the Chief Operating Officer’s Leadership Team 30

Further Information

The following positions are available:

• Chief Digital and Information Officer• Director of Campus Life• Director of People and Culture

ulster.ac.ukShaping futures

The base campus for each position will be agreed with the successful applicant.

There will be a separate selection process for each position. Applicants interested in more than one position should apply separately for each position.

The closing date for receipt of applications is noon BST on Monday 16 October 2017.

The selection process may include an Assessment Centre and formal interview.

The University is being assisted in this recruitment exercise by Perrett Laver. For further information and details on how to apply or for an initial conversation with Perrett Laver please visit perrettlaver.com/campaigns/ulster-university.

Ulster University is an equal opportunities employer and welcomes applications from all sections of the community, particularly from those with a disability.

http://ulster.ac.uk

http://ulster.ac.uk

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