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Organising for Success / Engagement Sessions

Organising for Success / Engagement Sessions. New Leadership Model Supported by Devolution. Purpose of Today. To share the rationale for the changes that are being proposed and the headline key changes

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Organising for Success / Engagement Sessions

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  1. Organising for Success / Engagement Sessions New Leadership Model Supported by Devolution

  2. Purpose of Today To share the rationale for the changes that are being proposed and the headline key changes To explore current thinking on how the new Leadership Model for schools is intended to work and how it will be supported by devolution To provide the opportunity for you to ask questions and make suggestions about how the model might be developed and implemented Organising for Success – Engagement Events

  3. Content Rehearsal of why we need to make changes to the structure and leadership model Headline current thinking The new leadership model and how it will be supported by devolution Time for questions and discussion How we are moving forward Organising for Success – Engagement Events

  4. Strategy Refresh • The University strategy has been refreshed this academic year and has three key pillars: • Research and Innovation • Education and Student Experience • Engagement and Civic Mission • Our strategy sets out a road map for change, development and sustained growth, but we need to do things differently if we are to deliver our ambitions in this volatile environment. • To do this, we need to change how we are currently structured to ensure that they support academic activity and the delivery of our Strategic Plan Organising for Success – Engagement Events

  5. Organising for Success – key drivers Addressing student and staff feedback. This includes: a need to improve our performance as a University, with better alignment of decision-making, accountability and resources a desire to improve communication and engagement bureaucracy and layers slows decisions and creates poor communications an inconsistent student experience across multiple schools and centres and services a strong ‘school identity’ is seen as key for student and staff recruitment and creating a sense of community a need for clear and streamlined work flows, digitisation of processes and single trusted data sources a greater sense of being ‘academically led’ within our core mission a need to be more agile and responsive, be bold and take some risks. Organising for Success – Engagement Events

  6. Organising for Success – key drivers These changes are designed to: allow synergies to be developed quickly within cognate academic and professional areas that reduce duplication and diffusion of activity provide a consistent baseline service to students, sponsors and staff Provide greater value for money Create more resilient and flexible academic units, able to adapt to a volatile environment Improve connections between academic units and senior management Deliver EG/Central PSD structures that fully support academic activity and the themes of the Strategic Plan Organising for Success – Engagement Events

  7. The Proposal • A single layer of groupings of Schools • 6-8 to ensure more direct connection with EG, shaping policy and strategy • Greater financial autonomy and more local decision making • School identity maintained (if wanted) within groupings • Groupings led by a “Head of Group” • “Head of Group” will have ultimate responsibility for academic and financial success of grouping • Group level will be responsible for administrative and student support to Schools/subjects via pooled resource • Further central services to be devolved to grouping from centre subject to devolutions principles / discussions / costs • Central professional services re-aligned to support EG portfolios and institutional objectives Organising for Success – Engagement Events

  8. Overview • Project Board established • Co-sponsors Denise Everitt & David Nightingale • First three meetings held • Meeting weekly • Formal JSNCC sub-group established • All Union and staff reps involved • Currently meeting weekly to establish concerns and update on progress – also discussing other relevant issues such as Voluntary Severance Scheme • Website launched • https://www.kent.ac.uk/organising-for-success/ • Information will be added as engagement ramps up Organising for Success - Engagement Events

  9. A New Kind of Leader Choosing academic leadership as a career/long term career phase (5 year tenure, extendable) and attracted by the opportunities offered by the new role and structure Empowered by professional and expert resources and clear decision making frameworks (devolution) Supported by a Director of Operations and team Supported by a wider academic leadership team and appropriate governance arrangements Closely connected to the Executive Group Clearly accountable for performance and the effective management of resources Organising for Success – Engagement Events

  10. Head of Grouping (title tbd) Director of Group Key Responsibilities • Strategic • The head of group will be responsible for the development and growth of their grouping within the framework of the institutional strategy. This role will include environmental scanning ,the development of Group specific strategies to respond to challenges and market opportunities, co-ordination of combined strategy development and deliveryalongside their management team. They will also work with the relevant DVC leads to set clear strategy and oversee the research, enterprise and educational performance of their school, from application to delivery. • Operational and Technical • The role holder will have a strong academic and research background in the sectoral area of their school, holding a position of credibility and respect from their peers. They will have an understanding of organisational development and teaching and learning best practice in their area. They will have the ability to work with their operations department to model and understand the economic realties of the school and how investments can bring wider benefit. They will lead on curriculum and offer refinement and performance management of teaching and learning. Working with other heads of school and central units, the role will manage the review processes and quality standards. The role holder will be responsible for the wider performance management of both the academics and PSD functions within the school and will hold people to account for their actions and delivery of roles. Behavioural • The role holder will need to be a strong manager with an understanding of the academic process and competitive environment their subject(s) operate in. They will need to provide strong leadership and management, holding their school to account and ensuring delivery against their plans, targets and metrics. They will be initial check on quality of learning, research and student experience. • Key Functional Responsibilities • School Operations • NSS, KEF, REF and TEF improvement at school level • Delivering on student numbers and school plans • Delivering on Research plans

  11. Director of Operations Key Responsibilities Director of Operations • Strategic • Support the Director of Group in all aspects of delivering excellent research and innovation, education and student experience, and engagement and impact to contribute to the overall University strategy • As a key member of the Group Management team, provide strategic advice, input and support to the Head of Group and management team, leading on development and planning of overall Group strategy and its implementation. • Directing the effective business operations and driving continuous improvement in provision of services to deliver the Group’s strategic objectives in line with legislation, University strategy, policies, regulations and operating frameworks. • Technical • Strong operations and management skills, managing large scale and diverse operations across a broad range of functions and services, within a regulated business environment. • Understanding of how to achieve results in complex academic and administrative environments • In depth experience of financial and budgetary analysis and planning. • Significant experience of strategic business support, planning and resource management in an HE context. • Behavioural • Well developed leadership skills and a clear passion for developing motivated staff and strong teams • Clear commitment to ensuring a consistently high-quality service and an ability to motivate and manage staff across a broad range of specialisms to respond in a flexible manner in a delivery focused environment • Strong communication and influencing skills, cultural sensitivity, tact and diplomacy • Reporting to: • Director of Group • Key Functional Responsibilities • Group operations • Group financial, human and physical resources • Leadership and management of all professional services staff across a broad portfolio based within the Group • Key interface between the University, Heads of Profession and Group management and governance structures

  12. Devolution – potential areas • Marketing and recruitment (including student related communications) • HR • Professional level finance (essentially budget management, reporting, business plan preparation/appraisals) • Quality Assurance – approvals support, monitoring, academic appeal work • Research and Innovation (funding advice, applications, monitoring) • Alumni liaison Organising for Success – Engagement Events

  13. Discussion on tables Thought starter questions (or choose your own topics) What further support might these managers need? What will be required to make devolution a success? What areas should be included? What new governance arrangements are needed? What sort of academic members of the leadership team will be required? Organising for Success – Engagement Events

  14. Timeline Structured engagement activities with staff, Heads and other stakeholders (e.g. KU) will be ongoing in March/early-mid April Review and reflect on Feedback Proposals to Senate: May and 12thJune 2019 Council Meeting 28th June Target - implementation work to start Summer 2019 with target implementation complete by end 2020 Organising for Success – Engagement Events

  15. Engagement and Feedback • In addition to providing feedback to line managers and via feedback@kent.ac.uk , JSNCC and other channels, this event is part of a series of engagement events. • These thematic engagement events cover: • Devolution of professional services • Organisational structure - PSDs • School / group configuration and governance / management • Transfer of faculty accountabilities/responsibilities • New leadership model Organising for Success – Engagement Events

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