ORGANOGRAM (Adjust as necessary. Include line manager, line manager s manager, all subordinates and colleagues. Include position grades)

Transcription

1 HR191 POSITION DESCRIPTION NOTES Forms must be downloaded from the UCT website: This form serves as a template for the writing of position descriptions. A copy of this form is kept by the line manager and the position holder. Position title Job title (HR Practitioner to provide) POSITION DETAILS Head of Schools Development Unit, School of Education Head of Schools Development Unit Position grade (if known) 12 Date last graded (if known) Academic faculty / PASS department Humanities Academic department / PASS unit School of Education Division / section Schools Development Unit Date of compilation Revised 21 May 2018 ORGANOGRAM (Adjust as necessary. Include line manager, line manager s manager, all subordinates and colleagues. Include position grades) Dean of Humanities Director, School of Education Head: SDU Payclass 12 N/A N/A (Please see attached organogram in motivation for internal structure) Please see below for SDU organogram October 2017 Page 1 of 8 HR191

2 2018 ORGANISATIONAL STRUCTURE SCHOOLS DEVELOPMENT UNIT Head SDU J. Clark UNIT ADMIN. & FINANCES S. Adams J. de Villiers R. Albertyn W. Fisher I. Dreyden EARLY CHILDHOOD DEVELOPMENT (ECD: 0-9) C. Kuhne D. Hendricks N. Mfobo SCIENCES G. Kay G. Dolo A. Petersen D. Machado MATHEMATICS A. Roberts K. Hassan G. Powell Y. Johnson LANGUAGES N. Parsotam SCHOOL ORGANISATION & DEVELOPMENT P. Silbert T. Mzozoyana M.Voges LIFE SKILLS F. Parker THREE MAIN STREAMS ANCILLARY STREAMS The SDU is composed of six Streams, three of whom (ECD, Sciences & Mathematics) encompass the bulk of the Unit s expertise. The other three Streams (Languages, School Organisation & Development & Life Skills) are presently smaller. Line management of Pay Class 10 Education Specialists and Pay Class 9 Development Practitioners is in the first instance the responsibility of one of the three Main Stream Leaders, who are all Pay Class 11 appointments. Staff in the Ancillary Streams are assigned to a Stream Leader (N. Parsotam to A. Roberts) or report directly to the SDU Head of SDU (F. Parker). Decisions in this regard are determined by operational best fit considerations. Also, given the nature of the job, the designated Academic Courses Manager (currently G. Powell) reports directly to the SDU Head of SDU. The SDU s admin. Staff component are line managed by S. Adams, the Unit s Finance Officer. PURPOSE The purpose of this position is to ensure that the SDU delivers on its vision and mission which are crafted to respond to the needs and challenges faced by schools and teachers and the broader education community provincially and nationally, in liaison with the School of Education. The Head of SDU is the public face of the Unit and as such promotes and advocates the Unit. The Head of SDU is responsible for the intellectual leadership and financial viability of the Unit. October 2017 Page 2 of 8 HR191

3 Key performance areas % of time spent CONTENT Inputs (Responsibilities / activities / processes/ methods used) 1 STRATEGIC LEADERSHIP AND PLANNING 40% Strategic planning in line with country, province, university and Unit imperatives within the School of Education (SoE). Collaborate with SoE and broader University of Cape Town's (UCT's) faculties and departments to strengthen the role of SDU within UCT. Maintain critical partnerships and ongoing networking with provincial and national education departments, Higher Education Institutions and private sector donors. Initiate and drive potential projects and programmes. Engage with SDU Stream Leaders around new and ongoing work opportunities, human resources and strategic oversight of the unit. Create opportunities for staff engagement to strengthen the work of the unit. Outputs (Expected results) Collaborative workshops and meetings with all stakeholders to produce Strategic Plan Present Unit Strategic Plan and once accepted work on the inputs to realize the aims of the Plan. 16 May 2017 Page 3 of 8 HR191

4 2 FINANCIAL MANAGEMENT 25% 2.1 Source funds to ensure financial viability Develop and maintain a long, medium and short term fundraising strategy in line with the SDU s vision and mission. Drive fundraising initiatives with the support of the Development and Alumni Department (DAD) and other resources in UCT. Maintain relationships with existing funders and identify potential new funders. Develop proposals and/or tenders with Stream Leaders and project managers. 2.2 Oversight and responsibility for Unit finances Responsible for the SDU s operating budget (SOB) with SDU Finance Manager Oversight of project and programme budgets and implementation (POB), in consultation with SDU Finance Manager, Stream Leaders and project managers. In consultation with Faculty HR, manage Unit staff salaries according to institutional guidelines. Sign off on HR contracts for all outsourced and contract staff. Procurement of funds for existing and new SDU projects Project and SDU operating budgets Monthly SDU financial reports SDU annual finance report Staff contracts signed 3 CONCEPTUALISATION & IMPLEMENTATION OF PROJECTS AND MONITORING & EVALUATION PROCESSES 10% Responsibility for project initiation & completion Overall responsibility for the conceptualization and implementation of existing and new projects run by the Unit. Consult SDU staff on new developments and encourage and support staff to use their own initiative to source new work opportunities. Support Stream Leaders and Unit staff to develop new projects in line with Unit strategic plans. Oversee the effective monitoring and evaluation of projects to ensure their optimal impact. Facilitate appropriate, efficient & effective communication between Unit staff, clients, funders and all other stakeholders. Project and/or programme and M&E plans/proposals produced Effective implementation of SDU projects and/or programmes as per contracts Project reporting as per schedules M&E as per plan/proposal 16 May 2017 Page 4 of 8 HR191

5 4 REPORTING, REPRESENTATION & ADVOCACY 10% Ensure accountability & maintain links with interested parties outside of SDU. Report to the Head of the SoE and relevant Deputy Vice Chancellors (DVCs) on the SDU s status and progress. Maintain critical partnerships and networking within UCT, the broader education community and civil society. Undertake high-level advocacy of SDU initiatives provincially and nationally Ensure the effective dissemination of SDU work locally, nationally and internationally. Oversee generation of project/programme reports to funders within deadlines according to their specific requirements. Write annual Head of SDU's report and oversee production of Annual Report and any other publications generated by the Unit. Ensure SDU website is kept up to date; encourage the exploration of new modes of communicating the Unit's work. Ensure SDU representation on institutional fora (including Humanities & CHED Faculty Boards and the like). Ensure SDU representation on fora outside of the institution (including WCED bodies such as the Curriculum Board and Project Steering Committees). UCT and/or SoE reports as required Internal SDU reports monthly External stakeholder reports as per projects and/or programmes Report back to SDU on national and/or provincial meetings Up-to-date website reflecting SDU vision and mission maintained 16 May 2017 Page 5 of 8 HR191

6 5 INFRASTRUCTURAL & INSTITUTIONAL REQUIREMENTS 7.5% 5.1 Responsible for ensuring that Unit staffing needs are managed within budget & project plans. Maintain the organisational structures for effective operationalisation of SDU directives. Consult with Faculty HR to ensure that staff salaries and conditions of service conform to institutional norms and standards. Ensure that the Unit recruits and trains appropriate, competent and skilled staff. Ensure that the Unit's developmental and equity goals are defined and adhered to in line with institutional guidelines in this regard. Sign off on all staff appointments. Oversee the implementation of HRdirectives including annual Development Dialogue processes. Take direct responsibility for the line management of Unit's Finance Officer and Stream Leaders, and other designated staff. Overall responsibility for the line management of all staff employed/contracted by the Unit. 5.2 Responsible for maintaining office infrastructure, space & equipment according to Unit needs and institutional rules and regulations. Ensure that an asset list is maintained and updated on a six-monthly basis. Approve requests for upgrading, replacement and/or purchasing of new equipment as per Unit and/or project/programme requirements. Ensure that staff are kept up to date with all HR matters and that the Unit's 'Policies & Procedures' handbook is kept updated. Manage office space allocations as and when required. Evidence of engagement with Stream Leaders on staff allocation and line management Staff recruitment, appointment and contracts implemented in conjunction with Stream Leaders and in line with UCT s HR policies New staff training on induction and existing staff training where appropriate takes place Records of meetings with UCT faculties Maintain Asset list Policies and procedures handbook Minutes of management and staff meetings 16 May 2017 Page 6 of 8 HR191

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8 Minimum qualifications Minimum experience (type and years) Skills MINIMUM REQUIREMENTS Masters degree (PhD would be advantageous) Teaching qualification Ten years experience in a senior leadership/management position KPA 1 Leadership skills; credibiity & integrity; emotional intelligence; presentation skills & change management. KPA 2 Business acumen; proposal writing; flexibility & directiveness; resource management skills and budgeting skills. KPA 3 Strategic outlook & thinking. KPA 4 Customer service skills and knowledge of terrain KPA 5 Employee advocacy; goal setting & performance management and knowledge of UCT HR systems and procedures Knowledge Professional registration or license requirements Other requirements (If the position requires the handling of cash or finances, other requirements must include Honesty to handle cash or finances.) Competencies (Refer to UCT Competency Framework ) High level knowledge of the education system in South Africa and trends in education internationally. Close knowledge of policy and curriculum at national and provincial levels. Awareness of university priorites around transformation and community engagement. N/A Competence Level Competence Level Building Partnerships 3 Strategic Leadership 4 Individual leadership 3/4 Results Focus 3/4 People Management 4 Professional Knowledge and Skill 3 Resource Management 4 SCOPE OF RESPONSIBILITY Functions responsible for High level strategic planning, funding procurement and management of SDU. Amount and kind of supervision received Amount and kind of supervision exercised Decisions which can be made Decisions which must be referred None Responsible for overall leadership and strategic direction of Unit, which would involve oversight of and collaboration with the staff in middle management. All decisions associated with the position. Changes in strategic direction and embarking on new projects outside of the current ambit of projects must be referred to the Head of SDU of the School of Education and the Dean. Internal to UCT External to UCT CONTACTS AND RELATIONSHIPS Maintain and strengthen link with the School of Education, with the Humanities Faculty and with other Faculties at UCT. Report to relevant DVCs on SDU s work. Work closely with Development and Alumni Department (DAD) for fund-raising. Western Cape Education Department (WCED), Curriculum Board, External Funders and Project Steering Committees. 16 May 2017 Page 8 of 8 HR191