18 Jan 2015 Editorial amendments 27 Jan 2017
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- Charlene McBride
- 5 years ago
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1 HR191 JOB DESCRIPTION NOTES Forms must be downloaded from the UCT website: This form serves as a template for the writing of job descriptions. A copy of this form is kept by the line manager and the job holder. Position title Job title (HR Practitioner to provide) POSITION DETAILS Deputy Faculty Manager (Humanities) PASS Manager Job grade (if known) Payclass 11 Academic faculty / PASS department Academic department / PASS unit Division / section Date of compilation Faculty of Humanities Dean s Office Academic Administration 18 Jan 2015 Editorial amendments 27 Jan 2017 ORGANOGRAM (Adjust as necessary. Include line manager, line manager s manager, all subordinates and colleagues. Include job grades) Dean of Faculty Faculty Manager Coordinator Undergraduate Affairs Deputy Faculty Manager THIS POST Faculty Planning Manager Manager (Systems and Records) Manager (Quality and Standards) Secretary Secretary PURPOSE The main purpose of this position is the management and provision of academic and student administration and to serve as deputy to the Faculty Manager. 17 July 2014 Page 1 of 5 HR191
2 Key performance areas (4 6) (What) 1 Academic Administration strategy, policy and planning 2 Operational management of Academic and Student Administration % of time spent Activities / Objectives / Tasks (How) JOB CONTENT 40% Design and implement a change management framework for ensuring the managed and supported implementation of new and amended structures, policies, processes and procedures as they relate to academic administration; Design and manage a training programme to support change management and ensure implementation of change is consistent and transparent, that Faculty and departmental staff feel supported and confident; and that the Post- and Undergraduate Offices maintain a high service ethos; Implement and apply Faculty, University and statutory rules as they relate to students, qualifications, administrative procedures and Faculty governance, and train and supervise staff in their appropriate application; In liaison with the Managers of Faculty Administration, draft process and procedural guidance documents, training materials and standard Faculty responses/ guidance; Oversee strategic planning and management of Faculty priorities and events as they apply across all areas of the student life cycle; Oversee quality assurance of processes as they relate to students and academic degree programmes/ courses; Develop strategies in support of Faculty priorities including ensuring that Faculty enrolment targets are met and recruitment to strategic areas increased; In liaison with Faculty Manager, plan and organise academic year cycle to meet deadlines. Anticipate bottle-necks and take preemptive action to ensure Faculty Office functions happen as planned; Serve as acting Faculty Manager in her/ his absence. 35% Manage the Post- and Undergraduate Offices, supervising their activities and overseeing work allocation and line accountabilities; Plan, manage, and execute core academic administration activities annual admissions cycle registration and orientation examinations and year-end processing graduation appeals and student liaison Deal with queries from students, faculty staff, applicants and parents of applicants and students regarding University and Faculty policy and processes, escalating where appropriate; Advise on student appeals; Oversee the activities of the Managers of Faculty Administration (Undergraduate and Postgraduate) ensuring that Manual and electronic records are appropriately maintained; Systems-based administration is smooth, efficient and in compliance with University and Faculty policy frameworks; Quality management systems support good service and compliance with statutory, University and Faculty requirements, and are in alignment with relevant policy frameworks; Results / Outcomes (Why) Protocols are established for managing and implementing change to ensure new/ amended processes and procedures support operational efficiency, good service and a highly motivated, confident and cohesive workforce; Manage performance by checking that deadlines are met and by identifying problems and implementing corrective action if necessary. and operational procedures meet organisational need; Processes and procedures are aligned with relevant departmental, Faculty and University policies, protocols and procedures; Guidance documents, and process and operational/ procedural manuals, are drafted and maintained; Student and programme/ course records are easily accessible, accurate, and up to date; Information for staff, students, prospective students and external audiences is accessible, accurate, comprehensible, up to date, and well-maintained; Academic departments are kept informed and administrative staff are guided and supported in their interface with Faculty administration; Policies and practices are regularly reviewed for efficiency and best practice; A system is in place for quality assuring all aspects of student and programme administration; Performance is managed, deadlines met and corrective action is taken where problems are identified. Administration across the annual academic is planned and managed; Workload allocation is equitable with reference to staff competency and level and facilitates smooth operations; Key administrative events (registration, graduation etc) are wellplanned and run smoothly; Students and other external agents receive a high quality, competent and informative service; Policies, processes and procedures are implemented in a timely manner; Staff are trained and supported in implementing policies and processes and able to defend the University or Faculty position; Student, programme and course records are accurate, comprehensive and easily accessible; Records are archived in accordance with the University s Records Retention framework; Decisions about appeals are taken in light of all available relevant information, and students are informed of appeals processes and their outcomes in a timely and comprehensive manner; 17 July 2014 Page 2 of 5 HR191
3 3 Governance and servicing of committees Develop and maintain good working relationships with central PASS departments that interface with Faculty functions and with the Faculty s academic departments; Oversee liaison with professional organisations and bodies including Matriculation Board; Oversee and identification of training needs and offer appropriate support and training for departmental administrative staff involved in academic functions. 10% Governance Handbook: manage annual process for updating Faculty information and regulations as contained in the Undergraduate and Postgraduate Studies handbooks and oversee delivery by deadline; Prepare and edit the Faculty s entry in the University s Undergraduate and Postgraduate prospectuses and directions for applicants, and update Faculty entries to University handbooks (including the University Student Fees handbook). Committees: Ensure efficient administration and servicing of faculty committees including training of servicing officers Recommend items for consideration and draft reports Oversee drafting of agenda with committee chairpersons and distribution of agenda, supporting papers and information relating to committees Oversee drafting and distribution of minutes of agreed actions and monitoring of their subsequent progress Provide officer support and act as servicing officer to Faculty committees; Oversee the provision of a professional service to academic administration committees Participate in University and Faculty committees as required 10% Management of the Records and Administration section of the Academic Administration office with four direct line reports and an office of 10 staff within their reporting lines; Delegate responsibility and allocate work, ensuring sufficient cover for all tasks; Manage staff induction, training, development, coaching, mentoring and teambuilding to ensure high standards of customer service and to facilitate the growth of individuals; Supervise annual implementation of the performance management process and manage employee relations procedures (grievance, discipline and conflict resolution); Contribute towards recruitment of administrative staff, ensuring promotion of a diverse staff profile, and motivate for new posts as appropriate; Manage staff leave and ensure the keeping of accurate up to date staff records; Ensure comfortable climate for faculty office staff, including nurturing of, and respect for, diversity; Ensure faculty office compliance with HR procedures and guidelines. Problems are resolved within the University s/ Faculty s frameworks; Processes or procedures not subject to systems-driven All students have applied for endorsement from the Matriculation Board by the end of their first year, and hold the correct endorsement certificate by the end of their second year, of study Decisions arrived at by committee(s) are not in conflict with governance, management and administrative requirements, and decisions are appropriately implemented and/ or reported to parent committee(s); Committee decisions are implemented; Meeting minutes are taken, drafted and distributed in the required format and by deadline; Documentation for meetings is distributed in a timely manner and meeting schedules and membership appropriately maintained; Rules and regulations as published in University and Faculty handbooks are up to date and reflect committee decisions; Committee chair and members are advised and guided and officer supports the work of the committee to achieve its published remit and in alignment with Faculty strategy, policies and priority. 4 Staff management and development Relevant documentation is correctly completed, signed off and processed; Relevant reports are prepared and presented by deadline and made available to appropriate role players; Workforce plans submitted to HR; Record of job descriptions kept and regularly updated; Performance management is in line with the University s Personal Performance system, staff receive regular feedback and review deadlines are met; Staff are well-trained and equipped to meet the expected performance standard; Positive working relationships are maintained across all aspects of academic administration; Staff are motivated; HR functions relating to own staff are carried out timeously and in accordance with UCT HR policy, and relevant legislation; Career development is promoted and staff are supported in development and progression with appropriate training and mentorship. 5 Faculty Office and 5% In liaison with Faculty Manager, plan, manage and report on the Relevant reports timeously and accurately prepared, presented and 17 July 2014 Page 3 of 5 HR191
4 Resource management budget and expenditure (including staff and operating budgets): Manage procurement and payment, ensuring compliance with spending rules; Review and authorise expenditure; Work with colleagues within the Faculty Office to ensure equitable distribution of workload and smooth workflow, particularly at times of peak demand; Attend meetings, briefings and other forums; Work with external stakeholders (beyond the University, and within other faculties, and academic and central departments); Contribute to performance review of Academic Administration staff, offering regular feedback to staff members and managers; Undertake other tasks as assigned by the Faculty Manager. made available to appropriate role-players; Budgets drafted in accordance with UCT guidelines/ specifications; Procurement and payment processes are performed accurately and according to policy and procedure; Positive feedback on efficient account management. 17 July 2014 Page 4 of 5 HR191
5 MINIMUM REQUIREMENTS Minimum qualifications University degree (post-graduate qualification a strong advantage) Minimum experience (type and years) Experience of staff and organisational management (at least 3 5 years) Experience of academic administration in higher education administration a strong advantage COMPETENCIES Competence Level (1-4) Competence Level (1-4) Analytical thinking and problem solving 3 Communication (interpersonal and written) 3 Conceptual thinking 2 Decision-making and judgment 2 Facilitating change 3 Formal presentation skills 2 Leadership and people management 3 Initiative 3 Quality management 3 Organisational awareness 2 Resource management (planning and work management) 3 AGREED BY PRINT NAME SIGNATURE CONTACT NO. DATE Job Holder Line Manager HOD 17 July 2014 Page 5 of 5 HR191
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