Dean: Faculty of Health and Wellness Sciences (Re-Advertisement) (5-year fixed-term, performance -based contract, with an option of renewal) - (7225) at Cape Peninsula University of Technology

Job Knowledge, Skills and Experience

• A Doctoral degree obtained from an accredited institution, in any of the areas of specialization offered by the Faculty.
• At least 8 years of proven experience in academic management and administration at senior Faculty Management level (e.g. Assistant/Deputy Dean, Head of Department/ School, etc.).
• A track record in teaching, research, innovation, and community engagement commensurate with the professorial level at CPUT.
• Evidence of Department of Higher Education and Training (DHET)-accredited publications.
• Evidence of successful supervision of Master’s and Doctoral students, and other research outputs at the level of Professor/Associate Professor.  
• Candidates registered with a Professional Body(-ies) and/or Council relevant to the offerings of the Faculty will be given preference.
• Candidates without professional registration will be required to obtain it within 6 months of assumption of duty.
• Practical knowledge and experience of quality assurance processes.
• A thorough understanding of the South African Higher Education landscape.
• Proven sound financial management in an organizational setting, preferably in Higher Education.

Key Performance Areas / Principal Accountabilities

1.    MANAGEMENT OF HUMAN AND PHYSICAL RESOURCES

• Plans, organises, co-ordinates and controls the human and physical resources of departments, faculty office and programmes offered within the   faculty.
• Determines staff needs and requirements resulting from strategies objectives and priorities.
• Provides, allocates and monitors the effective utilisation of the physical resources of the Faculty.
• Manages the resources of the faculty in such a manner that the mission, aims and objectives are achieved; uses surveys and analyses of the        external and internal environment as well as the setting/utilisation of resources, (space and equipment).
• Deploys resources to achieve faculty goals and institutional goals.
• Provides leadership in monitoring and administration the operations of the faculty office in respect of student applications, registrations, record     keeping, examinations and application of results and in-service-training.
• Suggests, develops, recommends and promotes new programmes as circumstances change or in anticipation of changes in demand, the environment (social, political, economic, geographical), competition and regulations and government policies.
• Makes strategic decisions regarding continuation/deployment of resources and programmes.

2.    ACADEMIC AND PROFESSIONAL LEADERSHIP

• Demonstrates as an acknowledged specialist in recognised field, academic and professional leadership in the faculty, institution and higher  education field
• Actively serves on bodies representative of/ relating to the relevant field of study, preferably in an executive capacity in recognition of expertise.
• Participates in conferences, inter alia as guest/key note speaker to present/ address contemporary academic issues.
• Contributes to recognised academic journals.
• Lectures and/or provides research guidance at the higher academic levels in a relevant specialist field, demonstrating subject mastery and teaching/research expertise.
• Keeps abreast of current trends in curriculum design, NQF/SAQA developments, etc., motivating staff by acting as role model.
• Sets examples in lifelong learning and keeps abreast of developments in relevant fields of expertise.
• Imposes on the academic staff the need and drive for creating, obtaining and maintaining high academic standards and achievements in teaching, research and cooperative education and enforcement of policies and procedures of the University and the faculty in terms of the vision  and mission of the University and the faculty

3.    PROFESSIONAL LIAISON AND COMMITTEE WORK

• Represents the faculty and the University and participates in professional bodies and internally in various committees including the Senate and chairs the Faculty Board
• Represents the faculty’s interest on committees and outside bodies and contributes to particular specialist knowledge.
• Liaises regularly with the business sector (commerce and industry) to keep abreast of the latest market trends, development in environment,  competition, technology development, information technology and regulatory measures.
• Liaises with institutions, higher education committees/representatives, commerce and industry to project and promote the University image, status and services and contributes to symposia and conferences.  Serves on executives of professional bodies.
• Chairs the Faculty Board, serves on the Senate to represent the interest of the faculty.  Serves on institutional committees.

4.    STRATEGIC MANAGEMENT

• Accountable for strategic planning related to institutional rolling plan in terms of the vision and mission of the University.  Ensures the success of the faculty measured in terms of survival, growth, profitability and stature by setting priorities and standards such as reliability, adaptability, quality, cost effectiveness and productivity.
• Creates organisational, faculty/functional strategies.
• Translates corporate objectives into faculty objectives.
• Establishes priorities for various dimensions and evaluates effectiveness of developed strategies.
• Exercises control in conjunction with management team of the faculty, develops aims and objectives, goals and strategies and action plans for the faculty.
• Initiates, coordinates, controls and identifies trends influencing the faculty informed by SWOT analysis.
• Analyses the different courses offered in terms of the contribution of each to the realisation of the mission, aims and objectives.
• Ensures by means of the overall product strategy
• continued growth of the faculty
• a guaranteed high return on investment 
• maintenance of sales growth and capture the largest possible relative market share.
• Creates alternative scenarios and tests these in relation to planned budgeted achievements and the three year rolling plan.
• Produces a three year rolling plan taking all strategic influences and factors into consideration, making the necessary adjustments as the year progresses

5.    FACULTY MANAGEMENT

• Accountable for general administration, human resources, financial, marketing and the strategic planning functions of the faculty.
• Collates reports from all the faculty departments 
• Compile one comprehensive report for the faculty.
• Presents reports to the Executive Management and the Senate on regular basis.

6.    ADMINISTRATION

• Ultimately is responsible for the integrated faculty office and academic administration requiring records, reports, statistics, management information, research and research finance reports.

7.    HUMAN RESOURCES MANAGEMENT

• Monitors, directs and leads staff affairs of the faculty by means of staff support, motivating staff to achieve higher levels of performance by providing advanced studies.
• Serves on selection panels for new appointments and promotions, confirmation of permanent appointments, staff evaluations, career development, training and succession planning.
• Draws up faculty Employment Equity plans.
• Ensure implementation of EE plans.
• Ensures effective management of a diverse staff and student compliment. 
• Takes responsibility for the performance management agreements for the faculty. 
• Complies with the ethics governing rules, policies and employment regulations regarding interviewing, screening, testing, placing, training and development and discipline of personnel.

8.    PHYSICAL RESOURCES

• Manages the physical resources by strategic direction  in the application of such resources and providing appropriate guidelines to the users of the physical resources such as space, buildings, equipment and furniture, information technology, management information systems and educational aids in such a manner that the most effective and maximum utilisation is obtained to achieve the planned objectives and accompanying results.

9.    FINANCIAL MANAGEMENT

• Responsible for the Faculty budget, all income and expenditure, for all departments and programmes falling within the Faculty to operate on business principles.
• Managing the Faculty on sound business principles, costing for a surplus, generating funds, upgrading physical resources, etc.
• Applies University guidelines for compiling the budget.
• Compiles, observes and monitors the financial budget for the Faculty.
• Reviews class fees, formulae for allocation of University’s subsidies in terms of the financial strategy for the year as well as other financial income generated.
• Controls all variances and expenses for the departments and the Faculty as measured against their budgets.
• Advises on, viability/feasibility of subjects, courses and training programmes.
• Recommends the cancellation and withdrawal of subjects, courses and training programmes that are no longer viable.

10.    MARKETING

• Decides on specific marketing strategies for the courses under the Faculty’s control.
• Concurrently determines the market’s needs, evaluates marketing possibilities, market share and target markets.
• Participates in developing strategies for products/services (programmes), advertising promotion, prices of “products”, marketing channels.
• Determines the best marketing mix (programmes and courses) to achieve set goals.
• Evaluates the effectiveness of existing/developed programmes in terms of changing needs and demands.
• Develops, creates awareness of values, qualification requirements, expertise required, changes in labour market, programmes, strategies, competition and regulations.
• Makes recommendations on any adjustments to programmes, analysing programmes in detail with regard to market demand, student numbers, income and expenditure.  
• Markets programmes in a wider sphere.  
• Initiates amalgamation with other programmes where appropriate.
• Undertakes market-research to detect early unsatisfactory trends.

11.    STRATEGIC MANAGEMENT

• Directs and managed the strategic planning process by providing guidelines and criteria and creating an environment of change within the strategic objectives of the University to ensure the necessary re-direction and effective leadership.
• Applies guidelines and criteria to the departments within the University strategic objectives to create a faculty that will generate income that will exceed cost and capital expenditure to provide a surplus as contribution of the faculty to the University’s business objectives.

12.    STUDENT MATTERS

• Deals with student matters and makes ultimate decisions on for example discipline, exclusions and graduation of students.
• Interacts with all student support services in order to ensure that the necessary provision and direction are given to the student body of the faculty.
• Ensures a fair distribution in respect of class groups.
• Ensures a fair allocation of lecturing load and duties.
• Analyses and decides on information provided in respect of identified problems related to student issues such as behaviour, attitude, academic progress, finances, accommodation, discipline, exclusions and graduation of students.