POSITIONDESCRIPTION

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VICE-CHANCELLOR

MASSEYUNIVERSITY

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Reportsto:MasseyUniversityCouncil,viatheUniversityChancellor

PurposeofthePosition:
TheVice-Chancellor,astheChiefExecutiveoftheUniversity,willlead,manageandpromoteMasseyUniversity,givingfullexpressiontoitsCharter, sothatitisnationallyandinternationallyrecognisedforexcellenceinteachingandresearch. AsavaluedmemberoftheUniversityCouncil,theVice-ChancellorwillprovideaninterfacebetweentheCouncilandtheUniversityexecutive,supportingtheCounciltofulfilitsresponsibilitiesinaccordancewiththeEducationAct(1989)anditssubsequentamendments.
Dimensions:

EmployeeNumbers:2,990 (FTE)

StudentNumbers:31,623 (18,688 EFTS)

27,204Domestic

4,419International

2016 Budgeted Consolidated Revenue:$463.7 million

2016 Budgeted Net Assets:$1,074.4 million

CurrentDirectReports:
  • ProVice-ChancellorCollegeofSciences
  • ProVice-ChancellorCollegeofHumanitiesandSocialSciences
  • ProVice-ChancellorCollegeofBusiness (Massey Business School)
  • ProVice-ChancellorCollegeofHealth
  • ProVice-ChancellorCollegeofCreativeArts
  • AssistantVice-ChancellorOperations, International andUniversityRegistrar
  • AssistantVice-ChancellorResearch, Academicand Enterprise
  • AssistantVice-ChancellorStrategy, Finance, InformationTechnology & Commercial Operations
  • AssistantVice-ChancellorExternalRelations and Development
  • Assistant Vice-Chancellor People & Organisational Development
  • AssistantVice-ChancellorMoriandPasifika
  • Senior Advisor to the Vice-Chancellor
  • Executive Assistant to the Vice-Chancellor

Relationships:

Internal

  • ChancellorandUniversityCouncil
  • AcademicandProfessionalServicesstaff
  • UnionsIStaffAssociations
  • AcademicBoardandkeyUniversityCommittees
  • Students(includingStudentsAssociations).

External

  • TheEducationSector(bothinNewZealandandinternationally)
  • TheResearchSector(bothinNewZealandandinternationally)
  • Government,atpoliticalandadministrativelevels
  • Alumni
  • Universities New Zealand(UNZ)
  • Business
  • MoriCommunity
  • PacificIslandCommunities
  • WidercommunityofPalmerstonNorth,WellingtonandAuckland
  • Generalcommunity
  • Other university and non-university Research Centres.

KEYRESULTAREAS

1.Providestrategicleadershipfor,andachieveeffectivemanagementof,theUniversity'shuman,physical andfinancialresources,by -

  • In conjunction with Council, ensuringthattheUniversity'sstrategiesandvisionaredeveloped,approvedandimplementedinacompetitivelysustainableandfinanciallyviableway, with appropriate engagement of staff.
  • Ensuringprudentandefficientmanagement oftheUniversity'sresourcestoachievetheUniversity'sstrategicgoals,incompliancewithlegalandregulatoryrequirements.
  • Ensuringproperfinancialmanagement to guarantee long-term financial viability of the University, throughbestpracticebudgeting,monitoring,control, policiesandreporting.
  • Developing,implementingandmaintaininganeffectiveorganisationalstructurethatisalignedwiththestrategicobjectivesandpoliciesoftheUniversity.
  • Supportingandencouraging"goodemployer"practicesandequalemploymentopportunities,therebyattracting,developingandretaininghighcalibrestaff and cultivating an organizational culture which enable staff to achieve excellence.
  • BeingresponsivetoissuesrelatingtoGovernmentfundingandtheneedfordiversificationofincomestreams.
  • Ensuringrelevantcomplianceframework,policyandauditprocessesareinplaceandoperatingtominimisebusinessandotherrisksfortheUniversity.
2.Contributetotheeffective functioningofCouncil,by -
  • ParticipatingactivelyingovernancefunctionsasamemberofCouncil.
  • ProvidinghighqualityadvicetoCouncilonkeystrategic,managementandoperationalissues.
  • WorkingwithCounciltoensurethattheyhavetheappropriateinformationtomakesoundgovernance,policyandstrategicdecisions.
  • UsingtheCouncilasasourceofinformationandadviceasappropriate.
  • InconjunctionwithCouncil,defininganddemonstratingbestpracticewithregardtogovernance-management boundaries.
3.ProvideLeadership,by -
  • EnsuringthatresearchactivitiesandteachingprogrammesareofthehighestacademicqualityandareconsistentwiththeprinciplesoftheTreatyofWaitangi.
  • EnsuringthatestablishedUniversitystandardsinresearch,teachingandlearningaremaintainedandenhancedtomeettherequirementsofstudents,staffandNewZealandsociety.
  • Fosteringthevaluesofacademicfreedom,excellence,equityandaccountability.
  • Building,developingandenhancingareasofrecognisedresearchstrengththatmeetthehighestinternationalstandards.
  • Developing, promotingandmaintainingacollegial, open and co-operative, culture.
  • Supportingandmotivatingstaff,andencouragingtheirprofessional development.
  • Developingandmaintainingconstructiverelationshipswithstudentsandtheirorganisations.
  • EnsuringthatalltheUniversity'sactivitiescontributetowardsarewardingandchallengingexperienceforstudents.
4.ProvidingleadershipintheUniversity'sexternal relations,by-
  • RepresentingtheUniversityeffectivelyinrelationswiththeGovernment,othereducationalagenciesandregional,nationalandinternationaleducationalandresearchinstitutions.
  • RepresentingtheviewsandinterestsoftheUniversityinrelevantnationalandinternationalforums.
  • RepresentingtheUniversityto,andgainingsupportfrom,thewidercommunity,employersinbusinessandindustry,andMoriandPacificIslandcommunitiesregionallyandnationally.
  • IdentifyingandsupportinginitiativestoincreasetheUniversity'sfinancialresourcesforprojectsthatfacilitatetheachievementofitsobjectives.
  • Promotingthequalityanddiversityofinternationalactivities.
  • BuildingontheUniversity'sexcellentreputationforhighqualityprogrammesavailableoneachcampusandbydistancedelivery.
5.EnhancetheUniversity'sRevenue GrowthandCommercialisation,by -
  • Identifyinganddevelopingnewsourcesofsustainablerevenue,whichsupporttheUniversity's goals.
  • Increasingthecommercialisation ofintellectualpropertygeneratedbyUniversitystaffandstudents.
  • GrowingstudentnumbersintheAuckland Campus at Albany anddevelopingtheAuckland CampusInfrastructureasnecessarytosupportthatgrowth.
  • Growinginternationalstudentnumbers,bothintermsofstudentsstudyinginNewZealandandMasseydeliveryinoverseasmarkets.
6.TomeettheUniversity'sstatutoryandCharterobjectives,by-
  • PerformingthestatutorydutiesoftheChiefExecutiveOfficeroftheUniversitypertheEducationAct1989, theStateSectorAct1988andotherrelevantlegislation.
  • WorkingwiththeCounciltodevelopandmaintaintheUniversity'sreportingand accountabilitytostaff,students,theGovernmentandthecommunity.
  • AssistingtheCounciltomeettherequirementsoftheTertiaryEducationCommission,includingtheongoingreviewoftheCharterandProfilesoftheUniversity,andtheirreplacementInvestmentPlanobligations.

PERSON SPECIFICATIONS

Qualifications

An acknowledged academic and organisational leader and manager with academic qualifications and recognition appropriate to appointment at executive academic level. This is likely to be at the level of PhD or equivalent terminal degree.Such a profile is a prerequisite to the incumbent beingaccorded the level of respect and credibility in the University, the tertiary sector, the wider higher education sector, governmentand the commercialsector that s/he will need in order to perform the required role.

Experience

Significant and successful experience in a senior executive management position within a respected University, with a particular emphasis on organization-wide leadership of academic and administrative strategies and frameworks, and demonstration of advanced skills and experiencein:

  • A significant personal record of research, leadership of research by others, and the design and operation of frameworks, principles, policies and processes for academic research across a tertiary educationalorganisation.
  • Providing vision, strategic direction and leadership, and turning plans into action.
  • Initiative, judgement, decision-making and structural and cultural changemanagement.
  • Financial management, budgetary planning and resourcesmanagement.
  • Staffmanagement and development.
  • Developing and maintaining good relationships with colleagues, staff, students and external groups.
  • Knowledge and experience of the New Zealand Performance Based Research Funding regime and/or similar external research performance framework, and experience in shaping, leading and contributing to a University's engagement with suchregimes.
  • In-depth knowledge of research funding practices and aligning organisational practices to optimise access to researchfunding.
  • Understanding developments in higher education pedagogy and distance delivery (including educationaltechnologies)andtheteaching-researchnexusinHigherEducation,bothnationallyandinternationally.
  • Understanding of academic quality assurance processes and academic programme development, and experience in managing or contributing significantly to the institution's portfolio of academicofferings.
  • Knowledge, understanding and commitment to developments ine-learning.
  • Understanding and support the multiple delivery modes of teaching.
  • Understanding of, and high regard for, scholarship, learning and research and maintaining the role of the University as a conscience ofsociety.

Capabilities

StrategicAgility

  • Understands the impact of national and global trends on the University.
  • Understands and developsstrategy.
  • Dealswithambiguity,canoperateeffectivelywhenideas,situations,potentialpathwaysanddecisionsarenot clear.
  • Understands businessfunctions.
  • Anticipates futuretrends.
  • Identifies and effectively managesrisk.

Creates a compelling plan, sets priorities, is productive and results oriented

  • Takes personal responsibility for the outputs and outcomes of the group.
  • Plans and organises activities andmilestones.
  • Schedules and monitors workflow, monitors performance against the plan and evaluates results.
  • Monitors and acknowledges performance.

Courage, perseverance andresilience

  • Is optimistic and maintains a positive attitude, even under pressure.
  • Is respectful, open and honest and lets people know where they stand.
  • Steps up and handles toughsituations.
  • Perseveres, overcomes setbacks and bounces back from toughsituations.
  • Pursuesprojectsandgoalstocompletion.
  • Is resourceful and confident under pressure.
  • Reflects on and learns from experience and gains insight frommistakes.
  • Positively manages stress andwellbeing.

Qualityand timely decisions

  • Makes good decisions based on relevant information.
  • Anticipatesconsequences.
  • Generates alternative courses ofaction.
  • Makesquickdecisions,evenunderpressureandwithincompleteinformation.
  • Communicates decisions and takesaction.
  • Takes personal responsibility for decisions andactions.

Communicates powerfully andprolifically

  • Represents the University in a professional and positive manner.
  • Builds and maintains constructive and effective relationships based on mutual respect.
  • Buildsrapporteasilyandrelatescomfortablywithdiversegroupsofpeopleandcultures.
  • Is sensitive to personal and situational cues and adjusts communication styles and behaviour to the circumstances.
  • Is persuasive and can present a compelling case foraction.
  • Is assertive without being aggressive. Diplomatic and tactful.

Understands the Universitycontext

  • Understands trends and market forces driving tertiary education in NZ and overseas.
  • Understands the legislative foundation, funding streams and how universities operate in NZ.
  • ArticulatesandchampionsMassey'skeystrategies,goalsandmeasuresofsuccess.
  • Familiar with the organisational environment.
  • Keeps up-to-date with relevant policies and procedures.

Understands New Zealand culture and diversity

  • Demonstrates awareness of Tiriti o Waitangi and of the contribution of the Treaty to New Zealand culture and society.
  • Articulates the government’s aspirations and expectations of tertiary institutions regarding Maori and Pasifika, including the Tertiary Education Strategy.
  • Evidences commitment to attracting, developing and retaining staff with diversity in mind.
  • Supports staff (and where relevant, students) to recognise, value and celebrate cultural and ethnic differences, in practical and empowering ways.
  • Knowledge and credibility to engage effectively with Maori business leaders including Runanga and incorporations. Is confident in Maori situations.

Builds partnerships and collaborates with others

  • Builds partnerships with others to achieve mutual benefit.
  • Proactively seeks collaborative relationships with peers and staff across the campuses, colleges andbusinessareasand with others outside the University.
  • Builds networks and interacts with others to exchange and develop ideas and get things done.
  • Eliminates real and perceived barriers to enable effective collaboration.
  • Navigates internal politicsskillfully.

Managesconflict

  • Reads situations quickly and anticipatesconflict.
  • Seeks information and advice from varioussources.
  • Maintains composure under pressure and managesstress.
  • Has candid discussions with peers andstaff.
  • Is direct and assertive as well asdiplomatic.
  • Listens and asks the rightquestions.
  • Seeks to find commonground.
  • Proactively settles differences in a productive, fair, equitable and timely way with minimum noise and without damagingrelationships.
  • Negotiatesskillfullyintoughsituations.

Integrity andTrust

  • Is widely trusted. Is seen as a direct, truthfulindividual.
  • Canpresenttheunvarnishedtruthinanappropriateandhelpfulmanner.
  • Keeps confidences, admitsmistakes.
  • Doesn't misrepresent him/herself for personal gain.

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