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2. REPORTS TO: Deputy Vice-Chancellor.
To provide academic leadership and management within the School, to represent the School’s interests in the formulation of University policy; to
be responsible for the implementation of University policy within the School; to
manage staff and resources of the School in a manner consistent with University

Deans are expected to engage and motivate staff in their School in the realisation of
University aims.
As Schools differ in their work schedules, in their size, in their disciplinary
complexity, in formal external associations and in the character of their work, it is not
possible to provide a definitive guide on the delegation of responsibilities, nor on the
most appropriate format for a Dean to seek advice from/debate issues with a number
of or a caucus of informed colleagues.
Deans are expected to lead, which means that they need to take advice on
appropriate strategies and tactics from those who are best able to advise them, not
simply about the appropriateness of actions but also about how to secure buy-in
from the staff of the School. The most appropriate scheme for achieving these aims
will vary with local circumstances, and Deans are encouraged to find the most
effective mechanism for their own circumstances.
In discharging these responsibilities, Deans are supported by/may draw on the
professional expertise of the Directors of the University’s Corporate Services as well
as local administrative teams. Deans and Corporate Service departments are
expected to work together as one team.
The broad responsibilities of the Dean include:
• Strategic and operational planning; • Academic leadership; • Staff development and management; • Finance and infrastructure management. 4. PRINCIPAL ACCOUNTABILITIES:

• To promote and foster excellence in teaching and learning, research, knowledge transfer, management and administration within and outside the School. • To establish an ethos of awareness and continuous enhancement of learning and teaching and the wider student experience and promote activity to support this within the School and beyond. • To support the development of leadership skills for others in the School, so staff are suitably prepared to take on more senior leadership roles in the future. • To ensure that succession planning is integral to leadership development and managing staffing changes within Departments/Centres and for the School. • To promote and foster a supportive working and educational environment that delivers equality and inclusiveness in all aspects of the School’s operations. • To identify and promote opportunities that will enhance the School’s capacity to achieve its strategic aims, including developing business cases for innovative programmes and initiatives that will advance the School’s capacity to increase its revenue. • To promote and foster high-quality teaching and learning, alongside • To ensure structures and operations exist for the development, delivery and quality assurance of teaching and learning, including innovative educational technologies, within the School in accordance with University policy and Regulations. • To ensure structures and operations exist for coordination and collaboration in teaching practices across the School, as well as with other Schools. • To provide leadership in promoting and fostering research excellence, including research training for staff and ensuring the maintenance of appropriate standards and processes for higher degree and postdoctoral supervision. • To provide leadership in the development, delivery and quality assurance of research and Knowledge Transfer activity in the School. • To provide leadership so as to maximise research effectiveness, including fostering links between individuals and appropriate research groupings within the University, to promote the growth of research grant success, and to exploit opportunities for Knowledge Transfer. • To monitor the research performance of staff and PhD students in the School as a whole and in the Departments/Centres within it. To manage resources available to the School including: i) Finance and Procurement To be responsible for the financial governance of the School in accordance with the Financial Regulations and Procedures of the University and ensure that:  Efficient and effective financial management procedures are in  The most effective use is made of resources, including staffing.  Value for money is obtained from activities within the School.  Appropriate and relevant internal controls are maintained.  To ensure appropriate usage of space within the space envelope made available to the School, working to ensure compliance with the prevailing space management policy. To develop partnerships with national and international organisations, governments and commercial activities, whereby revenue from sources independent of HEFCE funding streams can be generated. To lead in developing strategies, as well as working with Departments / Centres to ensure their effective implementation, and to achieve a sustainable financial position. Strategic Planning and Plan Implementation • To establish, secure agreement for and implement initiatives and development strategies which further the strategic aims of the University, as well as responding to internal and external requirements. • To lead the development and implementation of long-term and short-term plans including targets for student numbers, research performance and staffing complements for Westminster’s planning processes in compliance with the University’s strategic aims. • To ensure that all resources, including staff, money and space are deployed to maximise efficiency and effectiveness. • To take responsibility for the School’s Budget. • To share responsibility for the management of strategic risk. • To develop and implement strategies that ensure that agreed University targets for students, staffing, research income, commercialisation and other forms of fundraising and income generation are achieved. • To seek opportunities for academic links with other Schools and disciplines • To coordinate the work of Departments/Centres within the School, to lead in formulating a vision of the long-term collective interests of these Departments/Centres and to represent their collective interests in the formulation of School and University policy. • To establish within the School organisational, management and communication arrangements that ensure the effective conduct of business within University policy guidelines. • To be responsible for ensuring that the School acts in accordance with, and implements, University Regulations, policies, guidelines and procedures, taking professional advice where appropriate. • To be the line manager for Associate Deans, Heads of Departments/Centres • To keep staff up-to-date with policy aims, new developments and current • To develop a staffing plan that anticipates the academic, administrative and technical staffing needs of the School, ensuring that current and future needs of the School are presented and promoted to the Executive Board. • To monitor and ensure that appropriate induction, professional performance development review (PPDR), completion of personal development plans (PDP), training and development takes place for all staff in the School. • To translate and communicate University and School strategies and policies. • To serve on the Academic Council and UEB, and to contribute, advise and assist in the formulation of University policy and strategy. • To optimise strengths by working in partnership with others locally, nationally and internationally, including to governments, the educational sector, professional bodies, research organisations, and relevant public sector, industrial and cultural institutions. • To offer leadership on University committees and participate in corporate activities, appointments panels and decision-making processes. • To represent the School and University both internally and externally To be responsible for ensuring the activities of the School, whether these are undertaken on University premises or elsewhere, comply with Health and Safety legislation and University policies. Should matters of concern arise which are out of the direct control of an individual Dean, these should be drawn to the attention of the Registrar and Secretary and Director of Human Resources.  Deans should engage with their discipline through scholarly activities and continue building up a successful reputation of international excellence in her/his area. Activities within the School may include:- (i) To contribute to the delivery and assessment of undergraduate and graduate student courses relevant to the appointee’s expertise (ii) To supervise and train research students (iii) To act as a personal tutor to assigned tutees To provide leadership within the field of the appointee by undertaking research and knowledge transfer, seeking funding to support these activities and furthering the advancement of the discipline/profession via peer reviewed publications. To develop and strengthen links with others in the appointee’s area of expertise and with external bodies to promote research and knowledge transfer. • To carry out such other duties as may reasonably be required by the Vice- • To cooperate, in a collegiate spirit, with other members of the University’s


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ADDRESS: 127 Noble Research Center, Department of Entomology and Plant Pathology, Oklahoma State University, Stillwater, OK 74078; 405-744-9945; email: [email protected] Ph.D. 1986 Univ. of California, Riverside ACADEMIC HONORS: James A. Whatley Award for Meritorious Research in Agricultural Science, 1993 Gamma Sigma Delta Alumni Award, U.C. Riverside, 1996 OSU Technology Innovator Awa


Veterinary Parasitology 124 (2004) 259–268Efficacy of long-term monthly administration ofivermectin on the progress of naturally acquiredaClinica Veterinaria Citta` di Pavia, Viale Cremona, Pavia, ItalybCollege of Verinary Medicine, The University of Georgia, Athens, GA, USAcDepartment of Pathobiology School of Veterinary Medicine, University of Pennsylvania,dDipartimento di Patologia

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