The University of Queensland Director of Advancement Faculty of Engineering, Architecture and Information Technology

Transcription

1 The University of Queensland Faculty of Engineering, Architecture and Information Technology page 1

2 Contents 3 Welcome Message 4 Background Information 5 The Role 6 Key Criteria for Success 7 Key Responsibilities 8 Person Specification 9 Terms 9 How to Apply 9 Selection Process 10 Organisational Chart page 2

3 Background Information The University of Queensland (UQ) contributes positively to society by engaging in the creation, preservation, transfer and application of knowledge. UQ helps shape the future by bringing together and developing leaders in their fields to inspire the next generation and to advance ideas that benefit the world. UQ strives for the personal and professional success of its students, staff and alumni. For more than a century, we have educated and worked with outstanding people to deliver knowledge leadership for a better world. UQ ranks well within the top 100 universities worldwide, measured through a number of major independent university rankings: the Academic Ranking of World Universities, Times Higher Education World University Rankings, US News Best Global Universities Rankings, QS World University Rankings and Performance Ranking of Scientific Papers for World Universities, and is indeed in the top 50 in some of these rankings. Over the past 3 years for which audited data are available UQ has attracted the highest (2013) or second highest (2012, 2014) amount of research funding of any Australian university. UQ has an outstanding reputation for the quality of its teachers, its educational programs and employment outcomes for its students. Our students remain at the heart of what we do. The UQ experience the UQ Advantage is distinguished by a research enriched curriculum, international collaborations, industry engagement and opportunities that nurture and develop future leaders. UQ has a strong focus on teaching excellence, winning more national teaching excellence awards than any other in the country and attracting the majority of Queensland s highest academic achievers, as well as top interstate and overseas students. UQ is one of Australia s Group of Eight, a charter member of edx and a founding member of Universitas 21, an international consortium of leading researchintensive universities. Our 50,000-plus strong student community includes more than 13,000 postgraduate scholars and more than page 3

4 Background Information (continued) 12,000 international students from 144 countries, adding to its proud 230,000-plus alumni. The University has about 7,000 academic and professional staff and a $1.7 billion annual operating budget. Its major campuses are at St Lucia, Gatton and Herston, in addition to teaching and research sites around Queensland and Brisbane city. The University has six Faculties and four Universitylevel Institutes. The Institutes, funded by government and industry grants, philanthropy and commercialisation activities, have built scale and focus in research areas in neuroscience, biomolecular and biomedical sciences, sustainable minerals, bioengineering and nanotechnology, as well as social science research. UQ has an outstanding track-record in commercialisation of our innovation with major technologies employed across the globe and integral to gross product sales of $11billion+ (see UQ has a rapidly growing record of attracting philanthropic support for its activities and will have further success in this area as an important strategic aim going forward. Governance The University is governed by a 22-member Senate representing University and community interests. Senate is led by a Chancellor and Deputy Chancellor. The Senate has delegated to the Vice-Chancellor many of its powers under the University of Queensland Act 1998 to appoint staff, manage and control University affairs and property, and manage and control finances. www. uq.edu.au/about/governance Strategic Directions The University of Queensland sets its agenda within a truly global context on the pillars of Learning, Discovery and Engagement. It is a university that is connected with the global community, addressing the issues that are impacting on the modern world. UQ s aim is to attract the best minds of today, and to develop and support the leaders of tomorrow. The University has an ongoing commitment to strengthening its impact and reputation by building greater research capacity and through the delivery of high quality teaching and learning programs. page 4 UQ is educating a broad and representative student body and providing them with qualifications relevant to the local and global workforce. UQ is committed to actively promoting access, equity and diversity and supporting Aboriginal and Torres Strait Islander and international students. UQ is characterised by an overriding focus on quality and an increasingly internationalised focus across its learning, discovery and engagement activities. It has involved the application of strategic initiative funding to support existing and emerging priorities that leverage external support, and the development of major research institutes, alongside its faculties, as a vehicle for building critical mass and attracting the best students and staff from around the world. In 2020 UQ seeks to be a major global university that is developing solutions to global problems. UQ will attract students of the highest calibre who are destined and supported to become future leaders locally, nationally and internationally. We nominate student success, coupled with employers conviction that UQ graduates are recognised worldwide as must have employees, as the first of six foundations for UQ s future success. A larger suite of postgraduate entry programs will cater to the needs of a modern workforce. Growth in UQ s postgraduate research student population will drive the University s capacity for discovery. UQ s learning, discovery and engagement is fostered through multiple partnership ventures with business and industry, professional groups, and government and research partners. Strategic Plan The University s strategic objectives for are defined around the key themes of Learning, Discovery and Engagement. We are reviewing our Strategic Plan during 2016 taking into account the consequences of and drivers in the Australian Federal Government s recent innovation statement. UQ s strategies are further underpinned by its values, which are the Pursuit of Excellence, Creativity and Independent Thinking, Honesty and Accountability, Mutual Respect and Diversity and Supporting our People.

5 Background Information (continued) The University s Strategic Plan is available to view on the following website: Learning Plan Enrol students of the highest calibre, irrespective of background. Distinguish the learning experience at UQ by enriching learning environments and pathways. Remain committed to developing the next generation of global citizens and leaders of the future and for them to be proponents for and able to create change. Discovery Plan Recruit and retain high-quality researchers and research higher degree candidates with the drive and passion to conduct research of international quality. Sustain a first class research environment characterised by world leading research infrastructure and a culture that supports excellence and enhances interdisciplinary and international collaborations. Develop and maintain productive partnerships with key research organisation, public agencies, communities and industries to maximise our research opportunities and benefits to society and industry. Engagement Plan Enhance the University s reputation as an engaged institution by engaging our communities, in pursuit of the goals of the university, through service, advocacy and support. Enrich society through knowledge and understanding by engaging actively with our communities to affect social change and contributing discoveries that help shape our future. page 5

6 Background Information (continued) Benefit alumni and communities through an ongoing connection with UQ that provides personal enrichment and life-long learning. Advancement at The University of Queensland Throughout its history, The University of Queensland has benefited from the support of its alumni and friends to enhance funding, to deliver world-class research and allow students to reach their full potential. The St Lucia campus rests on land gifted through the Mayne siblings and the School of Veterinary Science continues to use farmland at Pinjarra Hills, donated to the University in the early 1920s. The modern research-intensive University is supported by a partnership of significant philanthropy and leveraged grants from the government. As UQ moves into its second century, the University is committed to solidifying its reputation as one of the world s pre-eminent public research universities. This involves strengthening our brand, improving our links with alumni and other partners and promoting a strong culture of giving and philanthropy to fulfil its ambitious fundraising agenda. With the support of the University s Senior Management, and in response to a new strategy, UQ is hailing a new era in engagement, philanthropy and fundraising across the University and aims to grow the philanthropic support of the university to a sustainable $50million per annum over the next few years. Advancement at UQ works in partnership with academic and professional colleagues throughout the University to increase engagement and build and maintain enduring relationships with key constituents including alumni, community, friends, organisations, trusts, foundations, industry and corporations. Under the leadership of the Vice-Chancellor and Pro-Vice-Chancellor (Advancement), UQ Advancement is investing in a high performing team to partner with UQ academia to deliver new sustainable levels of philanthropic support. Within UQ Advancement there are three primary portfolios: The Development and Philanthropy team leads The University of Queensland s philanthropic engagement and fundraising efforts by heading fundraising and stewardship programs and activities with individuals, trusts, foundations, private ancillary funds and corporations. The team fosters effective relationships with key stakeholders to promote UQ as a worthy destination for philanthropy. The Alumni and Community Relations team provides leadership on alumni and community engagement, fostering mutually beneficial life-long relationships between UQ and its 225,000+ alumni (50% of whom are living in Queensland and nearly 35,000 alumni are from abroad) while enhancing the brand, and raising the profile, of UQ globally. The team promotes stronger connections through a range of high impact events, beneficial programs and services, professional networking and volunteer opportunities including engaging philanthropically with the University through the Annual Fund. The Marketing and Communications team within the portfolio leads UQ-wide communication for fundraising and Alumni and Community Relations initiatives. The Advancement Services team delivers data and gift services, manages the University s customer relationship management system for alumni and community, and manages the University s philanthropic financial processes. The team also provides services in prospect and constituent research, prospect management and tracking. The team s activities supports and drives Advancement work across UQ to ensure success in philanthropic and fundraising efforts. Information about UQ Advancement can be found at page 6

7 Background Information (continued) Faculty of Engineering, Architecture and Information Technology The Faculty of Engineering, Architecture and Information Technology (EAIT) comprises the Schools of Architecture, Civil Engineering, Chemical Engineering, Information Technology and Electrical Engineering, Mechanical and Mining Engineering, and the Advanced Water Management Centre. These units are internationally recognised and their teaching and research successes create a stimulating environment within which the Faculty staff work. In the most recent THE survey, the faculty was ranked 39th in the world for Engineering & Technology. The Faculty is managed by the Executive Dean, who has direct responsibility for the physical, financial and human resources, academic matters relating to programs and students, and a range of other areas such as the development of research, national and international marketing, and enhanced government, business and community links, and occupational health and safety. As of March 2017 the Faculty employs 403 FTE academic staff and 198 FTE professional staff. The faculty offers professional degrees in architecture, engineering, information technology and multimedia and has around 5,878 students enrolled at bachelor level, over 900 enrolled in postgraduate coursework degrees and around 612 active research higher degree students. Teaching in the Faculty is underpinned by substantial research performance and several areas were judged at the highest level (5 ranking) in the most recent Australian research assessment exercise (ERA) which is well above world standard and others that were judged to be at above world standard. These include the engineering disciplines of materials, chemical and environmental, plus information systems, which were awarded a ranking of 5. Other EAIT disciplines that were classed above world class standard include mechanical and mining engineering, information and computer science and architecture. page 7

8 Background Information (continued) The Faculty of EAIT is highly engaged in research across the globe and with many industry partnerships and is expected to earn around $40M in research income in Women in Engineering Program The University of Queensland (UQ) is the first University in Australia to offer a University-led industry funded program aimed at increasing the number of women in engineering. UQ has led a major industry partnership between Rio Tinto, the Australian Power Institute (API), the Australian Petroleum Production & Exploration Association (APPEA) and Origin Energy Foundation who have demonstrated a commitment to diversifying their workforces by fully funding the Women in Engineering Program at UQ. The Program has significantly enhanced UQ s reputation and commitment to diversity as UQ is now considered the University of choice for women studying engineering in Australia as we progress towards our goal of increasing undergraduate female engineering enrolments to 30% by Some key programs include: MEET a Mentor Program The program provides alumni and community members with a unique opportunity to volunteer, connecting students with established alumni or industry professionals to motivate, encourage, empower and transform the next generation of professionals entering the industry. Leaders of Influence Series The Leaders of Influence engages industry leaders to present to our alumni and community on current and critical issues that impact Australian and global engineering, architecture and technology companies. UQ Women in Engineering (WE) Alumni Network Building on the success of the UQ Women in Engineering Program, and delivering on our promise to become the leading University of Choice for women The Faculty office is located at the St Lucia campus. Further information about the Faculty can be obtained from its web site at Advancement at the Faculty of Engineering, Architecture and Information Technology Alumni & Community Engagement supports the vision, mission and goals of Faculty through engagement with the Faculty s external community a vibrant and supportive network of more than 29,000 UQ engineering, architecture and technology graduates, industry supporters, donors and friends globally. Activities and programs serve in building the foundation for alumni to consider UQ and the EAIT Faculty as a preferred network of engagement, leading to outcomes that advance the Faculty including student engagement and employment, guidance, advocacy and influence, volunteerism and philanthropy. page 8

9 Background Information (continued) in engineering in Australia, our Women in Engineering Alumni Ambassadors are working in partnership with UQ to develop activities that engage their fellow alumni and foster a sense of UQ community and support amongst engineering graduates. UQ Global Leadership Series The Series provides an opportunity for alumni and community members to engage with UQ s best minds on global matters, participate in thought-provoking discussions and network with UQ alumni and community members. UQ Alumni Awards Each year The University of Queensland celebrates the diverse achievements of our alumni with a suite of alumni awards. These awards recognise the achievements of alumni who have accomplished outstanding success in their fields and made exemplary contributions to their community. Engineering Class Gift The annual Engineering Class Gift initiative is an important avenue for graduating students to recognise the opportunities that they have benefited from at UQ and to pay these forward to the next generation of UQ students. Regular giving program Our priority giving funds allow the collective gifts from alumni, industry and friends of UQ to join together to make the greatest impact in the life of our students and early career researchers. These funds are supported through the annual appeal and class reunion giving. Class Reunions We provide support for our alumni in reconnecting them with their former classmates through the UQ Class Reunions Program. Class Reunion groups are also encouraged to consider a collective Reunion Gift to their School s Priority Giving Fund. page 9

10 Background Information (continued) The team also works with the Faculty Marketing team to deliver external communications. Ingenuity is UQ Engineering and Technology s flagship annual publication for alumni and friends, distributed to over 16,000 engineering and Tech alumni, friends, industry contacts and donors. The magazine provides an overview of the challenges facing and successes enjoyed by UQ Engineering and Technology. The Donor Report, sent to donors and alumni showcases philanthropic impact on teaching and learning, research and engagement in engineering, technology and architecture. Development Through raising philanthropic income we are able to advance the teaching and learning, and research goals of the Faculty. Development staff undertake programmatic fundraising activities with a focus on major and principal gifts from individuals, corporates and foundations. Within the Faculty, philanthropy adds a critical margin of excellence and opportunity to allow people and ideas to flourish. Scholarships and prizes encourage gifted students, who might otherwise not have the opportunity to pursue a career in engineering, architecture or IT, to study their chosen field. They also serve to recognize the accomplishments of our students and inspire them to strive for even greater heights. Funding for research at EAIT makes possible the technology breakthroughs that address the pressing challenges of our day. This year, we have articulated some broader, multidisciplinary areas of priority, where we believe the Faculty as a whole can have significant impact. These priority areas include our work in Sustainable Futures, much needed upgrades in studio space for Architecture, scholarships and mobility programs, a new program in the Business of Engineering, a Centre for Innovation and Entrepreneurship, and funds for pioneering and emerging research. For the Organisational Chart, see Appendix A Information for Prospective Staff Information about life at UQ including staff benefits, relocation and UQ campuses is available at Living in Brisbane Situated on the Brisbane River and with a population of 2 million, Brisbane is the capital city of Queensland and is the third largest city in Australia. It enjoys the luxury of a semi-tropical climate, an outdoor lifestyle and warm weather year-round. An hour-and-a-half flight from Sydney, Queensland is the tourist destination of choice for many Australians as it has easy access to the Great Barrier Reef, the Gold and Sunshine Coasts, Port Douglas and the Northern NSW beaches such as Byron Bay. It is also the gateway to the Great Australian Outback. For further information see: For further information on: The campus Information about the University, State of Queensland, living in Brisbane and employment at the University is at the University s web site A comprehensive guide to family friendly work practices and services visit the Work and Family website at Visa applications and working in Australia please visit The University of Queensland is committed to equity, diversity and inclusion. The team also works with central Donor Relations, and Scholarships and Prizes, to ensure meaningful stewardship of our donors. page 10

11 The Role Job Title, Faculty of Engineering, Architecture and Information Technology Location The University of Queensland St Lucia Campus, Brisbane, Australia Reports to The Executive Dean on strategy and the Faculty Executive Manager on all Operational matters. Pro Vice-Chancellor, Advancement Direct Reports Deputy Associate Director of Development (x2) Associate Director, Alumni and Community Engagement Alumni and Community Engagement Officer The team will be responsible for principal and major gifts, annual and alumni giving and prospect management. Purpose The, Faculty of Engineering, Architecture and Information Technology, will be a sophisticated, high-performing Advancement professional, leading the strategic development and execution of an ambitious and growing philanthropic program. The will provide leadership in the areas of philanthropy (including industry engagement to increase sponsorship and contract research), fundraising strategy, alumni and constituent relations, and stewardship to donors and research collaborators to advance the vision and strategic priorities of the Faculty. The appointee will work closely with the Faculty Executive, key internal and external stakeholders of the Faculty and the central Advancement Office to develop a comprehensive and coordinated philanthropic program supported by an effective communications strategy that articulates the long-term philanthropic goals and achievements of the Faculty. Key Internal Relationships Faculty Executive (which includes School and Centre Executive) Senior Faculty and School Managers Faculty Marketing and Communications Staff Pro Vice-Chancellor, Advancement UQ Advancement Committee and Group Memberships Faculty Executive Committee Faculty Engagement Committee Senior Practitioners Group Prospect Management Group page 11

12 Key Criteria for Success After 12 months in the position the successful candidate will have: established credibility and good working relationships with the Faculty s Executive Leadership Team; provided leadership with established credibility and good working relationships with the Faculty s Advancement Team; developed a strong prospect pipeline and established a number of key relationships with prospective donors, raising at least $1.2M; and assisted the University s philanthropic programs team to implement a Faculty annual giving and bequest program. progressed the Faculty advancement strategy, which takes in the EAIT philanthropic campaign, and a broad engagement plan that is in line with the University s strategic priorities; page 12

13 Key Responsibilities Strategy Work with the Faculty Executive in the development and implementation of an integrated and complementary advancement strategy in the portfolios of development and philanthropy, alumni and community engagement in accordance with the University s Strategic Plan Provide operational support to academic and professional colleagues in support of the Faculty s Advancement strategy. Leadership Provide leadership to the Faculty Advancement team to enhance current opportunities and develop new ones, for collaboration in engagement and fundraising. Where necessary support solicitation of philanthropic gifts by team members. Embed a high performance culture that can deliver against highly sustainable fundraising outcomes. Provide strategic advice and specialist expertise on key aspects of fundraising to the Faculty Executive and leadership team as required. Maintain effective lines of communication across the University and amongst key internal and external stakeholders. Work closely and collaboratively with the Faculty marketing and communications team and key internal stakeholders and provide leadership in the implementation of an integrated engagement and communications strategy that builds the profile and brand of the Faculty, promotes the Faculty as a destination for philanthropy and capitalises on opportunities to increase research collaboration with external stakeholders. Development and Philanthropy Drive the implementation of fundraising strategy and associated operational activities for the Faculty and its Schools and Centres. Support activities that promote industry and professional engagement leading to increasing sponsorship and contract research. Provide strategic direction and leadership in the initiation and development of philanthropic and fundraising activities in consultation with Faculty Executive and UQ Advancement. Actively contribute to the Faculty s senior management team on Advancement and growing the esteem of the Schools and Centres for philanthropic purposes which support the Faculty s priorities. Leverage Faculty networks, prospect research, academic and UQ Advancement resources to identify a portfolio of major and principal gift prospects ensuring the Faculty has a strong prospect pipeline. Provide strategic advice and assist Faculty, School and Centre Executive and other senior staff within the Faculty to build solid relationships with potential supporters including high net worth individuals, page 13

14 Key Responsibilities corporations, government departments, professional bodies, members of the scientific community and public. This will include the identification, cultivation and solicitation of prospective major donors, fostering new and existing donor relations and attracting significant gifts to the Faculty. Manage a stewardship program for key Faculty donors in collaboration with the University-wide structures. Alumni and Community Engagement Lead and enhance the Faculty Alumni and Community Engagement strategy and operational activities to further build engagement with current students, alumni and the wider community. Lead Faculty activities to execute the priorities identified in the strategic and operational plans and coordinate alumni and community engagement activities. Advise and lead Faculty Executive on strategies to establish lifelong engagement with current students, alumni, industry, partners and the community to grow the reputation and esteem of the Faculty and its entities for philanthropic and other purposes. Comply with the University s Code of Conduct (see the University s web site at Comply with requirements of Queensland occupational health and safety (OH&S) legislation and related OH&S responsibilities and procedures developed by the University or School (see the University s web site at index.html?page=133956). Adopt sustainable practices in all work activities and comply with associated legislation and related sustainability responsibilities and procedures developed by the University (see the University s web site at responsibilities). Undertake after hours and/or weekend work as necessary including any associate travel to develop donor relationships Other duties as required. Oversee ongoing efforts to enhance alumni, community, professional and industry relations by engaging key stakeholders in the educational, research and development efforts of the Faculty with a view to engaging them in ambassadorial, advisory, public advocacy, fundraising roles and providing opportunities for unpaid professional placements. Work closely with UQ Advancement and the Faculty to coordinate alumni and community engagement activities. Other Work with the Faculty s Executive Dean & Associate Dean (External Engagement), and the Pro Vice- Chancellor Advancement, to develop KPIs annually. Review impact of existing efforts, oversee new initiatives and the implementation of related activities. Take responsibility for the Advancement Team budget and budget planning process. page 14

15 Person Specification Qualifications An appropriate postgraduate qualification plus extensive relevant experience in advancement/ engagement or a similar environment; or An equivalent combination of education, training and experience. Experience and Knowledge Proven ability to identify, cultivate and solicit major gift prospects and a proven track record of closing six-to seven figure gifts. Demonstrated success in achieving strategic engagement outcomes. Demonstrated track record in leading and mentoring a high performance Advancement team. Proven ability to manage and maintain key networks across corporate, industry, tertiary and research environments. In depth understanding of the Australian fundraising environment, philanthropy and its application to research institutes and universities or the ability to rapidly acquire such understanding. Clear understanding and awareness of ethical considerations pertaining to advancement work and the requirement to comply with University policies and procedures. Desirable Demonstrated success in managing a major gifts campaign. Experience in using Raiser s Edge. High-level understanding of the principles of alumni and community engagement, and philanthropy and fundraising. page 15

16 Person Specification (continued) Skills and Abilities Superior interpersonal skills with a positive attitude and the ability to develop and contribute to a supportive, friendly and dynamic team environment whilst encouraging and demonstrating collaboration to achieve results. Demonstrated leadership qualities including the ability to think and act at a strategic level. Team focused with an ability to effectively lead and manage a small but dynamic team. Exceptional organisational and administrative skills with the demonstrated ability to meet deadlines, to work under pressure and establish priorities, with a commitment to quality outcomes. Outstanding written and verbal communication skills, with the ability to articulate the value of engineering, design and technology for donors. Ability to exercise initiative and judgement. Maturity and personal authority. Excellent negotiation skills with the ability to maintain confidentiality and discretion. An interest in how great engineering, design and technology can make a powerful difference to the world around us. Attributes A high level of energy. A proactive approach. A flexible, holistic and collaborative approach. Ability to exercise initiative and judgement. Maturity and personal authority. Tact and diplomacy. page 16

17 Terms To discuss salary parameters please call Judith Marks, Senior Consultant, at Richmond Associates, Australia Office. Benefits include: Annual leave - 20 days per annum. 17% employer superannuation contribution (FTE). For staff entitled to 17% employer contributions, UniSuper does not mandate a level of member contribution to superannuation. However, in order to receive the full standard range of benefits under UniSuper, the member must pay 7% contribution from their salary (or a salary sacrifice equivalent contribution of 8.25%). It will be assumed that a 7% member contribution will apply unless the member formally notifies UniSuper of a decision to pay a lesser member contribution (or no member contribution). Other options for salary sacrifice include a motor vehicle, laptop computer, campus car parking and in-house benefits. The University offers generous relocation assistance and benefits when needed. For details of other benefits available to University employees visit html?page=133455&pid= page 17

18 How to Apply Selection Process Applications should include: 1. A comprehensive curriculum vitae, giving details of relevant achievements in recent posts as well as your education and professional qualifications. 2. A covering letter that summarises your interest in this post, providing evidence of your ability to match the criteria outlined in the Person Specification. 3. Details of your latest salary and notice period. 4. Names of 2 referees, together with a brief statement of the capacity in which they have known you and an indication of when in the process they can be contacted (we will not contact your referees without your express permission). Please note that the University requires at least one reference to be taken prior to progressing to a panel interview at the University. 5. Telephone contact numbers (preferably daytime and evening/mobile) which will be used with discretion. The applicants with the most relevant experience will be invited to have initial exploratory discussions with Judith Marks, Senior Consultant, Richmond Associates, Australia Office. Richmond Associates interviews are scheduled to take place the week commencing 5 June Interviews with The University of Queensland are scheduled to take place on or around the 21 June CLOSING DATE FOR APPLICATIONS IS FRIDAY 2 JUNE 2017 Please send your application to Deann Stevens, Business Support Administrator, Richmond Associates, Australia Office: By dstevens@richmond-associates.com Tel: page 18

19 Philanthropy Manager EAIT Advancement Deputy (Vacant) Associate Director, Development Associate Director, Development Associate Director, Alumni and Community Engagement Alumni and Community Engagement Officer page 19