1 Dean of The City Law SchoolAcademic – Candidate excellence Pack for business and the professions

Dean of The Candidate pack

April 2018

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N D E R E R www.city.ac.uk C HA R T 2

Introduction

City, University of is a global university committed to academic excellence, with a focus on business and the professions and an enviable central London location. City attracts around 19,500 students (35% at postgraduate level) from more than 150 countries and staff from over 75 countries. In the last REF City more than doubled the proportion of its total academic staff producing world-leading or internationally excellent research. Led by President Professor Sir , City has made significant investments in its academic staff, its estate and its infrastructure and continues to work towards realising its vision of being a leading global university: it has recently agreed a new Vision & Strategy 2026. The City Law School has around 100 academics and over 2,000 students studying on its full range of academic and professional programmes. Over the next five years, the School will increase its academic staff, the proportion of them producing world-leading or internationally excellent research and its students, while improving quality and responding to regulatory reforms through programme redesign. Investment in the estate will support the integration of the School in an iconic new building in 2020. The Dean will be responsible for this exciting transition in the life of the School. City is seeking to appoint the Dean to lead the School. Reporting to the Deputy President & Provost, the Dean is responsible for the School’s academic and financial performance and will lead the School through an exciting period of strategic development, growth and change, to strengthen further its culture of academic excellence; and identifying and nurturing areas for collaboration within and beyond City. The appointed candidate will demonstrate a strong academic track record, ideally with research of world-leading or internationally excellent quality; success in academic leadership and financial management in an environment of relevant scale; the ability to lead change; an appreciation of academic and professional legal education programmes; outstanding strategic, interpersonal and communication skills; the judgement and maturity to manage complex relationships; and the standing to lead the School, act as its ambassador and contribute to the leadership of the institution. Dean of The City Law School – Candidate Pack 1

City’s Vision & Strategy 2026

To build on City’s position as the only Higher City’s Vision for 2026: Education institution in London committed Living the values City, : A leading to academic excellence for business and The desire for a renewed emphasis on global University committed to academic the professions will require focus and staff engagement, valuing and supporting excellence, focused on business and the dedication. City’s academic strength over 2,000 people who work at City professions and located in the heart of comes through its distinctive Schools and and have been key to City’s tremendous London. its approach relies on continuing to deliver transformation over the past six years, was outstanding education and research through the most striking message from an extensive 2016 was a significant milestone in City’s its School Strategic Plans. Its shared Vision is staff engagement programme run as part of long and proud history and marked 50 years designed to enable City’s Schools to succeed. the development of Vision & Strategy 2026. since it was granted a Royal Charter and City Valuing and supporting students and staff to University London came into existence, with give of their best will be key to City’s success the objective to ‘advance knowledge, wisdom City’s Strategy for 2026: over the next decade. and understanding by teaching, research Engagement remains challenging in a sector and professional training, particularly in how City will work towards where the Government has signalled further science and technology’. its Vision change through a more transparent and 2016 was also the year that City joined the Achieving the Vision is based on three dynamic market and given City is a central University of London, marking a significant strategic priorities: London commuter university with a highly and exciting new chapter in its history. It devolved structure. That is the nature of the is a major opportunity but also a signal • Maintain quality trajectory. Build on challenge but City will continue to attract of how far City has come as an institution the quality focus of the Strategic Plan and retain outstanding people and develop historically and in more recent years, 2012 to 2016 and maintain City’s current their knowledge, capabilities and skills. through implementing its Strategic Plan upwards trajectory in research intensity, There are five guiding values underpinning 2012 to 2016. City is committed to retaining research quality, education quality and Vision & Strategy 2026. City is committed to its historic strengths, professional credibility student experience more widely. Further being: and deep-rooted City of London heritage improving quality will remain vital to its while strengthening its international profile success and is what drives the people • Ambitious – a place where people seek and expanding its research and education who work at City and attracts the students new challenges and go the extra mile capabilities in the ways set out in its Vision & whose lives will be enhanced through to achieve the strategic priorities set Strategy 2026. their time there. City also plans to grow, out in Vision & Strategy 2026 through the implementation of their School or Of all City’s achievements, perhaps the most with a firm guiding principle of ‘quality- Professional Service Strategic Plans; challenging was to enhance its academic constrained growth,’ growing while performance while moving into surplus maintaining or increasing quality. • Collaborative – a place where successes after seven years in deficit. Significantly City • Achieve growth in a way which are shared and problems are solved by more than doubled the proportion of its maintains quality. Growth is important working together for the common good; academic staff undertaking world-leading or to achieve the critical mass necessary for • A community – a place where people internationally excellent research and both research excellence and educational have pride in their institution, are increased the satisfaction of its experience and effectiveness. Critical respectful, know and are concerned for undergraduate students by more than any mass can result in improved quality each other; other university in the country. without significant increases in costs • Diverse and inclusive – a place where It is clear that City is still on a (through economies of scale). Over the diversity is a strength and inclusiveness transformational journey but real progress next five years growth will come vertically is promoted proactively, with an initial has been made over the past six years and for existing subjects that have momentum focus on gender equality as City’s most implementing the Strategic Plan 2012 to and horizontally, where City’s existing pressing challenge; 2016 has created a strong platform for strengths can be leveraged through new • Organisationally self-confident – a the next stage. Looking ahead, the fact and joint degrees or shared pathways place that knows its strengths and is that investment has been funded without and through improved student retention. open about and strives to address recourse to market borrowing places City Growth in student numbers will be its weaknesses. within a very small group of UK universities accompanied by growth in research and with the capacity to raise significant enterprise income as City’s builds further The full version of Vision & Strategy 2026 investment funding. That opens tremendous on its internationalism and seeks a wider can be accessed at: www.city.ac.uk/about/ opportunities for the next five to ten years range of income sources. city-information/vision-strategy-2026 but also carries greater risks and makes the • Leverage partnerships within City, need for sound financial performance an within London (including through the imperative. University of London) and internationally with the aim of making City far more Vision & Strategy 2026 provides continuity connected. with City’s Strategic Plan 2012 to 2016 and reaffirms the: These strategic priorities will guide City’s activity over the next five years and will be • Continuing commitment to made operational through the Education academic excellence & Student Strategy, Research & Enterprise • Focus on business and the professions Strategy, Internationalisation Strategy, • Location in the heart of London. People Strategy, School Strategic Plans and Professional Service Strategic Plans. 2 Dean of The City Law School – Candidate Pack

Members of staff lead and contribute to academic, professional and public debate Executive in their fields through articles, conferences, School Strategic media commentary and research. City’s Governance and Executive structures Plan are detailed in the Appendices. The School also advises the UK Government, Taking advantage of the School’s unique the EU and international organisations For a full profile of Executive Team members, strengths across both academic and through collaborations and consultancy please visit:: professional law and through the integration work. www.city.ac.uk/about/rector-president/ of the School in an iconic new building president-professor-paul-curran/ from 2020, the key features of the School The School Strategic Plan assumes executive-team. Strategic Plan include: significant expansion of undergraduate and postgraduate professional student numbers The Dean is a member of the Executive Horizontal expansion over the next five years. Committee and plays a key role in the senior • Deliver quality-constrained growth to leadership of the University. The new City Law School building, under increase undergraduate student intake development and due for completion in early through the expansion of the LLM and 2020, will provide state of the art, single LLB programmes, whilst maintaining the School Particulars site premises at Sebastian Street and will School’s position enhance the culture and identity of The City • Further embed the existing focus on Law School, resulting in pride, engagement, The School’s vision is to be a leading UK employability skills and opportunities mutual support, and stronger relationships Law School, to be achieved by focusing across undergraduate provision, working between alumni and students on quality, growth and partnerships and with City’s Careers Service and Student the move to a new iconic building in order Enterprise Key facts: to take advantage of the School’s unique • Recruit an additional eight research- strengths across both academic and • There are approximately 100 academic excellent academic staff in the period to professional law. staff, and 30 Professional Services staff 2020 together with specialist Visiting Lecturers • Enhance international education While the School is aspirational in looking employed within the School partnerships. to the future, it is mindful of its unique • There are 1,000 undergraduate students, past. The City Law School has a history 1,200 postgraduate taught students and Building on strengths of delivering legal education which dates 16 postgraduate research students back to the nineteenth century, in the form • The School successfully submitted in • Increase international and postgraduate of the School of Law (ICSL). numbers The ICSL has a distinguished history as the the Law Unit of Assessment in REF • Explore opportunities to develop joint original and sole provider of bar training in 2014 with the research of 65% of programmes, both within the School and the . The other chapter of submitted staff rated as world-leading or with other Schools our history can be found at Northampton internationally excellent. This represents Square. City established the Centre for Legal a significantincrease from 35% in 2008 • Improve research strengths through Studies (CSL) in 1977 when it commenced and reflects het strong focus on research enhanced talent management, improved delivery of the forerunner of the current development, talent management and academic support and preparations for programme. improved research support which form the REF 2021. City was the original provider of the part of the preparations for REF 2021 ‘conversion course’. This was followed • Annual income from tuition fees, research External engagement and collaboration by other programmes, most notably the and enterprise is circa £25M and planned • Continue to define and communicate undergraduate degree, to grow to £28M by 2020/21 with distinctive research and professional which began in 1990. the introduction of new programmes, including the LLM Maritime Law strengths and anchor them in networks of external stakeholders and partners In 2001, the ICSL joined City. Through this programme in Dubai in 2019 merger, the ICSL and the Centre for Legal • Develop and exploit key partnership Studies together formed The City Law • Increasing numbers of students opportunities in London (for example, School. With the development of the range graduating from the LLB remain at City through the University of London of programmes which now make up the for the (LPC). The International Programmes and for the School’s educational portfolio, it has become Bar Professional Training Course has delivery of Continuing Professional a ‘full service’ provider of legal education. maintained its large market share in Development with providers of legal The School is unique in offering such a the face of intense competition from the services) broad portfolio while remaining committed private sector. Statistics produced by the • Work with partners across City to create a to excellence in research and professional Bar Standards Board consistently show cross-School research institute scholarship. Its expertise in professional the programme to be sector leading. • Work with City Events to deliver a series of practice also manifests itself through the high-profile departmental annual lectures wide-ranging suite of pro bono clinics and For more information, please visit: and events. can be seen in its track record of success www.city.ac.uk/laws. in national and international mooting competitions. Dean of The City Law School – Candidate Pack 3

Dean of The City Law School University performance Academic standards and quality of educational provision The role As a member of the Executive Committee, the Dean will play a key role in contributing The Dean will develop and maintain Reporting to the Deputy President & Provost, to the academic, strategic, operational comprehensive undergraduate and the Dean is responsible for the School’s and financial success of City, University postgraduate curricula which produce academic and financial performance of London and will lead and support the high quality graduates who meet internal through the effective leadership of staff and development and implementation of and external quality standards. The Dean management of resources. appropriate institution-wide initiatives. has overall responsibility for monitoring, maintaining and enhancing academic The Dean’s priorities are to strengthen School strategic planning standards and for the quality of educational further the School’s culture of academic provision within the School. This involves excellence; to achieve growth in student The Dean will implement the School’s implementing decisions taken by the numbers; and to identify and pursue areas Strategic Plan and will make proposals Executive and by Senate in a timely and for collaboration within and beyond City. through the annual planning cycle to effective manner; seeking out and acting meet changing external circumstances. upon feedback, especially from students; He or she will identify new opportunities ensuring that management information for innovation and, in consultation with Overall objective of the post: is collected and reviewed; responding to School staff, will determine and implement the requirements of the Quality Assurance approved plans to meet agreed School and Overview Agency and other relevant external bodies; institutional objectives. and liaising with colleagues as required. The Dean’s overall objective is to lead the School through its next stage of Research Finance development. He or she will lead, manage The Dean has overall responsibility for and develop staff within the context of The Dean is accountable for the financial the School’s research performance. He Vision & Strategy 2026 and will implement performance of the School, in accordance or she will promote research excellence, the School’s Strategic Plan. As a member of with City’s Financial Regulations and in will ensure the School’s Research Centres City’s Executive Committee, the Dean will consultation with the President and the conduct research of world-leading and contribute to the academic and strategic Chief Financial Officer. internationally excellent quality and will leadership, management and development foster cross-faculty and interdisciplinary of City. Marketing and communications research. The Dean will keep abreast of the external environment and will lead With the support of the Director of Marketing Strategic priorities initiatives that develop the School’s research & Communications and his staff, the Dean • Implement the School’s Strategic Plan reputation. The Dean will monitor and is responsible for the marketing of the • Continue the commitment to world- report on the School’s research performance School and effective internal and external leading and internationally excellent through City’s established processes. communications. research to ensure the School achieves optimal performance in REF 2021 Staffing Development and Alumni relations • Ensure recruitment of the agreed number The Dean will foster a sense of common The Dean will support City’s and the of suitably qualified undergraduate and purpose and provide leadership and School’s Development and Alumni relations postgraduate students direction to ensure that School staff are activity by managing relationships with key • Enhance the student experience and motivated, effective and efficient. He donors; helping to cultivate relationships address the challenges presented by the or she will work with City and School with prospective donors and those who changing student market, regulatory and colleagues to appoint, develop, mentor and might support City and the School in other policy context, including the Teaching encourage staff to ensure high standards ways; and participating in the solicitation of Excellence Framework are maintained. In particular, the Dean will major gifts with the support of senior staff ensure that staff performance is reviewed of the Development and Alumni Relations • Ensure staff are developed to support regularly and where performance falls below Office. City and School objectives and manage agreed standards, will ensure necessary change with vision, clarity and action is taken. Health and Safety commitment to staff well-being The Dean has overall responsibility • Build and nurture effective relationships Students with external partners for implementing City’s policies and The Dean has overall responsibility for the arrangements for protecting the health and • Identify opportunities and address risks general welfare of the School’s students and safety of staff, students and others. The arising from changes in the external for ensuring the quality of their educational Dean will maintain appropriate consultative environment experience. He or she will ensure the mechanisms within the School and confer, • Ensure strong financial management School follows the Student Disciplinary as necessary, with the Head of Health & and deliver the required financial Code and uses City’s documented processes Safety, the Head of Occupational Health and performance. for dealing with student complaints and Safety and other designated officers. appeals. 4 Dean of The City Law School – Candidate Pack

Person specification Terms of appointment The ideal candidate will demonstrate: • A strong academic track record, ideally The appointment as Professor is permanent; The appointment will be made subject to with research rated world-leading or the appointment as Dean will be for an satisfactory references. internationally excellent in the REF and initial period of five years. associated success in securing research City, University of London is committed to grant income and supervising doctoral The salary is commensurate with the market, equal opportunities in all its activities and students. the seniority of the post and the calibre of all posts at City are subject to reasonable the appointed candidate. adjustment under the Equality Act 2010. • The ability and commitment to promote a culture of academic excellence, including The appointee will qualify for membership the development of world-leading and of the Universities Superannuation Scheme internationally excellent research and the (USS) and a comprehensive relocation continuing enhancement of the student package is available where relevant. academic and general experience. • A track record of successful leadership City offers a variety of other benefits, and management in an academic unit including excellent staff development and (School, Department or Faculty) of career development opportunities; access to relevant scale, diversity and complexity, its student and staff fitness, study and social ideally through periods of significant facilities; discounted courses; a season organisational and cultural change. ticket loan scheme; and a good working • The substantial leadership, management environment. and financial skills and experience to lead the School’s educational, research and enterprise activity, to deliver institutional and individual performance objectives. • An understanding of the academic and strategic challenges faced by the arts and social sciences. • The ability to build and nurture good relationships with external partners. • The ability and experience to devise and implement ambitious strategic plans for the School’s development in its competitive markets. • Outstanding influencing and interpersonal skills with the ability to inspire, motivate and challenge colleagues; to work in collaborative teams; to negotiate; to communicate ideas effectively; to bring about potentially unpopular change; and to maintain progress in achieving agreed goals. • Advanced interpersonal and communication skills to build and maintain excellent internal and external relationships. Dean of The City Law School – Candidate Pack 5

How to apply The appointment of the Dean of The City Law School at City, University of London will be determined by an Appointment Panel chaired by the President. A search exercise is being undertaken by Minerva who will support the Appointment Panel to identify the widest possible field of qualified candidates and to assist the Panel in its assessment. To request a confidential conversation about the role, please email [email protected].. Contact Minerva can be contacted as follows: Consultant Kerry Shepherd [email protected] +44 (0) 203 714 3477 Researcher Juana Espasa [email protected] +44 (0) 203 714 0962 Assistant Natalie Chapman [email protected] +44 (0) 203 714 0963

Artist’s impression of the new City Law School building 6 Dean of The City Law School – Candidate Pack

Appendix 1: Governance and Executive Delegation Structure Committee Audit & Risk Risk

Remuneration Committee

and assurance of academic standards other than the enhancement of academic quality Specific authority delegated for Nominations Governance Committee Corporate &

Implementtion Performance Committee Strategy Strategy &

GOVERNANCE

Governance Committee Committee Academic Research

Sub-committees to reporting Board of Studies

assurance of academic standards enhancement of academic quality and Generic authority delegated for the Approval & Committee Committee SENATE Research Research Review Course Ethics

COUNCIL academic standards academic quality and assurance of ACTION Specific authority delegated for Student-Staff Programme Committee Committee Liaison concerning the enhancement of

Six Boards of Studies Teaching Learning Forums and

EXECUTIVE

standards academic quality and assurance of academic ACTION Specific authority delegated for

Committee/ Experience Student Forums other than the enhancement of

Assessment Executive Tea Boards

(advised

President EXECUTIVE

r m Partnerships Validation & Institutional by by and Committee Boards Course

ExCo

)

Dean of The City Law School – Candidate Pack 7

Appendix 2: Executive Structure *Member of ExCo and ET P/T = part time Key: (Executive Committee) Director of Human Human Resources (Executive Team) Member of ExCo Resources* Property & Facilities Chief Financial Procurement Finance and Officer* Equality & Diversity)* (Strategy & Planning Strategy, Planning & Performance Unit Vice-President Information Information Technology Library

Dean of the School of Mathematics, Reporting StructureReporting Computer Science & Engineering Dean of Marketing & Communications Student & Academic Services Dean of the Graduate School Deputy President & Provost* Dean of the School of Arts & Dean of The City Law School Learning Enhancement & Dean of the School of Health Sciences Social Sciences Development President (2017) Council

Research & Enterprise Office (Research & Enterprise)* Vice-President

(International)* P/T International Office Private Providers Vice-President INTO JV, Development &

Relations Office Alumni Governance Team College Secretary Internal Audit

City, University of London 8 London EC1V 0HB United Kingdom

City, University of London is an independent member institution of the University of London. Established by Royal Charter in 1836, the University of London consists of 18 independent member institutions with outstanding global reputations and several prestigious central academic bodies and activities.

www.city.ac.uk