Head of Integrated Planning

HEAD OF INTEGRATED PLANNING

APPLICANT BRIEF October 2020

Introduction

Organisation University of Manchester Role Head of Integrated Planning

Location Manchester

The University of Manchester is a leading, research-intensive university that is part of the prestigious Russell Group. It is also one of the UK’s largest single-site higher education institutions, with more than 40,000 students and 12,500 staff, a £1 billion turnover, and a significant ongoing capital investment programme. The University of Manchester was the first and most eminent of the civic universities, furthering the frontiers of knowledge through research and teaching, but also contributing to the well-being of its region and society more widely. These aims have guided the institution ever since and continue to drive its values and strategic vision. The University has just published its new five-year strategic plan to 2025, based on the institution’s three core goals of world- class research, outstanding learning and student experience, and social responsibility. Further information can be found here.

LEADERSHIP Executive leadership is the responsibility of the following senior officers: • The President and Vice-Chancellor, Professor Dame Nancy Rothwell • The Deputy President and Deputy Vice-Chancellor, Professor Luke Georghiou • The Registrar, Secretary and Chief Operating Officer, Mr Patrick Hackett • The Vice-President for Research, Professor Colette Fagan • The Vice-President for Teaching, Learning and Students, Professor April McMahon • The Vice-President for Social Responsibility, Professor Nalin Thakkar • The Vice-President and Dean of the Faculty of Science and Engineering, Professor Martin Schröder • The Vice-President and Dean of the Faculty of Humanities, Professor Keith Brown • The Vice-President and Dean of the Faculty of Biology, Medicine and Health, Professor Graham Lord • The Chief Financial Officer, Mr Robert Fraser • The Director of Human Resources, Mrs Karen Heaton

Introduction

The senior officers are supported by a number of Associate Vice-Presidents, who are responsible for leading on cross-cutting, thematic priorities. The University also has a Chancellor, the poet Lemn Sissay MBE, who is the ceremonial head of the University and presides over meetings of the General Assembly and over degree congregations. The Pro-Chancellor, Gillian Easson, deputises for the Chancellor and chairs the Nominations Committee. Detailed biographies of the University’s senior officers can be found here.

GOVERNANCE The University of Manchester’s governance structure and constitution have been developed so that they hold true to the ethos, principles and requirements of good governance in higher education. Governance is the responsibility of the following authoritative bodies: BOARD OF GOVERNORS - The University’s governing body. Chaired by Edward Astle, and with 25 (mostly Lay) members, it carries the ultimate responsibility for the University’s overall strategic direction and for the management of its finances. GENERAL ASSEMBLY - A two-way channel of communication through which the University presents its achievements to its broader constituencies and receives feedback and advice on matters relating to University business. It has almost 200 members. SENATE - The University’s principal academic authority. The Senate is responsible to the Board of Governors for the promotion of research and for monitoring standards in teaching.

STRUCTURE The University of Manchester is divided into three Faculties, each of which comprises a number of Schools with powerful reputations for teaching and research success. The University’s sheer size and scale means it can offer unparalleled opportunities for interdisciplinary ventures and collaborative working, enabling both academics and students to achieve great things. THE FACULTY OF BIOLOGY, MEDICINE AND HEALTH - Comprising the Schools of: Biological Sciences; Medical Sciences; and Health Sciences THE FACULTY OF SCIENCE AND ENGINEERING - Comprising the Schools of: Natural Sciences; and Engineering THE FACULTY OF HUMANITIES - Comprising the Schools of: Arts, Languages and Cultures; Environment, Education and Development; Social Sciences; and the Alliance Manchester Business School Further information on the University’s Faculties and Schools can be found here.

Introduction

GLOBAL RANKINGS AND REPUTATION The University of Manchester is a truly global institution, with a reputation for education and innovation that resonates across the world. The University of Manchester is listed as the fifth best institution in the UK according to the latest Academic Ranking of World Universities (ARWU). It is a one place improvement on last year’s position. Overall, the University ranks 36th globally. The ARWU ranking success is the latest in a number of positive recent results for the University, including maintaining our highest ever position on the QS World University Rankings. As well as global academic rankings, Manchester has also been named the top institution in the country (second in Europe and eighth globally) in the Times Higher Education (THE) University Impact Rankings. The Alliance Manchester Business School also saw improvement, moving up to fifth in the UK, 11th in Europe and 45th in the world in the latest Financial Times’ world’s best MBAs. And our reputation as one of the world’s best universities for employability was further cemented by the University being named the most targeted institution by the UK’s top 100 graduate employers for the third year in a row by The Graduate Market in 2020. Manchester was also named the University of the Year for Graduate Employment by The Times and Sunday Times Good University Guide 2020. International businesses, charities, governments and universities turn to Manchester for its expertise – from leading the European renaissance in industrial biotechnology to helping to train midwives in developing countries. Manchester’s research engages with the world’s biggest questions, and the University has a history of attracting world- leading minds to work with it – from Niels Bohr and Arthur Lewis to its latest Nobel laureates, Andre Geim and Kostya Novoselov. More than 160 student nationalities come together on campus, making Manchester one of the world’s most international universities. Further information can be found here.

THE UNIVERSITY ESTATE The University’s campus is one of the largest estates in UK higher education, with 229 buildings across 270 hectares. In 2012 the University embarked on a £1 billion, 10-year plan to create a world-class campus for students and staff. Several landmark projects have already been completed, such as the Whitworth, the Manchester Cancer Research Centre, and the National Graphene Institute, which have received or been shortlisted for major awards.

Introduction

Current projects include the flagship Manchester Engineering Campus Development, which will be one of the single largest construction projects undertaken by a higher education institution in the UK. The University is transforming its North Campus into a world- leading innovation district through the ID Manchester initiative, creating a world-class community with innovation, collaboration and enterprise at its heart. More information on the Campus Masterplan can be found here.

RESEARCH AND INNOVATION Research is at the heart of our heritage, our present and our vision for the future. Our discoveries have shaped the world today, from the development of the first stored-program computer to the establishment of modern economic theory. We’re now at the leading edge of research into the wonder-material graphene, having discovered its properties through our Nobel Prize-winning professors Andre Geim and Kostya Novoselov. Our place as one of the UK’s top research universities was confirmed in the results of the 2014 Research Excellence Framework (REF), where 83% of our research activity was judged to be ‘world-leading’ (4*) or ‘internationally excellent’ (3*). In 2018/19 the University attracted more than £323 million in total research income. The University of Manchester’s research has real-world impact beyond academia. We are at the forefront of the search for solutions to some of the most pressing contemporary problems, seeking to be a global force for positive change. Some of the most exciting work at the University is in advanced materials, cancer, energy, industrial biotechnology and global inequalities – five areas that the University describes as its research beacons. These beacons are examples of how the University’s interdisciplinary research is helping to find unique solutions to some of the world’s biggest challenges, from eradicating poverty to ensuring energy supply for future generations. The University of Manchester has established a COVID-19 research rapid response group to work with partners on the coronavirus crisis. We are using our world-leading expertise across science, health and the humanities to understand the virus, its impacts and inform our society’s recovery. You can find out more about our coronavirus response here. We maximise research impact through external funding, licensing, supporting enterprise, and partnering with other organisations. For example, the Royce Institute, based at Manchester and funded by government and industry, is the UK’s national centre for research and innovation of advanced materials. In partnership with other Russell Group universities, UKAEA and NNL, it seeks to benefit UK industry by advancing its capability and competitiveness in this area. Innovation also features strongly at Manchester, with a dedicated innovation company University of Manchester Innovation Factory. The University’s history of intellectual property commercialisation spans

Introduction more than 25 years, during which time it has generated more than 100 spin-out companies. Since 2004 its commercialisation activities have contributed £746 million of economic impact. Of this, £447 million has come from third-party investment in University spin- out companies, and £299 million of gross value added (GVA) from sales and jobs created by IP licensing and spin-out activities. More information on the University’s research portfolio can be found here.

TEACHING The University was given a silver award in the 2017 Teaching Excellence Framework (TEF). The TEF commended many aspects of the University’s teaching, learning and student experience. These included: course design that provides excellent stretch in a research environment; excellent opportunities for students to increase their employability; an institutional culture that facilitates, recognises and rewards excellent teaching; and major investment in physical learning and teaching spaces and in digital learning resources. More information on the University’s approach to teaching and learning can be found here.

SOCIAL RESPONSIBILITY Manchester is unique among UK universities in that social responsibility is one of its three core goals, as set out in the strategic plan. Sitting equally alongside commitments to world-class research and to outstanding learning and student experience, social responsibility describes the way the University is making a difference to the social and economic well-being of its communities through teaching, research, and public events and activities. As one of Europe’s leading and largest research universities, with a tradition of groundbreaking research and a unique commitment to social responsibility, Manchester is committed to addressing each of the United Nations’ 17 Sustainable Development Goals. All of the University’s work to make a positive contribution to society is organised under five strategic priorities for social responsibility. To encourage students to become socially responsible citizens, the University offers every undergraduate the opportunity to work together across disciplines to confront a new ethical grand challenge in each year of their study. Staff are able to commit to make a difference through 10,000 Actions, the biggest sustainability initiative for staff at UK universities. The University proactively addresses inequalities by ensuring its knowledge, expertise and activities help to create a fairer Greater Manchester. For example, the Manchester Access Programme has supported more than 1,800 local students from under-represented backgrounds to study for a degree and progress into valuable professions such as medicine, teaching and law. The University is also leading an independent Inclusive Growth Analysis Unit in partnership with the Joseph Rowntree Foundation to help make poverty reduction central to processes of growth and devolution in the city region.

Introduction

As a civic university, Manchester contributes to the expansion of educational, social and cultural opportunities in the city and beyond. It invested £17 million in financial support for students from disadvantaged backgrounds in 2017/18, while more than 900 of its staff and alumni – more than at any other university – are making a difference to state schools by volunteering as school governors. Last year, more than 1.3 million members of the public visited the University’s cultural institutions – Manchester Museum, the Whitworth, Jodrell Bank Discovery Centre and The John Rylands Library. And its employment and skills initiative The Works has supported 4,000 unemployed people into work. The University’s work on social responsibility has global reach and impact. Equity and Merit Scholarships assist talented master’s students from some of the least developed countries in Sub-Saharan Africa to access study programmes and to use this knowledge to improve their societies. Manchester’s Global Development Institute is the largest dedicated development research and teaching institute in Europe. For more information about the University’s commitment to social responsibility, click here.

FINANCIAL OVERVIEW The University’s financial objectives are to achieve long-term financial sustainability in order to invest in its strategic goals within the current challenging environment. This will be achieved through year-on-year income growth and delivering an operating surplus to reinvest. The University has exempt charity status and is responsible to the Office for Students, its principal financial regulator. The University acts for the public benefit across all its activities. TOTAL INCOME The University’s turnover is comparable to the combined income of Manchester City and Manchester United football clubs. In 2018/19, total income increased by 4% to £1,097.9 million. Capital income increased by £4.5 million to £88.1 million. This is due to a number of major capital projects in research, particularly the Henry Royce Institute and the Graphene Engineering Innovation Centre. Our two major sources of income are tuition fees (44%) and research grants and contracts (29%), which is similar to the ratio in recent years. In 2018/19, in addition to £483 million from tuition fees and education contracts and £324 million from research grants, the University received £132 million from funding body grants and £160 million from other sources (including endowments and investment income). RESEARCH INCOME Research grant and contract income grew by 8% compared to the previous year. Among the most significant awards were £8.7 million EPSRC funding for the Future Biomanufacturing Research Hub, a £6.7 million contract for applied health research collaboration in Greater Manchester, a £4.5 million Particle Physics Experimental Consolidated Grant and a £3.9 million contract extension with Boots UK.

Introduction

TEACHING INCOME On the teaching side, income from tuition fees increased by 4.4% in 2018/19. Full-time Home and EU student income has reduced slightly, largely as a result of targeting an increased entry tariff and the change in student demographics. SUBSIDIARY COMPANIES The University has interests in a number of subsidiary companies, including Graphene Enabled Systems Ltd (assists the commercialisation of graphene through spin-out companies), University of Manchester Innovation Centre Ltd (owns and operates a biotech incubator building), University of Manchester I3 Ltd (intellectual property) and MBS Worldwide Ltd (provision of distance learning). These generate additional income and are overseen by the Chief Finance Officer. SURPLUS Operating surplus is the University’s key measure of financial performance internally. As a percentage of income, operating surplus increased from 2.4% in 2017/18 to 3.7% in 2018/19 on a like-for-like basis. The University’s aim is to deliver an operating surplus in the range of 5-7% of its income. EXPENDITURE In 2018/19, total expenditure increased by 15.8% to £1,193 million. The University experienced continuing growth in staff costs, but the improvement in operating surplus has resulted from these costs being offset by increases to tuition fee income and a reduction in other operating expenditure. FINANCIAL STATEMENTS The University’s latest financial statements for the year ended 31 July 2019 can be viewed here.

STAFFING GROUPS/TRADE UNIONS

The Staffing Groups are varied and include academic (including Nobel laureates), Professional Services, clerical, manual and catering, and three trade unions are recognised – UCU, UNISON and UNITE the Union. The University has a complex strategic and operating environment both internally and externally which is challenging and highly competitive on a global scale.

Job Description & Person Specification Job Title Head of Integrated Planning Reports to Director of Planning Organisation Unit Planning Date October 2020 Grade 8 Salary £52,559 - £62,727; depending on experience

INTRODUCTION The University of Manchester has a new strategic plan, Our future, which articulates its long term ambitions. Successful delivery of the strategic plan requires considerable prioritisation of resources, alignment of stakeholders and development of granular plans, against the backdrop of growing external pressures and volatilities. The post holder will be a key leader of the University’s planning community, leading across faculties and directorates to ensure the integrated plans at the University level are both greater than the sum of their parts, and also demonstrably delivering the ambition in the strategic plan. The role sits within the Planning team which develops the strategic plan, runs the university change portfolio, provides key analytical insights to senior decision makers and manages the submission of statutory student returns to the regulator.

OVERALL PURPOSE OF THE JOB We are seeking to recruit an experienced and highly motivated planning professional to join the University Planning team to lead our institution-wide planning activities. The core purpose of this role is to support the translation of the University vision and strategic plan into a series of long term and joined up responses across the University. The post-holder will work with colleagues across the full breadth university activities to design and embed a range of interventions to help deliver the strategic plan, including student number planning, scenario planning, horizon scanning, prioritisation and operational planning frameworks. As Head of Integrated Planning you will be an experienced planning professional and respected subject matter expert who takes personal responsibility for “joining the dots” across complex organisations and delivering outputs of the highest quality to executive and board level

Job Description & Person Specification stakeholders You will be an influential team leader and excellent communicator who is able to both develop strong working relationships with distributed colleagues at all levels across the institution and work independently to develop new solutions and approaches, backed by robust processes. Experience of working in similar roles at the strategic level in a large and complex organisation is essential.

KEY RESPONSIBILITIES, ACCOUNTABILITIES OR DUTIES The Head of Integrated Planning will be expected to:

• To lead on key matters relating to strategy and long range planning, providing new insights and practical solutions, across the University’s full range of activities. To provide trusted advice and guidance to senior leaders on this basis

• To lead the integrated planning process across the University

• To oversee the end-to-end student number planning process ensuring appropriate interfaces between strategic, operational and technical elements

• To be proactive to recognise key gaps and lead the development of new planning solutions at the University level– for example workforce planning working with colleagues across the institution

• To co-create and champion the granular milestone plan (who, what, when) that underpins the achievement of the strategic plan, vision and KPIs for the organisation

• To ensure the University has a clear base plan, with stress tests and contingency plans to this base plan, and that this range of plans is deployed/ embedded consistently in a framework across the University

• To take the lead in generating and sourcing new and different ways to think about the future in specific topic areas (size and shape; services; costs) and to promote wider engagement on the issues and opportunities facing the institution

Job Description & Person Specification • To lead widespread engagement with colleagues across the University at multiple levels to ensure budgets and local plans join up and are fully connected (i.e. “integrated plans”) across finance, change, academic areas, professional services et al. To promote and improve the coherency, consistency and risk profile of plans

• To ensure plans are underpinned by explicit, robust assumptions with clear ownership and change control

• To play a leading collaborative role across multiple teams to ensure clear understanding of the planning and budgeting process and dissemination of best practice

• To lead the creation and successful operation of a community of practice of planners across the University

• To exemplify longer term (5yr+) thinking by leading foresighting exercises, scenario modelling and analysis, stress testing etc. and integrating these into the planning processes

• To challenge plan owners and identify gaps and inconsistencies that put the achievement of the vision and strategic plan at risk, and work with plan owners to co-create improved plans

• To support and inform SLT in their decisions around the allocation/ prioritisation of limited resources

• To shape the agenda, produce thought pieces and provocations on key topics, and build close relationships with key customers, including members of SLT

• To act as a central source of expertise on how to plan, what the vision is and the basis for it being achievable

• To undertake such other duties (including deputising) as may be required by the Director of Planning commensurate with the level of responsibility of the role

Job Description & Person Specification

ESSENTIAL KNOWLEDGE, SKILLS AND EXPERIENCE • A planning professional with experience of leading the development of strategies and/or plans across multiple dimensions: such as students, research (or equivalent), costs, services • Experience in a senior line role, with accountability for delivering major projects and/ or complex operating plans • Experienced in stakeholder management including up to Vice-Chancellor (or equivalent e.g. CEO) and Board level and prepared to act as “critical friend” at this level. Able to shape strategic discussion for a senior audience • Experienced leader actively prepared to guide, intervene, challenge and promote best practice solutions that will improve the University • A pragmatic practitioner who is accomplished at “doing” as well as delivery through others • Sector-level profile with an active network of external stakeholders and evidence of leveraging best practice from this network at a sector / industry level • A change agent with the ability to initiate change/ set the agenda across a complex, diverse organisation as well as being flexible and able to adapt to changing priorities • Capable of creating, communicating and embedding simplicity in inherently complex issues and initiatives - able to see the big picture and maintain the shape of the plan/ the storyboard/ “tell the story” without losing meaning • Sector expertise and understanding - including an understanding of the major issues facing HE both now and in the future, and the approaches taken by other providers • High quality report writing and advanced presentation and facilitation skills • Able to rapidly and accurately analyse and synthesize large data sets and sources of information • Attention to detail with an end-to-end process design, architecture and process management mindset • Experience of “first line” accountability for organization-level risk • Experience of, and commitment to, leading and working collaboratively and flexibly as part of a diverse, virtual team.

Job Description & Person Specification

DESIRABLE KNOWLEDGE SKILLS AND EXPERIENCE • Sector specific experience and associated subject matter expertise • Line management experience • Knowledge of key datasets related to planning in Higher Education. • Knowledge of qualitative and quantitative data analysis techniques.

Terms & Conditions

USS: Universities Superannuation Scheme: PENSION SCHEME 9.6% ee, 21.1% er contribution rates

Standard week: 35 hours; all staff are expected HOURS OF WORK to work such hours as necessary for the proper discharge of the duties

29 days annual leave plus 4 closure days plus 8 ANNUAL LEAVE bank holidays

9 calendar months’ probation period, 1 calendar PROBATION month notice during this period

3 calendar months by employees NOTICE PERIOD 3 calendar months by the University

0 to 3 months service: 1 month full pay

3 to 12 months service: 2 months full pay and SICK PAY then 2 months half pay SUBJECT TO FOLLOWING CORRECT 1 to 3 years’ service: 3 months full pay and then NOTIFICATION PROCEDURES 3 months half pay 3 + years’ service: 6 months full pay and then 6 months half pay

For staff reaching 25 or 40 years of continuous

service, LONG SERVICE AWARDS £400 vouchers (shopping/holiday/leisure) or 5 days annual leave (pro rata for part-time staff)

Application Process

HOW TO APPLY For further information and details of how to apply, please visit https://www.dixonwalter.co.uk/opportunities/head- of-integrated-planning/ or contact Kiersten Avery, who is managing the recruitment exclusively, at Dixon Walter as follows: Email: [email protected] or call on 07881 344 559

Closing date for application is Tuesday 10th November 2020

Final Interviews are scheduled to be held virtually or at the University of Manchester, depending on government advice on 24th, 26th or 27th November 2020,

As an equal opportunities employer, we welcome applicants from all sections of the community regardless of gender, ethnicity, disability, sexual orientation and transgender status. As black, Asian and minority ethnic (BAME) candidates are currently under-represented at this level in this area, we would particularly welcome applications from BAME applicants. All appointments will be made on merit.

Applications should be made via email to [email protected] by Tuesday 10th November 2020 and must include on separate documents:

1. a letter of application setting out your interest in the role and details of how you match the person specification (no more than 500 words)

2. a comprehensive curriculum vitae (CV)

3. details of three referees and your current remuneration (Referees will not be contacted without your permission)

4. a completed Equal Opportunities form (available on the Dixon Walter microsite, located under the University Logo on the Righthand side of the page: https://www.dixonwalter.co.uk/opportunities/head-of-integrated-planning/

Following receipt of your application, you will receive an acknowledgement from Dixon Walter. Within this response, you will be required to provide consent under the GDPR, general data protection regulations. If you fail to provide this consent your application will not be processed further.

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