1.1. A successor to the Head of School should be offered an appointment six months prior to the incumbent stepping down.

1.2. Participation in preparatory training should be a requirement for appointment.

1.3. Training for the position of Head of School may include a period of working closely with the incumbent to gain an understanding of the particular position.

1.4. The training period should also include undertaking a formal review of the performance of the School in relation to the planning process.

2.1 Preparatory training for the role of Head of School should focus on training in leadership and management competencies including corporate governance issues. Training needs to provide Heads of School with a clear definition of their role and accountabilities.
2.2 Specific knowledge and skills development training for new Heads of School will include such things as understanding legislative and statutory responsibilities, OHS due diligence, financial management, conflict & grievance management, career development, time management and gender awareness.

2.3 On-going training for Heads of School will be offered that mirrors the new management capability development program for Senior Managers Levels 10-14 through the AGSM.

2.4 Consideration should be given to offering a leadership development program for future Academic leaders; Peers, Heads of School and Senior Management have a role in identifying suitable candidates.

2.5 On-going fundamental support for Heads of School is required, including mechanisms to develop a community of Heads of School and to enhance communication through the Dean and VCAC/SMG.

2.6 Adequate high level administrative support must be provided to directly support Heads of School. The administrative support should be provided by a dedicated staff member, a Level 6/7 or above.

3.1. The term of appointment for a Head of School will be three years with the option to renew for a further three years.

4.1. Clear incentives in terms of such issues as management and leadership development and training and adequate Head of School allowance, should be offered to encourage academic staff to undertake the role of Head of School.

4.2. Heads of School should be expected to take SSP at the end of their term to academically rehabilitate themselves.

4.3. Successful service as a Head of School should be formally recognised as significant service to the UNSW community for the purposes of promotion.

4.4. In large Schools the option of providing financial support for a post-doctoral fellow so that the Head of School’s research activities may continue, is reasonable. This may be an alternative to the dedicated administrator listed in item 2.5 above.

4.5. The option of providing financial incentives for meeting specific targets beyond the normal expectations of a Head of School role, would be a desirable development.

5.1. Ensure implementation of the gender equity project includes measures to involve women in management roles including Head of School.

5.2. Training of Heads of School to include issues on the dynamics of gender within the academic workplace, through specific briefings on key relevant issues arising from the gender equity project and through the incorporation of a gender perspective within other programs. For example, the provision of specific training to support Heads of School to assist staff in managing work/life balance issues; the inclusion in career development training of the need for active encouragement of women to consider promotion, or ensuring coaching and mentoring training reflects the different needs expressed by women and men. This training will be incorporated into a general training program for Heads of School as outlined in point 2.2.

6.1. Consider the development of a more defined career path or method of using skills developed by Heads in University-wide coordination of various projects.