1. business and industrial
2. business operations
3. human resources

UTS POSITION DESCRIPTION
UTS:HUMAN RESOURCES
Position Title
Unit/Division or Faculty
Current HEW Level
Deputy Director
Innovation and Creative Intelligence Unit, Provost
Senior Staff Group (SSG1)
POSITION PURPOSE
The Deputy Director, Innovation and Creative Intelligence is responsible for the operational
management, business planning and strategic development of the Innovation and Creative
Intelligence Unit. The Deputy Director participates in the key decision making processes of the
Unit, and with the Unit Director, is responsible for the day-to-day management of key business
and administrative processes, development and implementation of programs under the UTS
Innovation and Creative Intelligence Strategy (UTS ICI Strategy), and building UTS’s national and
international profile as a leader in creative industries, creative innovation and creative
intelligence.
With the Director, the Deputy Director is the Unit’s senior management team and will
contribute to shaping the Unit’s direction and ongoing development and implementation of the
UTS ICI Strategy. The Deputy Director is also responsible with the Director for supporting the
Provost, who has overall responsibility for the UTS ICI Strategy, and Assistant Deputy ViceChancellor (Innovation), who oversees implement of key elements of the strategy.
ENVIRONMENT AND DIMENSIONS
University Annual Operating Budget: $670 million
UTS Students: 36,000 EFTSL
UTS staff: 3,110 FTE
Unit Operating Budget (2015): $2.07 million
Unit staff: 10 FTE, including current and planned
Creative Industries Innovation Centre staff: 15 FTE
UTS has a vision to be a world-leading university of technology. We are an Australian university
with an international focus, and we take pride in being a vibrant, diverse and practice-oriented
organisation. We are passionate about our commitment to learning and innovation that is
relevant to today's world, and benefits local and international communities. UTS has more than
36,000 students, including 9,400 international students, and over 3,000 staff, with eight faculties
and a range of research strengths and centres, and support units. UTS is one of five members of
the Australian Technology Network of universities.
The Innovation and Creative Intelligence Unit leads the development and implementation of the
UTS ICI Strategy. The ICI Strategy is a pan university initiative harnessing and integrating UTS’s
existing strengths in creativity, technology and innovation to develop an exceptional knowledge
offering for students, faculty and the public and private sectors. The ICI Strategy is building
UTS’s national and international profile as a leader in the creative industries, creative innovation
and creative intelligence, and provides a strategic framework for deploying new knowledge,
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technologies and practices to support innovation and creativity in partnership with industry.
More information on key initiatives can be found on UTS’s website, www.creative.uts.edu.au.
In addition to the ICI Strategy, the Innovation and Creative Intelligence Unit oversees UTS’s
hosting agreement for the Creative Industries Innovation Centre (CIIC). The CIIC supports the
business of creative enterprise by providing business advisory services nationally. It is part of
the federal Department of Industry’s Entrepreneurs’ Infrastructure Programme, and is
supported by UTS.
UTS is currently developing the next iteration of the ICI Strategy, which includes a wider
strategic focus on innovation and creativity activities that emphasise UTS’s distinctiveness.
Working closely with the Unit Director, the Deputy Director is pivotal to the successful
implementation and execution of the University’s innovation and creative intelligence
aspirations.
RELATIONSHIPS
Supervision
The Deputy Director reports directly to the Director, Innovation and Creative Intelligence. The
following positions currently report to the Deputy Director:
1.
2.
3.
4.
Finance Manager, Office of the Provost
Executive Officer, Innovation and Creative Intelligence Unit
Project Coordinator, Innovation and Creative Intelligence Unit
Manager, Strategic Research, Creative Industries Innovation Centre (day-to-day supervision
managed by the Centre Director)
5. Policy and Research Officer, Creative Industries Innovation Centre (day-to-day supervision
managed by the Centre Director).
The role also has direct and indirect supervisory responsibilities for casual staff and external
contractors.
Collaboration and Communication
Internal: Within the Innovation and Creative Intelligence Unit, the Deputy Director consults with
and advises the Director on the day-to-day operations and decision making of the Unit, and on
occasion will represent the Director at University and external meetings. The Deputy Director
also works closely with the Director in contributing to the overall strategic direction of the Unit
and ongoing research and development of the UTS ICI Strategy. Within the University, the
position develops and maintains positive working relationships and collaborates with colleagues
from the Senior Leaders Group, particularly the Assistant Deputy Vice-Chancellor (Innovation),
the Design Innovation Research Centre, staff from all central administration units, senior
management and staff from the Faculties, and the Creative Industries Innovation Centre team.
External: The Deputy Director collaborates with, and develops and maintains good working
relationships with senior representatives from a diverse range of industries, government at
Local, State, Federal and international levels, other tertiary and research institutions, funding
bodies, and suppliers.
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MAJOR RESPONSIBILITIES
Major Functions
Strategic planning and leadership
 Maintain awareness and current knowledge of broadranging industry and economic development issues
relevant to the development of the ICI Strategy,
Digital Creative Precinct, Sydney tech start-up
community, and related UTS innovation and creative
intelligence initiatives.
 Understand the University’s strategic objectives and
links between the Unit and University’s agenda.
 Provide advice to the Director and contribute to the
ongoing development of the ICI Strategy, key UTS ICI
related projects and platforms, and priorities.
 Translate the ICI Strategy into operational goals for
the Unit, develop operational plans and delivery
targets, and create a shared sense of purpose within
the Unit.
 With the Director, engage Unit staff in the strategic
direction of the Unit, encourage their contribution
and communicate expected outcomes.
 Gather, analyse and distil information from a wide
variety of sources, explore new ideas and different
viewpoints, and identify critical issues for the Unit
and ongoing development and implementation of the
ICI Strategy.
Operations and financial planning and management
 Consult with the Director and work closely with the
Finance Manager to develop and manage the Unit’s
strategic budget planning, budget analysis and
modelling, monitoring and recommendations,
reporting for line management use and activity
account management.
 Consult with the Director and develop, implement
and review the Unit’s plans, processes and change
initiatives for marketing and communication, finance
and human resources as required on an ongoing
basis.
 Lead and foster collaboration and teamwork across
the Unit and between the Unit and other functional
and academic areas, to ensure the success of crossinstitutional and cross-functional projects and
initiatives.
 Provide a well planned approach to managing Unit
programs, define high level operational objectives,
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Outcome
Estimated
% of Time
Shape and
deliver a
cohesive
implementation
plan for the UTS
ICI Strategy and
support the
Director in
developing
annual and
longer-term
strategic and
operational
plans.
20%
Ensure the
Unit’s
operations and
finances are
managed
professionally
and in a manner
consistent with
industry and
University
standards.
45%
Office
Use Only
lead staff in establishing clear plans, timeframes and
outcomes for project implementation, and monitor
and review progress, and manage performance.
 Ensure the Unit’s processes comply with the
University’s policies, standards and requirements, by
putting systems in place to establish and measure
accountabilities.
 Manage and advise the Director on risks that may
impede project delivery or outcomes and ensure key
stakeholders and staff are across all relevant issues.
 Ensure Unit staff are utilising sound project and
financial management practice in delivering Unit
activities.
 Ensure that the Unit’s physical and technology
resources are managed appropriately.
 Undertake other management duties, as delegated
by the Director.
Team Management and Development
 Undertake workforce planning processes, assisting
the Director to build complementary skills and
knowledge within the Unit, and engage in succession
planning.
 Work closely with Unit staff in times of change, to
ensure resources are deployed astutely and
responsibly, and optimised.
 Recruit and induct new Unit staff.
 Coach and mentor staff by providing them with
appropriate guidance and performance management.
 Provide and encourage staff to identify development
opportunities suited to their skills, interests and
ambitions.
Relationship Building and Representation
 Facilitate, develop and maintain productive working
relationships and exert positive influence in the
University’s professional and academic community,
encouraging cross-institutional and cross-functional
dialogue and collaboration.
 Develop and maintain effective professional
relationships, collaborations, and communication
with key internal and external stakeholders, including
government, industry, and the community, to
promote and progress the UTS ICI Strategy and
related UTS innovation and creative intelligence
activities.
 Participate in University and external forums, and
represent the Director at key events critical to the
delivery of the ICI Strategy.
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Provide highlevel human
resource
management,
including
management of
performance
management
frameworks.
15%
Represent and
promote the ICI
Strategy to
internal and
external
stakeholders,
and build UTS’s
national and
international
profile as a
leader in
creative
intelligence and
innovation.
20%
POSITION CHALLENGES
UTS is at the forefront of Australia’s creative future. Located in the Sydney Ultimo precinct and
surrounded by the largest concentration of creative and digital firms and technology start-ups in
Australia, UTS is building the campus of the future. UTS has delivered major innovation
programs through its partnerships with Government, other universities, industry and the
professions. The Director will be working in a fast-paced environment as UTS transforms under
through the leadership of a new Vice Chancellor.
UTS’s role as host to the Creative Industries Innovation Centre, now in its fifth year, has offered
UTS insights into the value of the creative industries and their significant contribution to the
Australian economy. UTS has partnered with the Centre to develop several of the initial
activities for the ICI Strategy, and similarly, UTS has supported the development of the Centre’s
initial, key national programs. In 2014, the Government mandated new arrangements and new
priorities through the Department of Industry’s Entrepreneurs’ Infrastructure Programme. The
Director will be working closely with the Centre during this transition, assisting the Centre
Director with change management.
Moreover, UTS has been leading and facilitating the establishment of a Digital Creative Precinct,
engaging with government, industry and local businesses to develop a strong, thriving and
innovative digital creative ecosystem.
Additional position challenges are:
 Thinking and acting across the University, being open and collaborative, and promoting and
engaging in productive and cooperative working relationships between academic, research
and professional colleagues.
 Achieving outcomes through influence in circumstances where direct authority is held
elsewhere.
 Managing complex and multiple implementation streams and administrative functions, from
the highly operational to the strategic, and balancing the needs and priorities of each with
sensitivity to resource requirements, business impacts, and relationships with stakeholders.
 Providing quality, well-researched and balanced advice.
 Balancing the operational and administrative requirements and priorities of a small team,
within a large, complex organisation with its own competing priorities.
AUTHORITY
Act autonomously within broad guidelines set by the Director and University Management,
and within the parameters of University policies and procedures. Financial delegation of
$20,000. The Deputy Director has broad discretion in the development and implementation
of practices within the Unit, and may approve budget expenditure for the Unit in
accordance with the position’s delegated financial authority.
HEALTH AND SAFETY
All staff must:
 take reasonable care of, and cooperate with actions taken to protect, the health and safety
of both themselves and others and
 follow specific health and safety procedures as directed
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Supervisors and managers of staff and facilities must:
 Thoroughly understand the UTS Health and Safety Management System, and how to
implement the UTS Health and Safety Policy and related risk management programs that
apply to the area of responsibility.
 Understand the major hazards, risks profile, compliance requirements and correct safe work
procedures in their area of responsibility, including the reporting of hazards and incidents.
 Ensure that staff members receive the necessary induction, training and instruction about
work health and safety.
 Assist the Director in developing, implementing and monitoring the local area Health and
Safety Plan.
 Fulfil any assigned responsibilities under the UTS and local area Health and Safety Plan,
including communication and consultation with stakeholders regarding work health and
safety risks in their area of responsibility.
 Demonstrate a proactive approach to health and safety by challenging unsafe
behaviour/attitude and providing leadership on work health and safety matters.
RECORDS MANAGEMENT
Staff members at a management level are responsible for overseeing the Records Management
Program for their faculty or area.
ORGANISATION CHART
Please see attached draft organisation chart that shows, in relationship to this position, the
position it reports to, direct reports and peers (where appropriate).
PROVOST
ASSISTANT DVC
INNOVATION
INNOVATION & CREATIVE
INTELLIGENCE UNIT
Innovation Research
 Professor
 Professor
 Senior Researcher
DIRECTOR
Deputy Director
DIRECTOR
Strategy & Core Programming
 Program Manager (from 1 July 2015)
 Finance Manager
 Executive Officer (to 30 June 2015)
 Project Coordinator
 Office Coordinator
 Manager Strategic Research
 Policy & Research Officer
 Research Assistant
 Data Assistant
 Administration Officer
 Business Advisors x 7 (appointed as
Adjuncts to UTS)
Pre-incubator & Precinct
 Manager, Innovation &
Entrepreneurship Special Projects
 Community Manager (Hatchery)
 Internship Coordinator
Curriculum
 Senior Lecturer
 Curriculum specialist
Department of Industry
Entrepreneurs’ Infrastructure
Programme Creative
Industries Innovation Centre
(CIIC)
 Project Officer
 Administration & Operations Officer
 Design Integration Program Manager
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KEY SELECTION CRITERIA
UTS: HUMAN RESOURCES
Position Title
Deputy Director
Unit/Division or Faculty
Innovation and Creative Intelligence Unit, Provost
Knowledge, Skills and Attributes
 Demonstrated knowledge and understanding of contemporary national and international
contexts for industry-oriented strategy, policy and program development, with specific
knowledge in the creative industries, innovation or creative intelligence highly desirable.
 Knowledge and awareness of new thinking, research, practices and technologies in the
national and international creative intelligence and innovation spheres, and their relevance
and application in the higher education sector.
 Excellent planning and organisational skills at the strategic and operational level, and the
capability to provide high quality, well informed strategic and operational advice, with a
consideration to implications for the wider organisation, government and industry.
 Strong interpersonal, negotiation, written and verbal communication skills, and the ability to
build and maintain positive and productive working relationships with diverse and
influential internal and external stakeholders, including staff, senior management,
government, industry and the community.
 Excellent knowledge and skills in program management and planning, including the ability to
research and analyse complex issues and problems, devise practical and feasible solutions,
manage multiple concurrent complex projects from initiation through to completion, and
monitor, review and assess outcomes.
 Personal attributes will include a high level of initiative and energy, flexibility, personal
integrity and accountability, the ability to work under pressure and to tight deadlines and on
multiple tasks.
Qualifications
 Undergraduate degree in an appropriate discipline.
 Postgraduate qualifications are highly desirable.
Experience
 Demonstrated extensive experience in:
o leading, managing and delivering cross-functional and cross-organisational projects, new
initiatives, and contracts with a track record in achieving desired outcomes consistent
with wider organisational strategic objectives and priorities
o building, leading, motivating and managing diverse and effective teams to achieve high
standards of performance, integrity, accountability, and team work
o financial and human resource management, including budget development,
management, forecasting and ongoing monitoring.
 Capacity to work effectively as a member of a senior executive team with political acumen,
particularly within government or the higher education sector.
 Successfully managing change in an organisation.
 Successfully working in partnership with business and industry, government and the
community.
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