The Functions of Academic Council
Within the general policy of the Blue Sky Campus and subject to the ultimate responsibility of the Board and to the responsibilities of the Board of Directors, the Academic Council shall exercise the following functions:-
(i) The maintenance of academic standards within the Campus, and the planning, co-ordination, development oversight, validation and review of the curriculum and all academic work of the Campus and advising the Board on the resource implications of such planning.
(ii) The making of recommendations to the Board relating to the academic structure and organisation of the BSC.
(iii) The fostering and maintenance of close connections with other educational establishments and organisations.
(iv) The making of recommendations to the board for the establishment of advisory committees as it deems to be necessary.
(v) The oversight of all arrangements for teaching in the Campus.
(vi) The regulation of the academic conditions for the admission of students to and their progression within the Campus.
(vii) The regulation of policies and procedures for assessment and examination of students within the Campus.
(viii) The appointment and removal of internal and external examiners.
(ix) The power to confer the award of academic qualifications, prizes or other distinctions including honourary academic titles as may be agreed with the board.
(x) The development of teaching methods and activities.
(xi) The giving of advice on the arrangements for the appointment and promotion of teaching staff.
(xii) The making to the Board of such reports and recommendations as the Academic Council may consider appropriate on any academic and related matters including those matters referred to the Academic Council by the Board.
(xiii) The exercise of any other functions which may be delegated to it by the Board or referred to it by the Chairman.
Job Description for Members of Academic Council
Responsible for: All Academic staff within the Campus
The Primary Purpose of AC
Members are the prime movers in creating, inspiring and embodying the Blue Sky Campus, securing its Mission Statement with all academic members of the Campus community and ensuring an environment for teaching and learning that empowers both staff and students to achieve their highest potential whilst giving due regard to the teaching, leadership and management needs of the Campus.
This job description may be amended at any time following consultation between the Members and Board of Directors.
Key Areas of Responsibility
1. Shaping the Future
Working with the Board of Directors to create a shared vision and strategic plan which inspires and motivates pupils, staff and all other members of the Campus community. This vision should express core educational values and oral purpose and be inclusive of stakeholders’ values and beliefs. The strategic planning process is critical to sustaining Campus improvement and ensuring that the Campus moves forward for the benefit of its students.
- Ensure the BSC vision for the Campus is clearly articulated, shared, understood and acted upon effectively by all.
- Work within the Campus community to translate the vision into agreed objectives and operational plans, which will promote and sustain Campus improvement.
- Demonstrate the distinctive vision and values in everyday work and practice.
- Motivates and works with others to create a shared culture and positive climate.
- Ensure creativity, innovation and the use of appropriate new technologies to achieve excellence.
- Ensure that the strategic planning takes account of the diversity, values and experience of the Campus and community at large whilst maintaining the distinctive nature of the Campus.
2. Leading Learning and Teaching
Members have a central responsibility for raising the quality of teaching and learning and for students’ achievement. This implies setting high expectations, monitoring and evaluating the effectiveness of learning outcomes. A successful learning culture will enable students to become effective, enthusiastic, independent learners, committed to life-long learning.
- Ensure a consistent and continuous Campus-wide focus on students’ achievements, using data and benchmarks to monitor progress in every student’s learning.
- Ensure that learning is at the centre of strategic planning and resource management.
- Establish creative, responsive and effective approaches to learning and teaching.
- Ensure a culture and ethos challenge and support where all students can achieve success and become engaged in their own learning.
- Demonstrate and articulates high expectations and sets stretching targets for the whole Campus community.
- Implement strategies which secure high standards of behaviour and attendance within the Campus.
- Determines, organises and implements a diverse, flexible curriculum and implements effective assessment framework.
- Takes a strategic role in the development of new and emerging technologies to enhance and extend the learning experience of students.
- Monitors, evaluates and reviews classroom practice and promotes improvement Strategies.
- Challenges underperformance at all levels and ensures effective corrective action and follow-up.
3. Developing Self and Working with Others
Effective relationships and communication are important in headship as Members work with and through others. Effective Members manage themselves and their relationships well. Headship is about building a professional learning community that enables others to achieve. Through performance management and effective continuing professional development practice, the Member supports all staff to achieve high standards. To equip themselves with the capacity to deal with the complexity of the role and the range of leadership skills and actions required of them, Members should be committed to their own continuing professional development, including distinctive training and development in Campus Academic issues.
- Treat people fairly, equitably and with dignity and respect to create and maintain a positive Campus culture within BSC.
- Build a collaborative learning culture within the Campus and actively engage with other institutes to build effective learning communities.
- Develops and maintains effective strategies and procedures for academic staff induction, professional development and performance review.
- Ensure effective planning, allocation, support and evaluation of work undertaken by teams and individuals, ensuring clear delegation of tasks and devolution of responsibilities.
- Acknowledge the responsibilities and celebrate the achievements of individuals and teams.
- Develops and maintains a culture of high expectations for self and for others and take appropriate action when performance is unsatisfactory.
- Regularly review own practice, sets personal targets and take responsibility for own personal development.
- Manages own workload and that of others to allow an appropriate work/life balance.
- Manages and organises the Campus environment efficiently and effectively to ensure that it meets the needs of the curriculum and health and safety regulations.
- Ensure that the range, quality and use of all available resources is monitored, evaluated and reviewed to improve the quality of education for all students and provide value for money.
- Use and integrate a range of technologies effectively and efficiently to manage the Campus.
5. Securing accountability
With values at the heart of their leadership, Members have a responsibility to the whole Campus community. In carrying out this responsibility, Members are accountable to a wide range of groups, particularly students, parents, Board of Directors and the Local Authority. They are accountable for ensuring that students enjoy and benefit from a high quality education, for promoting collective responsibility within the whole Campus community and for contributing to the education service more widely.
- Develops an institute ethos which enables everyone to work collaboratively, share knowledge and understanding, celebrate success and accept responsibility for outcomes.
- Ensures individual academic staff accountabilities are clearly defined, understood and agreed and are subject to rigorous review and evaluation.
- Works with the governing body (providing information, objective advice and support) to enable it to meet its responsibilities.
- Reflect on personal contribution to Campus achievements and take account of feedback from others
6. Strengthening Community
Campus exist in a distinctive social context, which has a direct impact on what happens inside the Campus. Academic leadership should commit to engaging with the internal and external Campus community to secure equity and entitlement. Members should collaborate with others in order to share expertise and bring positive benefits to their own and other institutes. They should work collaboratively at both strategic and operational levels with parents and others for the well-being of all students. Members share responsibility for leadership of the wider educational system and should be aware that Campus improvement and community development are interdependent.
- Builds a Campus ethos culture and curriculum which takes account of the richness and diversity of the Campus’s communities, whilst maintaining the distinctive nature of the Campus.
- Creates and promotes positive strategies for challenging racial and other prejudice and dealing with racial harassment.
- Ensure learning experiences for students are linked into and integrated with the wider community.
- Ensure a range of community-based learning experiences, building on links.
- Collaborate with others in providing for the academic, spiritual, moral, social, emotional and cultural well-being of students and their families.
- Creates and maintains an effective partnership with parents and guardian to support and improve students’ achievement and personal development.
- Seek opportunities to invite parents and guardian, community figures, businesses or other organisations into the Campus to enhance and enrich the Campus and its value to the wider community.
- Contribute to the development of the education system by, for example, sharing effective practice, working in partnership with other institutes and promoting innovative initiatives.