Responsibilities and profile for Head of Masters / Graduate School / ArtEZ University of the Arts 

The head of a Masters programme is responsible for developing the entire Masters programme. They are a visionary, who brings artistic, educational, pedagogic, and organisational strengths to the conception, implementation and the management of the programme. They are the lead visionaries who implement the vision of the programme through a variety of activities that achieve the vision towards different outputs, outcomes, impacts and transformations.

Towards this leadership role, they would be primarily responsible for:

  1. Content Development and intellectual and research growth of the Programme, ensuring that the course is updated, made future-proof, has a strong sense of didactics and pedagogy, and a crucial understanding of the form, format, and function of their education practices.

  2. Creating a clear brand, identity, and narrative for their programme and highlighting the innovative, the excellent, and the new elements that are being built; creating a space for experimentation and expanding the scope of learning and education on an annual basis.

  3. Financial and resource sustainability, which includes strategic financial planning and overview on the mid and long term course. Working with the staff to ensure good fiscal strength and looking at avenues through which to expand the financial corpus – through collaborations, networking, community building and grant writing.

  4. Staffing and Personnel Management for the Programme, including building the staff to delegate the implementation tasks, looking after the staff development and growth, and mentoring the staff and faculty in different capacities towards their self-identified and programmatic goals.

  5. Expanding the course to become a programme, by inventing, introducing, and implementing different events to supplement and strengthen the pedagogy of the Programme.

  6. Accreditation and Validation, ensuring that the programme is adequately validated, accredited and in compliance with the existing structural, institutional, and legal frameworks.

  7. Expansion of the networks through collaborations, exchanges, partnerships, and other forms of networked collectives, by presenting their ideas and also representing their programmes in these for a.

  8. Future Viability and sustainability of the students and their own programme, ensuring the documentation and outreach to the alumni, providing clear future pathways to students for their practice after the programme, and finding opportunities for the students to enter into different art and knowledge markets based on their orientation.

  9. Externalisation of their programmatic processes, thus making sure that their pedagogy, their vision, their working structures, their processes of intake, advertising, communication, student care, student placement, monitoring and evaluation are documented and benchmarked.

  10. Policy crafting that includes internally and externally, providing a clear policy on different visions and growth potentials

  1. Internationalisation strategies which are tied closely to the Instellingsplan at ArtEZ- looking at conditions of hosting, integration, accommodation, sustainability, and hospitality for internationalisation.

  2. Diversity strategies and approaches to achieve and define diversity at different terrains –including but not limited to gender, sexuality, race, ethnicity, language, nationality, intellectual thought, academic cannon, range of practices.

  3. Mentoring and collaboration inside the institution – ensuring that the programmes do not work in a silo, but are continuously in conversation with, helping grow, and sharing best practices between other similarly aligned programmes in the university. This also entails, but is not limited to sharing of resources, exchange of intellectual ideas, benchmarkingadministrative best practices, and helping other programmes to achieve ‘Excellence’ .