Deputy Vice Chancellor Academics

Key Accountabilities

• Strategic Academic Leadership and Governance
• Provide strategic direction and oversight for transformative teaching, learning and research across schools and departments. Translate the academic components of the University’s Strategic Plan into implementation priorities, measurable outcomes and an academic development strategy that strengthens institutional competitiveness and global relevance.
• Lead the development of academic policies and regulations and oversee the implementation of University Senate decisions. Represent and advocate for the academic portfolio, preserving USIU-Africa’s distinctive character, academic freedom and institutional ethos.
• Provide regular reports to Council, Senate and the Management Board and technical advice to management. Use reliable academic performance data to assess progress, identify risks and direct improvement.
• Academic Excellence and Programme Relevance
• Review existing programmes and lead the development and approval of new curricula against future skills, industry needs, labour market demand and emerging disciplines. Maintain a relevant, high-quality and financially sustainable programme mix across all levels.
• Strengthen competency-based education, experiential learning and interdisciplinary programmes. Ensure graduates develop practical capabilities, problem-solving skills and professional judgement that support employability and effective participation in the market.
• Work with deans to improve teaching effectiveness, assessment quality and student learning outcomes. Embed clear learning outcomes, rigorous assessment and continuous evaluation in programme delivery.
• Ensure qualified academic personnel, learning resources and academic information resources support effective delivery. Use employer and graduate feedback, alongside academic evidence, to inform programme renewal and skills development.
• Student Success and Inclusive Learning
• Collaborate with deans and the Deputy Vice Chancellor, Student Life to improve retention, academic progression and timely graduation. Strengthen academic advising, mentoring, inclusive learning and coordinated support that identifies and addresses barriers to achievement.
• Use progression, attrition, completion and learning outcome data to target interventions and evaluate their effectiveness. Build academic environments in which students from diverse backgrounds can participate, develop confidence and realise their potential.
• Connect academic learning with practical experience and career readiness, collaborating across the University to improve graduate employability and students’ transition beyond their studies.
• Research and Innovation Leadership
• Set a clear strategic direction for research and innovation that reflects the University’s priorities and connects scholarship with societal and industry needs. Lead through deans and academic leaders to strengthen research quality, outputs and impact.
• Integrate research into teaching and programme development, expanding research-led programmes and postgraduate pathways. Strengthen postgraduate supervision, researcher development and the connection between inquiry, learning and practice.
• Champion interdisciplinary research and programme development, bringing schools and disciplines together to address complex problems and emerging areas of knowledge. Create opportunities for collaborative projects that connect faculty expertise with student learning.
• Promote student innovation, problem solving and entrepreneurial thinking through inquiry, applied projects and opportunities to develop and test ideas. Support an academic culture in which experimentation and the practical application of research are encouraged.
• Facilitate publication and dissemination of research findings and strengthen research support, including the development of proposals and research collaborations. Work with relevant University functions to support funding opportunities and the responsible translation of research into practical benefit.
• Oversee research ethics management and related research functions within the academic portfolio. Uphold research integrity, responsible conduct and appropriate ethical review, working with the relevant institutional mechanisms.
• Digital Transformation and Flexible Learning
• Lead the academic adoption of appropriate technologies and expand flexible, online and hybrid learning options where they enhance access, programme quality and student outcomes.
• Work with deans and technology teams to strengthen digital pedagogy, faculty capability and accessible learning resources. Ensure digital delivery supports meaningful engagement and rigorous assessment rather than simply transferring existing content online.
• Use learning analytics and academic information systems to monitor engagement, progression and learning outcomes, identify emerging concerns and guide timely academic support. Evaluate the effectiveness of digital initiatives and uphold confidentiality and responsible use of data.
• Academic Quality and Accreditation Collaboration
• Hold deans accountable for the quality of teaching, research and assessment within their schools. Ensure academic standards meet regulatory requirements and that programme review and improvement are supported by credible evidence.
• Collaborate with the quality assurance and accreditation liaison functions on review readiness, evidence requirements and academic corrective actions. Ensure schools provide timely, accurate documentation and implement agreed improvements for the concurrent American and Kenyan accreditation reviews.
• Maintain clear accountability for academic delivery through deans and academic leaders, while preserving the independence of institutional quality assurance and accreditation liaison arrangements. Use independent review findings to guide academic improvement.
• Academic Administration
• Strengthen academic administration and the performance of schools and departments within the portfolio. Plan the academic calendar and ensure adherence to teaching schedules, examinations and holidays.
• Coordinate University examinations and oversee policies relating to student academic standards, student discipline and academic personnel discipline, working with relevant University functions and applying fair procedures.
• Collaborate with the Deputy Vice Chancellor, Student Life in planning University graduation ceremonies.
• Leadership and Management
• Lead and manage senior academic leaders, setting clear expectations for academic performance, research development and student success. Mentor, coach, supervise and evaluate direct reports and build an effective, accountable academic leadership team.
• Oversee academic recruitment and evaluation through appropriate leadership and institutional processes. Support faculty development and mentorship that strengthen teaching, assessment, research and digital learning capability.
• Build a culture of collaboration, inclusion, integrity and innovation. Lead change across the academic enterprise, address performance concerns constructively and support senior leaders to deliver agreed priorities.
• Resources and Global Academic Collaboration
• Develop and manage the annual budget for the Transformative Teaching, Learning and Research portfolio. Align expenditure, academic staffing and learning resources with agreed outcomes and institutional sustainability.
• Lead planning for academic resources, including those provided through the Mastercard Foundation, in collaboration with the relevant University functions.
• In collaboration with the Director of Advancement and relevant academic leaders, develop and support joint programmes, exchange opportunities and international academic collaborations that strengthen global connectivity, programme quality and research.
• Contribute academic expertise to the development, implementation and review of partnerships in support of the University’s mission and vision.
• Candidate Profile
• The successful candidate will combine scholarly credibility with executive capability and a record of leading academic transformation. They will be able to lead senior people, use evidence to make decisions and connect academic excellence with student success, innovation and global relevance.
• Academic and Professional Qualifications
• Doctor of Philosophy in the field of specialisation from a recognised University or equivalent.
• At least the rank of Associate Professor.
• Relevant professional qualification and membership of a relevant professional body.
• Experience and Knowledge
• Over thirteen years of relevant experience, with over five years in management, three of which should be at senior management level in a similar organisation.
• A record of teaching, service and scholarship consistent with tenure, and a track record of successful academic leadership.
• Broad and detailed knowledge of higher education and its changing landscape, including curriculum relevance, assessment of learning and institutional and programme accreditation.
• Evidence of leading senior academic leaders and working across disciplines to improve teaching, research, student outcomes and organisational performance.

Knowledge and Skills

• Strategic and operational planning:
• Translate institutional ambitions into long-term, integrated plans, clear priorities and measurable academic outcomes.
• Data-driven decision making:
• Interpret teaching, assessment, progression, completion, employability and research data to identify trends, direct interventions and assess results.
• Academic transformation:
• Review programmes against industry needs and future skills, strengthen practical and interdisciplinary learning and improve assessment quality.
• Research and digital learning leadership:
• Connect research with teaching and postgraduate development, support innovation and guide effective adoption of online, hybrid and flexible learning.
• Business and financial acumen:
• Exercise sound financial judgement, manage resources and balance academic priorities with institutional sustainability.
• Communication and collaboration:
• Listen and communicate clearly, articulate the University’s vision and work effectively with academic, professional and external stakeholders.
• Academic quality and accreditation:
• Evaluate programme quality, lead academic improvement and work constructively with independent assurance and accreditation functions.
• People and culture leadership:
• Lead and manage deans and other senior academic leaders with approachability, clear accountability and the courage to make difficult decisions. Develop faculty capability and mentorship.
• Interdisciplinary collaboration:
• Build commitment across schools, connect expertise and champion joint research and programme development.
• Governance and integrity:
• Demonstrate executive presence, high ethical standards and sound judgement; respect academic freedom, research ethics and independent assurance.
• Innovation and change leadership:
• Anticipate changes in higher education, challenge practices that limit learning or performance and create an environment that supports experimentation and improvement.
• Inclusive and student-centred leadership:
• Build teaching, learning and research environments that respond to a diverse campus community and connect academic excellence with student success.
• Global outlook and institutional advocacy:
• Build academic connectivity and represent the University’s ambitions persuasively while collaborating with those responsible for Advancement and external relationships.