ROLES OF HEADS AND DEANS IN THE ADMINISTRATION OF THE UNIVERSITY

A PRESENTATION AT THE WORKSHOP FOR PROVOSTS, DEANS & HODS

BY

KOBBY YEBO OKRAH REGISTRAR

February 19, 2013 At 10:00.a.m.Conference Room, Great Hall

PRESENTATION OUTLINE

• Introduction • Definition of terms• Appointments of Heads• Roles & Responsibilities• Weakness in the System• A way out• Conclusion

INTRODUCTION

• Governance of Higher Education by Committee System

• Major Committees- Council, Academic Board, Welfare Service Board & their Sub-CommitteesCollege BoardFaculty Board/ Departmental Board

DEPARTMENT• A Department is an establishment that has

responsibility for undergraduate and graduate level teaching and research.

• The HOD is appointed by Council on the recommendation of the Academic Board.

HOD’S TERM OF OFFICE

• A Head of Department shall hold office for a term of up to two years subject to re-appointment for another term of two years for a Professor and one year subject to re-appointment for another term of one year for other categories of Senior Members (Academic).

ROLES AND RESPONSIBILITIES(Cont.)

• Subject to the powers of the Faculty/School Board and the Academic Board, a Head shall have the following responsibilities:

– Organizing the approved teaching and research program of the Department and ensure that the research is carried out;

– Maintaining acceptable standards of teaching and any other academic work;

ROLES AND RESPONSIBILITIES(Cont.)

–Providing for examinations of students;– Liaising with the Dean of the Faculty/School in

matters affecting the Department;–Convening meetings of the Department for

purposes of planning and evaluating activities of the Department;–Providing leadership, maintaining and

promoting efficiency and good order in the Department in accordance with the policies and procedure of the University;

ROLES AND RESPONSIBILITIES(Cont.)

–Advancing and promoting generally the well-being of the Department and persons engaged in the Department; and,

–Being responsible for the general administration of the Department in respect of human, financial and material resources of the Department within the general framework of the University policy.

FACULTY/SCHOOL/INSTITUTE

• A Faculty is a collection of related Departments, Centers and Institutes as specified in the Schedule C2 of the Statutes of the University.

APPOINTMENT OF DEAN

• A Faculty is headed by a Dean who is appointed amongst the Academic Senior members of the Faculty (for a 3-Tier College) who are Professors( other lower category of Senior members –Academic may be considered) in accordance with the provisions of Schedule E of the University Statutes.

TERM OF OFFICE

• The term of office of a Dean is two years subject to re-election and re-appointment for another term of two years for a Professor and one year subject to re-election and re-appointment for another term of one year for other lower categories Senior Members (Academic).

ROLES AND RESPONSIBILITIES

• The Dean is responsible to the Provost ( for a 3-Tier College) and has the following responsibilities:– Providing leadership to the Faculty; – Maintaining and Promoting efficiency and good

order of the Faculty in accordance with the policies and procedures of the University;

– Ensuring that the approved program and services of the Faculty are duly carried out by its members;

ROLES AND RESPONSIBILITIES(Cont.)

–General administration of the Faculty in respect of human, financial and material resources of the Faculty within the general framework of the University;

–Recommending Staff for appointments and promotions;

–Administering graduate training and ensuring that adequate facilities are available for research in their respective disciplines;

ROLES AND RESPONSIBILITIES(Cont.)

–Maintaining discipline in the Faculty in accordance with approved regulations;

– In collaboration with the Provost, liaising with industries, professional associations/ institutions and similar bodies and organizing consultative meeting of Faculty members and industrial experts in the various professional fields within the Faculty; and,

– In consultation with Heads Department, liaising with other Faculties for organization of common courses.

WEAKNESS IN THE SYSTEM

• Short term of office;• Rotational problem;• Election versus Appointments of officers;• Quality of leadership;• Substantive versus Acting position;• Inadequate funding

WEAKNESS IN THE SYSTEM (cont.)

• Inadequate Staffing• Run down infrastructure• Bureaucracy• Poor information flow• High administrative cost

A WAY OUT

• Review of Term of office up to 3 years plus 2 years( Professor) as to allow for effective planning and policy development

• Appointment of substantive Directors for Institutes/Research Centres by Advertisement with Term of office and renewals instead of adhoc/rotational system currently in place.

A WAY OUT( Cont.)

• Rotation system must be reviewed/abolished and appointment by merit and not by position and pecking order instituted

• Review of procedure for Deanship appointment by interview through adverts as done with SMS/KSB/Law/ Dental School, etc.

A WAY OUT

• Headship/Deanship appointment without substantive holders be termed as Acting;

• Mandatory training, both internal/external( GIMPA/MDPI) be organized for all new appointees to positions of responsibility;

• Income generation through consultancies/Research & development activities to meet funding shortfalls etc

A WAY OUT(Cont.)

• Aggressive/conscious/systematic programme or policy on Staff recruitment/ Staff training & development

• Proper delineation of lines of communication and information flow in the Faculty/Department

• Determination of critical mass of Administrative support Staff for the colleges/Faculty/Department

A WAY OUT(Cont.)

• Provision of Faculty officers at the level of AR/SAR to Faculties/Institutes

• Freeing Deans/HODs/Directors of mundane administrative chores for critical Academic policy development and research & development programmes/consultancies

CONCLUSION

• The world of learning and the comity of academics are dynamic and changing rapidly;

• KNUST cannot continue to play the ostrich and hope to be at the table of men of repute and international recognition in the world of academia;

• KNUST stays at post and lives in the past at its own peril;

CONCLUSION (Cont.)

• KNUST has what it takes and the technological know-how and advantage to be a world class university – a Centre of Excellence for Science and Technology Education and Training;

• KNUST is far but no further in its search to become a university of Destiny

CONCLUSION

• KNUST as a system has its own challenges and aspirations. It would need the bold and pragmatic policy shift and concerted effort of all in order to realize its vision: Advancing knowledge in Science and Technology for sustainable development in Africa.

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