ROLES OF HEADS AND DEANS IN THE ADMINISTRATION

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-Committees ü College Board ü Faculty 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 wellbeing 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 C 2 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 reappointment for another term of two years for a Professor and one year subject to re-election and reappointment 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.

h T k n a u o y 25