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
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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
College Board
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 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 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
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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.)
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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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