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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 - PowerPoint PPT Presentation
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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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