1. 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

2. PRESENTATION OUTLINE Introduction Definition of terms Appointments of Heads Roles & Responsibilities Weakness in the System A way out Conclusion

3. 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

4. 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.

5. 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).

6. 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;

7. 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;

8. 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.

9. 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.

10. 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.

11. 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).

12. 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;

13. 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;

14. 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.

15. WEAKNESS IN THE SYSTEM Short term of office; Rotational problem; Election versus Appointments of officers; Quality of leadership; Substantive versus Acting position; Inadequate funding

16. WEAKNESS IN THE SYSTEM (cont.) Inadequate Staffing Run down infrastructure Bureaucracy Poor information flow High administrative cost

17. 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.

18. 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.

19. 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

20. 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

21. 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

22. 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;

23. 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

24. 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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