ADDIS ABABA UNIVERSITY

Guideline for Selecting and Appointing Academic

Officers

Addis Ababa

November 2018
Table of Contents

I. Introduction ................................................................................................................................. 1
II. Definitions .................................................................................................................................. 3
III. Eligibility (Nomination) ............................................................................................................... 4
IV. General Capabilities Expected of Department Chairs, Deans and Directors ............................. 5
V. Procedures to Select Department Chairs/School Heads, Deans and Directors ......................... 5

1. Roles and Duties of the Search and Selection Committee .............................................. 5

2. Establishing Search and Selection Committee ................................................................. 7

3. Steps that Need to be Followed ....................................................................................... 7

4. The Weightage of the Selection Criteria for Department Chairs/School Heads, Deans
and Directors.................................................................................................................... 8

5. Selection and Appointment of Associate Deans and Associate Directors ..................... 10

VI. Appointment and Term of Office ............................................................................................. 12

1. Appointment and Term of Office for Deans/Directors .................................................. 12

2. Appointment and Term of Office for Departments/Centers Chairs and School Heads 12
VII.Criteria for Reviewing Performances of Department Chairs/School Heads, Deans and Directors
........................................................................................................................................ 12

1. Strategic Planning........................................................................................................... 13

2. Educational Programs and Assessment ......................................................................... 13

3. Management and Stewardship ...................................................................................... 14

VIII. Grievance and Complaint Handling ............................................................................... 14
IX. Phases in Selecting and Appointing Academic Officers ...............Error! Bookmark not defined.

X. Annex ........................................................................................................................................ 15

1. Duties and Responsibilities of College Deans (Article 103, AAU Senate Legislation,
2013) .............................................................................................................................. 15

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2. Duties and Responsibilities of Departments/Centers Chairs and School Heads (Article 109)
........................................................................................................................................ 18

3. Duties and Responsibilities of Directors of Research Institutes (Article 134) ...................... 21

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I. Introduction
On the prolonged-out-dated cryptic background and the so unresolved ideological layers of
signatures that have impinged and have taken place in the past, Addis Ababa University (AAU)
has attempted to undergo through several reforms using such strategic tools as Business
Process Reengineering (BPR) and Balanced Scorecard (BSC), to mention at least few. Currently,
the university is implementing Deliverology, a methodology that focuses on performances.
These management tools help to focus on achieving impacts and improving results but have
been implemented passively without recognizing and/or deliberately avoiding highly committed
and trained personnel of high calibre. It is believed that high calibre academic officers should
lead academic and research units and should implement the above methodologies and strategic
tools in order to improve students’ learning outcomes, research outputs, community services
and eventually ensure quality education. It is, therefore, with this view point that this guideline
has been prepared. The guideline will assist university decision makers to select and appoint
meritorious candidates/leaders to the various academic and research units. In preparing these
guidelines, the following documents and experiences were consulted.
1 Guidelines for Selecting and Appointing Academic Officers, AAU, 2012.
2 Addis Ababa University Senate Legislation, 2013.
3 Directive on Selection and Appointment of Leaders and Managers in Higher education
Institutions in Ethiopia 002/2017.
4 Experiences of some African, European, Asian and American universities.
Department Chairs/School Heads, Deans and Directors are universally required to be resourceful
and able to find unique workable solutions, and they must have proven experience in a
leadership role, and proven scholarly abilities, must be able to demonstrate familiarity with the
higher education sector in Ethiopia, and a thorough knowledge of the globalization and
internationalization of higher education.

AAU’s 2012 Guideline for Selecting and Appointing of Institute Directors, Deans and
Department/School/ Centre Chairs, gives due weights for rating to randomly selected peer,
student and top management consultation and lower rating to educational qualification,

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professional effectiveness and efficiency, personal file quality and teaching and research
experience. This is contrary to other countries experiences where productive seniority as a
professor and experiences are given due emphasis. In addition to this, although in the Guideline
Grievance and complaints committee is mentioned, it has never been exercised or even noted
by the staff members of the University.

Addis Ababa University should ascertain and occupy a position of trust and responsibility in the
community and has obligations to external organizations, government entities, donors, parents,
students, and the community to use its resources responsibly and, where required, for
designated purposes. In meeting its obligations, the Higher Education Proclamation and the
University expects all members of the University community particularly the leadership at
various positions to carry out their responsibilities with the highest level of integrity and ethical
behavior. Consequently, the strengths and commitments of leadership at various levels
including at the level of Departments, Colleges and Institutes play key role to discharge its
institutional obligations.

A leadership team that understands the educational policy of the country and striving to align
this with the short and long-term transformative goals and development programs of the
country can play an important role in the endeavours that are currently underway. More
importantly, it is a leadership that understands the professional and ethical responsibilities of
the University to the society and other stakeholders that would be able to play such a role.

Like any other modern higher education, all leaders in African universities and elsewhere could
no longer confine themselves to looking after the interests of their own institutions but had to
juggle these interests (and those of the academy more broadly) with national policy imperatives
and the growing expectations of citizens. The individual and collective leadership of a university
is no doubt central to building strong and sustainable institutions which are part of a robust
national system. Leaders (Chairs, Heads, Deans and Directors) professional performance,
management style, and personal conduct affect the welfare of each; the academic quality in

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terms of teaching and scholarship performance; the quality of life of its faculty; the professional
growth and fulfilment of its undergraduate and graduate students; and the internal and external
public image of the University. Consequently, the faculty members of the University must play
an essential role in the selection and appointment of the Dean, Director and Department Chair.

The present Guideline for selection and appointments is a revised version of the guideline
developed in 2012, which is basically conducted by a screening committee established for this
purpose. In this process, positions are advertised and potential candidates who meet the
requirements would apply and compete for the positions. This document contains definitions,
educational qualifications, and academic ranks, appointments and terms of offices, and criteria
for reviewing performance as well as the eligibility criteria. This Guideline also presents the
procedure for annual performance evaluation of the academic officers.

II. Definitions
The following definitions have been applied in this Guideline. Most of the definitions are
extracted from AAU Senate Legislation (2013).
1. ‘Academic officer’ shall mean an academic office bearer who is appointed to be in
charge of an academic unit or office through the process put in place for the purpose.
An academic officer may include but not limited to the following:
1.1. ‘Director’ shall mean the executive manager of University academic programs and
research offices and Institutes.
1.2. ‘Chief Executive Director’ shall mean an executive manager of the College of
Health Sciences.
1.3. ‘Scientific Director’ shall mean an executive officer of an Institute of Technology.
1.4. ‘Dean’ shall mean an executive manager of a college.

1.5. ‘Chair’ shall mean an executive manager of an academic unit such as a department

and center.
1.6. ‘Head’ shall mean an executive manager of an academic unit such as a school.

2. ‘College’ shall mean an academic unit of the University that coordinates and oversees
the academic, research, and community service activities of Departments/Schools and

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 Centers.
3. ‘Institute’ shall mean an academic unit of the University with the principal objectives of
carrying out multi-disciplinary research and publishing the results.
4. ‘Department’ shall mean a discipline-based and/or multidisciplinary academic unit
engaged mainly in teaching, research, and provision of community services.
5. ‘Center’ shall mean an academic unit that runs and/or coordinates programs of trans-
disciplinary nature.
6. ‘Screening and selection committee’ shall mean a committee established for the
purpose of screening and proposing candidates for an executive work at a college,
institute, school, department, center and other pertinent academic or research units.
7. ‘Seniority’ in the Department, College, Institute and other academic units is defined not
only in terms of longer stay but particularly with academic rank, research productivity
and other academic performances.

III. Eligibility (Nomination)

Whereas emphasis shall be placed on personal and professional integrity, ethical code of
conduct, sound judgment, knowledge and firm commitment to the reform process of the
University, and respect among peers and students. Also, while a special attention will be given
to women and disability; the candidates for nomination must:
a) be a full-time senior academic staff or professor of the units concerned (but not registered as
a student, not on any kind of leave, and not retired);
b) have demonstrated leadership in administration, research and teaching;
c) have served public Universities in Ethiopia for at least five years and the academic unit for at
least three years. In some special cases of meritocratic status, the service year required can
be compromised with the consultation of executive officers of the University;
d) be at least Assistant Professor but preferably PhD with an associate or full professor for
chairmanship and headship; Assistant Professor with PhD or equivalent preferably an
associate or a full Professor for directorship and deanship; MA/MSc for non-academic
offices;
e) have no ethical charges, disciplinary problems, misconducts and ill treatments of other

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 academics in a group or alone etc..
f) believe in and execute competence based diversity; and
h) be relatively well versed withthe policies, rules and regulations of higher education in general
and the AAU in particular.

IV. General Capabilities Expected of Department Chairs, Deans and Directors

The detailed duties and responsibilities of Department Chairs/School Heads, Deans and
Directors are annexed, in line with the AAU Senate Legislation. However, the following broad
capabilities expected of each are to be noted in the selection and appointment processes.

The academic officers should be able to do curriculum planning and development, staffing,
evaluation, budgetary administration, program assessment, development of partnerships
among internal and external constituents, and have diversity andconflict management skills.It is
expected that these leaders and managers would also have: (1) knowledge of the mission,
philosophy, and history of the institution, (2) learner/researcher-centered orientation, (3)
instructional/research leadership, (4)information and educational/research technologies, (5)
assessment and accountability, and (6) administrative preparation. Furthermore, they need to
possess democratic leadership quality, creative management, and fine-tuned human relation
skills; keep current with the world of higher education and the changes that are occurring not
only at one’s own institution but at other colleges/institutes and universities, as well possess the
constant thirst for knowledge, commitment to lifelong learning/researching, and the courage to
embrace change in the ever-evolving world of higher education.

V. Procedures to Select Department Chairs/School Heads, Deans and Directors

1. Roles and duties of the Search and Selection Committee
The Search and Selection Committee (SSC) has the following roles and duties:
1.1. The main role of the SSC is to assist the President in searching and selecting the
most suitable candidate for appointment as a Department Chair, Dean and
Director.
1.2. The role of the SSC is limited to selecting the top three candidates based on

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 predefined criteria. Then, the immediate manager will decide on the appointment
in consultation with the Vice President (in case of Department Chair) and the
President (in case of Deans and Directors).
1.3. The chairperson and the rapporteur of the search and selection committee shall
organize meetings and set working modalities of the committee including the
timeline for searching, screening and selection process.
1.4. The Search and Selection Committee shall:
a) Make sure the call for application (vacancy announcement) is advertised in print,
on the University Website, and sent to all members of the unit with the purpose
of getting more qualified and competent applicants.
b) Encourage potential candidates to apply for the position advertised;
c) Collect all required documents and credentials of candidates;
d) Keep the records of candidates who have applied for the position;
e) Prepare a list of names, unranked, whom the committee regards as eligible based
on the eligibility criteria;
f) Organize and facilitate presentation forums and review process where needed;
g) Collect points given by eligible voters based on the predefined criteria and
respective points;
h) Organize the report of evaluation and list of the candidates in the rank order;
i) Audit the selection process; and
j) Submit the summary report for decision and approval.
1.5. For the first call, if applicants are less than three in number, the committee can
extend the time of application by re-advertising the call for the second time. If the
committee still does not get the minimum no of applicants (three) for the second time,
the committee, in collaboration with the president (In case of Deans and Directors), or
the vice presidents (in case of department heads and center leaders) shall proceed to
screening and appointing applicants as far as applicants meet the minimum requirement
for the post
1.6. Member of the search and selection committee will not be a candidate to compete for

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the specific position for which it is established to facilitate the process.
1.7. The terms of office of the search and selection committee ends with the
appointment of the posts needed.

2. Establishing Search and Selection Committee

The Search and Selection Committee (SSC) members are appointed by the University
President for the positions of Deans and Directors. For the positions of the Associate
Deans and Department heads, the appointment is made by the Deans or Directors. The
SSC will normally have 5 members. However, depending on the size, academic and
research diversity of departments, colleges and institutes the number of committee
members could be 3-5.
2.7. The SSC will have five members which consist of:
a) Two senior academic staff members ;
b) The Administrative Manager of the College, or the Institute;
c) One representative of Administrative staff; and
d) Student representative.
2.8. The SSC will be chaired by one of the elected representatives of the academic
staff, and will be appointed by the President in case of Deans and Directors and by
the Deans or Directorsin case of Associate Deans and Department/ School/Unit
heads.
2.9. The SSCmembers will be chosen based on experience, expertise and diversity in
mind whilst striving for gender balance and diversity. Moreover, they shall be:
a) Willing and able to work hard/invest time for search;
b) Disciplined and organized;
c) Able to discharge responsibilities with full commitment, fairness and integrity;
and
d) Able to maintain confidentiality.

3. Steps that need to be followed

3.1. The search and selection committee selects the top three candidates based on
predefined criteria.

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 3.2. The President or Dean/Director will decide on the candidate to be appointed in
consultation with the Vice President (in case of Department Chairs) and the
President (in case of Deans or Directors).
3.3. The result at any stage shall be transparent and communicated to the concerned
community through possible media.

4. The Weightage of the Selection Criteria for Department Chairs/School

Heads, Deans and Directors
Whereas gender and disability shall be given due attention, the main criteria for nominating
and selecting are: Educational qualification and academic rank; work experience;
presentation of strategic plan and skills, and quality of personal file (record). However, person
specification derived from the job description and forms as well as personal stand out
qualities are considered for the selection process. The following is the explication of each
criterion and the respective weight for the scoring processes.

A. Educational Qualification and Academic Rank (35%)

Department Chairs/School Heads/Deans/Directors provide academic and strategic
leadership within their Department/Faculty/College/Institute. Thus, educational
qualification and academic rank are important facets that need to be considered in
selecting leaders. Accordingly, Department Chair should preferably be a senior
academic with at least a master’s degree or equivalent and Assistant Professor in a
relevant discipline; and Deanand Directorshould have the highest level of
qualification, doctorate degree or equivalent in a relevant discipline, preferably
associate professor or Professor. In exceptional circumstances, a master’s degree
with the rank of Assistant professor, coupled with substantial experience relevant to
the vacant position could be considered.
B. Work Experience(30%)
A Department Chairperson/Dean/Director is expected to be a passionate educator
and/or researcher with demonstrable capacity for academic and strategic
leadership, organizational management, communication and national and

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 international engagement with the external community.Working in a higher
education institution as a teacher and/or researcher is an important requirement,
and thus a candidate for Department Chairperson/Dean/Director position should
also have a considerable teaching and research experience in the higher education
context.
C. Presentation of the Strategic Plan to Strengthen the Respective Unit (30%)
These candidates shall present their proposal (strategic plan) of
transforming/strengthening their unit (College, Faculty, Research Institute,
School/Department, Center) to the elected academic staff and student
representatives, and members of the department/academic council. The academic
staff and student representatives and members of the department/academic-
research council need to participate in the election of their potential Department
Chair, Dean of the College and Director of the Institute. The scoring would
be:Academic/research staff (not including DC or AC members) (14%),
department/academic council/research Institute council (10%), and
students/research assistants (6%) based on the candidates’ proposal on the plan for
enhancing/transforming the core activities of the
department/faculty/college/institute. Points/issues worth noting for the scoring are:
knowledge about the university and the department/faculty/college/institute; skills
(communication skills, interpersonal skills, leadership skills and skills to manage a
number of competing demands); commitment to academic excellence and
promotion of academic freedom; commitment to engage students in the affairs of
the department/faculty/college/institute; and willingness and readiness to delegate
tasks, to seek advice from a variety of sources and to be flexible and adapt to
changing circumstances.
D. Quality of Personal Files (Record) (5%)
Department Chairpersons/School Heads/Deans/Directors need to lead the
Departments, Colleges and Research Institute and its members with example. Thus,
the candidate’s file shall be clear of any serious ethical charges, disciplinary

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 measures, etc. as defined in the senate legislation.
E. Female and disable candidates shall be encouraged to participate in the overall
processes of competition. Accordingly, female candidates shall get three additional
points/marks; disable candidates (with legally defined disability) shall earn three
additional points/marks; if a candidate is both female and disable, he/she shall get
five additional points on top of the points indicated under A-D .

5. Selection and Appointment of Associate Deans and Associate Directors

The selection and appointment of Associate Dean /Associate Director is similar to that of
dean/director, except in case of Associate Dean and Associate Directors in colleges, the
Dean in consultation with the Academic Vice President and in case of Associate Director
in research institutes, the Institute Director in consultation with VPRTT will decide on
the appointment of the top three selected candidates for associate dean and associate
director.Below is a table which shows the criterion and description of level of meeting
the criteria and associated points.

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 Criteria Points by SSC
Educational 35 30 25 15
qualification PhD and equivalent PhD and equivalent with PhD and equivalent with the rank of Assistant Masters or equivalent with
and academic with the rank of the rank of Associate Professor; or Masters or equivalent with the the rank of Assistant
rank (35%) Professor Professor rank of Associate Professor Professor
Points by SSC
30 25 20 15 10
Over 5 years senior 3-5 years leadership 3-5 years leadership 1-2 years leadership 1-2 years leadership
Experience leadership experience experience in higher experience in higher experience in higher experience in higher
(30%) in higher education education and over 10 education and 6-10 education and over 6-10 education and5 years
and over 10 years years teaching and years teaching and years teaching and teaching and research
teaching and research research experience research experience research experience experience
experience
Points by Academic Staff (AS) -14%, Department Council /Academic Council members -10%, and Students (St.) -6%
8 (AS – 4; DC/AC – 3; St. – 1) for 8(AS – 3; DC/AC – 3;St. – 2) for 7 (AS – 4; DC/AC – 2;St. – 1) for 7 (AS – 3; DC/AC – 2; St. – 2) for
Presentation of Institute Directors: 8(AS-4;DC/AC- Institute Directors: 8(AS- Institute Directors: 7(AS-4;DC/AC- Institute Directors: 7(AS-4;DC/AC-
Strategic Plan 4) 4;DC/AC-4) 3) 3)
(30%) Commitment to academic Enhancing the core activities Skills (communication, Commitment to engage
excellence and academic of the department/faculty/ interpersonal, leadership, students in the affairs of the
freedom college/institute coaching, and coordination department/
skills) faculty/college/institute
Personal file Points by SSC
(record) quality 5 3 1
(5%)
Had no ethical charges, disciplinary measures, etc. Had minor ethical charges, disciplinary Had serious ethical charge (five
measures, etc. (five years ago) years ago)

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 VI. Appointment and Term of Office
According to Addis Ababa University Senate Legislation (2013) articles 103.3 and 109.3, the
appointment and terms of office for Dean, Director and Department Chair/school Head shall be
as follows.

1. Appointment and Term of Office for Deans/Directors

The concerned Vice president in Consultation with President of the University shall
appoint a Dean/Director from among the candidates proposed by the screening and
selection committee established for this purpose. The term of office of Dean/Director
shall be 3 years. If the dean/director is re-nominated, s/he may be reappointed to one
additional three years term in office. The total duration of service as Dean/Director shall
not exceed two terms, uninterruptedly, in the same position. Where there are
compelling reasons, the President has the power to recall the appointment.

2. Appointment and Term of Office for Departments/Centers Chair and

School Head
The Dean/Director of a college/institute, in consultation with the immediate higher level
leadership (relevant VPs), shall appoint a Chair/Head from among the candidates
proposed by the screening and selection committee (staff assembly/council) established
for the purpose. The term of office of Chair/Head shall be 3 years. If the Chair/Head is re-
nominated, s/he may be reappointed to one additional three year term in office. The
total duration of service as Chair/Headshall not exceed two terms, uninterruptedly, in
the same position. Where there are compelling reasons, the appropriate immediate
supervisor in consultation with the immediate higher level leadership can withdraw the
appointment.

VII. Criteria for Reviewing Performances of Department Chairs/School Heads,

Deans and Directors
The Department Chair’s/School Head’s, College Dean’s and Institute Director’s performance
review criteria (details) are to be set by each college/institute, school and department in
writing. The following criteria, offered as examples, can be adapted for the needs of each

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academic unit. Each Dean, Director and Department/School head is to be evaluated by at least
a three personcommittee lead by the immediate higher level leader/supervisor. The academic
officer evaluated must score at least 75% to stay in the position. Broadly suggested areas to
consider for the yearly review of the performances of the respective academic officers include
the following:

1. Strategic Planning
a) Leading the process of strategic planning in the
Department/School//College/Institute.
b) Setting clear and appropriate goals and objectives, and aligning them with those
of the Department/College/School/Institute and the University.
c) Effectively communicating these goals and objectives, inside and outside the
respective unit.
d) Facilitating the accomplishment of these goals and objectives.
e) Progressing in achieving the Department's/College’s/Institute’s/School’s goals
and objectives.
f) Improving the units ranking and other quantitative indicators.
g) Representing the department/college/institute, and affecting its perceived
external image.
h) Establishing cross-disciplinary collaborations within and outside of the University.

2. Educational Programs and Assessment

a) Improving the quality of undergraduate and graduate educational programs
(andresearch).
b) Supporting Program Alignment and Review (PAR) process as applicable.
c) Implementing Department Student Learning Priorities (DSLPs).
d) Abiding by the evaluation criteria and processes set forth by programmatic
accreditors or other external regulators.
e) Facilitating innovation in instructional approaches.
f) Responding to student needs.
g) Improving student retention and graduation rate.

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 3. Management and Stewardship
a) Prudent and equitable management of income and expenditures.
b) Effectiveness as a manager of the Department's/College’s/Institute’s operations,
including staffing, scheduling, marketing, and fundraising.
c) Advocacy for faculty members to have the resources needed (space, equipment,
workload, funding) for their scholarly work, research, and/or creative activities.
d) Strategic and equitable allocation of resources, according to principles designed
to elicit the greatest impact, among the faculty members and, if applicable,
separate areas of the department/college/institute.
e) Distributing equitable teaching load among its tenure track, tenured, and
contract faculty (for schools and departments).
f) Demonstrated impartiality in dealing with faculty, in terms of workload, assigning
responsibilities, research support, merit raise, etc., and abiding by the University
Policy regarding discrimination and workplace harassment.

VIII. Grievance and Complaint Handling

A three member grievance handling committee shall be formed by the President for the Deans
and Directors position complaints, the AVP for the Associate deans and Department/school
heads positions’ complaints, and AVP or VPRTT for Associate Deans or Director in the colleges,
teaching institutes or research institutes respectively. The committee undertakes the duty once
the officers have been appointed and their names made public. There shall be a three days’
time in which grievances may be submitted to the Committee. The Committee investigates the
case and forwards a recommendation within ten days after receiving complaints. The President,
or the respective VP, based on the recommendation of the grievance handling committee will,
inform the person (s) on the final decision.

IX. Effective date

The provisions of these Guidelines shall come into effect as of 16th November

2018, the date on which they are formally adopted by the Senate of the University.

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X. Annex
1. Duties and Responsibilities of College Deans (Article 103, AAU Senate
Legislation, 2013)
The College Dean is the chief executive officer of the college and shall exercise authority over
all academic and administrative matters in the College. The Dean shall have the following duties
and responsibilities:
The Dean of the College shall:
103.1.1. Exercise authority over all academic and administrative matters in the college;
103.1.2. Be in charge of policy formulation, coordination, direction and supervision across
the college;
103.1.3. Be responsible for organizing and directing administrative support services for the
college;
103.1.4. Formulate standards, and work procedures relevant to the academic units under
the college in line with the University-wide policies, rules and regulations;
103.1.5. Endorse the creation or revision of academic programs originating from or
endorsed by departments/school/centers and present them for approval to the
appropriate University body after endorsement by the College AC;
103.1.6. Coordinate inter-college programs, if any;
103.1.7. Coordinate and endorse research proposals for approval and funding, promote and
disseminate research and support research activities within the College including
administering grants pertaining to staff research projects as well as master’s thesis,
PhD dissertation, M. Phil thesis, and postgraduate diploma;
103.1.8. Process scholarships for staff and administer the same for students within the
College and/or departments/school/centers and research hosted by the College
after it is approved by the College AC;
103.1.9. Represent the College in University-wide Regulatory and Consultative bodies (such
as the Senate and the University Council) and coordinate college activities relating
to external relations, community service, business development and partnerships;

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103.1.10. Approve the recruitment and promotion of academic staff with the rank up to
associate professor and notify the office of the AVP after it is endorsed by the CAC;
103.1.11. Upon endorsement by the CAC, recommend to the AVP the recruitment of
academic staff with the rank of professor and process the employment once the
AVP approval is secured;
103.1.12. Initiate joint appointment of academic staff from other institutions in accordance
with the Proclamation;
103.1.13. Take disciplinary measures on academic staff including oral warning, written
warning, and a fine up to three months’ salary, suspension from work for the same
period and demotion in accordance with the provisions of this Legislation;
103.1.14 Recommend disciplinary actions involving dismissal of academic staff with the
exception of full professors whose case shall be decided by the AVP;
103.1.15. Recommend to the AVP service extension, college-to-college transfer, leaves, and
professional development of academic staff;
103.1.16. Design and enforce quality assurance mechanisms for academic programs in the
college;
103.1.17. Oversee and coordinate admission and placement of students in accordance with
the applicable University policy and regulations upon the approval of the College
AC;
103.1.18. Ensure the maintenance of pertinent records of academic and support staff,
students and their performances;
103.1.19. Consolidate graduate list of the College as proposed by the respective academic
committees of department/school/centers and submit the same for approval by
the University;
103.1.20. Execute the recruitment, promotion, transfer, discipline, and development of
administrative staff under the College after the endorsement of AC;
103.1.21. Propose dismissal of administrative staff in departments/schools/centers within the
College to the VP for Administration and Student Services;
103.1.22. Ensure the administration of human resource management functions pertaining to

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 academic and support staff such as processing advertisement, employment, leaves,
promotion, contracts, identification cards, records, payroll and clearance;
103.1.23. Facilitate the mobilization and generation of resources to support the activities of
the College’s academic units and ensure that revenue from consultancy work,
project contracts, donations, and tuition fees are collected and primarily used to
support academic units generating the revenue in line with the applicable laws,
rules and regulations of the University;
103.1.24. Prepare consolidated plans and budget of the College and ensure implementation
of the same upon approval by the CAC and higher authorities;
103.1.25. Ensure that the College has effective and responsive human and financial
administration (unless it is on the main Campus).
103.1.26.Facilitate and oversee the proper and optimal distribution and utilization of teaching
learning materials and equipment, library resources, facilities, halls, auditorium,
classrooms, laboratories, computers and vehicles allocated to the college;
103.1.27. Oversee the proper administration, maintenance and renovation of all premises
and facilities and the disposal of property within the college, as appropriate,
including vehicles;
103.1.28. Design mechanisms to promote welfare of staff and students with particular
attention to those with special needs;
103.1.29. Plan and process the annual procurement for the College;
103.1.30. Authorize disbursement of approved budget expenditures including project funds;
103.1.31. Initiate and facilitate external relations with a view to forging partnerships with
academic and research institutions, donors, and the industry as well as promoting
community service in line with applicable rules and regulations of the University;
103.1.32. Check and regulate consistency across departments/schools/centers in academic
administration, student handling, staff recruitment, development and promotion,
research grants and administration; and
103.1.33. Perform other related duties as assigned to him/her by the President and/or the
Vice Presidents.

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103.2. Accountability
The Dean, who shall be accountable to the President, functionally reports to the AVP to whom
he is structurally connected. However, depending on the matter at hand, the Dean
shall also be answerable to the offices of the other Vice Presidents. He shall report
to these offices operationally and regularly through written communication and
formally through quarterly and annual reports.
103.3. Appointment and Terms of Office
103.3.1. The President shall appoint a dean from among the candidates with a rank of
assistant professor or above that applied for the position on competitive bases. A
screening committee shall be established for the purpose of proposing the
candidates.
103.3.2. Where there are compelling reasons, the President may appoint a head from
another academic unit within the University or another institution outside the
University.
103.3.3. A college dean shall serve for a period of 3 years, renewable once, if re-nominated.

2. Duties and Responsibilities of Departments/Centers Chairs and School Heads

(Article 109)
Department/Center Chairs and School Heads shall have executive authority over the academic
and administrative matters that lie within their mandates as described below:
109.1.1. Initiate the creation or revision of academic programs and recommend to colleges
after they are endorsed by the DACs;
109.1.2. Propose the creation of new academic units or the restructuring or dissolution of
existing units and recommend the same to colleges after the proposals are endorsed
by DACs;
109.1.3. Initiate and develop research proposals for their staff;
109.1.4. Facilitate the recruitment and selection of academic staff with the rank of lecturer;
109.1.5. Recommend the recruitment of academic staff with the rank of assistant professor
and above for decision and appropriate action by colleges after approval by DACs;

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109.1.6. Process the promotion of academic staff to the rank of lecturer upon the approval
of DACs;
109.1.7. Recommend promotions to the rank of assistant professor and above for the
decision and appropriate action by the college upon the approval of DACs;
109.1.8. Take minor disciplinary measures on academic staff including oral warning, written
warning, and a fine up to one month salary;
109.1.9. Recommend leaves, transfers, resignations, joint appointments and service
extension of academic staff upon the approval of DACs;
109.1.10. Recommend the recruitment, promotion, leaves, development and discipline of
administrative staff working for the department/school/center including oral
warning, written warning, and a fine up to one month salary; and decide on
demotions in accordance with the rules and regulations applicable to civil servants;
109.1.11. Prepare plans and budget of their respective departments/schools/centers and
submit same to colleges upon the approval of DACs ;
109.1.12. Plan annual procurement of their respective departments/schools/centers/ and
submit the same to colleges;
109.1.13. Authorize the disbursement of approved budget expenditures including project
funds;
109.1.14. Open and operate petty cash accounts of departments/schools and centers;
109.1.15. Request for maintenance and renovation of all premises and facilities and disposal of
property used by departments/schools/centers as appropriate;
109.1.16. Plan and execute income generating activities from consultancy work, project
contracts, donations, and tuition fees and utilize such revenue in line with the rules
and regulations of the University;
109.1.17. Initiate external relations with a view to forging partnerships with academic and
research institutions, donors, and the industry as well as promoting community
service in line with applicable rules and regulations of the University;
109.1.18. Invite, select and recruit students for admission as per the Proclamation and the
rules and regulations of the University upon the approval of DACs;

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109.1.19. Process and approve the academic status of students on the basis of University
academic requirements and recommend their graduation upon the approval of
DACs;
109.1.20. Oversee the wellbeing of students of their respective departments/schools/ centers;
109.1.21. Facilitate and follow-up academic advice of students;
109.1.22. Propose quality assurance mechanisms and enforce the same upon approval by
DACs;
109.1.23. Direct teaching and research activities, organize workshops and conferences,
encourage publications of research outputs;
109.1.24. Prepare staff development plan and have it approved by DAC for its implementation;
109.1.25. Ensure maintenance of up-to-date records on the teaching, research, and
consultancy services of the department/school/center and report same to the
college;
109.1.26. Assign teachers, tutors, advisors, supervisors, and examiners for graduate,
undergraduate, regular and extension students;
109.1.27. Keep records of semester teaching load, research, publications conferences, talks,
public lectures and public services of each and every staff of the
department/school/center and report the same to the AVP and other appropriate
offices;;
109.1.28. Conduct and process performance evaluation of academic staff every semester;
109.1.29. Ensure the maintenance of proper records of students of the
department/school/center;
109.1.30. Initiate and recommend interdisciplinary programs in collaboration with other
academic units upon the approval of DACs;
109.1.31. Plan and execute community services related to its academic activities upon the
approval of DACs.
109.1.32. Initiate and support extracurricular activities;
109.1.33. Conduct meetings with students once per semester and report the outcome to the
college and/or other bodies and offices of the University concerned;

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109.1.34. Compile biannual and annual report and submit same to the college under which the
department/school/center is.
109.1.35. Perform other related duties assigned by the Dean of the college under which the
department/school/center is.
109.2. Reporting Relationship
The Chair/Head shall report and be accountable to the Dean of the College. He shall
report operationally regularly through written correspondences and formally
through a quarterly report on activities against the plan.
109.3. Term of office
The Chair/ Head shall hold office for a period of three years that can be renewed
once if re-nominated. He may not be appointed from among academic staff
members who are students, are on study or research leave or have retired, he shall
be a full-time academic staff of the department/school/center concerned, and shall
be appointed by the dean of the college from among candidates on competitive
bases for the position being processed by a screening committee.

3. Duties and Responsibilities of Directors of Research Institutes (Article 134)

A research institute director shall:
134.1.1. Provide effective leadership, direction, and support in establishing, communicating,
and achieving short- and long-term development goals and initiatives to promote the
research and community service missions of the institute;
134.1.2. Identify research priorities, and develop strategic vision for the research institute;
134.1.3. Initiate, plan and seek grants and donations through competitive grant proposal
writing from internal and external sources;
134.1.4. Arrange and organize conferences, seminars, and symposia related to the objectives
of the Institute;
134.1.5. Take leadership role in the development of an international reputation for the
Research Institute;
134.1.6. Attract research grant, and other income, from a variety of sources, of a sufficient

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 level that the research institute will become self-sustaining after the initial period;
134.1.7. Lead the production of high quality, peer-reviewed papers by members of the
research institute;
134.1.8. Lead the involvement of members of the research institute in collaborative research
within University and with other universities, across the range of disciplines relevant
to the institute;
134.1.9. Lead the conduct and coordination of various research consultancy works in the
areas of the institute’s mandate;
134.1.10 Ensure that the institute has a presence at relevant high-profile international
conferences, in order to disseminate the institute’s research findings.
134.2. Appointment and Terms of Office
134.2.1. Each institute shall be managed by a director who shall be appointed by the
President on merit based competition and be accountable to the VPRTT.
134.2.2. The director shall serve for three years.
134.2.3. Institutes may have a deputy director and such other offices that may be deemed
appropriate for properly discharging their activities.

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