- February 18, 2025
- Posted by: itmanager
- Category: Uncategorized
- Protocols:
It is with great pleasure that I welcome you all to this Capacity Building Workshop for Level Advisers and Heads of Departments, a significant initiative aimed at strengthening academic leadership and students support at Afe Babalola University, Ado-Ekiti (ABUAD).
I commend the College of Social and Management Sciences (CSMS) for organizing this workshop, which reflects our shared commitment to academic excellence, mentorship, and holistic student development.
Today, I will be speaking on:
HEAD OF DEPARTMENT: A LEVEL OF ACADEMIC MATURITY AND ADMINISTRATIVE READINESS
This academic position must be viewed from two perspectives: an opportunity for service and growth—not for selfish advancement, but through assuming high-level responsibility for others. Academic leadership is not about displaying power and authority; rather, it is an office that demands respect, objectivity, and the highest level of commitment. Unlike industries and corporate organizations, academic headship is unique and must be perceived as such.
Brief Historical Background
University education has evolved significantly since the establishment of the University of Bologna in Italy, where teaching began around 1088. Officially organized into a university in the late 12th century. It is recognized as the world’s oldest university in continuous operation and the first higher-learning and degree-awarding institution.
On the African continent, Al-Qarawiyyin University, located in Fez, Morocco, was founded in 859 A.D by Fatima al-Fihri. It is recognized by UNESCO and the Guinness World Records as the oldest continuously operating degree-granting university in the world. In Nigeria, the University of Ibadan, established in 1948, emerged as the country’s premier institution of higher learning.
It is important to note that university education is deeply rooted in a sacred academic culture universally recognized for its rigorous standards and commitment to excellence. This foundation stems from educators’ conviction that they alone have the responsibility to shape the future of individuals through structured learning, systemic research and innovation.
Process of Appointing Heads of Department (HoD)
The Head of Department (HoD) is the academically and administratively responsible for the day-to-day management of the unit.
Only a full professor can occupy the position of an HoD. However, Readers and Senior Lecturers may serve as Acting Heads. If a unit does not have members at the rank of Senior Lecturer or above, a Coordinator or Acting Coordinator may be appointed from Lecturer (I) Cadre.
The appointment process is initiated by the Registrar, who informs the Vice-Chancellor (VC) and the Provost about the expiration of the current HoD’s tenure. The Provost consults with departmental heads and submits a comprehensive list of members according to seniority and productivity to the VC, along with an approved nomination for the position. The VC critically reviews the nomination and exercises discretion in appointing the HoD. It is important to note that while the Provost recommends, the final decision rests with the VC, who is the academic head of the institution.
Functions of the Heads of Department
The Heads of Department performs both academic and administrative functions and reports directly to the Provost. It is inappropriate for an HoD to communicate directly with the VC or the Founder without following the proper protocol.
Communication Channels:
Member(s) of Department → HoD → Provost → VCà Founder
In exceptional cases, an advanced copy of the document may be sent to the VC. The VC shall only process requests through the recognized protocol.
- ACADEMIC FUNCTIONS
(1) Allocating courses to lecturers based on their expertise and proficiency in teaching, supervision, and examination,
(2) Reviewing and harmonizing examination questions before submitting them to the Provost,
(3) Approving the lecture, tutorial and examination timetables before forwarding to the Provost for harmonizing.
(4) Examination
The HoD serves as the Chief Examination Officer for all courses domiciled within the department. The HoD recommends external examiners to the VC through the Provost and ensures that only qualified and competent scholars are selected. External examiners’ profiles and CVs must be attached for VC’s approval.
Promotions
The promotion process is a significant career milestone, requiring thorough evaluation of documentation and adherence to university policies. In cases where PFQed (Prima Facie Qualified) members are considered for promotion to Reader or Professor, the HoD will make recommendations based on their number of publications.
(5) Supervision of Projects and Theses
The HoD must assign projects and thesis’ supervisors in consultation with senior members of the department. It is mandatory to adhere strictly to institutional regulations governing supervision at both undergraduate and post graduate levels.
Assignment of project topics and supervisors must be based strictly on expertise. Favoritism and overburdening select supervisors, particularly with PhD theses, is unethical and detrimental to the institution’s commitment to academic excellence.
(6) Academic Mentorship
Mentorship is fundamental to maintaining the university’s reputation for excellence. The HoD is responsible for identifying junior faculty members and pairing them with senior mentors. Effective leadership within departments significantly influences the success of the college and the university as a whole.
(7) Teaching and Research
The HoD plays a vital role in research advancement and securing grants. As the department’s intellectual leader and scholar, the HoD must facilitate research publications, (particularly in Scopus-indexed journals) and encourage innovation.
- ADMINISTRATIVE FUNCTIONS
The Head of Department (HoD) is the ultimate multitasker, juggling administrative leadership, academic oversight, and people management with finesse. From steering daily operations and ensuring policies are followed to mentoring faculty and overseeing student affairs, the HoD is the glue that holds the department together. As the HoD, you are to manage budgets, allocate resources wisely, and champion innovation in teaching and research—all while keeping an eye on the bigger picture of institutional growth and excellence.
Communication is also key in liaising between faculty, students, and university’s management, ensuring that everything runs seamlessly like a well-oiled machine.
As the chief administrator of the department, the HoD is responsible for the welfare of faculty, students and financial transparency. Duties must be carried out proactively rather than in response to accreditation visits or financial inspections.
- H.O.Ds AS HEAD OF QUALITY ASSURANCE
Quality assurance is a critical function of the HoD and encompassing:
- Ensuring accurate grading and mark entry.
- Cross-checking results with the Senate-approved records.
- Maintaining high academic and administrative standards.
- Ensuring highest quality of teaching, exams supervision.
Program accreditation can be jeopardized by lapses in quality assurance at the departmental and college levels. It is the HoD’s responsibility to maintain rigorous oversight in this area.
(Even the minimalist rule does not apply. For instance, 7 o’clock is not one minute past seven, and 65 kilograms is not 64.9kg).
- DISCIPLINE
The HoD serves as the custodian of discipline and ethical conduct for both faculty and students. This includes overseeing departmental student associations to ensure transparency and accountability in the running of Students Affairs.
- Financial Management
The HoD must uphold integrity in managing departmental funds. The imprest (allocated operational funds) is handled by the administrative officer under the Provost’s office and must be efficiently and effectively utilized under the HoD’s supervision.
- Departmental Maintenance
Timely and regular maintenance of office furniture, equipment, and facilities is essential. The HoD is responsible for inspecting departmental property and distinguishing between damages caused by students, staff, or general wear and tear.
A successful HoD must embrace teamwork, humility, and active leadership. The role is not merely administrative; it requires a hands-on approach—engaging with faculty, addressing challenges, and providing solutions.
SUMMARY
At ABUAD, we believe that education is more than just delivering lectures—it is about providing G.U.I.D.E, an acronym that embodies the core principles we must uphold in shaping the future of our students:
G – Growth
As academic leaders, we must foster both personal and professional growth—our own and that of our students. Education is dynamic, and continuous learning is essential for us to remain relevant in an evolving world. This workshop provides a platform to expand our knowledge, refine our mentorship approaches, and develop strategies to support student success effectively.
U – Understanding
A great educator is one who understands not just the curriculum but also the students. Today’s students face unique challenges—academic, emotional, and social. As Level Advisers and Heads of Departments, we must cultivate empathy, actively listen, and create an environment where students feel heard, valued, and guided towards success.
I – Innovation
The world is changing rapidly, and leadership in education must evolve with it. We must embrace innovative teaching methods, leverage technology, and implement creative student advisory approaches to keep ABUAD at the forefront of academic excellence. The way we mentor, counsel, and engage with our colleagues and students should be dynamic, adaptive, and forward-thinking.
D – Dedication
Commitment to excellence requires dedication. By dedicating ourselves to excellence in leadership, mentorship, and student support, we ensure that Afeism in action contributes significantly to the mission of ABUAD—to produce graduates who are not just intellectually competent but also morally upright and globally competitive.
E – Excellence
ABUAD stands for excellence, and this must reflect in everything we do. From curriculum delivery to student engagement, our goal should always be to set high standards, inspire ambition, and nurture talents that will make lasting impacts in society. By striving for excellence, we ensure that our students receive the best possible guidance and mentorship.
Conclusion
The role of Heads of Department(s) extends beyond routine administration; it encompasses leadership, mentorship, academic integrity, and a commitment to excellence. By fostering a collaborative and disciplined academic environment, ensuring that the department contributes meaningfully to the university’s all-encompassing mission.
Professor Elisabeta Smaranda Olarinde, FCArb, FCAI
Vice-Chancellor, Afe Babalola University, Ado-Ekiti (ABUAD)
18th February 2025