Powers and Responsibilities of the Dean


The powers and responsibilities of the dean include, but are not limited to, the following:


  1. Developing & articulating the mission, vision, and objectives of the faculty in consultation with the vice presidents of Academic Affairs and Research and Community Service;
  2. Formulating the faculty’s strategic and annual plans and submitting the plan for vice presidents of Academic Affairs and Research and Community Service for approval;
  3. Communicating and inculcating the faculty’s strategy, vision, mission and objective to faculty members, and internal and external stakeholders;
  4. Develop, together with the faculty program manager and Academic Council, core process performance standards, procedures and guidelines;
  5. Ensure customer and stakeholder satisfaction on the faculty’s core processes and programs;
  6. Developing better work systems, environment and incentive system so as to improve motivation of staff, efficiency and effectiveness;
  7. Establish and maintain bilateral and multilateral partnerships with international and local bodies;
  8. Represent and advocate his faculty in internal and external affairs, in external intellectual and social affairs and events; attend and speak on behalf of his faculty on annual process and university meetings;
  9. Ensure the provision of resources, facilities, training and education needed for the faculty’s staff;
  10. Ensure that budget for scholarship related costs such as airfare are allocated in their annual plans.
  11. Ensure the delivery of adequate, continuous and relevant staff development, training and education programs in collaboration with international partners, university leadership and others;
  12. Authorize temporary degrees issued by the faculty;
  13. Authorize permanent degrees together with the President;
  14. Create, improve and maintain core processes in academic, research and outreach services;
  15. Set target performance levels, for the core processes of the faculty, communicate the goal and process map for its attainment to the faculty’s core process teams;
  16. Develop better designs, technologies and mechanisms to improve process performance;
  17. Implement continuous quality management and process improvement initiatives;
  18. Develop appropriate staff development programs in line with the target performance goals of the faculty’s core processes;
  19. Conduct periodic and continuous impact assessment and evaluation on the performance of the faculty’s core processes;
  20. Benchmark local and foreign best practices in areas related to the faculty’s services and deliverables and process;