Academic departments are the basic unit of the academic and administrative functions of Faculties. Teaching and learning, research and engaged scholarship have their home in Faculty departments. Student academic progress as well as the overall students’ experience of the Faculty is mostly centred in departments. Similarly, the transformation of the academic and PASS staff as well as institutional culture starts at departmental level. Thus, a Head of Department (HoD) is both an academic leader and a manager that needs to be equipped to deal with a variety of operational, academic and institutional issues.

This document has two main purposes:
a)    To lay out the procedure for the appointment of HoDs and to spell out the qualifying criteria;
b)    To promote transparency, transformation, collegiality and participation in HoD selection processes.

Academic Head of Department

With a view to the transformation of the leadership corps at the University, Deans are encouraged to create opportunities for candidates who will further the diversity imperative to gain experience of managerial and leadership roles. This may include twinning with and mentoring by those serving currently in such positions, including Chairs of Faculty Committees, HoDs and Deputy Deans.

Prospective HODs need significant departmental support, as well as recognition as an academic and managerial leader from their peers, and a visible commitment to transformation, which will be identified from the selection process. The primary role of the HoD is to provide strong academic leadership. The HoD is required to lead, manage and develop the department (including units/groups located within the department) and its staff to ensure it achieves the highest possible standards of excellence in all its activities. They will be supported by the Dean of the Faculty, and by colleagues from within the department, Faculty, and central services.

All HoDs are required to exercise leadership, demonstrate vision, and empower others in order to design and deliver a departmental strategy approved by the Dean. It is recognized that the methods by which HoD carry out their duties and the extent of delegation will depend on such factors as the size and nature of the departments and the personal approach of the individual HoD. HoDs should give due consideration to ways of being involved with teaching at both undergraduate and postgraduate levels within their role as well as from the perspective of ongoing professional development.

Minimum requirements

Prospective HoDs need significant departmental support, as well as recognition as an academic and managerial leader from their peers, and a visible commitment to transformation to be effective. Candidates should be at the rank of professor (A/P or Full P) in the relevant field. It is noted that in certain Faculties appointments have been made at senior lecturer level. In this regard it is important to note the impact that the exercise of a demanding leadership and managerial position might have on younger academic staff. In exceptional circumstances, should senior lecturers be appointed as HoDs, they must hold a PhD.


The following are the requirements and skills required:
•    Ability to deal with complex administrative processes.
•    Ability to manage and lead people.
•    Ability to deal with students sensitively.
•    Basic financial competency.
•    Active participation in academic related Faculty or university committees.
•    Have a strong academic record and standing.
•    Have the ability to engage constructively with a diverse group of people.
•    Be flexible and adapt to changing circumstances.
•    Be able to develop their skills and seek advice from a variety of sources.

Pre-selection process

HoD positions are not substantive posts. The exception being some permanent HoD positions in the Faculty of Health Sciences which are on joint conditions of service. Members of a department should share this responsibility of headship and take turns in occupying this role as custodians of academic processes in their departments.

The Dean, with the assistance from HR, will determine whether there is a need for a department to have a HoD. If a department has previously had a HoD and their term will be ending, then the Dean will consider the replacement of the HoD via the process set out below. For departments where a new HoD is to be created, the Dean will need to determine what the duties and responsibilities will be prior to initiating the process below.

Selection process

  1. The Dean of the Faculty concerned gives notice to the department of a vacancy in the Headship to the department and calls for expressions of interest or nominations of candidates.
  2. Once the date set for expressions of interests or nominations has closed, the Dean will advise the department of the list of candidates.
  3. The candidate/s will be required to make a presentation to all staff in the department addressing their vision and plans for the department. Student representatives from the Faculty Student Council and/or senior students from the department should be invited to attend the presentations.
  4. The department is invited to indicate support for the candidate/s either via a poll or online voting process that includes optional feedback on the candidate/s. After this process, a report is compiled by the Dean,with a recommendation for the appointment.
  5. The Dean will obtain formal approval from the DVC: Teaching & Learning as final authority. Once this is obtained, the successful candidate is advised of the outcome and if they accept the department will be notified. The unsuccessful candidate/s must also be given feedback by the Dean. NOTE: In respect of the selection process for appointing an HoD, it would likely not be possible for an unsuccessful candidate to be given feedback on the reasons for a department not supporting their appointment if the test of support was conducted through a poll, and alternative means of soliciting this feedback should be sought.
  6. The relevant HR forms must be completed and submitted.
  7. The appointment must be reported in the Principal’s Circular.
  8. Where there is no internal candidate, the Dean, after consultation with the department, will consider alternatives such as people external to UCT through a formal UCT recruitment process.
  9. In the case of the Faculty of Health Sciences, a selection committee is established to guide the appointment of a permanent HoD position based on rules agreed to with joint employers (i.e., Western Cape Government Department of Health and the National Health Laboratory Service). The selection committee conducts an internal and external search according to UCT Human Resource policies.

Period of appointment

UCT favours the appointment of HoDs for a period of five years in the understanding that this is a substantive period of time to introduce and implement change and innovation. However, it is understood that academics might find the five-year commitment too onerous, in which case the appointment could be reduced to a three-year period. HoDs appointed for five years can have their appointment renewed for another period. No HoD should be in office for longer than ten consecutive years. Three-year appointments can also be renewed up to the same period. In exceptional cases where there may be a need for a HoD to be appointed for a shorter term, the same process applies. If the HoD concerned makes themselves available for another term of appointment, the full department and Faculty executive should be consulted regarding reappointment, whereupon the Dean will make a recommendation to the DVC: Teaching & Learning. In the case of interim or acting appointments, the Dean will typically consult with all departmental staff before making such an appointment.

Remuneration, S&R leave, and performance review for academic HODs

  • HoDs will be entitled to an allowance as determined by the Faculty. Clinical HoDs within the Faculty of Health Sciences will be compensated in accordance with principles of the Joint Agreement and the UCT Clinical Payline.
  • Study and research leave accrual for HoDs – in addition to standard accrual–is two weeks for each year of headship, pro-rated.
  • HoDs will be assessed via the academic performance review process (HR174/5) conducted by the Dean.

Teaching load for academic HODs

The annual teaching load of academic HoDs is determined internally in the departments through collegial engagement. Factors such as number of staff (full-time equivalent [FTE]), number of registered students, and complexity of the department are considered in determining the teaching load.

Approval structures

The following structures need to be consulted on the appointment of HoDs:

  • Dean
  • DVC: Teaching and Learning

Structures for noting

  • Institutional Forum
  • Senate

Termination of headship

A headship may be terminated before the term of office expires if a committee recommends this. The Vice-Chancellor (or the Vice-Chancellor's nominee) on recommendation of the Dean and DVC: Teaching and Learning may at any time appoint a committee, the composition of which shall be for a committee of review (see Appendix A below), to consider whether or not to recommend the termination of the headship. The committee shall submit a recommendation to the Vice-Chancellor clearly outlining reasons for this recommendation.

The training of heads of academic departments

1.    The Dean is responsible for the induction of each HOD, for arranging an induction programme for him/her, and for arranging for him/her to attend suitable courses. Each Dean is responsible for the staff development of the HODs in his/her faculty. This includes ensuring that each HOD is placed, through effective and appropriate support, in a position where he/she can teach, supervise research students, and maintain his/her academic profile. In many cases this may involve a downscaling of some of these activities, given the added responsibilities and tasks the HOD must perform.
2.    Best practice models will differ across disciplines, but induction and training of HODs should cover:

  1. Academic leadership (through vigorous planning, scanning of the national and international disciplinary landscape and visitors and conferences).
  2. How best to organise regular, well-attended research seminars.
  3. How to run effective, regular academic staff meetings (including senior support staff), which are minuted and lead to departmental action plans, and which are a forum for important discussions. Plenary departmental meetings should also be organised at least once a year.
  4. The management of relationships with undergraduate and postgraduate students.
  5. Contributions to academic programmes.
  6. Curriculum development, taking into account university and system policy imperatives and trends.
  7. Staff development, in particular regarding teaching, research and general intellectual growth.
  8. Use of outside scholars for stimulation of students.
  9. Library and IT services.
  10. Space management at departmental level.
  11. The management of facilities and equipment for research.
  12. The management of fieldwork and community sites.

All factors should be supplemented by specific operational induction into HR management, research management, financial processes (fund raising) issues and communications.

Acting heads of departments

  1. It is our policy to appoint an acting head in all cases where the head is (or is to be) absent, or when the headship is vacant.
  2. The Dean appoints acting heads for periods of less than three months, and reports his/her decision to the Executive Director: HR and to the DVC.
  3. The Vice-Chancellor (or the Vice-Chancellor's nominee, currently the DVC responsible for academic headships) appoints acting heads after taking the advice of the Dean, and after such consultation with staff as the DVC and the Dean consider necessary, for periods of between three and 12 months.
  4. Should a vacancy exist for more than 12 months, a substantive rather than acting appointment is normally made.
  5. The appointment of acting heads is reported for information in the Principal's Circulars.
  6. Where an acting appointment is made for less than three months, no allowance is paid. The Dean decides the allowances and conditions under which an acting HOD will work for periods of between three and 12 months. No additional leave privileges attach to periods of acting headship.
  7. Rules may be varied

Without in any way affecting the right of Council and Senate to alter, amend or make rules, it is recorded that these rules may be varied by Council from time to time after consultation with Senate.

Appendix A: Composition of the Committee of Review

(Extracted from the Committee of Review Terms of Reference)
A Committee of Review will ordinarily be constituted as follows, but deviations from this may occur in circumstances where this is justified:

  • A member of the academic staff appointed by the Vice-Chancellor to Chair the committee (this could be the Vice-Chancellor, a Deputy Vice-Chancellor, a dean from another Faculty, or a senior member of the professoriate);
  • The Dean or Deputy Dean of the Faculty concerned or the Director of the GSB;
  • A member of academic staff with a qualification in law, appointed by the Vice- Chancellor;
  • One or two persons chosen by the Vice-Chancellor from the Senate panel of 12; (Note: a panel of 12 academic staff must be selected every 4 years by Senate to serve on Committees of Review and Inquiry. One third of the panel must be of professorial rank, and two thirds of the panel must be below that rank at the time of appointment)
  • One UCT staff member with relevant subject matter knowledge appointed by the Chair of the Committee of Review.

 

Page last updated: 12 February 2025