By-Laws of the Governing Body

Membership and Protocol

  1. The composition of Governing Board is set in accordance with the AFU By-laws and includes at least five appointed or elected members and is subject to alteration and amendment by the by-laws upon the agreement of at least 51% of its members. 
  2. The composition of the Governing Board includes an appropriate balance of elected or nominated members with a mix wide range of academic and professional expertise necessary to guide the policies and strategic planning of the institutions to achieve institutions mission
  3. When the Chair of the Governing Board calls for nominations or applications to fill vacancies among the Public Members (representing UAE community), Governing Board members shall nominate candidates to fill such vacancies.
  4. The term of office for members of the board is two years (subject to renewal)
  5. The Board members will meet at least twice per year.  The Chair will preside at all meetings of Governing Board. If the chair is not available at the meeting day, he/she will nominate someone from the governing board members to preside on behalf. 
  6. The Governing Board states that investors in AFU do not form the majority of board members.
  7. The Governing Board established a policy concerning conflict of interest including prohibitions and limitations on financial dealings between board members and AFU:

In order to preserve independence of judgment in the exercise of their official duties, Board Members shall not have any interest, financial or otherwise, direct or indirect, or engage in any business or transaction or professional activity or incur any obligation of any nature, or accept any governmental or non-governmental employment, which is in substantial conflict with the proper discharge of the Board Member’s duties in the public interest.

  1. The Governing Board will approve the institution’s by-laws
  2. The board ensures maintaining and recording the minutes of each meeting and will pass through the board members in the next meeting for adoption.

Responsibilities

The Governing Body (Board) Responsibilities are:
  1. Appoints the president.
  2. Establishes broad institutional policies.
  3. Approves and reviews the institution’s mission and strategic plans.
  4. Approves educational programs of a quality consistent with the institution’s mission.
  5. Confers, or authorizes the conferring of academic degrees.
  6. Secures financial resources to support the institutional goals adequately.
  7. Approves the annual budget.
  8. Approves major facilities, contracts, and campus plans.
  9. Ensures that the institution is subject to an annual external Audit.
  10. Approves the selection of an external Auditor and receives the Auditor’s report.
  11. Receives auditors’ reports, including letters and other supporting information, and follow up with necessary actions.
  12. Approves the inter-institutional collaborations and agreements.
  13. Evaluates the performance of the President and approves his/her contract and continuance in office.
  14. Evaluates its own performance and the performance of individual members and uses that evaluation for improvement.

Jurisdictional Limitations

The Governing Body (Board) authority:

  1. Does not interfere in management decisions or with internal academic bodies.
  2. Is not involved in the day-to-day operation of the institution.

Conflict of Interest Policy

Conflicts of interest are defined as:

Situations in which Board member may have the opportunity to influence the university decisions in ways that could lead to personal gain or give improper advantage to themselves, members of their families or to associates.

In order to preserve independence of judgment in the exercise of their official duties, Board Members shall not have any interest, financial or otherwise, direct or indirect, or engage in any business or transaction or professional activity or incur any obligation of any nature, or accept any governmental or non-governmental employment, which is in substantial conflict with the proper discharge of the Board Member’s duties in the public interest.

Guidelines for Identifying Potential Conflicts of Interest

The following examples are used as guidelines to help in identify potential conflicts of interest and commitment that should be disclosed. It is not a comprehensive list of all potential situations that could present Board members and the university with difficulty.

Activities clearly permissible (do not have to be disclosed):

  • Royalties for published scholarly works and other writings
  • Honoraria for commissioned papers and occasional lectures
  • Royalties under institutional royalty sharing policies
  • Prizes and royalties from past and previously disclosed activities
  • Service on boards and committees of organizations, public or private, that does not distract from the Board member’s obligations to the university or that does not interfere or appear to interfere with a Board member’s objectivity
  • Reasonable travel and lodging expenses related to presentations of private work
  • Investments in mutual funds

Activities that present potential for conflict and should be disclosed:

  • Relationships that might enable a Board member to influence the university dealings with an outside organization in ways leading to personal gain or improper advantage for the faculty member or his/her associates or family members. (For example, a Board member or family member could have a financial interest in an organization with which the University does business and could be in a position to influence relevant business decisions. Ordinarily, making full disclosure of such relationships and making appropriate arrangements to mitigate potential conflicts would resolve such problems.)
  • Situations in which the time and creative energy a faculty member may devote to external activities appear substantial enough to compromise the amount or quality of his or her participation in the governance or administrative work of the university.
  • Situations in which a Board member directs faculty members or university entities into research areas from which the Board member may realize a financial gain.

Activities that may present unacceptable conflicts and should be disclosed:

  • Situations in which a Board member assumes executive responsibilities for an outside organization that might seriously divert his or her attention from the University duties. Board members should consult with the president before accepting any outside management position.
  • Use for personal profit of unpublished information from sponsored agreements or confidential University sources, or assisting an outside organization by giving it exclusive access to such information, or consulting with outside organizations that impose obligations upon the Board member or the University that conflict with the Board member’s or University’s Intellectual Property Policy or with the University’s obligations under sponsored projects.
  • Any activity a Board member undertakes as an individual that (1) involves or appears to involve the University significantly through the use of its resources, facilities or the participation of academic colleagues, students and staff; and (2) involves use of the University’s name or implied endorsement.

Board of Trustees

The Board of Trustee is the governing body of the university and its policies. The owner of the university is the Chairman of the Board. The Board consists of several members that represent distinguished professionals in various related fields, such as politics, industry and academics.

The Board of Trustees Responsibilities are:

  • Appoints the president.
  • Establishes broad institutional policies.
  • Approves and reviews the institution’s mission and strategic plans.
  • Approves educational programs of a quality consistent with the institution’s mission.
  • Confers, or authorizes the conferring of academic degrees.
  • Secures financial resources to support the institutional goals adequately.
  • Approves the annual budget.
  • Approves major facilities, contracts, and campus plans.
  • Ensures that the institution is subject to an annual external Audit.
  • Approves the selection of an external Auditor and receives the Auditor’s report.
  • Approves the inter-institutional collaborations and agreements.
  • Evaluates the performance of the President and approves his/her contract and continuance in office.
  • Evaluates its own performance and the performance of individual members and uses that evaluation for improvement.

Jurisdictional Limitations

The Governing Body (Board) authority:

  • Does not interfere in management decisions or with internal academic bodies.
  • Is not involved in the day-to-day operation of the institution.

The Chancellor

The Chancellor is appointed by the Chairman of the Board of Trustees and reports directly to the University’s Board of Trustees.The primary duty of the Chancellor is to strive to attain excellence of programs and offerings with the resources available to the campus. The Chancellor should be a strong and visionary leader providing transformational academic and administrative leadership to the university. He should have sufficient knowledge and experience with operating a large business or institution.  Other responsibilities of the Chancellor position include the followings:

  • Taking full responsibility for all aspects of the academic, student, administrative and financial operations of AFU.
  • Overseeing the planning related to institutional goals, academic programs, research and scholarship, public service, enrollment and physical plant development.
  • Representing AFU with key constituencies, including alumni, local, civic, community, and corporate organizations locally and internationally.
  • Exercising effective leadership and management of fiscal responsibilities in fundraising, marketing and public relations and also in strategic planning for AFU.
  • Identification of strong foundations to advance the University’s growth and to maintain its success on a global basis.
  • Advancing the VISION and MISSION of AFU as a valued and trusted advocate for the quality of life in Dubai, the UAE, and the world.
  • Overseeing the performance of the university president and work in collaboration with him to develop excel the university.

The President

The President is appointed by the Board of Trustees and reports directly to the University’s Chancellor. The President is a strong visionary leader with sufficient knowledge of and experience to operate the university. The main duties of the university president are the followings:

  • The chief academic officer and the leader for the University
  • The university representative with the main constituencies nationally, regionally and internationally.
  • The management and directing of all academic related operations and programs within the University.
  • Establishment of strong fundamentals to advance the University’s growth and maintain its success.
  • Development of effective educational programs to promote and distinguish the University’s stature nationally, regionally and globally.
  • To report to the Ministry of Higher Education and Scientific Research and other academic bodies.

The President should be a distinguished leader with an exceptional record of decision-making, community engagement and effective leadership to successfully amalgamate and maximize available resources within the University internally and externally for the stimulation and attainment of institutional uniqueness. A candidate for this position must have a Doctorate or terminal degree with ample integrated leadership credentials to motivate building the University at the national and international levels.

Vice President for Academic Affairs (VPAA)

The VPAA is appointed by the President and reports directly to the University President on academic matters within the university. The VPAA is dedicated to accomplish the university academic mission through administering and overseeing its various academic programs. The VPAA supervises the Colleges’ Deans and Directors on academic matters. In addition, the core duties for the VPAA include the followings:

  • Advising and recommending to the University President on making necessary changes and taking actions in order to sustain strong academic programs and institutional success.
  • Overseeing the different academic operational strategies and tasks within the different colleges to ensure constant improvement of the different academic programs and to identifying potential opportunities to maintain the academic growth of the University
  • Promoting the University uniqueness in order to maintain a sound competitive edge nationally, regionally and internationally.
  • Assuring the delivery of an outstanding array of programs that guarantee academic integrity in accordance with the University’s goals, mission and vision.

The VPAA is the academic catalyst to stimulate and assure the excellent academic level of the University and to provide a connection between higher administrations and the different Colleges within the University.

Minimum requirements for this position include a Doctorate or terminal degree with sufficient academic credentials to stimulate building the University.

 The College Deans

  • The Dean is the academic leader for his/her College with many responsibilities related to academic policies development, academic program recommendations, faculty members’ promotion and professional development. The College Dean reports directly to the VPAA and supervises the programs’ leaders within the College.  The College Dean is also responsible for the following:  Possessing full responsibility of all aspects of academic operation and advances and serves as the primary representative for the College.
  • Directing the administration, revision and changes of the existing programs while maintaining high educational standards.
  • Recommending new high quality programs’ curricula and developing new documentations consistent with the University’s mission to enhance the College overall performance and promote its growth according to the University’s mission. 
  • Enhancing and maintaining diversity among students, staff and faculty members within the College.
  • Overseeing the overall performance of the students in the College and encouraging them to achieve their academic goals. 
  • Facilitating the academic standards, policies and procedures for the College’s students, staff and faculty.
  • Identifying potential opportunities for growth within the College to promote the College’s uniqueness among its peers within the University.
  • The successful candidate will have earned a terminal degree, preferably, Doctorate.  The College Dean demonstrates exceptional leadership skills in development, implementation, maintenance and advancement of the College and is committed to excellence in teaching.

Dean of Student Affairs

The dean of student affairs’ primary goal is to direct those services offered to the student at the university:

  • Supervising and monitoring services offered to the students such as student restaurants, student transportation, student housing etc. and preparing all the rules, regulations and related policies.
  • Organizing various student activities including the forming of clubs, seminars, celebrations and other extra-curricular activities.
  • Creating Student data bases and organizing training and specialized workshops so as to improve the administration of student activities
  • Overseeing and managing the Student Counseling offices and implementing the university’s policies regarding the Unit.

Dean of Scientific Research and Graduate Studies Responsibilities:

The Dean of Scientific Research and Graduate Studies’ primary goal at AFU is to coordinate the activities with all the Deans of the Colleges in all issues regarding scientific research and graduate studies.

Additional responsibilities:
  • Manages the preparation of academic plans for the various graduate level programs and ensuring their proper implementation.
  • Facilitate within available resources the development of research activities, consultancy and scholarly activities to enhance the research reputation of the university.
  • Mentoring graduate students’ and their research studies.
  • Preparing interim and annual reports tracking the status of various scientific achievements at AFU
  • To initiate a number and the proportion of research-active staff and research students.
  • To promote a research culture which stimulates the highest levels of research achievements of individuals and research groups and encourages collaborative partnerships within the university.
  • To encourage collaboration with external partners and to contribute to wealth creation, knowledge and quality of life at a local, national and international level.

University Council

  The university council’s main responsibility is to discuss any and all financial issues so as to prepare the budget for the university.

Chairman of the Council:

The university council is chaired by the President of AFU.

This council is composed of the Vice Presidents, College Deans, Representatives from each College, Dean of Scientific Research and Graduate Studies, Director of Student Affairs, Director of Quality Assurance, Director of Administration and Finance, Head of Admission and Registration Unit, Head of English Learning Center, Head of General Requirement, Head of IT Unit, and two students from the Student Committee.

Dean Council

  • This council has a regular weekly meeting or whenever is needed.
  • This council is chaired by the President of the AFU
  • Dean Council has the right to invite other member upon demands

Members:

  • Vice President
  • College Deans
  • Dean of Scientific Research and Graduate Studies

Responsibilities:

  • Ensure the universities’ policies are properly implemented.
  • Review and take actions on proposed development plans for the university to achieve the university’s mission and vision.
  • Reviewing and approving any suggested new plans for the existing programs, new programs and any suggested new colleges.
  • Granting academic degrees to students.
  • Approving any new admission and registration policies, including number and quality of students to be accepted in particular programs.
  • To ensure the alignment of the university enrollment and admission policies with those of the MOE. 
  • Monitoring the implementation of college plans for teaching and research.
  • Executing the final decision on faculty promotions upon the recommendations from the Appointment and Promotion Committee.
  • Approving the Bylaws that govern employment, organizational, financial, and executive university affairs.

College Council

This council has a regular weekly meeting or whenever is needed.

Chairman of the Council

The Dean of the college is the chairman of the Council.

Members:

  • Associate Dean
  • Department Head
  • Representative of each Department at the college

Responsibilities:

  • Discussing and approving the students grades
  • Monitoring academic programs for the departments and to coordinate all the needful.
  • Monitoring the achievement of the learning outcomes for each course and programs at the college.
  • Monitoring and assessing the scientific research status for each faculty member in alignment with the research policy of the university.
  • Monitoring and assessing the committee service status for each faculty member in alignment with the committee service policy of the university.
  • Recommend any new study plans or new programs to the Dean Council.
  • Reviewing the promotion application for a faculty member upon the recommendation of the department council.
  • Deciding the best candidate for the teaching position within the college.
  • Forming different committees to follow up with scientific research, community service and student affairs.
  • Any other outstanding issues related to the college.
  • This council has a regular meeting twice a month or whenever is needed.
  • The Head of the Department is the Chairman of the Council.
  • Members: All the faculty members who teach in this department.

Department Council

Responsibilities:

  • Develop plans to enhance the teaching, community service, and scientific research.
  • Discussing any new courses or programs and recommend them to the college council.
  • Reviewing and selecting the textbooks for each course.
  • Reviewing and selecting the best candidate for a teaching position and recommending to the College Council.
  • Creating the schedule for the courses that will be offered in accordance to the students’ needs and the teaching load of the faculty members.
  • Forming different committees to follow up with scientific research, community service and student affairs.
  • Reviewing the promotion application for a faculty member and making the recommendation of the college council.
  • Reviewing all the assessment results for the courses that were offered and make any required changes to deal with any weaknesses and to strengthen it.
  • Reviewing any other outstanding issues related to the department.

The Head of Department

To lead, oversee, coordinate and develop all academic activities of the Department and to ensure that the results of the Departments’ teaching and research meet the highest possible levels – in teaching quality, research profile and student achievement.  

Qualifications

  • Evidence of significant and successful leadership and management experience at an appropriate level, e.g. deputy head of department, admissions tutor, or at another institution, particularly in times of change, or evident capability in this area.
  • Evident commitment to deliver the University's strategic aims and to be part of the management of the University.
  • Successful management of resources (money, people etc.) related to the furtherance of teaching, academic quality and the development of program.
  • Excellent communications, interpersonal and consultative skills.
  • Evident appreciation of the importance of good relationships with students; experience of taking successful initiatives in relation to developing the student experience at departmental level; good understanding of the issues, opportunities and difficulties surrounding widening participation.
  • Evidence of an ability to deal sensitively with concerns and complaints raised by students.
  • Good judgment and decision–making capability – particularly where political, academic and institutional priorities might conflict or information is not complete.
  • Evidence of successful and imaginative academic or related initiatives in a relevant area.
  • Able to command the confidence of the department and the University's Senior Management Team

Responsibilities 

  • To provide academic leadership of staff within the department.
  • To manage and develop effectively and efficiently those human, physical and financial resources for which they are responsible in manner consistent with the policies and practices of AFU.
  • To develop and maintain a range of programs which are highly regarded by internally and externally.
  • To develop the process of teaching and learning and create a productive and well regarded learning environment for students in a manner consistent with the University's strategic plan.
  • To facilitate greater access to courses through the development of more flexible patterns of course provision and through a more imaginative entry policy.
  • To facilitate, within available resources, the development of those research, consultancy and scholarly activities which will enhance the academic reputation of the department and contribute to the personal development of faculty.
  • To create and foster relationships with appropriate external agencies to promote departmental and the University's aims in general.
  • To provide a focus for communication within the department.
  • To contribute to the development and implementation of AFU policies and practices consistent with the University's mission statement
  • To secure, monitor and manage the departments' operational compliance with AFU standards.
  • To undertake all activities with a view to promoting equality of opportunity.
  • Prepare and submit to the Dean annual reports on the status of the department.
  • Discharge other departmental duties as assigned.
  • To plan and conduct effective annual assessment of the academic programs of the department.