the university research, administrative and financial reforms (urafr) committee report to deans and...
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THE UNIVERSITY RESEARCH, THE UNIVERSITY RESEARCH, ADMINISTRATIVE AND ADMINISTRATIVE AND
FINANCIAL REFORMS (URAFR) FINANCIAL REFORMS (URAFR) COMMITTEECOMMITTEE
REPORT TO DEANS AND REPORT TO DEANS AND DORECTORS, 18.05.2010DORECTORS, 18.05.2010
MEMBERSHIPMEMBERSHIP• Dr. Barnabas NAWANGWE – CHAIR• Prof. Eli KATUNGUKA-RWAKISHAYA• Prof. William BANAGE• Dr. Christine DRANZOA• Dr. Edith NATUKUNDA-TOGBOA• Mr. John WABWIRE• Mr. Sebastian NGOBI• Mr. Goddy MUHUMUZA• Director, Quality Assurance
PREAMBLEPREAMBLE
• Institutions, like people grow in age
• Unlike people, institutions grow stronger with age
• But just like people, institutions become weak if they are complacent
• Therefore, institutions must maintain vigilance if they are to grow stronger and stronger
PURPOSEPURPOSE
• TO REFORM OUR CORE AND SUPPORT FUNCTIONS IN ORDER TO MAKE THE UNIVERSITY MORE EFFICIENT
• TO REPOSITION MAKERERE AS A PREMIER RESEARCH-LED INSTITUTION AS REQUIRED BY THE STARTEGIC PLAN
WHY REFORMS (BUSINESS WHY REFORMS (BUSINESS PROCESSES RE-ENGINEERING)?PROCESSES RE-ENGINEERING)?
• Business process reengineering (often referred to by the acronym BPR) is the main way in which organizations become more efficient and modernize.
• Business process reengineering transforms an organization in ways that directly affect performance.
THE IMPACT OF BPR ON THE IMPACT OF BPR ON ORGANIZATIONAL PERFORMANCEORGANIZATIONAL PERFORMANCE
• The two cornerstones of any organization are the people and the processes.
• If individuals are motivated and working hard, yet the business processes are cumbersome and non-essential activities remain, organizational performance will be poor.
• Business Process Reengineering is the key to transforming how people work.
• What appear to be minor changes in processes can have dramatic effects on cash flow, service delivery and customer satisfaction.
• Even the act of documenting business processes alone will typically improve organizational efficiency by 10%.
(ADOPTED FROM UAA WEBSITE)
TERMS OF REFERENCETERMS OF REFERENCE
• TO REVIEW THE CURRENT RESEARCH FUNCTION TO MAKE IT MORE EFFICIENT AND EFFECTIVE
• TO CONSIDER THE CURRENT ADMINISTRATIVE STRUCTURE WITH A VIEW OF MAKING IT LEAN, EFFICIENT AND EFFECTIVE
• TO PEOPOSE AN APPROPRIATE COLLEGE SYSTEM FOR THE UNIVERSITY
• TO REVIEW THE CURRENT FINANCIAL SYSTEM WITH A VIEW OF IMPROVING ITS BUSINESS PROCESSES
• TO MAKE SPECIFIC RECOMMENDATIONS THAT ARE APPROPRIATE FOR A RESEARCH-LED UNIVERSITY UNDER A COLLEGE SYSTEM
• TO REVIEW THE CURRENT UNIVERSITY PROGRAMMES WITH A VIEW OF RATIONALISING AND HARMONISING THEM IN THE APPROPRIATE DISCIPLINE HOMES
METHODS OF WORKMETHODS OF WORK• Retreats
• Consultative workshops
• Commissioned studies
• Co-option of different stakeholders in the subcommittee meetings and retreats.
• Study tours within and outside the country
• Review of relevant documents such as:-
- Makerere University Finance Management Manual
- Makerere University Strategic Plan.
- Universities and Other Tertiary Institutions Act.
- Visitation Committee report
- University Policies
- Audit report by KPMG
- Makerere University Annual Report 2008.
– PPDA and PDU Regulations
SUB-COMMITTEESSUB-COMMITTEES
– Research sub-committee– Administration and Finance sub-committee– Reform of Programmes, Teaching and
Learning sub-committee (including College System).
RESEARCH SUB-COMMITTEERESEARCH SUB-COMMITTEE
• Prof. W. Banage - Chairperson• Prof.. E. Katunguka-Rwakishaya - Alternative chair• Dr. G.W. Nasinyama - Member• Dr. M. Musoke - Member• Dr. C. Kabonesa - Member• Hon. Ruth Kavuma - Member• Desk officer research (SGS) - Member• Council of Graduate students - Member• Representative(s) from Research Institutions such as NARO, UVRI,
Uganda National Council for Science and Technology.
FINANCIAL AND ADMINISTRATIVE FINANCIAL AND ADMINISTRATIVE REFORMS SUB-COMMITTEEREFORMS SUB-COMMITTEE
• Dr. B. Nawangwe - Chairperson
• Ms. C.G. Kanabahita - Vice Chairperson
• Mr. S. M. Ngobi - Director, HR
• Mr. J.K.W. Wabwire - Director, PDD
• Mr. J. Karamagi - University Bursar
• Mr. Goddy Muhumuza - Legal Officer
• Mrs. Betty Banyoya - Rep. of Ministry of Public Service
• Dr. Tanga Odoi - Chairman, MUASA
• Mr. H. Mayega - Chairman, MASA
• Mr. D. Kiwana - Repr. DICTS
• Mr. Levi tushabe - Manager, PDU
• Mr. H. Duku - Internal Auditor
REFORM OF PROGRAMMES, TEACHING REFORM OF PROGRAMMES, TEACHING AND LEARNING SUB-COMMITTEEAND LEARNING SUB-COMMITTEE
• Dr. C. Dranzoa - Chairperson• Dr. Edith Natukunda-Togboa - Alternate chair• Rep. National Council for Higher Education• Prof. A. Sengendo - Rector, IUIU• Mr. A. Namoah - A/Registrar• Dr. V. Ssembatya - Rep. Science• Dr. M. Musoke - Univ. Librarian• Dr. R. Kyeyune - Humanities• Mr. T. Okumu - ICT• Representative from MUASA
SCOPE FOR RESEARCH SUB-SCOPE FOR RESEARCH SUB-COMMITTEECOMMITTEE
• Research grant application• Financial management• Disbursement of funds• Research administration management• ICT in Research• Quality assurance in research• Supervision• Monitoring and evaluation• Research Coordination
SCOPE FOR FINANCIAL AND ADMINISTRATIVE SCOPE FOR FINANCIAL AND ADMINISTRATIVE REFORMS SUB-COMMITTEEREFORMS SUB-COMMITTEE
• Governance structure• Administrative rationalization• Human Resource Management• Gender mainstreaming • Quality assurance• Financial Management• Student welfare• Infra-structure Management• ICT
SCOPE FOR REFORM OF PROGRAMMES, SCOPE FOR REFORM OF PROGRAMMES, TEACHING AND LEARNING SUB-COMMITTEETEACHING AND LEARNING SUB-COMMITTEE
• Harmonisation of programmes to reduce duplication• Examination reforms• Teaching and learning reforms• Viability of programmes• Appropriate College structure• Mergers and their justifications• Implications of College structure in the overall
administration of the University.
STAGES IN BPRSTAGES IN BPR
• IDENTIFICATION OF PROCESSES AND SUB-PROCESSES
• MAPPING OF SUB-PROCESSES
• CRITICAL EXAMINATION OF SUB-PROCESSES
• DEFINING AND DESCRIBING THE DESIRED END (FUTURE PROCESSES)
PROCESS IDENTIFICATION (EXAMPLE)PROCESS IDENTIFICATION (EXAMPLE)
PROCESS MAPPING (EXAMPLE)PROCESS MAPPING (EXAMPLE)
ACCOUNTING FOR ADVANCES
Applicant compils accou APPLICANT COMPILES ACCOUNTABILITYntability
SUPERVISOR
r
1 we1 WEEKek
tUNIT account.
2 days
bursar
2 day2 dayss
audit
3 MONTHS-5YEARS
TO REVISE
A/C REJECTED
5 days
IsISSUES JOURNAL VOUCHERS
nal vouchers5 days
FiFILES ACCON-
TY
to refundun
APPROVED?
CRITICAL EXAMINATION SHEET Description of the Element:______________________ Chart No: _____________
CRITICAL EXAMINATION CRITICAL EXAMINATION (AN EXAMPLE)(AN EXAMPLE)
PROGRESS TO DATEPROGRESS TO DATE
• MORE THAN 40 BUSINESS PROCESSES AND 140 SUB-PROCESSES IDENTIFIED
• MAPPING OF 95% OF AS-IS PROCESSES COMPLETED
• CRITICAL EXAMINATION OF 80% OF AS-IS PROCESSES COMPLETED
• MAPPING OF 40% OF T0-BE PROCESSES COMPLETED
SUB-PROCESSES IDENTIFIED SUB-PROCESSES IDENTIFIED (A&F)(A&F)
• Establishment• Recruitment• Induction• Promotion• Confirmation• In-patient treatment• Treatment abroad• Biological Scheme• Annual Leave• Sick Leave• Maternity/Paternity Leave
• Bereavement• Housing• Training• Sabbatical• Grievance Procedure• Compensation• Disciplinary procedure• Retirement• Resignation• Death• Staff Appraisal
SUB-PROCESSES IDENTIFIED SUB-PROCESSES IDENTIFIED (A&F)(A&F)
• Resource Mobilisation• Budgeting and
Implementation• Procurement• Financial Accounting• Financial Reporting• Financial Audit• Systems Audit• Elections and
Appointment• Policy Formulation,
Implementation and Review
• Legal Representation• Strategic Planning• Guild and Other Elections• Accommodation• Discipline• New Construction• Maintenace Works• Disposal• Inventory• Environment and
Heritage Management• Security
SUB-PROCESSES IDENTIFIED SUB-PROCESSES IDENTIFIED (RESEARCH)(RESEARCH)
• Establishment• Structure• Recruitment• Sourcing finances • Identification of awardees • Award • Post –award/M
&EProcurement of Research Materials
• Technical reporting • Financial reporting
• Monitoring • Evaluation• Authoring and
documentation of findings• Delivery • Distribution • Preservation and
Conservation • Access of research
information
SUB-PROCESSES IDENTIFIED SUB-PROCESSES IDENTIFIED (INNOVATIONS)(INNOVATIONS)
• Identification• Evaluation• Protection • Incubation• Marketing• Agreements
SUB-PROCESSES IDENTIFIED SUB-PROCESSES IDENTIFIED (TLC)(TLC)
• Needs Assessment/scanning of environment
• Enrolment to Programmes
• Developing new programmes
• Approval of programme• Approval of short courses• Accreditation• Marketing
• Review all programmes• Acquisition of necessary
soft ware for Assessing Overlaps/ duplication of programmes
• Advertisements• Career Guidance• Marketing• Filling Application Forms• Admissions PUJAB• Admissions PRIVATE
SUB-PROCESSES IDENTIFIED SUB-PROCESSES IDENTIFIED (TLC)(TLC)
• Communicating admission result
• Filling Forms• Payments of fees• Certificate Verification• Acquire Identity Cards ARIS
& SN• Change of
Programmes/Courses• Knowledge of University
structures•
• Sensitizing students on social life at Makerere
• Co-curricula activities (sports)
• Knowledge of Rules & Regulations
• Identification/selection criteria
• Staff Recruitment• Staff Vetting
(appointment/promotion)
SUB-PROCESSES IDENTIFIED SUB-PROCESSES IDENTIFIED (TLC)(TLC)
• Deployment• Staff induction• Pedagogical training• Allocate courses• Allocation teaching
resources (equipments ,reference materials, projectors, space electronic etc)
• Time Tabling• Preparations of lectures
• Development of e-courses• Teaching evaluation by
students and staff• Course Assessment• Field Attachment/industrial
training/school practice• Supervision of field
attachment• Practical classes(clinics,
lab,studio practice etc
SUB-PROCESSES IDENTIFIED SUB-PROCESSES IDENTIFIED (TLC)(TLC)
• Course work and tests• Marking schemes• Marking• Final Examinations• Exam setting• Exam moderation • (Internal )• Exam moderation • ( external)
• Handling exams registration (certificate of due performance)
• Allocation o f exams space
• Tagging exams space• Examination Timetabling• Invigilation• External examination• Reporting of results• Handling Exams
Malpractices (staff and students)
• Handling Appeals • (related to assessment)
SUB-PROCESSES IDENTIFIED SUB-PROCESSES IDENTIFIED (TLC)(TLC)
• Development of proposals• Vetting of proposals• Approval of proposals• Identification of
supervisors• Approval of supervisors• Research• Progress reports• Supervision
• Appointment of Doctoral committee
• Nomination of examiners• Appointment of
examiners• Reporting• Viva voce• Public defense• Revision• Payment of examiners• Payment of
opponents/discussants• Payment of supervisors• Final document
SUB-PROCESSES IDENTIFIED SUB-PROCESSES IDENTIFIED (TLC)(TLC)
• On-line publication of theses/dissertation
• Application for Graduation
• Listing• Graduation • Approval of results• Uploading of results• Review of uploaded
results• Procure Blanks
• Printing of Transcripts and certificates
• Draft transcripts• Application for transcripts• Signing of certificates• Distribute
Certificates/Transcripts
MAJOR RECOMMENDATIONS SO FARMAJOR RECOMMENDATIONS SO FAR
• Amend UOTIA To Streamline Top Management• Revise Composition Of University Councils To Make Them
More Professional And Efficient• Overhaul MIS And Terminate Contract With CPL• Develop Home-grown MIS• Incorporate ICT in All University Functions, i.e All Processes
to be On-line• Move All Human Resource Processes And Functions From
AR’s Department To HRD
RECOMMENDATIONS FOR AMENDMENT OF UOTIA
SECTION ORSUB-SECTI
ON
TITLE PROPOSED AMENDMENT JUSTIFICATION FOR AMENDMENT
5 Functions of the National Council
To delete sub-section (i) • There’s need for an independent National Accreditation Board to avoid conflict of interest
16 Funds of the National Council
Amend (b) to remove ‘gifts’ To delete © & (d) regarding payment of fees
The independence of NCHE should not be compromised by individuals
30 Chancellor of a Public University
To include the following :• The Chancellor shall act as arbiter should
council fail to resolve a contentious issue or should there be a stalemate between the leadership organs of the university.
• The Chancellor shall be a person of high caliber, clout, international standing, repute, with ability to attract funding.
•Currently there is no immediate authority to resolve such stalemate•results in selected candidate not very distant from a “president” chancellor •This is the practice in all universities bench-marked in Africa
31 Vice Chancellor of a Public University
Sub-articles (2) and (3) to be replaced by the following:•Council shall initiate a competitive process for appointment of the Vice-Chancellor, with a no objection sought on short-listed candidates from the Minister in charge of education. •The short-listed Candidates shall be subjected to a professional, transparent and competitive interview by a panel of eminent persons which shall include Council and Senate representatives. •The best candidate shall be recommended to the Chancellor for appointment. • The Vice Chancellor shall be the accounting officer of the University
This is a more transparent process than what is proposed in the White PaperThe Vice Chancellor is the Chief Executive of the University
32 Deputy Vice Chancellors
The process of appointing the Deputy Vice Chancellors should be the same as that for appointing the Vice Chancellor
As above
33 University Secretary
To delete sub-article (3) (b) which states that the University Secretary shall be the accounting officer of the University To amend sub-article (4) to read: The University Secretary shall be responsible to the Second Deputy Vice Chancellor
The White Paper recommends abolition of the post of University Secretary apparently for being redundant. However, a public university is established as a body corporate. This makes the position of University Secretary mandatory. That role of the accounting officer should be vested in the chief executive, who is the Vice Chancellor.
34 Academic Registrar
Sub-section (2) to read: The Academic Registrar shall be responsible to the first Deputy vice-Chancellor.
If the Academic registrar assists the first Deputy Vice Chancellor and yet reports directly to the Vice Chancellor, there is bound to arise a conflict as has been seen in some universities
35 University Librarian
To amend Sub-section (3) to read: The University Librarian shall be responsible to the First Deputy Vice Chancellor
As above
36 University Bursar
Sub-article (3) should read: The University Bursar shall be responsible to the Second Deputy Vice Chancellor.
Since there is a Second Deputy Vice Chancellor in charge of Finance and Administration, there will be potential for conflict if the Bursar reports directly to the Vice Chancellor by-passing the Vice Chancellor, as has occurred in some universities.
37 Dean of Students
Sub-section (3) to read: The Dean of students shall be responsible to the Second Deputy Vice Chancellor.
As above
38 University council for Public University
Sub-sections (1) to be amended to read:There shall be a University Council for every Public University with a minimum of 11 and maximum of 15 members to be constituted from the following:(i)The Vice Chancellor of the Public University(ii) A representative of the Ministry responsible for Finance at the level of Commissioner and above(iii)A member of the convocation elected by the convocation(iv)One member of the University Senate elected by the Senate(v)One member of the Academic Staff association elected by the Academic Staff Association(vi)A senior member of administrative staff elected by the Administrative Staff (vii)A member of the National Union of Education Institutions; support staff elected by the branch in that university
• The University Council should be a lean, efficient and effective body
• Representation on the University Council shall be based on criteria mapped to core functions of a university including Teaching & Learning; Research & Innovation; outreach; Gender Mainstreaming; internationalization Quality assurance; students’ welfare and also representation from legal sector and line ministries of education, finance and, public service.
38 University council for Public University
Sub-sections (1) to be amended to read:There shall be a University Council for every Public University with a minimum of 11 and maximum of 15 members to be constituted from the following:(i)Two students of the University one of whom shall be a woman appointed by the Students Union(ii) A representative of the District Council who should be a university graduate (iii)A representative of the Ministry responsible for Higher Education at the level of commissioner and above(iv)A representative of the Ministry responsible for Public Service at the level of commissioner and above(v)One representative of persons with disabilities, who shall be a university graduate elected by National Organization of Persons with disabilities(vi)A representative from the Private sector with a proven interest in Higher Education(vii)A representative from the Legal Fraternity at the level of a Judge elected by the Uganda Law Society Sub-section (2) to be deleted.
• The University Council should be a lean, efficient and effective body
• Representation on the University Council shall be based on criteria mapped to core functions of a university including Teaching & Learning; Research & Innovation; outreach; Gender Mainstreaming; internationalization Quality assurance; students’ welfare and also representation from legal sector and line ministries of education, finance and, public service.
39 Chairperson &Vice Chairperson
Amend (1) To delete ‘persons employed by public service or a member of the district Council or Parliament’
Those deleted have no conflict of interest
40 Functions of the University Council
Sub-section (1) to read:Subject to the provisions of this Act, the University Council shall be the supreme organ of the Public university and as such be responsible for the policy direction on academic, financial and administrative affairs of the University.Sub-section (2) (a) and (b) should be deleted.
Council should not be involved in day-to-day running of the university
42 Meetings of a University Council
Sub-section (1) should be amended to read:A University Council shall hold ordinary meetings quarterly at places that it may determine for the transaction of its business.Sub-section (2) should be amended to read:The Chairperson may call a special meeting of the University Council if requested in writing by at least one third of all the members of the University council.
Meetings of Council should be conducted in a business-like manner in order to promote efficiency &effectiveness and minimize financial implications.
44 University Senate
To delete sub-section (2)(g) on representation of non-academic staff.To amend sub-section (2)(h) to read:Two students of the University to be elected by the students Representative Organ in accordance with the Students Union Procedure, one of whom shall be a woman.To amend sub-section (2)(i) to read:one person who is capable of contributing to the academic and social development of the University appointed by the Minister from the public, who should have held an academic university position.To amend sub-section (3) to read:Appointed members of the University Senate shall hold office for a period of three years and shall be eligible for reappointment once
Non academic staff are already well represented.
Gender representation Senate handles academic
matters and the representative of the ministry should have an academic background
48 Board of Faculties, Institutes and Colleges
To amend sub-section (1)(f) to read:All full time members of the academic staff. Part time staff shall attend as ex-officioTo amend (3) to read:The Board under this section shall meet once every three months for the discharge of its functions and a meeting shall be held on a request of a Dean, Director or on the written request of one third of the Board Membership
Faculty Boards consider academic issues and it is important all staff participate
53 Deans and Directors
Amend sub-section (1) to read: A Dean or competitive process based on university – defined criteria and protocols
54 Heads of Departments
Amend sub-section (1) to read: The Head of Department in each faculty, institute, college or other academic body shall be elected by competitive process based on university – defined criteria and protocols
I conclude with a simple truth. We have entered a world I conclude with a simple truth. We have entered a world very different from the one we have grown used to in recent very different from the one we have grown used to in recent years. In this new circumstance, Duke has no choice as to years. In this new circumstance, Duke has no choice as to whether or not to reduce its expense base. This is the whether or not to reduce its expense base. This is the reality that we now face, together with every other reality that we now face, together with every other university and virtually every American institution. The university and virtually every American institution. The choice we have is in how to meet this problem. We could choice we have is in how to meet this problem. We could suffer our way together to a shrunken, dispirited status suffer our way together to a shrunken, dispirited status quo. Or we could use our collective energies to envision quo. Or we could use our collective energies to envision how to meet our goals and aspirations in new ways in face how to meet our goals and aspirations in new ways in face of this new situation.of this new situation. Working together, I am confident that Duke will be able to Working together, I am confident that Duke will be able to navigate through these difficulties with our values and navigate through these difficulties with our values and momentum intact.momentum intact.Richard H. BrodheadRichard H. BrodheadPresident, Duke UniversityPresident, Duke University
THANK YOU!THANK YOU!