THE UNIVERSITY RESEARCH, ADMINISTRATIVE AND FINANCIAL REFORMS (URAFR) COMMITTEE REPORT TO DEANS AND...

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

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1 we1 WEEKek

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2 days

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3 MONTHS-5YEARS

TO REVISE

A/C REJECTED

5 days

IsISSUES JOURNAL VOUCHERS

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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


• 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)


• 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


• 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)


• 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


• 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!

THE UNIVERSITY RESEARCH, ADMINISTRATIVE AND FINANCIAL REFORMS (URAFR) COMMITTEE REPORT TO DEANS AND...

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