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THE UNIVERSITY RESEARCH, ADMINISTRATIVE AND FINANCIAL REFORMS (URAFR) COMMITTEE

THE UNIVERSITY RESEARCH, ADMINISTRATIVE AND FINANCIAL REFORMS (URAFR) COMMITTEE. REPORT TO DEANS AND DORECTORS, 18.05.2010. MEMBERSHIP. Dr. Barnabas NAWANGWE – CHAIR Prof. Eli KATUNGUKA-RWAKISHAYA Prof. William BANAGE Dr. Christine DRANZOA Dr. Edith NATUKUNDA-TOGBOA Mr. John WABWIRE

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THE UNIVERSITY RESEARCH, ADMINISTRATIVE AND FINANCIAL REFORMS (URAFR) COMMITTEE

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  1. THE UNIVERSITY RESEARCH, ADMINISTRATIVE AND FINANCIAL REFORMS (URAFR) COMMITTEE REPORT TO DEANS AND DORECTORS, 18.05.2010

  2. MEMBERSHIP • 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

  3. PREAMBLE • 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

  4. PURPOSE • 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

  5. WHY REFORMS (BUSINESS 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.

  6. THE IMPACT OF BPR ON ORGANIZATIONAL 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)

  7. TERMS 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

  8. METHODS 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

  9. SUB-COMMITTEES • Research sub-committee • Administration and Finance sub-committee • Reform of Programmes, Teaching and Learning sub-committee (including College System).

  10. RESEARCH 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.

  11. FINANCIAL AND ADMINISTRATIVE REFORMS 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

  12. REFORM OF PROGRAMMES, TEACHING AND 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

  13. SCOPE FOR RESEARCH SUB-COMMITTEE • Research grant application • Financial management • Disbursement of funds • Research administration management • ICT in Research • Quality assurance in research • Supervision • Monitoring and evaluation • Research Coordination

  14. SCOPE FOR FINANCIAL AND ADMINISTRATIVE REFORMS SUB-COMMITTEE • Governance structure • Administrative rationalization • Human Resource Management • Gender mainstreaming • Quality assurance • Financial Management • Student welfare • Infra-structure Management • ICT

  15. SCOPE FOR REFORM OF PROGRAMMES, TEACHING 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.

  16. STAGES 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)

  17. PROCESS IDENTIFICATION (EXAMPLE)

  18. PROCESS MAPPING (EXAMPLE)

  19. ACCOUNTING FOR ADVANCES 5 days Applicant compils accou APPLICANT COMPILES ACCOUNTABILITYntability IsISSUES JOURNAL VOUCHERS nal vouchers 3 MONTHS-5YEARS 5 days SUPERVISOR r FiFILES ACCON-TY 1 we1 WEEKek tUNIT account. 2 days bursar 2 day2 dayss audit APPROVED? TO REVISE A/C REJECTED to refundun

  20. CRITICAL EXAMINATION SHEET Description of the Element:______________________ Chart No: _____________­

  21. CRITICAL EXAMINATION (AN EXAMPLE)

  22. PROGRESS 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

  23. SUB-PROCESSES IDENTIFIED (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

  24. SUB-PROCESSES IDENTIFIED (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

  25. SUB-PROCESSES IDENTIFIED (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

  26. SUB-PROCESSES IDENTIFIED (INNOVATIONS) • Identification • Evaluation • Protection • Incubation • Marketing • Agreements

  27. SUB-PROCESSES IDENTIFIED (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

  28. SUB-PROCESSES IDENTIFIED (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)

  29. SUB-PROCESSES IDENTIFIED (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

  30. SUB-PROCESSES IDENTIFIED (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)

  31. SUB-PROCESSES IDENTIFIED (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

  32. SUB-PROCESSES IDENTIFIED (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

  33. MAJOR 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

  34. RECOMMENDATIONS FOR AMENDMENT OF UOTIA

  35. I conclude with a simple truth.  We have entered a world very different from the one we have grown used to in recent years.  In this new circumstance, Duke has no choice as to whether or not to reduce its expense base.  This is the reality that we now face, together with every other university and virtually every American institution.  The choice we have is in how to meet this problem.  We could suffer our way together to a shrunken, dispirited status quo.  Or we could use our collective energies to envision how to meet our goals and aspirations in new ways in face of this new situation. Working together, I am confident that Duke will be able to navigate through these difficulties with our values and momentum intact.Richard H. BrodheadPresident, Duke University

  36. THANK YOU!

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