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 Applicant compils accou APPLICANT COMPILES ACCOUNTABILITY ntability SUPERVISOR r 1 we 1 WEEK ek t UNIT accoun t. 2 days bursar 2 day 2 days s audit 3 MONTHS- 5YEARS TO REVISE A/C REJECTED 5 days Is ISSUES JOURNAL VOUCHERS nal vouchers 5 days Fi FILES ACCON- TY to refund un APPR OVED?

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

21. CRITICAL EXAMINATION (AN EXAMPLE)

23. 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

24. 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

25. 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

26. 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

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

28. 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

29. 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)

30. 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

31. 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)

32. 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

33. 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

34. 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

35. RECOMMENDATIONS FOR AMENDMENT OF UOTIA SECTI ON OR SUB- SECTI ON TITLEPROPOSED AMENDMENTJUSTIFICATION 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 30Chancellor 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

36. 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 Paper The 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 33University 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.

37. 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. 37Dean of Students Sub-section (3) to read: The Dean of students shall be responsible to the Second Deputy Vice Chancellor. As above

38. 38Univer sity council for Public Univer sity 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.

39. 38Universit y council for Public Universit y 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.

40. 39 Chairper son &Vice Chairper son 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 Function s of the Universi ty 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 42Meeting s of a Universi ty 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.

41. 44Universit y 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

42. 48Board 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-officio To 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

43. 53 Deans and Direct ors Amend sub-section (1) to read: A Dean or competitive process based on university – defined criteria and protocols 54Heads of Depar tment s 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

44. 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. Brodhead President, Duke University

45. THANK YOU!