F&A SUB-COMMITTEE

REPORT TO 3RD RETREAT OF URAFR COMMITTEE, 29-31 OCTOBER 2009

MEMBERSHIP• BARNABAS NAWANGWE, CHAIR• CATHERINE KANABAHITA, VICE CHAIR• BETTY BANYOYA• JOHN WABWIRE• HENRY MAYEGA• TANGA ODOI• DAVID KIWANA• SEBASTIAN NGOBI• PAUL TEEFE• GLORIA NAKYEYUNE (ADMINISTRATOR)

PROGRESS

• 4 MEETINGS HELD SINCE LAST RETREAT• 10 PROCESS AND 40 SUBPROCESSES

IDENTIFIED• 35 SUB-PROCESSES DESCRIBED• 10 SUB-PROCESSES MAPPED• 14 SUB-PROCESSES SUBJECTED TO CRITICAL

EXAMINATION• MEETING HELD WITH DICTS ON MIS

EXAMPLE OF PROCESS IDENTIFICATION

Sub-process Performance baseline Performance gap Desired Outcome Performance IndicatorsResource Mobilization -Resource mobilisation

unit & framework operationalized .-philanthropic support-investment taking place-investment advisory committee operationalised-Internally generated funds other than tuition.

Failure to exploit all other avenues of resource bases.

Reliable, adequate, predictable and sustainable resource base

The budget deficit reduced to about 10% .Percentage of University budget from non-traditional income sources

Budgeting The budgeting process should be continuous and reliable

Budgeting process not well defined, not participatory and haphazard

A budgeting process that is participatory and is based on the University strategic plan

A clear and well defined budget process and time-table published on the University intranet and organisational handbook

Procurement The procurement system should be transparent, efficient and flexible

The procurement and disposal process is often non-transparent, not flexible and doesn’t ensure value for money

A procurement system and process that is transparent, efficient and flexible

Clear guidelines on efficient use of PPDA regulations, including provisions for flexibility published on the University intranet and organisational handbook

Financial Accounting The financial accounting system and process should be transparent and efficient

The current accounting system and process is sometimes not transparent and is open to abuse

A financial accounting system that is transparent, efficient and ensures value for money

Financial accounting guidelines and processes published on the University intranet and organisational handbook

Financial Reporting There should be a uniform and harmonised financial reporting system for the University

The current financial reporting system is un-coordinated

A uniform and harmonised financial reporting system for all functions of the University

A harmonised financial reporting system in place and published on the University intranet and organisational handbook

FINANCIAL MANAGEMENT

EXAMPLE OF MAPPED PROCESS(ACCOUNTING FOR ADVANCES

Accounting for advancesRecipient

compiles accountability

Immediate supervisor

1 week

Unit accountant

2 days

Bursar

2 days

Audit

3months - 5years.

To revise

a/c rejectedApprov

ed?

5 days

Issues journal vouchers

5 days

Files a/ctability

Applicant to refund.

EXAMPLE OF CRITICAL EXAMINATION(RECRUITMENT OF NEW STAFF)

1. Initiative to advert for a vacancy comes from the Dept2. Dept fills an Advert Form and sends it to Perfomance and Appraisal

Section which checks if that position is within the establishment3. Then it is sent to the Director of HR for endorsement and approval4. Then sent to the Employment Division and an advert is drafted and

then sent to the Director HR for approval before it is sent to the News Papers.

5. Responses to the Advert come to the Employment Division which compiles the Information of the Applicants and sends it to the concerned Dept which filled the Advert form for shortlisting.

6. At least five Senior Staff must be on the Panel that shortlists in the Department, if the concerned Dept or Faculty lacks the Senior personnel to make up the panel, then the Employment Division writes to the Deputy Vice Chancellor to form up an adhoc committee for this purpose.

7. Those staff must sign against their names on the minutes which with the Shortlisted Applicants are sent back to the Employment Division and then shortlisted Applicants are requested to make copies of their documentation for the Appointments Board.

8. Appointment Board Appoints. 9. Manager Employment Division writes to the Director HR with a copy

to the Performance and Appraisal section to make the Appointment Letter.

10. After the person appointed has picked the letter, he/she reports to the concerned head of the Dept where they are going to work and the Head of the Department is also required to write to the Employment division certifying that the Appointed person has reported to work.

11. If after three months, the Appointed person has not reported for duty, then that appointment is cancelled and the process begins all over again.

Step 2 does not tackle a real problem, if there is work to be done, then somebody should be recruited whether there is an establishment or not.

Step 3 could be skipped, creates red tape and delays the recruitment process

In step 5, responses to an advert should be sent to the concerned dept for short listing, again this reduces Red Tape and pressure on the Understaffed Employment Division

In step 6, Senior Staff is not sufficient enough but knowledgeable staff or knowledge members of the public would do a better job at selecting the best person for the job.

Step 11, three months is such a very long time for an appointed person not to report on duty.Also not all jobs should be advertised, head hunting can in instances pick on a very good person for a job. Departments should be given a chance to recommend someone for appointment without necessarily going through advertisement of the position. Then Staff evaluation should be serious looked into to access if everybody is doing what they were employed to do.