Figure 2: Organizational Chart
The functions of the teams are defined by two executive committees. One will be the University Council (UC), chaired by the Chancellor and shall consist of between 15 to 21 members. The University Council will be the supreme policy making organ and will appoint the members of the university staff. The other committee will be the University Senate (US), chaired by the Vice Chancellor, will be the academic authority of the university. The senate will be responsible for the promotion and maintenance of the moral, spiritual and academic standards; formulate and implement the academic policies of the university and regulate the programmes and courses offered and the examinations held by the university; regulate the admission of the students to the university.
The actual responsibility for the implementation of University Council¡¯s decisions and policies, management, and supervision of all programme components will lie with the Vice Chancellor appointed by the UC. In this domain, the Vice Chancellor (VC) will be the chief academic, administrative and disciplinary officer of the University. The VC will also be responsible for maintaining and promoting the efficiency, effectiveness and good order of the university. The VC will be supported Deputy Vice Chancellor (DVC) in charge of Academics and Director in charge of Administration (DA) matters. They will both perform other functions delegated to their offices.
The Director of Finance (DF) will be the chief financial officer of the university in-charge of university funds, authorizing its investment and expenditures. While the Director of Development and Public Relations (DDPR) will be responsible for university development activities and public relations.
The Dean of Students will be responsible for the social, moral and physical welfare of the students. The Chaplain will have duties such as religious, moral and spiritual affairs of the university campus.
The planning and management functions will be facilitated by key stakeholders at three distinct levels. Firstly, the planning at the UC which will be mainly for policy formulation and infrastructure development and expansion. Secondly, will be the planning of the academic functions, which will be undertaken by the university senate supported by a principal committee known as an Academic Board (AB). In this system, Deans of Faculty (DF) together with the heads of department will be responsible for specific departmental plans.
Thirdly, the university planning of development activities will be facilitated by University Administrative Board through the Director of Development and Public Relations. Such activities will also include the development of University Auxiliary Enterprises and Investments - Income Generating Activities (IGAs). In this set-up the auxiliary enterprises committee will interact closely with the university council for purposes of fundraising. The DDPR will ensure that each enterprise draws plan (proposals) which will be compiled as project plans and will be in-charge of controlling daily transactions in the project fronts.
In order to ensure effective planning at all levels, planning committees will enforce the timely progress reporting which will be used in the re-planning process.
Indicators of Monitoring and Evaluation will be established upon detailed preparation on specific institutions components. For example, the academic standards will be measured against indicative standards to be developed in the university academic charter. This will include courses offered, examination procedures, award of credits and graduation requirements. For the non-academic programmes, when preparing them, specific targets and milestones will be formulated so as to assist the people involved in comparing plans and achievements. The activities in this category will be done on a continuous basis in line with some basic guidelines. Various auxiliary teams will develop the guidelines (M&E tools) so that they become user friendly. One critical aspect to be given attention in this domain will be the training of staff to enable them acquire the required skills in monitoring the enterprises (projects).
Historically, beneficiaries have been excluded from routine monitoring activities. In the plan, monitoring will ensure that feedback from beneficiaries regarding the quality of services is taken into account. Evaluation will mainly focus on outcome or effect and impact indicators that have been in-built in the plan at the objective and output levels for all the priority components. Likewise, issues to do with management including financial management and co-ordination will also be evaluated specifically to assess the extent to which