REGISTRARSHIP AND DEVOLUTION OF POWER IN THE ADMINISTRATION AND MANAGEMENT OF THE UNIVERSITY (ENHANCING EFFECTIVE ADM. &MGT OF THE COLLEGIATE

SYSTEM- THE ROLE OF THE REGISTRAR)

A PRESENTATION AT THE WORKSHOP FOR PROVOSTS, DEANS &

DEPUTY REGISTRARS

BY

KOBBY YEBO OKRAH REGISTRAR

February 21, 2013 9:30 a.m.Conference Room, Great Hall

PRESENTATION OUTLINE

• Introduction-Review of Topic for Discussion• The Collegiate System• Effective Mgt. and Adm. of the Collegiate System• Devolution of Responsibilities to the Colleges• Benefits & Challenges of Devolution of Adm. and Mgt

Responsibilities• Areas of Devolution• Conclusion • A Humble Plea

THE REGISTRAR

• The Chief Administrative/Operating Officer of the University:

• Responsible, under VC, for the general administration and management of the University- providing general direction leading to guidelines for the framework within which policies are made.

• General Supervision of the University System;• Coordination of University wide Activities;

THE REGISTRAR (CONT.)

• Monitoring of University System to ensure that activities lie within the University policies and directions.

• Responsible for the provision of Secretarial services for all Statutory Boards and Committees of the University.

• Effectively the Registrar as the CHIEF LABOURER OF THE University serving all and derided by all for the sake of the University

THE COLLEGIATE SYSTEM- RATIONALE

The Collegiate System, adopted by the University in 2006 was created, among others, to do the following:

• Rationalization of Academic Programmes of study under broad Academic specializations to promote University’s drive towards the creation of Centres of Excellence for Science & Technology Education and Training;

THE COLLEGIATE SYSTEM (CONT)

• Mobilization, consolidation and sharing of resources for effective teaching and learning and promotion of Research and Development for Science & Technology development and advancement;

• Promotion of inter-disciplinary/inter-Collegiate cooperation and Academic programme development within and among Colleges of the University

THE COLLEGIATE SYSTEM

• Provision of limited degree of autonomy to enhance effective teaching and learning, research and general Academic advancement;

• Devolution of Responsibilities from Faculties/Schools to Colleges to allow for effective and efficient Academic policy direction, development and growth of Collegiate System

THE COLLGIATE SYSTEM(CONT.)

• Reduction of administrative bureaucracies associated with Academic life of the University at the Faculty and Department levels in order to free Faculty of mundane Administrative chores;

EFFECTIVE MGT. A& ADM OF THE COLLEGIATE SYSTEM-DEVOLUTION OF RESPONSIBILITIES- THE

PROVOST

• The chief Academic and Administrative head of the College, under the VC;

• Oversees the Academic Policies and Activities of the College through the College Board

• Performs his duties with other senior Administrative Staff: College Registrar, College Accountant, College Librarian and Faculty officers (SAR/AR)

THE COLLEGE REGISTAR

• Acting as the representative of the Registrar of the University, under the Provost, responsible for the Adm. & Mgt of the College;

• Liaising with Divisions of the Registrar’s offices and other Units in the Central Administration

• Coordinating day-to-day operations of the Colleges;

• Control and Mgt of Staff of the College;

THE COLLEGE REGISTRAR(CONT.)

• Monitoring of activities in the College to ensure effective management and administration;

• Disseminating information within the College from the Central Administration to the College;

• Ensuring adequate safety and security in the College

DEVOLUTION OF RESPONSIBILITIES-OVERVIEW• Devolution not creation of University College System• Devolution not creating little kingdom in the University• Devolution = limited and defined autonomy for

administrative and academic purposes• Devolution = consolidation of resources• Devolution= promotion of effective and efficient

academic life and advancement through collegiate system

• Devolution not usurpation of power but delegation of power

AREAS OF DEVOLUTION

• Administration and Management-Staffing-Promotion-Training &Development-Finance-Resource mobilisation and development *Academic Development and advancement-Programme development

AREAS OF DEVOLUTION( CONT.)

-management of academic life-examinations-curriculum development-collaboration and linkages-consolidation of R&D-inter-collegiate cooperation

BENEFITS• Vigorous academic life• Academic Policy creation and development• freeing Provosts/Deans/HODs from mundane day-to-day

activities;• Effective faculty participation in college academic life• High degree of autonomy in the management of the College;• Effective financial administration and management• Effective financial management of Staff and other resources;• Reduction of bureaucracy;• Promote innovations; and,• College become more responsive• Small but cost effective and efficient academic board• Healthy competition within and among colleges

CHALLENGES• Creation of layers of Administrative bureaucracy;• Overlapping of responsibility;• Proper understanding of Roles and

Responsibilities ( Deans/Provost);• Higher Administrative Costs;• Capacity of College Management and

Administration;• Devolution – promotion of university mission and

vision• Role of Academic Board

CHALLENGES (CONT.)• Staff Appointments and Promotions; • Staff Training & Development; and,• General perception

CONCLUSION

• The University is endowed technologically and has what it takes to be the best and one of the best science and technology institutions of the world

• The University is committed to excellence, integrity, efficiency and stewardship of resources.

• We need to develop a passion for success through hard work and cooperation.

CONCLUSION(CONT.)• The PROBLEM of the University is not the

making of NOBODY’S but OURSELVES• IMPOSSIBLE is NOTHING and FAILURE is but a

CHALANGE.• SO WHERE DO WE GO FROM HERE?

A HUMBLE PLEA

• As I walk through the life of this University with you let us work together at achieving TWO critical values

1.Provision of coherent and holistic hierarchical structures for the administration and management of our beloved University;

2.Development of a politically and academically feasible and sustainable SUCCESSION PLAN for the University.

A HUMBLE PLEA (CONT.)

• When we have achieved these two critical objectives – the issues of devolution of power, the creation of fiefdom and power kingdoms, the zeal to be like the REGISTRAR would fade away and give way to the realization of the Mission and Vision of the University

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