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/interCollegiate
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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