1. This report is presented in three parts viz the project framework for the period March 2009 – December 2010, the achievements during the year under review and finally the challenges encountered.

2. FocusPeople, Process and Culture Focus: People, Process and Culture 1.PROJECT FRAMEWORK (Crafted jointly by UR, then Director of Planning and Development and University C.I.O)

3. STRATEGIESACTIONTIME FRAMERESPONSIBILIT Y PROCESS RE-ENGINEERING: Utilising fully the potential capability of Enterprise Systems CONDUCT OPERATIONAL AUDITS IN: HR – Peoplesoft Student – Banner Finance – Banner DATA GATHERING PHASE  Map current (as-is) processes;  Gather procedures, policy, regulations, rules;  Audit current and previous process reviews;  Gather KPIs from Strategic Plan;  Determine optimal capability of Banner/Peoplesoft;  Determine what we are not doing re Banner/Peoplesoft;  Determine implications for process improvement, job redefinition and redesign. IMPROVEMENT PHASE Conduct process improvement:  Fit/Gap analysis;  Review procedures, regulations, policy, rules in the context of greater efficiency and effectiveness;  Identify and recommend opportunities for process optimisation;  Analyse impact/benefit of improvement recommendations; March – May 2009 June – August 2009 To be determined based on the recommendations but end date should be latest Mar 31 st, 2010. Registrar/Bursar/HR Director Consultant or Dedicated in-house resource (Business Analyst & Project Manager) Consultant or Dedicated in-house resource (Business Analyst & Project Manager)

4. STRATEGIESACTIONTIME FRAMERESPONSIBILITY PROCESS RE-ENGINEERING Continued: Utilising fully the potential capability of Enterprise Systems IMPROVEMENT PHASE Continued ● Perform best practice analysis and benchmark accordingly; ●Produce final improved state process maps; ●Identify the amendments required to procedures, policy, regulations, rules to enable process improvement; ●Identify opportunities for integration of processes and systems with interface systems; ●Review KPIs from Strategic Plan to determine the gaps vis a vis final state processes/outcomes; ●Build bridges to attain KPIs based on gaps. IMPLEMENT RECOMMENDATIONS To be determined based on recommendations but end date should be latest March 31 st, 2010. To be determined based on the recommendations but end date should be latest Mar 31 st, 2010. Consultant or Dedicated in-house resource (Business Analyst & Project Manager)

5. STRATEGIESACTIONTIME FRAMERESPONSIBILITY IMPLEMENT RECOMMENDATIONS Continued Prepare comprehensive implementation plans to include: ●Tasks ●Responsibility ●Schedule ●Performance metrics ●Post implementation effective- ness review ●Consensus for plan of action ●Execute ●Post review JOB RE-DESIGN: Redefine jobs based on re- engineered processes PERFORM JOB ANALYSIS: HR – Peoplesoft Student – Banner Finance - Banner Define the jobs: ●Process ●Output ●Consequences ●Inputs ●Conditions ●Feedback ●Relationships ●Nature and scope ●Positive impact on work flow and key stakeholders. March 2010 – May 2010 HR Director/Bursar/ Registrar via dedicated HR in-house resource

6. STRATEGIESACTIONTIME FRAMERESPONSIBILITY JOB RE-DESIGN: Redefine jobs based on re- engineered processes PERFORM JOB ANALYSIS: HR – Peoplesoft Student – Banner Finance - Banner Define the jobs: ●Process ●Output ●Consequences ●Inputs ●Conditions ●Feedback ●Relationships ●Nature and scope ●Positive impact on work flow and key stakeholders. March 2010 – May 2010 HR Director/Bursar/ Registrar via dedicated HR in-house resource EVALUATE THE JOBS Develop evaluation methodology to include: ●Training level/qualifications requirements; ●Knowledge Skills Abilities requirements; ●Complexity of tasks; ●Interaction with various levels of the organisation. ●Impact of job performance on other elements of the system in the work flow process; ●Problem solving and independent judgement; March 2010 – May 2010 HR Director/Bursar/Registrar via dedicated HR in-house resource

7. STRATEGIESACTIONTIME FRAMERESPONSIBILITY ●Accountability and responsibility; ●Decision making authority; ●Degree of supervision required; ●Cross-training requirements; ●Working conditions; Degree of difficulty in filling job - Rank jobs - Classify jobs - Conduct market comparisons - Provide recommendation for approval ORGANISATION STRUCTURE ● Determine appropriate organisation structure based on redefined job processes, responsibilities and evaluation. March 2010 – May 2010 HR Director/Bursar/Registr ar via dedicated HR in- house resource

8. STRATEGIESACTIONTIME FRAMERESPONSIBILITY COMPENSATION AND BENEFITS Review evaluated jobs to ensure organisation’s compensation philosophy and structure is synchronised. PERFORMANCE MANAGEMENT HR – Peoplesoft Student – Banner Finance – Banner Ensure performance measures are identified for each job function. Determine impact and implications on Faculties, Departments and Units. March 2010 – May 2010 HR Director/Bursar/Registrar via dedicated HR in-house resource WORKFORCE ANALYSISHR – Peoplesoft Student – Banner Finance - Banner DEMAND ANALYSIS Determine the job required Review the Knowledge Skills Abilities and attitude needed to perform the job functions. June 2010HR Director

9. STRATEGIESACTIONTIME FRAMERESPONSIBILITY WORKFORCE ANALYSIS Continued SUPPLY ANALYSIS ●Evaluate the current resources/employees to ensure Knowledge Skills Abilities fit. GAP ANALYSIS ●Match demand analysis with supply analysis June 2010 HR Director HUMAN RESOURCE DEVELOPMENT AND LEARNING Building and renewing institutional capacity HR – Peoplesoft Student – Banner Finance – Banner TRAINING AND DEVELOPMENT  Identify training needs;  Ensure employees with gaps receive the training needed to enable them to contribute and perform;  Develop training plan, methodology, time frame and budget;  Execute training using pertinent delivery methods – e-learning; hands-on, class room, etc. June 2010 – August 2010 HR Director

10. STRATEGIESACTIONTIME FRAMERESPONSIBILITY HUMAN RESOURCE FITNESS HR – Peoplesoft Student – Banner Finance – Banner APPROACH  Develop employee separation plan, i.e., attrition, early retirement, VSP;  Develop talent retention/attraction plan for institution;  Develop succession plan. June 2010 – August 2010 HR Director TRANSFORMATIONAL LEADERSHIP DEVELOPMENT University/Campus Management  Building High Performance Top Management Team;  Coaching for Excellence. January 2010 – March 2010 University Registrar and Consultant/Facilitator

11. STRATEGYOBJECTIVESTASKSTARGETSREMARKS Utilize fully the potential capabilities of the Enterprise system To improve the efficiency and effectiveness of core processes Conduct post implementation Audits of Banner System and Banner Finance System May 2009 (completed) July 2009 The recommendations are being considered with a view to moving towards implementation ENTERPRISE SYSTEM CAPABILITY 2. ACHIEVEMENTS

12. STRATEGYOBJECTIVESTASKSTARGETSREMARKS Build and renew institutional capacity on a sustainable basis To build enabling capacity to sustain strategic and operational objectives a. Provide Talent Development/Talent Management Training Oct 2009 Introductory sessions held Feb/March 2009 We have customised a Resource and Development Guide Session Planned for Sept/Oct b. Develop and implement an effective Succession Plan Oct 2009 Implementation of Succession Planning Framework HR Directors are doing planning PeopleSoft 9 has a very useful module which has been reviewed. All HR Directors to identify their critical jobs c. Conduct Employee Engagement Surveys Dec 2009 HR Directors supplied with a simple and effective method of measuring employee engagement CAPACITY BUILDING

13. LEADERSHIP STRATEGYOBJECTIVESTASKSTARGETSREMARKS Develop an ideology to be embraced as the university's way focusing on the way we do our work and the way we treat our people To create a leadership culture that promotes excellence in performance a.To implement the 360° Assessment May 2009 (completed) July 2009 Survey completed in August 2009 Feedback session to be conducted.

14. CHALLENGES ● Alignment Issues ●Communication issues ●Ownership issues ●Balancing the operation issues and strategy issues