St Lawrence University

Concept on optimizing the St. Lawrence University System

Submitted for consideration by the University Council

by
SLAU Management

SLAU, Feb.2021

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Contents
Introduction.................................................................................................................................................3
The Structure...............................................................................................................................................3
Staffing........................................................................................................................................................4
Committees.................................................................................................................................................8
Communication and chain of command....................................................................................................14
Reports and performance assessment......................................................................................................14
Remuneration and awards........................................................................................................................15
Overall Conclusion.....................................................................................................................................15

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Introduction
Functioning of the ST. Lawrence University (SLAU) system is guided by the Tertiary Institutions Act
(2001), the SLAU Strategic Plan (2017-2022), and various Policies. All these are referred to in respect of
the Republic of Uganda Laws. Whereas the Strategic Plan gives direction to SLAU business, this is guided
by the University Charter.

This concept deals with SLAU key system areas where urgent action is required to ensure financial
sustainability which largely depends on her efficiency and cost effectiveness of all business. It is intended
to inform Council for members’ immediate action to ensure optimum functioning of the SLAU System.

The Structure
As regards the structure, SLAU adopted an elaborate structure which consists of the BoT, Council,
Management, Senate, Faculty, Administrative and Support departments. The latter include Finance,
Human Resources, Estates, Dean of Students, Libray, Public Relations, and Admissions. Each of these is a
constituent component of the SLAU System. They directly or indirectly act interactively. Thus the action
of one causes another to act or react. All actions and reactions ought to be following the strategic
direction given by the Charter and Strategic Plan. Any deviating actions and reactions lead to slowing of
attaining set goals, stagnation or total stand still condition of the University. Therefore, it is important
that each structural component is well aligned and functions optimally.

One would expect the BoT to fully fill financial gaps of the University, while also appointing an
appropriate Council membership, leave alone the overall overview supervision and guidance. The
Council is expected to give SLAU all policy guidance. It is Council that approves all SLAU Policies in
addition to appointing competent persons to senior management and administrative positions. On the
other hand management is tasked with ensuring efficient implementation of approved policies and the
Strategic Plan. Overall implementation guidance and supervision is offered by the Top Management.
This is headed by the Executive Management. The academic business is currently guided by the DVCAAR
and the AR. The Senate deals with all academic issues and approves programs, assessments and
academic awards prior to final approval by Council. The Faculty functions under the DVCAAR, AR, and
Senate and handles teaching and learning, research and community engagement. The University
Secretary is expected to guide finances, human resources and Estates business of SLAU.

Note that working as a team is highly appreciated, but each member must be given space to play his/her
role in order to contribute effectively to the winning team.

Observation limiting performance

Being a private institution, what Council approves may not be implemented simply because the BoT may
not buy it.

Recommendation

Therefore, there is need for factoring in meeting schedules of the BoD and BoT to guide Council, and
also digest business generated by the Council such that they fully commit themselves to what Council
approves.

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Furthermore, we recommend that the Resident Director works closely with management to give the
BoD and BoT guidance regarding day to day activities. Such that once Council approved policy
implementation activities are agreed by management and the RD, they get fully funded.

Observation limiting performance

Whereas the US is mandated to supervise finances, human resources and estates on behalf of the VC,
often this is not the case. In most cases financial matters are directly supervised by the RD; estates
issues are also handled likewise, while the US is left to deal with ground work related to the HR office.
Though the former offices sometimes inform the US, information comes in already decided and no room
is left for him/her to contribute to decisions made. There seems to be poor communication and
consequent duplication of efforts.

Recommendation

We recommend proper orientation of all staff such that they get to internalize their lines of immediate
supervision and reporting. Such guidance shall also be included in staff contracts. To address delays and
bureaucratic challenges, business shall be handled formerly in writing with copies to other relevant
offices to cause prompt action in case the immediate supervisor is not available.

Staffing
SLAU has the HR Office, the HR Technical Committee of management and the Appointments Committee
of Council. The HR Office handles ground work related with recruitment, performance assessment,
promotions, grievances and discipline. Currently the University has no HRM and issues of HR business
are directly handled by the University Secretary.

Observation limiting performance

The SLAU structure/organogram is also over and above what the SLAU resource envelope may support.

Recommendation

A lean staff be adopted as the functional SLAU structure. As depicted in the functional structure and
organogram below (Figure 1 and 2), let the actual/functional structure have a VC, General administrative
DVC as the executive guided by the RD, and for Top Management include the AR, DoF, HRM, Estates
Manager, QAO, DoS, PRO &Marketing.

The Vice Chancellor (VC) would be responsible for creating linkages and partnerships as well as overall
representation of SLAU and supervision. The VC would also be tasked with reporting to Council and
NCHE. The VC would endeavor to seek funding for the University. The VC chairs the Executive and Top
management Committee meetings, as well as Senate. VC coordinates implementation of the University
Charter, as well as the Tertiary Education Institutions Act, as well as any other relevant national and
international policies which guide the University in fulfilling her mandate. S/he performs overall
supervision of University business being the top most level of management. The VC is responsible for
direct supervision of new Directorates and departments such as Entrepreneurship, Vocational studies
and supervises the Quality Assurance Officer (QAO), Public Relations Officer (PRO)and Dean of Students
(DS). S/he has a Personal Secretary (PSec.)at the front desk.

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The University Secretary (US) has responsibility to run over all coordination of SLAU business, by
capturing all reports from heads of technical committees and members of Top Management. S/he
synthesizes all plans, reports, proposed action points, and so align SLAU business towards achieving the
Strategic Plan. The US assists or represents the VC when authorized to do so. US prepares and monitors
management of the General University Calendar. Serves as the Secretary to the Executive Management
Committee meeting. Chairs the SLAU Staff Disciplinary and Grievances Committee to implement the
Disciplinary and Grievances Policy. US is responsible for organizing/coordinating meetings of Council,
and so is responsible for organizing and custody of Council and Council Committees’ minutes assisted by
the Minute Secretary to Council as well as the SLAU Records Officer. US is the custodian of the University
Seal. The US supervises Human Resources, Finance and Estates Departments of the University. Is directly
in charge of ensuring proper implementation of the Human Resources, Grievances and Disciplinary,
Finance, Health and COVID-19 Policies. Ensures internal audit and receives reports on behalf of the VC.

The US shall directly handle HR matters of the University. As such, the US is expected to recruit, develop,
appraise, promote and discipline staff according to the SLAU HR Policy and related G.o.U policies and
acts. The US shall prepare all relevant documentation for advertising and running interviews; as well as
preparing and signing appointments and contract letters. The US shall develop and manage HR
performance assessment tools and schedules. The US shall prepare reports and raise HR issues to the
attention of the Appointments committee of Council. US shall chair the Management Appointments
Sub-Committee. The US shall be assisted by an Administrative and Records Officer.

The Director Finance (DoF) would be responsible for all financial matters of SLAU in accordance with the
SLAU Finance Policy. In that, DoF develops the Consolidated SLAU budget. Presents the budget proposal
to Management Finance Sub-committee as well as assisting the US to present the budget proposal to
the Council Finance Committee and full Council for approval, and ensures facilitation of all SLAU
departments, monitor income and expenditure, as well as accountabilities. DoF is responsible for
preparing the annual narrative and financial reports of SLAU, and presents the externally audited
accounts report to the Finance Committee of Council and to the full Council. DoF chairs the
Management Finance Sub-Committee. Is assisted by 2 Accounts Clerks.

The Estates Manager (EM) takes care of Safety and Security, Health and Sanitation, Welfare of students
and staff in accordance with the SLAU Health, Safety and Security Policy. Chairs the Physical Planning
and Development Management Sub-Committee. Writes the report for the Physical Planning and
Development Committee of Council. Is assisted by a Safety and Security Assistant, Health and Sanitation
Assistant and a Welfare assistant.

The Academic Registrar (AR) shall be responsible for coordination of all admissions, enrollment and
implementation of all academic programmes. AR shall take care of assessments, results and preparation
of academic awards. AR shall prepare and monitor management of the University academic timetable.
AR shall be responsible for preparing the Senate report for the Academic Committee of Council. AR shall
be the Secretary to Senate, and chair the Academics, and Admissions Management Sub-Committees of
Senate. AR shall be assisted by 3 Assistant Registrars (1-Academic Programmes/Timetable - Monitoring
and Evaluation, 2-Admissions and Enrollment, 3- Examinations and Results System/Awards). AR shall be
in charge of implementing the SLAU Academic and Research, as well as Internship Policies.

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The Quality Assurance Officer (QAO) shall be in charge of ensuring quality of all business of the
University and its coherence with existing Acts, policies and guidelines. QAO shall initiate policies,
guidelines and instruments for monitoring compliance. QAO shall coordinate and prepare annual
compliance reports submitted to NCHE. The QAO shall chair the Quality Assurance Management Sub-
Committee, and prepare the report for the Quality Assurance Committee of Council. QAO shall be
assisted by an Administrative Officer.

Members who are selected by the BoD who are owners of the University
In direct linkage with the Resident Director who coordinates with Council and management
Appoints the University Council
BoT

Appointments; Academic and Research; Students Affairs; Physical Planning and development;
Quality Assurance; Finance; Audit and Risk; and Marketing & Promotions committees.
Council

Executive Management (VC, US, AR, RD)

Top Management (VC,US, AR, Management Sub-Committee Chairs, IT Systems Manager)
Senate (VC, US, AR, Faculty Deans, D-SPGS, D-Entrepreneurship, Heads of Departments, IT
Management Systems Manager, Librarian, Estates Manager, PRO, HRM, QAO)

Figure 1 Functional Structure of St. Lawrence University

Dean of Students (DoS) shall be responsible for all student affairs, and in accordance with the Students
Code of Conduct/Handbook and related Policies. Links the Students Guild with University Management.
Coordinates Guild supervises and guides Guild management. Ensures that the guild functions as guided
by University policies and in line with the Guild Constitution. DS shall chair the Student Affairs Sub-
Committee of management, and write the report for the Student Affairs Committee of Council. The DS
shall chair the Students’ Disciplinary Committee. This responsibility shall be handled by the PRO as
temporary appointment for 1 year to be renewed once with hope that in two years a suitable
substantive Dean of Students shall have been identified.

The Public Relations Officer (PRO) shall be responsible for implementing the SLAU Public relations policy
and marketing policy. Acts as the go between the community and SLAU. Develops a marketing strategy,
and related marketing instruments and administers them to target stakeholders. The PRO shall be
assisted by an Administrative Officer. PRO shall chair the SLAU Marketing Sub-Committee, and write
report for the Marketing Committee of Council.

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 BOT

COUNCIL RD

VC

US
US AR AR

DoF HRM EST. LIB QAO DEnt DrV IT-M

PRO Deans DSPGS
SO DoS
MO
HoDs
DDSPGS

Lecturers 3Ass.Reg Instr

1 Lib-As Adm.As Adm.As Adm.As 2 IT-As

P.As Adm.As 2 AC. CLKs RO

1 Asst

Figure 2 St. Lawrence University Organogram showing key offices and their linkages. Starting from the VC, downwards, is the Management structure.

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Observation limiting performance

The HR technical committee has been engaged only to handle general issues related to HR and prior to
meetings of the Appointments Committee of Council.

Recommendation

It is important that the HR Sub-Committee is well structured and representative, and be involved in all
HR business including interviews and performance assessment. Let all HR business going to the
Appointments Committee of Council be through the HR Sub-Committee of Management. Members shall
be well oriented about their roles.

Observation limiting performance

The VC has always been part of all recruitment of HR. This has left no appeals level of management.

Recommendation

Let the VC be part of recruitment, performance assessment and primary disciplining, but allow room for
appeals by establishing an APPEALS SUB-COMMITTEE of Management to give opportunity to aggrieved
staff. A related committee of Council be established to fill the room of the tribunal referred to in the
Charter.

Observation limiting performance

Some staff have been in acting positions for too long and against the SLAU HR Policy (2018). Also where
staff is responsible for more than one office and in acting capacity performance of duties is affected.

Recommendation

Let staff currently in acting position be offered substantive positions and be recommended to Council for
approval/appointment, on submission of their written request, and with their CVs attached. It makes
sense to substantively re-designate/appoint competent persons in positions such as Vice Chancellor,
Director School of Postgraduate Studies, Dean of Students, Dean Faculty of Education.

Committees
Previously SLAU has had various management committees as shown in the table 1 below. Such a
mosaic of committees helps to touch all nitty gritty businesses of SLAU. However, there is a danger of
spreading the available human resources thin, losing inclusiveness, repeating oneself, and losing time
in meetings instead of getting more time allocated to implementing decisions. In table 2, we propose
a limited number of committees which are inclusive, coordinated and relate with each other to ensure
best performance.

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Table 1: Existing SLAU Committees and task forces
CATEGORY OLD COMMITTEES SUB-COMMITTEES
Management Executive Management: VC,
DVC, US
Top Management: VC, DVC,
US, AR, DoF, HRM, EM, Deans,
Libralian, QAO, DoS, IT
Systems Manager
General Management: VC,
DVC, US, AR, Deans, HoDs,
Libralian, QAO, DoS, D Ent,, IT
Manager and Heads of
Committees, SPGS
Management: Linked to Appointments
Council Committees
Academic and Research
Estates/Physical Planning and
Dev.
Finance
Quality Assurance
Marketing and Promotions
Student Affairs
Risk and Audit
Senate Senate Admissions, Graduations
Policy related committees Documents
Grievances and Disciplinary
Task forces Charter
COVID-19

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Table 2: Proposed management committees, sub-committees, Technical working groups and their
relationships. For more details on terms of references and membership to Sub-committees and Technical
Working Groups, refer to Table 3.
CATEGORIES COMMITTEES SUB-COMMITTEES Policy related Technical Working
Groups (TWG)
Management Executive
Management:
Composed of the
VC, AR, US, RD
Top Appointments (US) -Interviews panels
Management: -Annual Appraisal and promotions
Composed of VC, -Grievances and disciplinary
AR, US, and -Welfare, retirement and gratuity
Heads of - Staff awards
management sub- Estates/Physical -Planning
committees Planning and Dev. (EM) -Development
-Security
-Health and safety
Finance (DoF) -Budget and allocation
-Audit and risk
-Fund raising
Quality Assurance -Advisory
(QAO) -M&E
Marketing and -Marketing
Promotions (PRO) -Promotions
Student Affairs (DoS) -Foreign students,
-M&E,
-Disciplinary committee,
Senate Senate: Composed
of VC, AR, US, Admissions (AR) M&E
AR, Deans, HoDs, Examinations (AR) -External examination,
Libralian, QAO, -Internship,
DoS, D Ent,, IT -Review,
Manager and -M&E
Heads of Graduation (AR) -Invitations,
Committees -Venue and ushering/Protocol,
-Transcripts,
-Gowns,
-Welfare,
-Health and safety,
-Security
-Student awards
Research and -Science,
publications (SPGS) -Social-science/Arts,
-Journal
E-learning and distance -On-line,
(IT-M) -Distance
Community M&E
engagement/Outreach
(D-Ent)
NB:- Members of Top Management and Senate would form a fulltime core team of the University who
ensures normal and optimal running University business at all times of the academic year.

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Table 3 Detailed information on membership and terms of references for Sub-committees and Technical Working Groups.
CATEG- COMMITTEES SUB-COMMITTEES Sub-Committee ToRs
ORIES
Manage- Executive Management: None None
ment Composed of the VC, AR,
US, RD
Top Management: Appointments (US, AR, Deals with all technical matters
Composed of VC, AR, EM, DoF, PRO) related to human resources,
US, and Heads of starting from policy planning,
management sub- implementation and
committees operationalization. It handles
recruitments and recommends to
Council for approval. It also
digests high level appeals
regarding HR issues prior to
Council Committee consideration
and Council decision. Deals with
appraisal and performance
assessment instruments and
reports.
Estates/Physical Planning It handles technical aspects of
and Dev. (EM, DoF, DoS, Physical plans and digests
AR) implementation strategies, and
reports accordingly to Council
Committee. It generates
development strategies of SLAU.
Carries out M&E of Physical
Planning and development.
Finance (DoF, All Heads It primarily generates the SLAU
of Sub- Committees) finance manual and budget for
management consideration prior
to the Council Committee
consideration and Council
approval. Strategizes to ensure
sustainability of SLAU finances.
Plans for compliance with
statutory obligations. Ensures
production of audited finance
reports of the University
Quality Assurance (QAO, Deals with SLAU compliance
US, AR, DoS, SPGS, with all standard operating
Chairs of Sub- procedures, and related policies
Policy related Technical TWGs ToRs
Working Groups (TWG)
To be constituted by Sub-
committee members and
co-opted staff
None None
1-Interviews panels 1-Short list and Interview applicants for
2-Annual Appraisal and new/vacant positions
promotions 2-Review and analyze staff appraisals and
3-Grievances and consider for renewing contracts or for
disciplinary promotions
4-Welfare, retirement and 3-Offer fair hearing to aggrieved staff,
gratuity counsel and take disciplinary action as
5-Staff awards appropriate
4-Assess staff situations and ensure fair
treatment of staff, determine and
recommend those worse gratuity
5-Assess staff performance and recommend
those worth recognizing for annual award
of Outstanding performance
1-Planning 1-Review,renew and develop appropriate
2-Development site plan and use of space at SLAU
3-Security 2-Identify most appropriate ways through
4-Health and safety which to implement the SLAU site/space
utilization plan
3-Strategically ensure security of SLAU
4-Review all plans, housing, compound,
clinic and all activities and ensure
sustainability of health and safety of all
stakeholders
1-Budget and allocation 1-Consider draft budget and recommend it
2-Audit and risk for approval
3-Fund raising 2-Scrutinize all financial activities of
SLAU and guarantee sustainability
3-Strategically look for fund raising
opportunities and investments for SLAU
1-Advisory 1-Assess compliance reports of SLAU to
2-M&E NCHE set standards and advise accordingly
2-Monitor Compliance of SLAU with set
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 Committees, Deans) in accordance with the Charter
and Strategic plan
Marketing and Promotions Ensures visibility of SLAU and
(PRO, DoS, AR, DoF, her attractiveness to stakeholders
Estates Mng., ) so as to build a high and
sustainable enrollment to all
accredited programmes. Reports
accordingly for management and
Council Committee consideration
prior to Council approval of set
strategies.
Student Affairs (DoS, AR, Deals with all technical matters
Deans, Guild, Estates pertaining to student affairs.
Mng, Marketing) Reports to management and
Council committee prior to
Council approval.
Senate Senate: Composed of VC,
US, AR, Deans, HoDs, Admissions (AR, SPGS, Handles technical aspects of
Libralian, QAO, DoS, D Deans, DoF, Estates admissions of students and in
Ent,, IT Manager and Mang, Dean of Students) accordance with admissions
Heads of Committees policy. Reports to Management
and Council Committee.
Monitors and Evaluates
performance to ensure maximum
efficiency and cost effectiveness.
Examinations (AR, SPGS, Considers examination policy,
QAO, Deans) processes and reviews. Ensures a
high standard of examination and
deals with technicalities of any
challenges. Reports accordingly
for Senate consideration prior to
the Academic and Research
Committee of Council.
Graduation (AR, Deans, Prepares for graduation in all
All Heads of Sub- aspects. Assesses graduation
Committees) performance and strategically
plans to ensure successful
graduations.
Research and publications Promote the culture of research
(DSPGS, AR, HRM, and publishing research findings,
HoDs, Editors) regulate quality of research
proposals and publications and
NCHE standards and generate annual report
1-Marketing 1-Enhance visibility of SLAU and attract
2-Promotions clients for enrollment basing on the set
promotion plan, materials and events
2-Lay plan for marketing of SLAU and
produce appropriate materials and events to
promote marketing
1-International students, 1-Plan the best way to attend to affairs of
2-M&E, International students
3-Disciplinary committee, 2-Design appropriate M&E tools for
keeping track of all students’ affairs
3-Review and maintain a sound student
disciplinary mechanism and related tools
M&E Design, review and maintain an M&E tool
for admissions
1-External examination, 1-Appraise external examiners and review
2-Internship, the process as appropriate
3-Review, 2-Determine appropriate internship modes
4-M&E and advise accordingly
3-Moderate set examinations and guide
faculty appropriately
4-Develop tool for M&E of examination
process at SLAU, assess performance and
recommend actions for improvement
1-Invitations, 1-In invitees, cards, invitations
2-Venue and 2-Venue organization, protocol, Ushers
ushering/Protocol, 3-Design, Printing transcripts in time
3-Transcripts, 4-Preparation and distribution of gowns
4-Gowns,
5-Entertainment and feeding
5-Welfare,
6-Health and safety, 6-SoPs, 1st aid, health tent, ambulance
7-Security 7-Setting security plans, police invitation
8-Student awards ETC. 8-Priniting and distribution ETC.
1-Science, 1-Scrutinize, review, guide and encourage
2-Social-science/Arts, scientific research and publications
3-Journal 2-Scrutinize review, guide and encourage
social-science art research and publications
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 identify sources of funding 3-Scrutinize journal publications, guide
peer review, and ensure sustainability of
SLAU established journals
E-learning and distance It technically plans for e-learning 1-On-line, 1-Monitor e-learning, ensure quality and
(IT Manager, AR, Deans) as by the Policy, and guides the 2-Distance guide Senate accordingly
Faculty and Senate accordingly. 2-Monitor distance learning sessions and
Monitors and evaluates e- ensure quality and guide Senate
learning and distance learning appropriately
and recommends areas of
improvement for Senate
consideration.
Community It deals with all aspects of M&E Determine modes of Community
engagement/Outreach outreach projects and activities. Engagement, assess SLAU performance
(DEnt, DSPGS, All Identifies partnerships, and and advise accordingly.
Deans) sources of community
engagement funding.

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Communication and chain of command
Observation limiting performance

SLAU has an Organogram clearly showing who reports to who both vertically and horizontally. However,
often staff go even as high as the VC’s Office or the RD’s Office jumping all other offices where issues
would have been handled. This leaves some offices without work and yet they are expected to perform
their duties. Otherwise, we cannot assess them negatively if they are not given chance to perform.

Recommendation

Let all staff be oriented on the SLAU organogram, and have it in every office. In case of staff jumping to
report beyond their supervisors, let the senior staff approached send the subject back to where he/she
is supposed to have reported. This shall empower officers and improve communication. Though it
apparently creates delays, seemingly bureaucratic, it is the responsibility of every office to offer timely
services and report to other relevant offices, and this should be shared across all staff. Let offices which
overlap and render each other irrelevant be revised and responsibilities merged. Let all communication
be formal and in writing with copies to other relevant offices.

Reports and performance assessment

It is always best practice for departments to submit regular reports through the academic year.
Submitted performance reports are basis for staff assessment and identification of gaps in policy
implementation.

Observation limiting performance

At SLAU Faculty and departments never write performance reports other than submitting results at the
end of the semester. Some information is passed on during cluster meetings or technical committee
meetings but not as formal reports.

Recommendation

It streamlines performance when business is guided by periodical strategic plans. Following the Results
Based Management (RBM), faculty and departments would then report on what they planned to do, the
achieved, failed and what limited achievement. This sort of reporting would go along the way to
streamline performance assessment of faculty, departments and individual staff. It would also increase
the level of being accountable. Each office should have a plan clearly setting their targets right at the
beginning of the academic year. All plans should be in line with the SLAU Strategic Plan.

Observation limiting performance

Currently SLAU puts emphasis on staff reporting at Campus. It is well known that a staff may be in office
but doing their own personal work. So, if performance is about seating in office, then assessment would
be misled.

Recommendation

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Let SLAU put in place an efficient RBM and then staff be left to deliver. Though, this is not to
compromise the University teaching timetable. Staff should respect the time table and offer students
time. This aspect should also be catered for in the RBM performance assessment instrument.

Remuneration and awards

SLAU depends on tuition to pay staff salaries. The staffing and enrollment would normally be matched to
address this practice. SLAU has a relatively huge staff (c.170) for its resource envelope. Recognizing
good performing staff is one way of motivating them. Staff seem not to be bothered by generating
revenue for the University beyond teaching and learning.

Observation limiting performance

Salaries are comparatively low, and are not paid on time simply because of limited revenue collection
and sometimes tuition is paid late.

Recommendation

Consider limiting staffing to a lean structure but effective in delivering the University mandate for
teaching, research and community engagement. It is also helpful to have committed staff that can multi-
task such that the envelope is utilized maximally while also timely offering a motivating package. Let all
staff be involved in marketing of the University and soliciting other potential sources of revenue.

Observation limiting performance

SLAU recognizes performing students and alumni, but does not recognize it outstandingly performing
staff.

Recommendation

Let SLAU identify staff with outstanding performance and award them for their exemplary performance.
A committee be established to handle awards based on staff performance.

Overall Conclusion
These observations are based on day to day running of the University experience. More such concerns
may be picked from faculty and department offices, or even from deliberations of management, Council
and the BoT. Sincerity is key to systems analysis and digging out issues that limit growth of systems. We
hope that this analysis shall be useful in improving SLAU and bringing her to another level worthy the
Charter. It is important that a lean well organized establishment is put in place and facilitated to perform
the different University tasks with focus on attaining the Chartered status. In order for this re-
organization to take place, it is paramount to start by ensuring that established executive positions are
filled. This may be by recruiting or re-designating executive management staff that would be rendered
jobless by adapting this new and lean structure. Lighting the Candle is a chain of actors. Let the SLAU
systems chain be properly aligned to efficiently and effectively contribute to Lighting Candles of our
clients.

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