Governance of Universities: Cairo University
1-Principles and trends in university
governance
Governance refers to how organizational
and decision making structures within
Universities are organized.
The concept of “stakeholder universities” is
emerging across the globe, which implies that universities in different locations are converging
towards a common type of organizational
structure.
2-Cairo University: CAMPUS
Part 2: Cairo University
A comprehensive institution of higher learning located in Giza, Egypt, is committed to preparing students for the challenges of a rapidly changing workplace.
Through interactive learning and new information technologies, our graduates are poised to enter the work force with the skills needed to succeed in today's global marketplaces.
The University of Cairo turned 100! And it is more vibrant than ever!
Our 100th anniversary demonstrates our commitment to building upon this excellence and begins creating a vision for the university's next century.
we reflect on our past and look ahead to a bright future.
Cairo University Profile
Established 1908 as the leading university in Egypt, Africa & Middle East
Present Profile• 20 Faculties• 5 Postgraduate institutes• 10.476 Faculty members & Academic Staff• 17.524 Administrators• 213.313 Undergraduate students• 22.801 Postgraduate students• 153 Community Service Centers• 8 Public hospitals
Cairo University is a beacon for scientific
research (regional and international)
with the continued support of scientific and
social standing of its University Staff
The Objective
Administration
Principles of governance are applied in each in the 3 sectors of Cairo University
Vice president of each sector has a board comprised of internal and external university members from businesses and other institutions to guarantee the link between academia and the society
Each sector has the autonomy to implement its plans and activities that contribute to the University’s strategic goals in a transparent and accountable setup
Sectorsstrategies and
activities
1. Education and student affairs sector
Study Methods
for Bachelor Degree Stage
Joining the University
Study duration
Examinations
The Sports Village
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DORMITORIES
Student Services
•Student Union
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2.Organizational Framework f or the Sector of
Higher Education and Research
Postgraduate
Studies
Community
Services
International
Relations
Research Thesis (M.Sc &
Ph.D)
Staff Members Research
Basic Research Projects
Domestic Contracting Research
Central Laboratories
Joint Research
Projects
Digital Scientific Research Networks
Joint Research Centers
Scientific
Research
Applied
Research Projects
Supply-Driven
Research
General Strategic Goal
Enhance and Develop Research
Capabilities within Cairo University to
satisfy demand for Research Services on
all fronts.
Demand-Driven
Research
Research Plan Strategies
1.Internationalization of Scientific research
2.Research Issues on the National Level
3.Research in Scientific Thesis (Ph.D., M.Sc.)
4.Research Infrastructure
5. Integrated Management of Scientific Equipments
6.Supporting Young Researchers
7.Financing & Marketing of Scientific Research
Str
ate
gy A
cti
on
QA Structures at Cairo University
University level (QAAC-CU) --- 1999
Faculties’ levels (QAU) --- 2001 – 2005 25 units
QA Standards at Cairo University
Benchmark of Institutions Performance QAA Standards QAAC-CU standards (2000 – 2004) NQAAC (MOHE) (2004 – 2007) NAQAAE (National Authority) (2008)
QA : Inputs
Organizational Structure Governance & Leadership (policies) Faculty & Staff (Qualifications & Background) Students (Entry Requirements & rules) Programs and Curricula (Market-orientation) Teaching & learning (methods & rules) Research (rules & regulations) Community service & involvement (rules &
regulations) Facilities (Determination & Allocation) Information (Adequacy, Relevance & Access)
QA : Processes
Organizational Structure (Pursuing Management Style)
Governance, Leadership (Decisions)
Faculty & Staff (Performance, Motivation & Commitment)
Students (Participation & Interaction)
Programs and Curricula (Design, Delivery & Assessment)
Teaching & learning (pursuing teaching & assessment)
Research (conduction)
Community service & involvement (rules & regulations)
Facilities (Operation & Maintenance)
Information (Generation, Dissemination & Responsiveness)
QA: Outputs
Competitive graduates
Recognized researches
Stakeholders-driven community services
QAAC-CU: Dissemination of Information
Awareness & capacity building among faculty/staff & other stakeholders
Conferences, Seminars, Workshops, Round table discussion (Face-Face Approach)
Flyers, brochures, posters, NLs
QAAC-CU: Awareness & Capacity Building (Dec 2006 – Sep 2008)
125 training workshops & technical support
2500 trainees (Faculty & Staff)
35 experts & trainers
Training programs: QA: Concepts & mechanisms
QAA standards & guidelines
SS & report writing
Programmatic assessment
Internal Audit
Site visit
Management of resistance to change
ARS
Strategic planning
QA: Procedures
Faculty Self Evaluation (FAR – SS) started 2003 until 2008 (1st – 5th FAR)
Internal Audit by QAU
Internal / External Audit by QAAC-CU (100 site visits in 2 y --- once per semester for each faculty) start March 2007.
Internal / External Audit by NQAAC (MOHE)
Strategic Planning:Examples of Strategic Analysis
S---- Faculty & StaffBrand image
W---- Number of StudentsFunding
O ---- Expanding marketNational support
T --- DeregulationGlobalization
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3.Community and environment service
sector
Moving to the third function that has become more apparent in the past
several years, universities are equally concerned to contribute to the
efforts that aim at serving the community and developing the overall
environmental consciousness, a function that enhances university's
role as center of cultural and social enlightment and major contributor
to public endeavors that seek solutions to major societal problems.
Prime Minister decree (1147/1988) creates the post of Vice University
President for Community Affairs and Environmental Development,
which was followed by an amendment of the universities law to create a
similar post within each faculty for the vice deans.
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1- Message
Supporting the communication links between Cairo University
and all partners in development to
achieve development, enhance partnership and improve the
Competitiveness of Cairo University.
2-Objective
Stressing & working on developing Cairo University’s
self identity; locally, regionally and internationally.
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3- Activities
First: Enhancing community based research
Second: Supporting and marketing university centers’ work
Third: Supporting the students’ skills to join the labor market, and
working on their awareness regarding the society’s problems
Fourth: Reorganizing structure of university’s building through
participation between public & private sectors
Fifth: Supporting the Cairo university students’ alumni
Sixth: Offering societal services via medical & environmental caravans
Seventh: Supporting self identity of Cairo University: Branding
Governance at the Faculty level and
University level
In addition, there is a sequential
organizational structure for the approval of
decisions ranging from department boards
to faculty boards to university board.
New issues discussed at the University board
are directed to Supreme Council of
Universities, which has specialized
committees of experts from all universities
Most university boards incorporate
representation from the world of business,
public services and politics.
Department board
Faculty board
University board
Supreme council of universities
•Decision making process nfrom the faculty
to the National Council of Universities
Srategic Goals and MOE
Recently there is more focus on goals
management by objectives and results
based monitoring
Strategic goals of CU
Raising the efficiency of institutional
performance to enhance the
competitiveness of the university
Implementing quality measures and
regular evaluation of educational
effectiveness
Enhancing competitiveness of Cairo
university students
Developing the capabilities and skills of
University staff members, and the services
provided to them
Upgrading scientific research and
investing research outcomes in
developing the national economy and
enhancing the public services
Enhancing partnership programs with
civil society institutions and community
service
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B-Results –based Monitoring
Conducting a Readiness
Assessment
Agreeing on Outcomes to Monitor and
Evaluate
Selecting Key Indicators to
Monitor Outcomes
Baseline Data on
Indicators—Where Are We Today?
Planning for Improvement — Selecting
Results Targets
Monitoring for Results
The Role of Evaluations
Reporting Your Findings
Using Your
Findings
Sustaining M&E System Within Your Organization
1 2 3 4 5 6 7 9 108
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Results-Based Monitoring
Outcomes• Intermediate effects of outputs on
students
Outputs• Services produced
Activities
• Tasks personnel undertake to transform inputs to outputs
Inputs• Financial, human, and material
resources
Goal(Impacts)
• Long-term, widespread improvement in the sector
Imple
menta
tion
Resu
lts
Binnendijk, 2000
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Sustainability Evaluation Addresses“Why” Questions What caused the changes we are
monitoring
“How” Questions What was the sequence or
processes that led to successful
(or not) outcomes
“Compliance/
Accountability
Questions”
Process/
Implementation
Questions
Did the promised activities
actually take place and as they
were planned?
Was the implementation process
followed as anticipated, and with
what consequences
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Complementary Roles of Results-Based Monitoring and EvaluationMonitoring Evaluation
Clarifies program objectives Analyzes why intended results were or
were not achieved
Links activities and their
resources to objectives
Assesses specific causal contributions
of activities to results
Translates objectives to
performance indicators and
set targets
Examines implementation process
Routinely collects data on
these indicators, compares
actual results with targets
Explores unintended results
Reports progress to managers
and alerts them to problems
Provides lessons, highlights significant
accomplishment or program potential,
and offers recommendations for
improvement
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Performance Monitoring System Framework
For each outcome/goal you need:
BaselineIndicator Data AnalysisTargetData Collection
Strategy Reporting Plan
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Collecting Quality Performance Data
Reliability
Validity Timeliness
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Evaluation Means Information on:
Strategy Whether we are doing the right things
Rationale/justification
Clear theory of change
Operation Whether we are doing things right
Effectiveness in achieving expected outcomes
Efficiency in optimizing resources
Client satisfaction
Learning Whether there are better ways of doing it
Alternatives
Best practices
Lessons learned
Challenges
Financial decentralization
Reliance on state funding results in lower
financial autonomy
Negligible tuition fees and lower sources
of self-financing activities
Centralized model of financing involves
time consuming processes of approving
decisions
• The need of powerful managerial infra-
structures which should be parallel to the
academic structures of deans, heads of
departments and professors.
• The self autonomous in decisions.
•The interference from central authorities
through laws and regulations in day to day
operations and budgetary decisions.
Challenges
•The need for a well dissemination mechanism of Faculty and university by laws to the academic staff.
•Well defined relationship between academic staff, management and different committees.
•Limitations of routine, bureaucracy and sufficient autonomy.
•Active representation of stakeholders and students in different committees.
•Clear Policy or procedure for evaluating the performance of academic leadership.
Challenges
•Quality measures for the administrative processes.
•Adequate structure and terms of reference for most faculty committees .
•Increase the number of faculty staff who adequately participate in activities of different committees.
Challenges