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SIMADSIMADSIMADSIMAD UNIVERSITYUNIVERSITYUNIVERSITYUNIVERSITY

W A D D A D A W A R S H A D A H A , H A M A R - J A D I D , M O G A D I S H U - S O M A L I A

W E B : W W W . S I M A D . E D U . S O

E - M A I L : I N F O @ S I M A D . E D U . S O

2014

ANNUAL REPORT 2013

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SIMAD UNIVERSITY

ANNUAL REPORT 2013

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Dear Board of Trustees Members,

The Senate of SIMAD UNIVERSITY has the honor of presenting to you the report of the

academic, development, and financial activities of the University for the Year ended 31st

December 2013. Abdurrahman M. Hussein

The Rector

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SIMAD UNIVERISTY SIMAD UNIVERSITY (hereafter referred to as SU) offers a diverse range of undergraduate courses of international standards in various disciplines. We constantly strive to create friendly learning environment with plenty of facilities including technologically equipped classrooms, state-of-the-art computer laboratories with internet facilities and a well stocked library. The ethos of SIMAD UNIVERSITY continues to play an important role in the professional and personal development of our students and the community. Following are the internal rules and regulations that govern the conduct and discipline of our SIMAD UNIVERSITY students.

VISION

To become a leading centre of academic and professional excellence and virtues

MISSION

To provide high quality education, research and community services with the commitment of excellence, integrity, and professionalism. The university produces competent scholars and leaders of high quality and moral uprightness. The mission of SIMAD UNIVERSITY is abbreviated as (EIP):

A. Excellence (E) B. Integrity (I) C. Professionalism (P)

PHILOSOPHY AND VALUES

Our philosophy is based on the moral teachings and values of Islamic Civilization which is intended to produce committed citizens who are useful to the community. The University believes in fostering lifelong learning with the pursuit of knowledge and skills in an atmosphere of support, guidance, free inquiry and expression. The University is also dedicated to the promotion of peaceful co-existence between people who profess different ideologies, values, and cultures. The university is committed to the following core values:

A. Excellence-Committed: Committed to endeavors of the highest possible quality while striving to fulfill the university’s mission and educational purposes, which involve a philosophy of continuous improvement based upon rigorous assessment and informed decision making.

B. Collectively-Driven: Dedicated to contribute to the advancement of society by building partnerships with students, alumni, business industry, public entities, the community and other players in the higher education scene.

C. Principle-Centered: Devoted to promote knowledge in a manner that prepares learners to be responsible, ethical, and patriotic while equipped with Islamic values of tolerance and mutual co-existence.

D. Continuous Learning: Equipped with the philosophy of spreading education that is career-oriented, theory and practice based, powered with critical thinking, and emphasized at active learning and the lifelong pursuit of knowledge.

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GOVERNANCE STRUCTURE

The following organizational structure is hereby established:

A. Board of Trustees (BOT) B. University Senate (US) C. Academic Council (AC) D. Operation Committee E. Development Committee

Board of Trustees (BOT)

1. The Board of Trustees shall consist of nine members, appointed by Direct-Aid-AMA, of whom the Rector, AMA Somali office Director and three other Somali experts shall be members provided that the Rector will be an ex officio member.

2. The Board of Trustees shall be for a 5 year renewable period. 3. Once appointed, a Board member shall cease to hold office:

a. When his or her term of office expires. b. When he or she resigns by a written notice to the Board of Trustees through the

Secretary. c. When he or she, by reason of mental or physical infirmity, is unable to carry his

or her duties. d. Where the Board of Trustees by two third majority to that effect passes a

resolution. 4. The board shall elect one of their members to be chairperson who shall serve until the

Board elects his or her successor.

Powers of the Board of Trustees:

The Board of Trustees shall:

1. Be Responsible for setting the general policy of the University. 2. Over see the overall activities of the University according to its adopted educational

policy. 3. Supervise and periodically evaluate the performance of the University. 4. Promote the relationship between the University and other educational Institutions. 5. Approve the formation, amalgamation and cancellation of departments and centers. 6. Have power to make and vary rules and regulations for the proper administration of the

University but without prejudice to the generality of the foregoing power that govern the internal management of the University.

7. Appoint the Rector of the University. 8. Approve the annual budget of the University. 9. Prepare and plan fundraising campaigns.

University Senate

There is established a University Senate (US) that shall be headed by the Rector and his Deputies, two Directors and two Deans. The Rector will nominate with the consultation of his/her Deputies. The term of the Directors and Deans should be one year.

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Responsibilities of University Senate 1. The University Senate shall provide the operational infrastructure of the University. 2. The University Senate shall undertake the general operation and administrative functions

of the University in accordance with the terms and conditions specified by the BOT. 3. The University Senate prepares the annual work plan for submission to BOT. 4. Propose the introduction of new Faculty (s) and centers and propose amendments of

titles, amalgamation, or cancellation thereof; 5. Specify details of academics calendar according to the frame work of the beginning and

the end of study periods. Also specify y holidays during such period; 6. Secondment, designation, award of sabbatical leaves, and termination of contracts of

employee according to University rules; 7. Decide curriculum, educational programs, Study plans, textbooks, and references

according to proposals of the Academic Council; 8. Propose tuition fees and exemptions there from, awards, and bursaries; 9. Decide on recruitment of teaching staff according to the recommendations of the

Academic Council; 10. Form permanent or temporary committees from among its members or other member to

study assigned matters.

Academic Council

The University shall have Academic Council which is accountable to the University Senate.

Composition of the Academic Council

The Academic Council is composed of the following:

1. The Rector as Chairperson 2. Deputy Rector (Academics) as member. 3. Deputy Rector (Admin and Finance) as a member. 4. Deputy Rector (Institutional Development) as a member. 5. All Deans (Faculty & non-faculty) as members. 6. Director, Examination Center 7. Director, Finance Division 8. Director, Center for Postgraduate Studies. 9. One member from the teaching staff of each faculty.

All members are appointed for a renewable 2-year term only.

Responsibilities of Academic Council

The Academic Council advices and supervises the academic affairs of teaching staff, research affairs, studies, and publications with the following duties;

1. To establish rules to encourage scientific research; 2. To propose establishment of scientific research centers; 3. To encourage the relationship between research centers and advice the links with research

centers outside the University;

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4. To identify encouragement and acknowledgement awards for scientific works and govern how to pay the same;

5. To recommend publishing research, books, and scientific theses; 6. To propose the issuing of scientific periodicals; 7. To propose the establishment of scientific societies and ways to coordinate among them; 8. To recommend referred textbooks and university theses which need revision; 9. To Evaluate academic certificates of teaching staff if necessary; 10. To Review matters referred by US; and 11. To Form permanent or temporary committees from its members to study assigned

matters.

Operation Board

Composition of Operation Board

1. Deputy Rector (Admin & Finance) as a chairperson. 2. All directors as members. 3. Deputy Rector (Academics) as a member. 4. Deputy Rector (Institutional Development) as a member.

The Board shall have jurisdiction over financial and administrative affairs within the context of this act and the university Regulations.

Responsibilities of the Operation Board

The Board, abiding by the provisions of this statute and the resolutions of the University Senate, considers matters of relevance to the operations and has the following duties:-

1. Propose recruitment, secondment, assignment, and promotion of administration director, officers and secretaries.

2. Propose amendments of the work plans. 3. Propose bidding policies, procurement procedures, and budget items, while ensuring the

execution of the same plans after endorsement by the University Senate. 4. Encourage effective communication within the university. 5. Propose Directorate/Division internal by-laws, organize Departmental operations, and ensure the

coordination among the Departments. 6. Propose Department’s activities and training plans; 7. Form permanent or temporary committees from among its members otherwise to study assigned

matters.

Development Committee

Composition of Development Committee

1. Deputy Rector (Institutional Development) as a chairperson. 2. All directors under the Institutional Development as members.

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3. Deputy Rector (Academics) as a member. 4. Deputy Rector (Admin & Finance) as a member.

The Committee shall have jurisdiction over financial and administrative affairs within the context of this act and the university Regulations.

Responsibilities of the Development Committee

The Committee, abiding by the provisions of this statute and the resolutions of the University Senate, considers matters of relevance to the operations and has the following duties:-

1. Propose policies, priorities, and goals for fund-raising programs to support a wide variety of the University activities.

2. Reviews and ensures that all volunteer and alumni activities of the University are in the University’s best interest and in alignment with the Long Range Plan of the institution.

3. Propose plan for the development of collaborative partnership arrangements and to create good relations with all universities

4. in charge quality assurance and enhancement promotes and prioritizes the ongoing enhancement of teaching and learning through program development and review

5. Ensuring that the distinctive organizational structures, cultures and external accreditation responsibilities of Faculties, Departments and Programs are reflected and respected throughout the program review, both criteria and processes.

6. Responsible for the overall planning and coordination of a University’s intellectual culture, including, research development, creative activity and the attendant stewardship of resources in support of those endeavors.

Male

80%

Female

20%

Enrollement-September 2013 (Gender Statistics)

Total

Computer Science & Technology

Business & Accountancy

Economics & Social Science

Law

Education

Enrollement(Faculty Statistics)

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September 2013

0 200 400 600 800 1000

Total

Computer Science & Technology

Business & Accountancy

Economics & Social Science

Law

Education

Enrollement- Sep 2013 (Faculty Statistics)

80%

20%

Enrollement (Admmission Statistics)

ADMISSIONS:

2013 IN NUMBERS

80%

Enrollement -Sep 2013(Admmission Statistics)

Active Students

New Students

As shown in the figure, SU admitted about 1000 students. The FBA had the highest enrollment and the Fed the least.

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B&A

43%

FESS

25%

CS&T

30%

Law

2%EDU

0%

Active Students

Fulltime

87%

Part-time

13%

Active Students (Mode of Study)

STUDENTS:

3354

1398

876

1043

44

10

0 500 1000 1500 2000 2500 3000 3500 4000

Total

Business & Acc

FESS

CS&T

Law

EDU

Active Students

As shown in the figure, SU Active Students are nearly 3,500. The three most populated faculties are FBA (43%), CS&T(30%) & FESS(25%). The number is expected to double in 2015.

Based on Students Classification into their mode of study, 87% are full-time while the rest(13%) are part-time.

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0 20

Total

Male

Female

SU in collaboration Open 2012 and these PG students represent 4% of the current students.

SU PG students enrolment increased from 25 (Sept. 2012) to nearly 120 (Jan 2014). This is an increase of nearly 4 times.

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96%

4%

Active Students

Undergraduate Postgraduate

118

103

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20 40 60 80 100 120

Postgraduate Students

SU in collaboration Open University Malaysia (OUM) has PG students since Sept. 2012 and these PG students represent 4% of the current students.

SU PG students enrolment increased from 25 (Sept. 2012) to nearly 120 (Jan 2014). This is an increase of nearly 4 times.

120 140

Malaysia (OUM) has PG students since Sept.

SU PG students enrolment increased from 25 (Sept. 2012) to nearly 120 (Jan 2014). This

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GRADUATES:

0 20 40 60 80 100 120 140

Total

MBA

MPM

Postgraduate Students

165

245

319

729

0 100 200 300 400 500 600 700 800

Accounting

Information Technology

Business Administration

Total

Graduate Statistics (Program)

As shown in the above chart, majority of the SU PG students are enrolled in the MBA program.

In 2013, 729 students graduated from SU in three main programs, namely, BA, IT & Acc. This is the highest number ever graduated from SIMAD.

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84%

16%

Graduate Statistics (Gender)

Male

Female

-

100.00

200.00

300.00

400.00

500.00

600.00

700.00

800.00

2005 2006 2007 2008 2009 2010 2011 2012 2013

Gra

du

ate

s

Year

Graduate Growth (%)

SU graduates were male-dominated and the female graduates were slightly less than their share in SU Active students of 20%.

Qualification of Faculty Members

SU Staff are normally categorized into Academic and NonAcademic Staff

As shown in the Figurequalifications. This shows that SU is accomplishing its Staff Development goal

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Academic

Staff

70%

Non-Academic

Staff

30%

SU Staff (Category)

66%

34%

Qualification of Faculty Members

Postgraduate Undergraduate

SU STAFF:

SU Staff are normally categorized into Academic and Non-Academic. Academic Staff represents the main stream of the total staff (70%).

shown in the Figure, about 70% of SU Faculty Members have postgraduate qualifications. This shows that SU is accomplishing its Staff Development goal

Academic.

Faculty Members have postgraduate qualifications. This shows that SU is accomplishing its Staff Development goal

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86% 14%14%

SU Staff (Category)

Permanent Part-Time

92%

8%

SU Staff (Gender)

Male Female

About 86% of SU employees are permanent and 14% are part-Time

SU achieved to increase its female staff at 8%.

SOURCE OF REVENUE:

($150,000.00)

($100,000.00)

($50,000.00)

$0.00

$50,000.00

$100,000.00

$150,000.00

US

D

Tuition fees contribute 93% of SU revenues

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SOURCE OF REVENUE:

93%

3%

4%

Source of Revenue

Students Services Donations

Income Variance (Budget Vs Actual)

Tuition fees contribute 93% of SU revenues

SU OPERATING AND CAPITAL EXPENSES

19%

3%

16%

SU Expenses

($100,000.00)

($50,000.00)

$0.00

$50,000.00

$100,000.00

$150,000.00

$200,000.00

US

D

Us shown in the Figure, about 70% of SU shows that SU is accomplishing its Staff Development goal

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SU OPERATING AND CAPITAL EXPENSES

52%

8%

16%

2%

SU ExpensesSalary and Wages

Enery and Utilities

Capital Expenditure

Supplies and Materials

Activities and Travesls

Staff Development

Expenditure Variance (Budget Vs Actual)

Us shown in the Figure, about 70% of SU Faculty Members have postgraduate qualifications. This shows that SU is accomplishing its Staff Development goal

SU OPERATING AND CAPITAL EXPENSES

Salary and Wages

Enery and Utilities

Capital Expenditure

Supplies and Materials

Activities and Travesls

Staff Development

Faculty Members have postgraduate qualifications. This

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CHAPTER ONE: ACADEMICS The academic is the backbone and the processing units of the University, where academic strategies of the University are executed. Preparing competent, skilled and trustworthy professionals are our academic strategies. Promoting an atmosphere of cooperation and teamwork among our students and lecturers are part of our core values. The values and norms of the office are important to both current and potential students. Promoting scientific research culture among the faculty members is our target. This report discusses the overall operations of the academics including students, faculty members, co-curriculum activities, learning resources, achievements and challenges.

SWOT ANALYSIS In the following section, we present the strength, weaknesses, opportunities and threats of the SU academics. STRENGTHS WEAKNESSES Curriculum: SU curriculum is revised and updated periodically. Several sources were used for the input for revision. These sources include the academicians, practitioners and students. The target of SU academics is to make world standard curriculum.

Limited Qualified Applicants: Inadequate student numbers with relevant qualifications.

Growing Need for Academic Programs: The demand for SU programs is growing because students receive education that is very much in demand. The curriculum was updated recently to incorporate necessary changes. It is bound to undergo further revision in the near future to cater for growing demand.

Communication: Low level of English language and communication skills hinders academic progress and may interfere with the achievement of SU vision and mission.

Satisfied Students and Alumni: Reports from NGOs and industry indicate that SU students are well-trained and have the necessary Attitude, Skills and Knowledge (ASK) and are reputed to be practical, articulate, intelligent, and pleased with their academic programs.

Refresher Courses: Lack of refresher courses for lecturers and staff. Plus lack training programs.

Employed Graduates: SU students value the educational orientation of the University because of employers' high regard for the programs provided. NGOs and the business community express a strong demand for good SU graduate. For instance, SIMAD graduates in 2012 won more than 75% of the vacancies in one of the largest telecommunication companies in Mogadishu.

Student complaints: Students complain about how their requests and problems are handled. This was caused by the assignment of “handling students’ complaints” to the faculties only. However, to respond to these complaints, the university introduced Students Affairs Office in the second half of this year, 2012.

Infrastructure: SU academic is supported byessential academic infrastructure and in the future it is likely to be resourceful. The library of the university will be modernized in a project that will cost more than $400,000. This project was attained in this year, 2012. In addition, more than 15,000 new books for its various programs were brought to university in last September, 2012. On the other hand, more than 300 new computers were donated to SU by the African Muslims Agency (AMA). These computers have been equipped the computer labs of the university. Furthermore, the exam center moved to the newly bought building along side of the university’s main campus in Hamarjadid.

Inadequate Library Space: Current Library cannot accommodate students due to space scarcity. To overcome this weakness, the building of a new library premises is scheduled in the year 2013.

Qualified Faculty Members: In statistics issued by the SU HRD, nearly 50% of the academic staff of the

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university is masters’ degree holders. Most of these staff members are former lecturers who furthered their studies and returned to this profession after the completion of their masters. This has resulted in a notable satisfaction of the students. Increased Enrollment: In 2012, SU has admitted the largest number of students since its establishment 13 years ago. More than 1000 new applicant were admitted in the second intake of this year alone. The enrollment is expected to increase dramatically in the coming years.

Increased Research Awareness among Students and Faculty Members: In the last two years, after SIMAD was upgraded to a full-fledged university, huge efforts were made to improve the understanding and activities of the research among SU academic staff and students. The faculties have contributed significantly to the success of these efforts.Both students and lecturers have produced quality researches in the year 2012. Some of these researches have been published in international journals. There are good indicators that research quality is getting increase in the years to come.

OPPORTUNITIES THREATS Increase in Population: Overall the population of the area is growing and the population of school going pupils and students is increasing, therefore a growing captive market for fresh students in the future.

Lack of Academic Rigor among Many Secondary Schools: In Somalia, serious questions exist about the degree to which many secondary schools provide rigorous Math and English language education.

Increasing Thirst for Education: There is a great need for higher education in Somalia. Many jobs require post-secondary education. Additionally, a large portion of the future workforce is on the job today and will need significant re-education in the next decade. Opportunities for SU continue to attract high-quality students and to attract a greater number of them.

Increased Competition: The competitionfor high-quality students has increased from competition offered by colleges, Universities in East Africa and institutions of higher learning in the horn.

Growth in NGO Activities : NGO activities are increasing as they seek to help Somalia reconstruct. SU and its alumni are likely to excel once restructuring is done.

Lack of Coordinated Effort for Technology based Education: Coordination is very much needed. There is need for SIMAD to have a good Technology Center

Attractive Growing Academic Program: Expressed need for the growing academic program by stakeholders. SU respond to the need of its stakeholders and introduced new programs in this year such as, bachelors’ degree in law.

Decrease in Human Connectivity: Because social disorganization and dysfunctional orientation are rampant in Somalia, SU must provide students with opportunities for social development to ensure their success in life. The curriculum must be updated from time to time to introduce courses that cater for the changing social scene.

Growth in Public activities: Since 2012, the public sector has become one of the biggest

Cost of Education: Majority of the people were unable to meet the cost of studying at SIMAD

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employers of the graduates of the university. Former alumni now occupy major posts in the government offices.

UNIVERSITY. The tuition fees of all programs were increased in 2012.

Growth in Business Activities: The business activities have notably increased in response to the increased needs of the humanitarian organizations. In addition, the number of Somalis returning from abroad who are starting new businesses has also increased.

Limited pool of Local Professionals: There were inadequate numbers of local professionals to recruit from. English Language: High schools were not providing students adequate exposure to English language. Computational Skills among Students: Student produced by the secondary schools in the last several years is not strong in mathematics. There is a strong need to tackle this problem.

ACADEMIC PLANNED ACTIVITIES The academic office has planned activities including academic and non-academic, which have been developed on the basis of the strategic plan. In this section, planned activities are presented and then the status of each activity is shown. Statistically, 83% of the activities have been accomplish, whereas 17% of the activities have not been achieved due to challenges that are reported in the challenges section of this report. There are no activities in the process of achievement that fall in this year, 2012. ACADEMIC ACHIEVEMENTS AND DEVELOPMENTS The office of the Academics has accomplished some developments during 2013. These developments include policy formulation, improvement of the routine operations, introducing of new programs, extra-curriculum activities and etc. POLICY FORMULATION The academic office has drafted the main academic policies and procedures. Some of these documents are essential for the academic day-to-day operations. The following are the main policy documents drafted during this year:

1. Re-structuring of the Academic Council The Academic Council of the University has been restructured wherein the structure, meeting and participants of the Academic Council ungraded.

2. Structure of the Exams

The structure of SU exams have been upgraded where a new policy is issued. The new policy instructs the type, number and % marks of the exam question papers. Further, the policy dictates which semester is allowed to have objective-mode questions in their exams.

3. Unification of Course outline The Academic Council of the University has issued a new policy regarding the courses and course outlines. A committee has been assigned to unify the course outlines of the university in terms of format and contents.

Note: Detailed information of the policies formulated during 2013 can be found from 2013 Academic Council Minutes Book. INTRODUCING NEW FACULTIES AND OFFICES The following programs have been introduced:

1. Banking and Finance 2. Statistics and Planning

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ACADEMIC CHALLENGES Two years have passed since SIMAD was transformed into a university. The process of transformation posed several challenges that some of them are still standing and need solutions. In the following paragraphs, the challenges that the academics of the university has faced will be discussed:

1. System Change: Two systems (6-semester & 8-semester) were in place since June 2011. In September 2013, the old system (6-semester) ended. It was during this time that students with re-sit courses of more than two were instructed to transfer into the new system (8-semester). This has caused that minimum additional three courses from semesters one, two and three must be make up. Therefore, instead registering at semester five (new), students were held back until they cover whatever the remaining courses are. This has led to many students to drop from the university.

2. Space Problem a. At the beginning of the second semester September, 2013, five classrooms with

the capacity of 60 students each were needed. In addition, two more computer labs were needed to be built and equipped. To solve these space problems, the university had the ability to build only four classrooms. However, the labs could not be built. Instead, one of the previous labs was canceled and turned into a classroom. Now, the university operates at maximum capacity and can accommodate the new students in the next year equal to the graduates of July, 2013.

b. Inability to utilize the resources available like computers for labs: Although the university has achieved to get donated more than 340 computers in 2012, these computers were not utilized for computer labs used by the students. This is due to the space problems. We have the resources (computers) for the labs but we do not have the space for the labs.

3. Work load Policy Maintenance: SIMAD UNIVERSITY has workload policies from secretaries to deputy rectors and from part-time to full-time lecturers. A review of this policy implementation in the first semester of this year 2013 revealed that most of the staff is underutilized in teaching. In the second semester of the year 2013, the implementation of the policy was attempted. However, still there are some faculty members, who are working below the due workload.

4. Re-sit Courses and Drop-outs: The number of students with re-sit courses was too many in this semester compared to previous semesters. Huge numbers failed in two consecutive semesters in some of the courses like advanced accounting and international finance. This has contributed to the dissatisfaction of the students and hence consequently dropout.

5. English Lecturers and English Textbooks: All the four English lecturers in the last semester, Feb.2013 were dismissed from the university. To replace these lecturers was a difficult task as the procedures of finding, screening, evaluating and selecting these lecturers were too long. Some of the classes were without English lecturers for one month. In addition, the English Textbooks of the university have been changed several times. Still, there are shortcomings observed by the lecturers, faculty admin and academics office. The solution to these observed shortcomings is that the university introduces package textbooks that are complete and have the necessary supporting materials.

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6. Energy Interruptions: The major problem was the interrupting of the effective functionality of the labs and offices. This power interruption can damage the PCs when the power gets off due to electricity problems and the absence of uninterruptible power supply (UPS) are not installed in the labs or offices. The power interruptions hindered the well-functioning of the labs and offices.

7. New Program Admissions subjugated by Misconceptions: The University has introduced new programs such as Bachelor of Education, Bachelor of Shariah and Bachelor, Bachelor of Statistics and Planning and Bachelor of Banking and Finance. Some of these programs had a hard time in getting admissions of new students. Lack or low of admissions were caused by the misconceptions of the applicants to these programs. The misconceptions are related to the career opportunities of the graduates in the future.

8. Lack of customer Care Causes Customer Complaints: Students having problems with exams, registration, transfer, re-sit-ins and payment of tuition fees and students that are not familiar with the university policies and procedures are getting on the increase. The university rules and regulations are laid down on monthly basis. On the other hand, the number of students in the various programs are also increasing semester-by-semester. In addition, the secretaries and officers who handle the different academic activities are newly recruited and sometimes are not familiar with the policies and procedures. All these factors reduced the students awareness, the service to the students and cooperation and communication among the various offices. As a result, the students do not get the necessary care as the customers of the university. Therefore, students are complaining a lot.

9. Too Many Students in Late Faculty Registration: In this semester, so many students were late from the faculty registration. Although the Deputy Rector (Academics) has passed a request to the Rector to wave the late registration fees, again a lot of students failed to observe the deadline. The cause can be attributed to the financial difficulties of the students in the beginning of the last semester.

10. Quality of the Applicants: Due to the poor quality of secondary school leavers, the university is lacking qualified candidates for the programs of the university. Candidates are very poor in English and Mathematics, thus, most of them face hard situation during their course of study. Referring to the experience of the academics, students are very poor in both communication and computation skills and this is inferred as the poor quality of both English and Mathematics of the schools.

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CHAPTER TWO: ADMINISTRATION AND FINANCIAL OPERATIONS Planned Activities for the Year 2013 According to the strategic plan 2011/2012 – 2016/2017, Operations Board attempted to implement list of planned activities in the year 2013. Fortunately, these activities (including additional activities and innovations) were almost all implemented in this year. The following are the list:

Planned Activities Achieved Activities Purchase online student management system which costs more than $170,000.00

Finally, this long waited dream came true in October 2013, in which SU signed murabaha contract with Suldan Investment Group to purchase the OCMS about $180,000.

Maintain and provide complete renovation for the main campus ($159,000.00)

This is yet in process to be received funds from Direct Aid office.

Develop recording accounting, finance transaction and the budget following international standards

This activity was not conducted.

Train finance division staffs for how to effectively manage and analyze the budget

Financial budgeting and management training was conducted in 2013 for all finance and operations divisions staff.

Organize capacity building projects for both academic and administrative staff

Academic and administrative related capacity building programs were conducted in 2013.

Finalize employment contracts and job descriptions

Almost all staff of the university signed working contracts with job descriptions.

Produce the first year performance appraisal report

This dream also became true and its results were based on the 14th anniversary recognitions and awards for outstanding performance of the staff.

Establish “Properties Unit” under the Finance Division

Property unit was established in November 2013,and it started already its activities.

Register, label and document all university fixed assets and develop depreciation system

This started already by the property unit.

Purchase new generator machines (120 KVA) for main campus

Turkish government donated generator machine to the university which before the end of this year is expected to be received

Equip 5 complete computer LABs at main campus

Three complete computer labs were established and equipped at main campus.

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Innovations and Achievements In The Year 2013 Infrastructure and Facilities Developments:

• In March 16, 2013 the university succeeded to establish and opened well-equipped library named "Dhobaale Library". This library was equipped with more than 10,000 up-to-date reading materials, mostly books donated by "SABRE BOOK FOUNDATIONS" based in USA. These reading materials have a market value of more than $800,000. In addition, library furniture cost of $14,100 was dedicated to Dhoobaale Library.

• Student-computer ratio is one of quality indicators which the university continuously strives to enhance the ratio. In-line with this goal, in March 2013 three new computer labs were established in main campus. This will add value to the academic performance of the students.

• In this year 2013, the University for the First Time built classrooms in both main campuses for degree students and in administration compound for CPS students. Suldan Investment Group facilitated for the university to implement this project of building seven rooms for class spaces in the months of May and August 2013.

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• The last five years, number of both students and staff were increasing significantly which severely demanded system which can handle the activities of the university and encourage continuous healthy growth with quality services to the customers. This was extremely good dream which finally came true in October 2013 in which the university signed a one year "Murabaha Contract with Suldan Investment Group to purchasing the Online Campus Management System for more than $170,000 for the university from Multimedia University based in Malaysia. A team of five university staff was sent to Kuala Lumpur for training and studying the system for one month. This project was successfully ended with that they came up with the first phase of the system to train other university staff.

Staff Development Programs

• Training and building the staff skills is always the responsibility of Operations Board in general and HRD in particular. In January 2013, number of skill building programs were conducted, among the programs implemented include:

o secretarial and office management skills

o financial planning and budgeting

o time management and presentation skills o grammar and communication skills o logistics management o interpersonal communications skills o decision making skills o computer applications

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• For the favor of the university staff mainly lower level known as service staff, the university senate in March 2013 revised partially salary and compensation benefits for the staff due to financial difficulties experienced in this period by the people of this country. Similarly, the university senate approved the fully adoption of new salary scale which was partially implemented in September 2012. This step forward could add value to our compensation competitiveness compared to the market.

• Well prepared academic training and curriculum review session was conducted in

July 2013. The project was facilitated by team from Makerere University Business School (MUBs). The program was very fruitful and enhanced the motivation and perceptions of our staff by benchmarking our services to MUBs' services.

• •

• The vision and philosophy of the top management especially the Rector of the university is to build strong relationship with the staff to feel them ownership and respect. Following this perspective, the university senate approved for the first time to invest funds in purchasing vehicles for Deans and Directors on mortgage basis without return charged to the beneficiary (loan based on qardulhasan). The first phase of this project was implemented in August 2013.

• According to our strategic plans, the university strives to get enough number of qualified PhD staff. This initiative was supported with both available funds and

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training program called PhD Initiative Campaign in October 2013. The campaign aims to develop academic writing skills (publishing academic paper) and developing mini proposal for PhD.

• The year 2013, unfortunately, one case of staff disability was happed due to polio disease. The university senate adopted "Disability Benefit" plan in October 2013. This policy adds value to the morale of the staff and it makes the university a working place which attracts qualified personnel.

• November 6th of every year is marked the anniversary of the establishment of SIMAD. This year was the 14th Anniversary. Well organized ceremony was conducted with entertainments and awards and recognition giving to the staff. for the first time, the university implemented performance appraisal system which was supposed to facilitate the objective appraisal of the staff. However, the system is in starting point stage which the coming future is expected to be developed.

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Awards Distributed in the 14th Anniversary Ceremony - November 6, 2013 No Name Job title Type of Award 1 Mohamud Ahmed

Mohamed Dean, Faculty of Business & Accountancy

Best Dean Award

2 Abdifatah Farah Ali Head, Software Unit Best Innovator Award 3 Ahmed Hassan

Mohamud Dean, Admission and Records

Best Office Award

4 Abdullahi Omar Salah Academic consultant Longest Serving Award 5 Yusuf Moalim Ahmed Senior Advisor for the

Rector Rector's Award

6 Samow Mohamud Abdi Technician Best Technician Award 7 Abdi Adam Abdulle Watchman Best Security Guard

Award 8 Mukhtar Abdijim'ale Janitor Best Janitor Award 9 Ali Mohamed

Abdirahman Chief Driver Best Driver Award

10 Mohamud MohmedAllaso

Director, CPS Best Director Award

11 Eng.Abdall Hassan Mohmud

Lecturer, Faculty Consultant

Best Lecturer Award

12 Suad Haji Ahmed Office Admission & Records

Best Administrative Assistant Award

Other Important Achievements and Activities:

• Operation Board team scored 14th Anniversary CUP in November 6, 2013. This was a significant achievement for administration and finance staff.

• In October 2013, the university established Property Unit under finance division. This long waited unit is responsible to register and document all fixed assets of the university following best practices and international standards.

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• A team led by the Deputy Rector (Administration and Finance) surveyed and visited in April 2013 all main universities in Hargeisa, Borama and Burao regions. Overall the visit and survey was fruitful. The objective of the project was twofold one for finding experiences from our counter parties and the other one was the possibility to expand the university services to those visited areas.

• Health and safety for both students and staff is our first priority, in July 2013, the university senate decided actions for preventive strategy to save the lives of our people in Gahayr campus which is at risk to fall down mainly upper floor of the building. As a result, using the upper floor was closed and banned. This decision created to relocate most of the offices and classes to main campus which resulted space problem.

• The university opened bank accounts for almost all its staff to facilitate effective and efficient payroll payment system to mitigate costs related to the monthly salary payments such as number of check books usage and time related issues affected our payroll system. This step forward facilitated smooth and systematic payroll payment system which motivated all beneficiaries.

Challenges, Limitations and Recommendations The above achievements and developments don’t mean that there were no challenges and limitations facing the university in this ending year of 2013. SU encountered some challenges in this year, which were as follows:

• Gahary campus is at severe risk to fall down. This resulted, that the university senate took preventive measurement steps (e.g., closing and cancelling the upper floor of the campus). However, this step created space problem of classes and offices in both main campus and Gahayr ground floor.

• Main campus yet to suffer lack of complete renovation and maintenance. The university yet to receive funds for repairing the main campus from the Direct Aid (this fund was approved in BOT Meeting conducted in Nairobi, June 2012).

Planned Activities for the Year 2014 The plans and the way forward of the operations board for the year 2014 highlight diverse areas including both new directions and other activities transferred from the year 2013. These activities and plans are organized and categorized into three levels of priorities. The details of the planned activities are among the following:

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Priority #1: � Maintain and provide complete renovation for the main campus ($159,000.00) � Develop recording accounting, finance transaction and the budget following

international standards � Organize capacity building projects for both academic and administrative staff � Develop sophisticated performance appraisal system � Establish archive unit � Adopting housing and medical allowance for senior management of the university � Establish internal control unit � Develop 5% cost reduction policies

Priority #2 � Build study area and Aisha hall for students � Organize visits to international universities to internationalize our finance and

accounting services Priority #3 � Carry out customer satisfaction surveys to make sure that service delivery is

improved � Finalize the development of code of ethics for staff

Budget and Actual 2013 – Comparison Analysis Table 8 (below) compares the year 2013 actual report of revenue and expenditure with the budget of the same year. Overall total revenue account received in 2013 ($2,457,385.03) increased $265,857.43 compared to the budget 2013 ($2,191,527.60). Furthermore, the table shows that seven of revenue accounts increased such as tuition fees, registration fees, other charges, donations, graduation fees, postgraduate fees and other income 6%, 2%, 1%, 2%, 2%, 2%, 2% respectively. Overall revenues of the year 2013 increased 12%, which is considered a significant increment. For the expenses/expenditures section, overall actual expenses report for the year 2013 revealed that 9% ($197,704.31) of planned expenses were saved. The table shows that all accounts performed well except 'administration projects', 'activities & training' and 'catering & refreshments' accounts.

Actual report 2013 shows surplus amount of $153,823.34. However, last year (2012) resulted deficit of -$101,183.93, which affected this ending year. Thus, the real surplus amount for the year 2013 is $57,697.93. On the other hand, there is accounts payable amount of $24,000 for Rector's vehicle and pledged amount of $11,000 for Ministry of Higher Education that was not paid and recorded as expense in this year, which will affect the next year’s payments. In summary, the budget and actual report comparison was effective and it worked as an effective tool, which showed performance of the university. However, there is a need to improve the skills of the finance division staff mainly about cash management and forecasting skills.

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Table (8): Budget and Actual 2013 - Comparison Analysis

INCOME No Account Title Budget Actual Variance %

1 Tuition Fees $1,425,613.60 $1,551,747.20 $126,133.60 6%

2 Registration Fees $197,825.00 $231,284.00 $33,459.00 2%

3 Other charges $142,842.50 $163,000.00 $20,157.50 1%

4 Training and Consultancy $7,800.00 $18,441.78 $10,641.78 0%

5 Research and Publications $29,968.50 $34,460.00 $4,491.50 0%

6 Printing and Press $5,500.00 $3,102.00 -$2,398.00 0%

7a Donations, Gifts and Grants $0.00 $51,900.00 $51,900.00 2%

7b Support from Direct Aid $150,000.00 $55,750.00 -$94,250.00 -4%

8 Graduation Documents $74,750.00 $112,339.00 $37,589.00 2%

9 Cisco Fees $6,000.00 $7,358.00 $1,358.00 0%

10 Holdings $25,000.00 $0.00 -$25,000.00 -1%

11 Postgraduate Centre Fees $76,000.00 $113,748.00 $37,748.00 2%

12 Other Income $20,228.00 $74,140.05 $53,912.05 2%

13 Thesis fees $30,000.00 $40,115.00 $10,115.00 0%

Total Revenue $2,191,527.60 $2,457,385.03 $265,857.43 12%

EXPENDITURES

Account Title Budget Actual Variance %

1 Maintenance $17,088.00 $8,773.31 $8,314.69 0%

2 Salary and Wages $1,217,760.00 $1,202,800.11 $14,959.89 1%

3 Tickets and Transportations $84,000.00 $58,050.23 $25,949.77 1%

4 Administration Projects $366,382.00 $422,509.22 -$56,127.22 -2%

5 Supplies and Materials $116,263.00 $71,996.34 $44,266.66 2%

6 Activities and Training $148,885.00 $209,921.64 -$61,036.64 -2%

7 Catering $102,800.00 $104,522.32 -$1,722.32 0%

8 Fuel & Automobile Maintenance $72,000.00 $43,728.93 $28,271.07 1%

9 Utilities $182,820.00 $132,091.47 $50,728.53 2%

10 HRD (Scholarships) 193,268.00 $49,168.12 $144,099.88 6%

Total Actual Expenditures $2,501,266.00 $2,303,561.69 $197,704.31 9.00%

Surplus/Deficit -$309,738.40 $153,823.34 Note: Last year's deficit of -$101,183.93 affected the above surplus. Thus, the real surplus for the year 2013 is $57,697.93 in which the following payables are outstanding balances (e.g., $24,000 for the vehicle of the Rector and pledged for Ministry of Higher Education $11,000). Budget 2014 Table 9 (below) forecasts the expected revenues and expenditures of the year 2014. The table shows that the expected revenues will be $3,474,850.11. The five significant accounts will be expected to be tuition fees (62.57%), postgraduate fees (13.98%), registration fees (5.26%), other charges (5.32%), & support from direct aid (4.32%).

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Table (9): Budget 2014 Chapter Account Title Per/

Year %

1 Tuition Fees $2,174,252.15 62.57

2 Registration Fees $182,825.00 5.26

3 Other charges $185,029.13 5.32

4 Training and Consultancy $11,200.00 0.32

5 Research and Publications $38,461.83 1.11

6 Printing and Press $4,200.00 0.12

7a Donations, Gifts and Grants $60,000.00 1.73

7b Support from Direct Aid $150,000.00 4.32

8 Graduation Documents $68,894.00 1.98

9 Cisco Fees $29,650.00 0.85

10 Holdings $15,353.00 0.44

11 Postgraduate Centre Fees $485,920.00 13.98

12 Other Income $40,945.00 1.18

13 Thesis Fees $28,120.00 0.81

Total Expected Revenue $3,474,850.11 100.00

Chapter Account Title Per/ Year

%

1 Salary and Wages $1,763,142.00 50.74

2 Maintenance $38,400.00 1.11

3 Ticket and Transportation $111,900.00 3.22

4 Administration Projects $660,437.00 19.00

5 Supplies and Materials $147,504.04 4.24

6 Activities and Training $431,406.00 12.42

7 Catering and Refreshments $155,550.00 4.48

8 Fuel and Automobile Maintenance $84,000.00 2.42

9 Utilities $254,940.00 7.34

10 HCD (Human Capital Development) - Scholarships) $160,118.00 4.61

Total Expenditures $3,807,397.04 109.6

Deficit/Surplus -$332,546.95 -9.6

As the budget 2013 and actual report of the same year, budget 2014 mainly focuses on investing in salary and wages for the employees (50.74% of the expected total revenues), administration projects for developing and improving facilities (19%), activities and training (12.42%), utilities (7.34%), & human capital development (4.61%). Finally, 9.6% ($332,546.95) of deficiency will be expected, which university senate is required to find funds to subsidize the budget deficiency.

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CHAPTER THREE: DEVELOPMENTS INTRODUCTION Institutional Development Committee is responsible for coordinating all the planning and Development functions of the University and to facilitate the university to take advantage of all possible opportunities that comes along the way.

• The University has established a relationship with various local and international organizations in an attempt to promote the university image locally and internationally.

• The University Applied to join the International Association of Universities (IAU). The application has been received by the secretariat and expects a positive response as the university awaits for the acceptance.

• The University receives regular updates from the Association of African Universities. This puts the university in a position to follow developments and challenges that African Higher Education Institutions are experiencing.

• MUBS and SIMAD UNIVERSITY forged a special relationship in 2013 that resulted a senior staff from MUBS to come to Mogadishu and train SIMAD UNIVERSITY staff.

• The center for postgraduate has become a successful story as the first batch of the postgraduate program will be graduating on December 24,2013. The number of students applying for our postgraduate programs is increasing steadily. The active students enrolled with CPS are 112.

• Center for Training and Consultancy provides scheduled training programs to students and local enterprises. This means that students get top up skills in order to become competitive in job market.

• The publications of Somali Business Review (SBR) have been resumed. The four issues of the year of 2013 has been compiled and made it a special issue.

• Information Communication Technology Unit was established this year. During its short existence – the ICT unit managed to secure an affordable and reliable Internet connection for the university. CISCO program was also restored where about 140 students enrolled with program.

• The ICT unit also developed software programs for various university departments among others finance, exams and Human Resource. The unit has yet to attract the growing industry of ICT in the local market.

• SIMAD UNIVERSITY has signed Memorandums of Understanding with Gollis University and East Africa University that are based in Hargeisa and Garowe respectively.

• The University Website was remodeled and is updated regularly. Social networks (twitter, and YouTube) were not used as it supposed to be capitalized. Facebook page is regularly updated, and its fan base is also increasing by day.

• Many meetings were held in 2013 for our alumni with an intention form an association for them. Constitution and profile were drafted, but that dream has yet to be realized.

• The University donated USD 10,000.00 to the ministry of higher education; this is a part and parcel of our public relations campaign with our stakeholders.

• During the annual graduation ceremony – three companies Jubba Express, EAMECO and AMAL Express as well as Ahmed Sultan on his individual capacity that extended support to the university were recognized.

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• The Head of the State and the founder of the University Prof. Hassan Sheikh Mohamud attended the 9th Convocation, where both local and International media covered the event.

Online Web Presence The Public Relations and Information office managed to design and develop an attractive website that serves both the interest of our students and external stakeholders. The content of the website has become one stop shopping for our clients. contents play an important role in making the communication easier and more sounding. In addition, the stuffing and the interested information available on the web basically obtain web presence. New comprehensive web content was developed in which our customers and visitors can easily find the whole picture of the university. The web contents are always updated and restructured to make sure the reliability and the efficiencies of the university news. Social Networks Social networks are online platform that focuses social relations among people who share interests, activities, backgrounds or real-life connection. To maintain superior relations with the university community, it’s required to use the different social network types. However, the posting method was improved and maintained by simplifying the information to avoid misconception of the audiences. SU Facebook and twitter accounts are constantly put on view the latest news and events of the university as whole. This had led the increase of our social network friends and alumni engagements heavily. Documentation of the University events Campaign for establishing Alum

The collection and the storage of historically valuable records, ranging from papers and documents to photographs, films, videotapes, and sound recordings is a critical success factor since it will be used for publicity and promotion purposes. However, SU events are constantly recorded by photographing as well as video records.

SU alumni are successful and creative. They are the key drivers for most of the public and private industries in Somalia. To strengthen the relationships among SIMAD graduates, we emphasized on setting up a strong SIMAD alumni association and to do so, meetings with purposively selected alumni was organized and a constitution, profile and bylaws for the association was developed.

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Reestablishment of SIMAD CISCO center SIMAD worked with Cisco networking academies program (CNAP) for worldwide educational program in order to obtain the status of Cisco local academy. CISCO SIMAD Academy is restarted in this year after two years of deficiency. The center registered 140 students from the different SU faculties. Configuration of Internet and university network The Internet and Networking Unit is aimed to establish and facilitate information security and communications channels. The unit has completed the following tasks

• Installed VSAT Internet connection • Installed and configured Proxy Server. • Installed Network and bandwidth management servers.

New postgraduate programs Two additional master programs were introduced in this year Master of information technology (MIT) and master of project management (MPM). The applicants of MIT were too small so that the center couldn’t start MIT class. However, MPM program got a required number of students and it was launched successfully. New connections with Business and NGOs through training and consultations An international NGO with the name IDA based at Nairobi offered CTC an assessment contract on local NGOs located in lower Juba towns of Kismaio, Jamame and Afmadow. CTC sent a team to Kismaio and Afmadow who successfully assessed the concerns and they submitted final report to Intermedia at the end of July, 2013. CTC also provided consultations to Jazira International. CTC performed services of recruiting new employees for them. In addition, a workshop on market research was held for Global Internet. On the other hand, CTC conducted several trainings including SPSS, Research trainings, software engineering and design and None for Profit Computerize Accounting. Research and publications The main objective of SU research center is to serve the nation development through knowledge sharing, innovation and scientific researches. To achieve these objectives the center carried out certain activities including Survey about public perception towards SIMAD University.A total of 12 enumerators set out to the main squares of Mogadishu city. The places visited are: Bakara, HamarWeyne, Madina, Zoppe and Wardhigley. A total of 77 respondents were successfully recorded. In addition to that, in conjunction with the SU Student Affairs, the center carried out another survey enquiring about the level of satisfaction of the students in SU. A sample of 300 students has been selected to participate in the survey. While 30 students participated in a formal, focus group session. The data were analyzed by the center and duly submitted to the Student Affairs for further actions. MOU with international and local universities SU delegates led by the Rector Ustad Abdurahman Odawa accompanied by his deputy for institutional development and the director of public relations visited Makereere University Business School (MUBS) and signed MOU. On the other hand, SU received guest from East

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Africa University in Bosaso, Puntland led by Dr. AbdirizakHirad Mohamed (Rector of East Africa University. The two universities discussed and agreed to cooperate in a spirit of mutual understanding, strengthening their ties and sharing experiences. To pursue such connections, MOU between the two universities were signed. Moreover, SU received guests from Amoud University in Borama and signed MOU with them. MUBS – SIMAD joint trainings SIMAD UNIVERSITY and Makerere University Business School (MUBS) have an understanding to collaborate in the different functional areas including collaborations in research, partnering in consultancy works, student and Faculty exchange and running joint academic programmes. SIMAD University curricula and extra curricula activities are reviewed every five years and annual refreshment trainings for the University faculty and administrators are conducted. In pursuit of the above, SIMAD UNIVERSITY engaged her partner University; Makerere University Business School (MUBS) to Conduct pedagogy training to SIMAD UNIVERSITY academic staff, to review the curricula of the different academic programs offered at SIMAD UNIVERSITY and to improve the quality assurance of SIMAD UNIVERSITY examination systems.

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