Commission for University Education: Job Vacancies KenyaSENIOR ASSISTANT COMMISSION SECRETARY, LIBRARY AND INFORMATION SERVICES, GRADE( CUE 12)-1post

Commission for University Education
Job Vacancies

The Commission for University Education is a State Corporation established by an Act of Parliament, Universities Act 2012, to provide for development of university education; the establishment, accreditation and governance of universities in Kenya.

3. SENIOR ASSISTANT COMMISSION SECRETARY, LIBRARY AND INFORMATION SERVICES, GRADE( CUE 12)-1post

An officer at this level will head a department and will be responsible to the Deputy Commission Secretary, Accreditation for coordination of the functions of the department. The officer may be deployed in any of the following Departments: -
(a) key Responsibilities

•  Oversee evaluation of proposals for university libraries; 

• assess and recommending evaluated proposals for approval; 
• oversee library inspections and preparation of reports; 
• prepare budgets for the department; developing and implementing the library strategic plan;
•  evaluate proposals to set up university libraries;
•  coordinate the inspection of university library services and facilities;
•  coordinate quality audits of university libraries;
• prepare library inspection reports and follow up on their implementation;
•  providing advisory services to institutions on the process of library accreditation; 
• overseeing staff development and performance management in the department; 
• liaise with the relevant department for the development of standards, guidelines and processes for library accreditation; coordinate preparation of reports for consideration by the Documentation Information and Qualifications Committee;
•  oversee the preparation of library accreditation reports;
•  provide advisory services to the Commission on the accreditation of university libraries; Recommend peer reviewers for commissioning.
  (b) Qualifications
• 
  
  •  Master’s degree in library and information studies from a recognized institution;
•  served in the grade of Assistant Commission Secretary, Accreditation or in a comparable and relevant position for a minimum period of three (3) years in Curriculum Development and Implementation, Quality Assurance or related field; 
• proficiency in Computer Applications
•  Demonstrate a thorough understanding of national goals, policies and development objectives and ability to align them to CUEs mandate

SALARY:
CUE 13: Ksh. 256,256-392,304 pm
CUE 12: Ksh. 110,682-285,824 pm
CUE 11: Ksh. 103,659-157,388 pm
CUE 9: Ksh.54, 600-77,352 pm
CUE 4: Ksh.23, 434-28,485 pm
If you meet the above criteria and you are interested in pursuing this exciting opportunity, please send your application with detailed curriculum vitae with references and day time telephone on or before 18th June 2014 to:
Commission Secretary/CEO
Commission for University Education
Redhill Road, off Limuru Road, Gigiri
P.O. Box 54999-00200
Nairobi, Kenya
The Commission for University Education is an Equal Opportunity employer.

Commission for University Education: Job Vacancies Kenya

Commission for University Education
Job Vacancies
The Commission for University Education is a State Corporation established by an Act of Parliament, Universities Act 2012, to provide for development of university education; the establishment, accreditation and governance of universities in Kenya.
2. SENIOR ASSISTANT COMMISSION SECRETARY, INSTITUTIONAL ACCREDITATION, GRADE (CUE 12) -1Post
An officer at this level will head a department and will be responsible to the Deputy Commission Secretary, Accreditation for coordination of the functions of the department.
a) Key Responsibilities Recommend institutions for final inspection; recommend advisory services to institutions on the process of institutional accreditation; oversee staff development and performance management in the department; oversee preparation of budgets for the department; liaise with the relevant department for the development of standards, guidelines and processes for institutional accreditation; make recommendations to the Institutional Accreditation Committee on institutions to be consideration for award of LIA and charter; coordinate the evaluation of institutions for purposes of advising on their suitability to offer university education; Provide advisory services to the Commission on the accreditation of institutions; and recommending peer reviewers for commissioning.
b) Qualifications
a Master’s degree from a recognized institution; served in the grade of Assistant Commission Secretary, Accreditation or in a comparable and relevant position for a minimum period of three (3) years in Education Administration, Curriculum Development and Implementation, Quality Assurance or related field; proficiency in Computer Applications demonstrated a thorough understanding of national goals, policies and development objectives and ability to align them to CUEs mandate

Commission for University Education: Job Vacancies

The Commission for University Education is a State Corporation established by an Act of Parliament, Universities Act 2012, to provide for development of university education; the establishment, accreditation and governance of universities in Kenya.

1. DEPUTY COMMISSION SECRETARY, ADMINISTRATION AND FINANCE, (CUE 13)-1Post (Re-advertised)
Job Purpose
Overview of Job Purpose: The Deputy Commission Secretary of Administration and Finance will be a strategic thought-partner, and report to the Commission Secretary (CS). The successful candidate will be a hands-on and participative manager who will lead and develop an internal team to support the following areas: Finance, Business Planning and Budgeting, Human Resources, Supply Chain, Administration, and IT.
(a) Key Areas of Responsibility include:

•  Coordinate and lead the annual audit process, liaise with external auditors and the audit committee members of the Commissioners.
•  Analyze and present financial reports in an accurate and timely manner; clearly communicate monthly and annual financial statements; collate financial reporting materials for all donor segments, and oversee all financial, project/program and grants accounting.
•  Oversee and lead annual budgeting and planning process in conjunction with the Commission Secretary/CEO; administer and review all financial plans and budgets; monitor progress and changes and keep senior leadership team abreast of the organization’s financial status. 
• Manage organizational cash flow and forecasting. 
• Implement a robust contracts management and financial management/ reporting system; ensure Commission rules are adhered to in close consultation with Commission Secretary and ensure that financial data and cash flow are steady and support operational requirements. 
• Update and implement necessary business policies and accounting practices; improve the finance department’s overall policy and Commission Procedure manual. 
• Effectively communicate and present the critical financial matters to the Commissioners.
•  Further develop Commission’s human resources and administration, enhancing professional development, compensation and benefits, performance evaluation, training and recruiting.
•  Ensure that recruiting processes are consistent and streamlined. 
• Establish and manage a comprehensive training program to Commission employees regarding staff tools, policies and procedures at work place.
•  Work closely and transparently with all external partners including third-party vendors and consultants. 
• Oversee administrative functions as well as facilities to ensure efficient and consistent operations as the organization scales.

(b) Qualifications and Experience 

• Minimum of a an Master’s degree with bias in Administration and Finance areas 
• At least 10 years of overall professional experience; ideally 6+ years of broad financial and operations management experience 
• The ideal candidate should have experience of final responsibility for the quality and content of all financial data, reporting and audit coordination for either a division or significant program area, and has preferably overseen a human resources function previously
• A strong professional demeanor and ability to represent the Commission at the highest levels; Good negotiation skills
•  Good IT Skills with knowledge of analytical and accounting packages preferable. 
• Ability to work individually and manage a diverse team and improve relationships 
• He must be a person of unquestionable integrity and uphold work ethics at all times.

Jobs Kenya : Commission for University Education

The following positions have been advertised as from 9th May 2014:
    1. DEPUTY COMMISSION SECRETARY, ADMINISTRATION AND FINANCE, (CUE 13)-1 Post (Re-advertised)
    2. SENIOR ASSISTANT COMMISSION SECRETARY, INSTITUTIONAL ACCREDITATION, GRADE (CUE 12) -1 Post
    3. SENIOR ASSISTANT COMMISSION SECRETARY, LIBRARY AND INFORMATION SERVICES, GRADE( CUE 12) -1 Post
    4. ASSISTANT COMMISSION SECRETARY, PROGRAMME ACCREDITATION, (CUE 11) -2 Post
    5. ASSISTANT COMMISSION SECRETARY,PLANNING AND DEVELOPMENT, (CUE 11) -1 Post
    6. ASSISTANT COMMISSION SECRETARY, RESEARCH GRADE CUE 11 -1 Post
    7. ASSISTANT COMMISSION SECRETARY, INTERNAL AUDIT, CUE 11 -1 Post
    8. LEGAL OFFICER I , (CUE 9) -1 Post
    9. SENIOR INTERNAL AUDITOR - CUE 9 (Re-advertised)
    10. SECURITY OFFICER II, CUE 4(Re-advertised)

Closing Date : 18th June, 2014

BUDGETARY PLANNING AND CONTROL

BUDGETARY PLANNING AND CONTROL

Nature and Purposes of Budgets

Budgeting refers to the process of quantifying the plans of an organization so as to enable it achieve its objectives in the defined period.  The result of the process is budgets, which are used for cost control, performance evaluation and future decision making.

Budgets may be prepared for departments, functions or financial and resource items. In fact, some people refer to budgeting as a means of coordinating the combined intelligence of the entire organization into a plan of action.

OBJECTIVES OF BUDGETARY PLANNING

1)      Coordination

The budgetary process requires that visible detailed budgets are developed to cover each activity, department or function in the organization.    This is only possible when the effort of one department’s budget is related to the budget of another department.  In this way, coordination of activities, function and department is achieved.

2)      Communication

The full budgeting process involves liaison and discussion among all levels of management.  Both vertical and horizontal communication is necessary to ensure proper coordination of activities.

3)      Control

This is the process for comparing actual results with the budgeted results and reporting upon variances.  Budgets set a control gauge, which assists to accomplish the plans set within agreed expenditure limits.

4)      Motivation

Budgets may be seen as a bargaining process in which managers compete with each other for scarce resources.  Budges set targets, which have to be achieved.  Where budgetary targets are tightly set, some individuals will be positively motivated towards achieving them.

5)      Clarification of Responsibility and Authority

Budgetary process necessitates the organization of a business into responsibility and budget centres with clear lines of responsibilities of each manager.  This reduces duplication of efforts.

6)      Planning

It is by Budgetary Planning that long-term plans are put into action.  Planning involves determination of objectives to be attained at a future predetermined time.  When monetary values are attached to plans they become budgets.

Limitations of Budgeting

·         Too much reliance may cause resistance (inflexibility) to change.

·         Difficult to set levels of attainment.  This may result into too tight budgets that cause loss of morale.

·         Antagonism where budgets exert undue pressure.

·         Budgeting control is a terminate exercise and therefore any report from investigation of variances may b of little use to the current operations.

PREPARATION OF BUDGETS

THE MASTER BUDGET FRAMEWORK

The master budget is the overall quantifications of the budgeting plan.  In it, functional budgets are incorporated.  A functional budget is a budget if income and/or expenditure for a particular function.  The master budget therefore combines all the budgets of the various departments in an organizations.  It is useful in ensuring that all the individual budgets are consistent with one another and also presents a ‘unit’ picture of the entire organization.

It is made up of both production and non-production budgets.

Production budgets include: ·         Sales Budget ·         Finished Goods Budgets ·         Material budges ·         Labour budgets ·         Overheads budgets. Non-Production Budgets Include ·         Selling & Distribution ·         Administration Budget ·         Cash Budget ·         Research and Development – Capex ·         All these budgets translate into the projected profit and loss a/c and the budgeted Balance Sheet. Illustration Venus plc produces two products Niks and Args.  The budget for the next year to 31st 20X8 is to be prepared.  Expectations for the forthcoming year includes the following: Venus PLC BALANCE SHEET AS AT 1 APRIL 20X7 Fixed Assets                   Shs                                           Shs          Shs Land and buildings 45,000 Plant and Equipment  (NBV) 112,000 Current Assets Raw materials 7,650 Finished goods 23,615 Debtors 19,500 Cash                       4,300 55,065 Current Liabilities Creditors 6,800 Taxation   24,500 (31,300)    23,765  180,765 Financed by 150,000 ordinary shares of Shs1 each 150,000 Retained profit   30,765 180,765 (b) Finished Products NIKS ARGS The Sales Director has estimated the following: (i)    Demand for the Co’s products 4,500 units 4,000 units (ii)   Expected S.P per unit Shs32 Shs44 (iii)  Closing stock @ 31 March 20X8 is required to be 400 units 1200 units (iv)  Opening stocks at 01 April 20X7 900 units 200 units (v)   Unit cost of this opening stock will be Shs20 Shs28 (vi)  The amount of plant capacity required for each              product is:            Machining 15min 24min                                     Assembling 12min 18min (vii)  The raw material content per unit is                         Material A 1.5 kg 0.5 kg                                     Material B 2.0 k g 4.0 kg (viii) Direct labour hours required @ unit of each          product is: 6 hrs 9 hrs Finished goods are valued at FIFO basis at full factory cost. (c) Raw Materials Material A Material B (i) Closing stock requirements kilos at 31 March 20X8 600 1000 (ii) Opening stock at 1 April 20X7 kilos 1100 6000 (iii) Budgeted cost of raw materials per kilo Shs1.50 Shs1.0 Actual cost per kilo of opening stocks are as budgeted cost for the coming year. (d) Direct Labour The standard wage rate of direct labour is Shs1.50/hr. (e)   Factory overhead Factory overhead is absorbed on the basis of machining hours with separate absorption rates for each department. The following are expected overheads in the production cost centre budgets. Machinery Deport Assembly Deport Shs Shs Supervisors salaries 10,000 9,150 Power 2,400 2,000 Maintenance and running costs 2,100 2,000 Consumables 3,400 500 General Expenses  19,600    5,000  39,500   18,650 Depreciation is taken at 5% straight-line on plant and machinery equipment.  A machine costing the company Shs20,000 is due to be installed on 1 October 20X7 in the machining department which already has machinery installed to the value of Shs100,000 at cost. (f) Selling and distribution expenses Shs    Sales commission and salaries 14,300 Traveling distribution 3,500 Office salaries 10,100 General administration expenses 2,500 30,400 (g) There is no opening or closing work in progress and inflation should be ignored. Required Prepare the following budgets for the year ended 31 March 20X8 for Venus PLC. i)            Sales budget ii)          Production budget  (units) iii)        Plant utilization budget iv)        Direct materials utilization budget v)          Direct labour budget vi)        Factory overhead budget vii)      Direct materials purchases budget viii)    Cost of goods sold budget ix)        Budgeted profit and loss account Solutions Venus PLC (i)                                  Sales Budget Qty (units) Revenue (Shs) NIKS 4,500 144,000*1 ARGS 4,000 176,000*2 TOTALS       320,000  (ii)                      Production Budget (units) NIKS (units) ARGS (units)             Sales 4,500 4,000 Add:    Closing Stock 400 1,200             Total requirements 4,900 5,200 Less:    Opening stock    (900)    (200) Production budget    4,000    5,000 (iii)                                              Plant Utilization Budget Machinery Assembling NIKS (4,000 units) *3 1000 hrs 800 hrs ARGS (5000 units) *4                 2000  1,500                   TOTAL PLANT UTILIZATION    3,000 hrs   2,300 hrs *3 = 4000 x ;                            4000 x *4 = 5000 x ;                            5000 x (iv)                                   Direct Material Uses Budget Units @ Material A @ Material B NIKS    4,000 1.5 6,000 2.0 8,000 ARGS    5,000 0.5 2,500 4.0          20,000 Total Direct Materials  8,500 kg  28,000 kg USAGE (v)                                  Direct Materials Purchases Budget Mat A (kg) Mat B (kg)             Current usage          8,500              28,000 Add:    Closing stock             600                1,000             Total Req          9,100              29,000 Less:    Opening stock (1,100) (6,000)             Material To Be Purchased (Kg)          8,000              23,000             Cost per Kg. Shs1.5 Shs1.0             Material purchase             Budget Shs    12,000    23,000 (vi)                       Direct Labour Budget         Hrs NIKS 4000 x 6 24,000 ARGS 5000 X 9 45,000 Direct Labour hrs 69,000 Standard Wage rate/hr               Shs 1.6 Direct Labour Cost Budget Shs 110,400 Factory Overhead Budget Machining Department (Shs) Assembly department (Shs)             Budgeted Overheads ex 39,500 18,650             Cluding depreciation Add:    Depreciation Less:    Existing plant *5                                          5,000 4,350             New plant *6                                             500 - Total budgeted overheads 45,000 23,000 Absorption Base (Machine hrs) 3,000 2,300 Overhead Absorption Rate *7                        Shs1.5/mach hr Shs 10 mach hr *5 = 100,000 x 5%;                  87,000 x 5% *6 =   20,000 x 5% x *7 = ;                             (viii)                     Cost of goods sold budget   Niks (Shs)          Args (Shs)             Opening stock (WI) 18,000 5,600 Add:    Production (WII) 78,400 140,750 Less:    Closing stock (WIII)       7,840      33,780             Cost of goods sold 88,560 112,570 Workings I:                      Opening stocks Niks:                900 x 20          =          18,000 Args:                200 x 28          =            5,600 II           PRODUCTION COST PER UNIT OF FINISHED PRODUCT NIKS ARG Materials:         A 1.5 x 1.5 2.25 0.5 x 1.5 0.75                         B 2.0 x 1.0 2.0 4.0 x 1.0 4.0 Labour:            6hrs x 1.6 9.6 9 hrs x 1.6 14.4 Overheads Machining 15 x 3.75 15 x 6.0 Assembly 10 x          2.0 10 x        3.0 Total production @ unit Shs19.6 28.15 Production Units        4000       5000 Valuation   78400    140750 III              CLOSING stock valuation NIKS ARGS Closing stock units 400 1200 Unit cost    19.6     28.15 Stock units   7840    33780 (iv)                        BUDGETED PROFIT AND LOSS ACCOUNT NIKS (Shs) ARGS (Shs) TOTAL (Shs)             Sales 144000 176000 320000             Cost of goods sold    88560   112570    201130 Gross Profit 55440 63430 118870 Less:    Selling and administrations expenses 30400 Net Profit         88470