NASDEV PRESENTATION

“AN OVERVIEW OF THE NATURE, FORM AND APPLICATION OF STUDENT AFFAIRS AT UJ”

Presented by: Pura Mgolombane (Mr) Dean: Student Affairs (Acting) 25 May 2007

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PRESENTATION OVERVIEW

1. PHASE ONE: RENEWAL INTERGRATION PROCESS (RIP)

2. PHASE ONE: DELIVERABLES

3. PHASE THREE: STRUCTURES

4. CONCLUSION

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PHASE I

THE UJ RIP

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A project steering committee, responsible for the business issues associated with the project was set-up to:

• Take on responsibility for the achievement of the project outcomes;

• Ensure the project's scope alignment with the agreed requirements of the Business Owners and key stakeholder groups;

• Provide those directly involved in the project with guidance on project business issues;

• Sign off documentation at relevant stages of the project as mandated representatives of the function.

1. INTRODUCTION

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2. SELECTION OF STEERING COMMITTEE

An initial communication session was conducted with all the related Student Affairs functions as invited by UJ HR. During this session it was agreed that the project will only include the functional areas as per the MEC directive. The persons attending the session was nominated and selected as the Steercom:

•Dr Segopane Seroka; Ms Nita van den Berg; •Mr Hendrik Krüger;•Ms Daleen Strydom; •Mr Godfrey Helani; Ms Lynette Pringle;• Mr Pura Mgolombane; •Mr Kenneth Ntombela; and Mr Mandla Simelane.

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3. STRATEGY

The outcomes for the strategy element within the Operating Model included the:

•Guiding principles;

•Vision;

•Mission; and

•Strategic objectives.

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4. GUIDING PRINCIPLES

GUIDING PRINCIPLES ARTICULATED SHARED

ORGANISATIONAL VALUES WHICH UNDERLIE THE:

STRATEGIC VISION AND MISSION &

SERVE AS A BASIS FOR INTEGRATED DECISION

MAKING.

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5. OPERATING MODEL GUIDING PRINCIPLES

The Operating Model was to:

be aligned to the strategic objectives of the University;

ensure efficient and quality delivery of services;

agree on a set of values and behaviours for the function;

provide for an effective communication system;

promote opportunities and events to assist in the holistic development of students;

ensure an organisation structure leading to clarification of accountability and responsibility;

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6. CONCEPTUAL STRATEGY DEFINED

To define a conceptual strategy for Student Affairs, three elements were defined:

• Vision statement – to express an element of ambition encapsulating what the function aspires to achieve;

• Mission statement - to define the strategic means through which the function intends realising the vision.

• Strategic objectives – to define the function’s articulated aims.

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7. STUDENT AFFAIRS’ VISION, MISSION & STRATEGIC OBJECTIVES

VISION

TO PROVIDE OPPORTUNITIES FOR AN OPTIMAL (UNIVERSITY)

EXPERIENCE TO ALL STUDENTS.

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8. MISSION

WE ARE COMMITTED TO:

providing an effective and efficient service that is accessible to allstakeholders;

facilitating the holistic development of students;

establishing and fostering relationships with internal and externalStakeholders.

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9. STRATEGIC OBJECTIVES

Objective 1: Provide an optimal service to students

Objective 2: To provide development opportunities for student leaders

Objective 3: To meet changing needs of students

Objective 4: To facilitate a vibrant, well-organised student life

Objective 5: Conduct staff development and training programmes

Objective 6: Implement succession and replacement planning

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PHASE II

DELIVERABLES

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1. DECISION MAKING GUIDING PRINCIPLES

The leadership team is accountable and responsible for the strategic decisions taken for Student Affairs.

The leadership team should provide strategic direction for each of the key functions in conjunction with the senior managers and any other relevant party.

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2. KEY DECISIONS MADE WITHIN THE DIVISION

ROLE DECISIONS TO BE MADE

Executive Director Strategic decisions

Leadership Team Strategic decisions about Student Affairs and communication direction, goals, deliverables, plan philosophies and values

Senior Managers; Heads of Departments

Strategic and tactical decisions within the respective functional areas

All staff members within the division

Operational decisions that need to support the strategic objectives and plans of the Student Affairs

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3. CALENDAR

MONTHPRODUCTS, SERVICES AND ACTIVITIES THAT NEED TO BE PROVIDED

January

February

March

April

SRC Induction

SRC Picnic Orientation

SRC Sports Fun Day

SRC Orientation

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4. KEY MEETINGS NEEDED

MONTH MEETING NAME MEETING OBJECTIVE STAKEHOLDERS REQUIRED

 

JanuaryJanuary – NovemberJanuary-November

Staff MeetingSDO/SRC MeetingSDO/Chairpersons Meeting

To Get Update, Feedback, Monitoring, Evaluate And ReviewDiscus operation issues of the SRCDiscuss operational issues of structures

Line Manager and StaffStudent Development Officer/SRC/SRC AdministratorStudent Development Officer/Chairpersons of Clubs and Societies/Clubs and Society’s student assistant

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5. SERVICE LEVEL AGREEMENTS (SLAS)

STAKEHOLDERS

SERVICE PROVIDER’S NAME

SERVICES PROVIDED

TARGET SERVICE LEVEL REQUIRED(INCL. RESPONSE TIMES, TURNAROUND TIMES AND SUCCESS RATE)

FREQUENCY OF SERVICES PROVIDED

STUDENT AFFAIRS’ RESPONSIBILITY

POINT OF CONTACT WITHIN FUNCTION

Accommodation

Student discipline

Enforcement of student discipline at residences and crime awareness campaigns

Continuous enforcement of student discipline throughout the whole year

When cases of misconduct are reported

Student Discipline on ad hoc request

Manager: Student discipline

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PHASE III

STRUCTURES

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1. STUDENT AFFAIRS STRUCTURES (TWR & RAU)

DEAN: STUDENT AFFAIRSDR S SEROKA

MS C M M VAN HEERDENEXECUTIVE SECRETARY

STUDENT DEVELOPMENT AND CULTURE

HOD ; MR P MGOLOMBANE

COUNSELLINGHOD : DR T MKHATSHWA

STUDENT HEALTH APBMS B MOTHIIBE

STUDENT HEALTH DFCMS CB DU PREEZ

STUDENT HOUSING APBOPERATIONS MANAGER

MR K NTOMBELA

STUDENT HOUSING DFNOPERATIONS MANAGERACTING : MR M SIMELANI

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2. STUDENT AFFAIRS (RAU)

RECTOR

DEAN OF STUDENT

HEAD STUDENTAFFAIRS

ADMINASSISTANT

STUDENT OFFICIAL

ACCOUNTANT RAG STUDENT MEADHEADARTS

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3. STUDENT AFFAIRS STRUCTURE UJ

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4. STUDENT AFFAIRS STRUCTURE UJ

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5. CONCLUSION

This process reflects the current and future states of the operating model in terms of the:

•Strategy, Processes, Culture and Performance,

•Information and Organisation Architecture,

•Human Resource Management Architecture elements,

•The associated gaps, and the Key Performance Areas (KPAs).