Dhaya Naidoo Director: Quality Promotion The Audit as a Lever for Organisational Transformation TUT’s Approach to the HEQC Institutional Audit 2005-2007 23 January 2005 Dhaya Naidoo Director: Quality Promotion

The Purpose Driven by social and moral imperatives Foundation for socio-economic transformation Envisions TUT 2010; TUT 2015; TUT 2020 Facilitates organisational learning Underpins organisational transformation and reengineering Proactive change management instrument Embeds enculturation Focuses on strategic and systemic synergy: it’s the total experience that counts Creates the essential attributes of a UoT Goal and performance oriented Aims at consistency of standards and service

Typical Responses to Audits Dismissive arrogance Deluded escapism Feigned ignorance Grudging, unengaged (disengaged?) and mechanistic compliance Wholesale cover-up Spin doctoring the truth Uninspired and weak leadership Poor resourcing

Typical Responses to Audits 2 Delegated responsibility (go away, write the report and don't bother us) Secretive and driven by the few at senior level (easier to manipulate and whitewash the truth) Seduced by purveyors of uncontextualised "pearls of wisdom” and “coloured truths"

Typical Responses - Flip Side Visible and engaged leadership Truthful and honest (truth; whole truth; nothing but the truth) Supportive and enabling environment Celebrate the good, acknowledge the ugly and remedy the bad Sincere and upfront disclosure Open, inclusive and transparent approach Solutions driven

Typical Responses - Flip Side 2 Total community engagement Consistent, continuous and digestible communication Strive for perfection in everything you do. Take the best that exists and make it better. When it does not exist, design it. (Henry Royce) What gets measured gets done What gets benchmarked gets done even better

Intelligence Driven Leadership by data Institutional intelligence Systemic overview and oversight (Do we really know what is going on?) Data and information utilisation Comparative analysis Tool for vision realisation

Leadership Questions Why do we want the audit? What do we want from the audit? What do we want the audit and its outcomes to do for us? What tangibly are we going to do for the audit? How are we going to marshal our resources to show our commitment to the audit? What are we going to do with our self- assessment intelligence

Leadership Leadership commitment Leadership champion Leadership communication Leadership collaboration Leadership consistency Leadership culture Leadership cover-up

Key Lessons Learn from the collective wisdom of fellow travellers Systematic and consolidated diagnosis, remediation and rehabilitation Investment in organisational learning and organisational well-being Good ideas without implementation plans are wasted ideas Interrogate the “common sense” Resist the temptation of “the glib” and the “quick fix”