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

2 PRESENTATION OVERVIEW 1.PHASE ONE: RENEWAL INTERGRATION PROCESS (RIP) 2.PHASE ONE: DELIVERABLES 3.PHASE THREE: STRUCTURES 4.CONCLUSION

3 PHASE I THE UJ RIP

4 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

5 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.

6 3.STRATEGY The outcomes for the strategy element within the Operating Model included the: Guiding principles; Vision; Mission; and Strategic objectives.

7 4. GUIDING PRINCIPLES GUIDING PRINCIPLES ARTICULATED SHARED ORGANISATIONAL VALUES WHICH UNDERLIE THE: STRATEGIC VISION AND MISSION & SERVE AS A BASIS FOR INTEGRATED DECISION MAKING.

8 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;

9 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.

10 7. STUDENT AFFAIRS’ VISION, MISSION & STRATEGIC OBJECTIVES VISION TO PROVIDE OPPORTUNITIES FOR AN OPTIMAL (UNIVERSITY) EXPERIENCE TO ALL STUDENTS.

11 8. MISSION WE ARE COMMITTED TO :  providing an effective and efficient service that is accessible to all stakeholders;  facilitating the holistic development of students;  establishing and fostering relationships with internal and external Stakeholders.

12 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

13 PHASE II DELIVERABLES

14 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.

15 2.KEY DECISIONS MADE WITHIN THE DIVISION ROLEDECISIONS TO BE MADE Executive DirectorStrategic decisions Leadership TeamStrategic 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

16 3.CALENDAR MONTH PRODUCTS, SERVICES AND ACTIVITIES THAT NEED TO BE PROVIDED January February March April SRC Induction SRC Picnic Orientation SRC Sports Fun Day SRC Orientation

17 4.KEY MEETINGS NEEDED MONTHMEETING NAMEMEETING OBJECTIVE STAKEHOLDERS REQUIRED January January – November January- November Staff Meeting SDO/SRC Meeting SDO/Chairpersons Meeting To Get Update, Feedback, Monitoring, Evaluate And Review Discus operation issues of the SRC Discuss operational issues of structures Line Manager and Staff Student Development Officer/SRC/SRC Administrator Student Development Officer/Chairpersons of Clubs and Societies/Clubs and Society’s student assistant

18 5.SERVICE LEVEL AGREEMENTS (SLAS) STAKEHOLDER S SERVICE PROVIDER’ S NAME SERVICES PROVIDED TARGET SERVICE LEVEL REQUIRED (INCL. RESPONSE TIMES, TURNAROUND TIMES AND SUCCESS RATE) FREQUENC Y OF SERVICES PROVIDED STUDENT AFFAIRS’ RESPONSIBILITY POINT OF CONTACT WITHIN FUNCTIO N Accommodatio n 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

19 PHASE III STRUCTURES

20 1.STUDENT AFFAIRS STRUCTURES (TWR & RAU) DEAN: STUDENT AFFAIRS DR S SEROKA STUDENT DEVELOPMENT AND CULTURE HOD ; MR P MGOLOMBANE COUNSELLING HOD : DR T MKHATSHWA STUDENT HEALTH APB MS B MOTHIIBE STUDENT HEALTH DFC MS CB DU PREEZ STUDENT HOUSING APB OPERATIONS MANAGER MR K NTOMBELA STUDENT HOUSING DFN OPERATIONS MANAGER ACTING : MR M SIMELANI MS C M M VAN HEERDEN EXECUTIVE SECRETARY

21 2.STUDENT AFFAIRS (RAU) RECTOR DEAN OF STUDENT HEAD STUDENT AFFAIRS ADMIN ASSISTANT STUDENT OFFICIAL ACCOUNTANTRAG STUDENT MEAD HEAD ARTS

22 3.STUDENT AFFAIRS STRUCTURE UJ

23 4.STUDENT AFFAIRS STRUCTURE UJ

24 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).