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

2. 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

3. 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

4. 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"

5. 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

6. 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

7. 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

8. 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

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

10. 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”