Transcript Document

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
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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1. INTRODUCTION
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.
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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
MAKING.
DECISION
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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 all
stakeholders;

facilitating the holistic development of students;

establishing and fostering relationships with internal and external
Stakeholders.
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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
MONTH
PRODUCTS, SERVICES AND ACTIVITIES THAT
NEED TO BE PROVIDED
January
SRC Induction
February
SRC Picnic Orientation
March
SRC Sports Fun Day
April
SRC Orientation
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4.
KEY MEETINGS NEEDED
MONTH
MEETING NAME
MEETING OBJECTIVE
STAKEHOLDERS
REQUIRED
January
January –
November
JanuaryNovember
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
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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
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PHASE III
STRUCTURES
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1.
STUDENT AFFAIRS
STRUCTURES (TWR & RAU)
DEAN: STUDENT AFFAIRS
DR S SEROKA
MS C M M VAN HEERDEN
EXECUTIVE SECRETARY
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
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2.
STUDENT AFFAIRS (RAU)
RECTOR
DEAN OF
STUDENT
HEAD STUDENT
AFFAIRS
ADMIN
ASSISTANT
STUDENT
OFFICIAL
ACCOUNTANT
RAG
STUDENT MEAD
HEAD
ARTS
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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).
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