nasdev presentation “an overview of the nature, form and application of student affairs at uj”...
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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).