Page 8 - Transformation Indaba Report

dAy 1

TRANSFORMATION INDABA 9 – 10 FEBRUARY 2022, 09H00 TO 13H00
9 February 2022

DAY 1 – Click here to join the Zoom session DAY 2 – Click here to join the Zoom session

SESSION 1 - 09h00 – 11h00 SESSION 1 - 09h00 – 11h00
Time Topic Presenter Time Topic Presenter
09h00 - 09h10 Welcome and purpose Moderator 09h00 - 09h10 Welcome and golden threads from Day 1 Moderator
09h10 - 09h30 Vice-Chancellor – setting the scene Prof S Muthwa 09h10 - 09h40 Panel discussion - Monitoring, Reporting and Evaluation of ITP Mr G Mvalo; Dr S
implementation in Higher Education Sector Alves; Dr C Kelly
09h30 - 10h00 Transformation Barometer and NMU Conceptual Framework Prof A Keet
09h40 - 10h50 Panel discussion - Mandela Identity in the context of University TIMS Panel: Prof Verne
10h00 - 10h30 Transformation in the Higher Education Sector Post-Soudien Report (2010) Prof C Soudien Transformation Harris; Prof Pamela Maseko;
Dr Muki Moeng;
10h30 - 10h50 Q&A Moderator Mr Siyanda Qoto;
Prof Crain Soudien and
10h50 - 11h00 Comfort break Ms Patisanani Tokwana
10h50 - 11h05 Q&A Moderator
11h05 - 11h15 Comfort break
SESSION 2 - 11h00 – 13h00 SESSION 2 - 11h15 – 13h00

Time Topic Presenter Time Topic Presenter
11h00 - 11h30 Transformation Report – Implementation Overview for 2018 - 2020 (see Dr R Levendal 11h15 - 11h30 Institutional Transformation Plan - Alignment with Vision 2030 Prof H Nel
link below)
11h30 - 12h30 Breakaway rooms – *Breakaway discussion questions Discussions to be led
11h30 - 12h30 Breakaway rooms – *Breakaway discussion questions Discussions to be led by MANCO portfolios
by MANCO portfolios • Curriculum Transformation; Broadening Access; Student Success (DVC
• Curriculum Transformation; Broadening Access; Student Success L&T)
(DVC L&T) • Holistic Student Support – academic; student leadership and
• Holistic Student Support – academic; student leadership and development; sport; accommodation, transport, nutrition (Dean
development; sport; accommodation, transport, nutrition (Dean Student Life and Development)
Student Life and Development)
• Internationalisation; PG access and success; research partnerships;
• Internationalisation; PG access and success; research partnerships; capacity development opportunities (DVC RII)
capacity development opportunities (DVC RII)
• Employment equity; Professoriate/Associate Professoriate profile;
• Employment equity; Professoriate/Associate Professoriate profile; promotions; capacity development programmes (ED HR)
promotions; capacity development programmes (ED HR)
• Institutional culture; values adherence; programmatic interventions;
• Institutional culture; values adherence; programmatic interventions; consequence management (DVC ETP)
consequence management (DVC ETP) • Sustainable resource stewardship and mobilisation; ICT-enabled
• Sustainable resource stewardship and mobilisation; ICT-enabled enhancements and related cost savings; asset management; risk
enhancements and related cost savings; asset management; risk management; governance; accountability (DVC POps & ED Finance)
management; governance; accountability (DVC POps & ED Finance)
*Breakaway discussion questions
*Breakaway discussion questions
• How can the current 2022 milestones be aligned more closely to
• Lessons learnt - Identify what worked/ did not work in first 3 years of V2030 outcomes?
ITP implementation • Identify new ITP (2023 – 2027) goals aligned to Transformation
• What can be done differently in 2022 (last year of ITP 2018 to 2022) Barometer and V2030
and for the new ITP (2023-2027)? • Annual Transformation Report for inclusion in DHET Annual Report)
- How can we monitor and report more effectively on ITP
12h30 - 12h55 Report back into plenary Moderator and implementation?
Rapporteurs
12h30 - 12h55 Report back into plenary Moderator and
12h55 - 13h00 Wrap-up of Day 1 Moderator Rapporteurs
12h55 - 13h00 Way forward DVC ETP
#Transformation Report 2018-2020

TRANSFORMATION INDABA 2022 | PROGRAMME INTRODUCTIONMETHODOLOGY INTRODUCTIONMETHODOLOGY INTRODUCTION METHODOLOGY METHODOLOGY INTRODUCTION METHODOLOGY INTRODUCTION INTRODUCTION
INTRODUCTION
METHODOLOGY
INTRODUCTIONMETHODOLOGY
METHODOLOGY
METHODOLOGY
INTRODUCTION
METHODOLOGY
INTRODUCTION
ransfor
In November 2010, the Nelson Mandela University Council appr
mation
ransfor
In November 2010, the Nelson Mandela University Council appr
This report was compiled, amongst others, from the following institutional sources:ransformation
In November 2010, the Nelson Mandela University Council approved the Nelson Mandela University Transformation In November 2010, the Nelson Mandela University Council approved the Nelson Mandela University Transformation In November 2010, the Nelson Mandela University Council approved the Nelson Mandela University Transformation om t In November 2010, the Nelson Mandela University Council approved the Nelson Mandela University Transformation om t
mation
mation
ransfor
ional sour
itut
lowing inst
ces:
he fol
This r
itut
lowing inst
he fol
ces:
lowing inst
ces:
ional sour
ional sour
hers, fr
itut
om t
This r
ces:
eport was compiled, amongst others, fr
he fol
lowing inst
itut
ional sour
eport was compiled, amongst others, fr
ional sour
eport was compiled, amongst others, fr
This r
This r
eport was compiled, amongst ot
he fol
ces:
om t
itut
hers, fr
This r
itut
ional sour
This r
ces:
hers, fr
eport was compiled, amongst ot
om t
lowing inst
he fol
eport was compiled, amongst ot
Dir
eceived fr
eceived fr
ect submissions r
portfolios r
Dir
eceived fr
Dir
ect submissions r
mation’ as follows:
ect
eceived fr
submissions r
Conceptual Framework which frames ‘transfor
Conceptual Framework which frames ‘transformation’ as follows: Conceptual Framework which frames ‘transformation’ as follows: om the MANCO portfolios relating to their specific ITP objectives Conceptual Framework which frames ‘transformation’ as follows: om the MANCO portfolios relating to their specific ITP objectives om the MANCO Conceptual Framework which frames ‘transformation’ as follows: om the MANCO portfolios relating to their specific ITP ob
eceived fr
to their specific ITP objectives
Dir
to their specific ITP objectives
elating
Conceptual Framework which frames ‘transformation’ as follows:
Dir
ect submissions r
elating
ect submissions r
Direct submissions received from the MANCO portfolios relating to their specific ITP objectives
portfolios r
•
•
•
•
•
•
•
•
•
• 2018, 2019 and 2020 Quarterly Vice-Chancellor’s Reports to Council • 2018, 2019 and 2020 Quarterly Vice-Chancellor’s Reports to Council • 2018, 2019 and 2020 Quarterly Vice-Chancellor’s Reports to Council 2018, 2019 and 2020 Quarterly Vice-Chancellor’s Reports to Council • 2018, 2019 and 2020 Quarterly Vice-Chancellor’s Reports to Council 2018, 2019 and 2020 Quarterly Vice-Chancellor’s Reports to Council •
•
eports
•
•
•
• 2018, 2019 and 2020 Quarter 3 Transformation MANCO portfolio reports • 2018, 2019 and 2020 Quarter 3 Transformation MANCO portfolio reports • 2018, 2019 and 2020 Quarter 3 Transformation MANCO portfolio reports 2018, 2019 and 2020 Quarter 3 Transformation MANCO portfolio reports • 2018, 2019 and 2020 Quarter 3 Transformation MANCO portfolio reports 2018, 2019 and 2020 Quarter 3 Transformation MANCO portfolio
ransformat
her
t
ion
Transformation is therefore viewed as
and
Transformation is therefore viewed as a complex, multifaceted and integrated Transformation is therefore viewed as a complex, multifaceted and integrated Transformation is therefore viewed as a complex, multifaceted and integrated Transformation is therefore viewed as a complex, multifaceted and integrated complex, a Transformation is therefore viewed as a complex, multifaceted and integrated complex, a • 2018, 2019 and 2020 Council-ap
mul
mul
efore viewed as
integrated
t
T
is
t
integrated
ifaceted
and
ifaceted
2018, 2019 and 2020 Council-approved DHET Integrated Annual Reports
2018, 2019 and 2020 Council-approved DHET Integrated Annual Reports
•
•
•
2018, 2019 and 2020 Council-approved DHET Integrated Annual Reports
• 2018, 2019 and 2020 Council-approved DHET Integrated Annual Reports
•
•
2018, 2019 and 2020 Council-approved DHET Integrated Annual Reports
• 2018, 2019 and 2020 Council-approved DHET Integrated Annual Reports
ional
•
funct
institutional
aspects
ity
• 2018, 2019 and 2020 Council-approved Employment Equity Reports
process of continuous institutional renewal in all aspects of its functionality process of continuous institutional renewal in all aspects of its functionality process of continuous institutional renewal in all aspects of its functionality process of continuous institutional renewal in all aspects of its functionality r enewal process • of continuous institutional renewal in all aspects of its functionality renewal in all aspects of its fun
in
• of continuous institutional
of
2018, 2019 and 2020 Council-approved Employment Equity Reports
•
2018, 2019 and 2020 Council-approved Employment Equity Reports
l
process
•
•
2018, 2019 and 2020 Council-approved Employment Equity Reports
its
al
ef
fort
service),
in
•
ongoing
service),
(academic,
ongoing
• 2021 Research Outputs Report
ive and support
•
ef
2021 Research Outputs Report
(academic, administrative and support service), in an ongoing effort to (academic, administrative and support service), in an ongoing effort to (academic, administrative and support service), in an ongoing effort to (academic, administrative and support service), in an ongoing effort to (academic, administrative and support service), in an ongoing effort to • 2021 Research Outputs Report 2021 Res
an
•
to
2021 Research Outputs Report
administrat
2021 Research Outputs Report
to
an
(academic, administrative and support
2021 Research Outputs Report
in
•
• 2021 Research Outputs Report
fort
•
h
•
2019 Research Innovation Report
achieving
esent
epr
t
its
2019 Research Innovation Report
he
of
hrough diversity
and
• 2019 Research Innovation Report
r
t
t
vision
h
2019 Research Innovation Report
achieving
2019 Research Innovation Report
its
•
• 2019 Research Innovation Report
•
lence,
and
•
aim
excel
aim
•
represent excellence, through diversity
he
represent excellence, through diversity with the aim of achieving its vision and represent excellence, through diversity with the aim of achieving its vision and represent excellence, through diversity with the aim of achieving its vision and represent excellence, through diversity with the aim of achieving its vision and wit represent excellence, through diversity with the aim of achieving its vision and wit • 2019 Research Innovation Repor
vision
of
ing liberating education.
ds pr
mission towards providing liberating education. mission towards providing liberating education. mission towards providing liberating education. mission towards providing liberating education. mission towards providing liberating education. • 2019 Learning and Teaching Report 2019 Learning and Teaching Report 2019 Learning and Teaching Report • mission towards providing liberating education. 2019 Learning and Teaching Report • mission tow
ovid
mission towar
mission towards providing liberating education.
2019 Learning and Teaching Report
•
• 2019 Learning and Teaching Report
•
2019 Learning and Teaching Report
•
2019 Learning and Teaching Report
2019 Learning and Teaching Report
•
• 2019 Learning and Teaching Report
•
• Vision 2020 Decadal Review Narrative Report • Vision 2020 Decadal Review Narrative Report • V ision 2020 Decadal Review Narrative Report Vision 2020 Decadal Review Narrative Report • V ision 2020 Decadal Review Narrative Report Vision 2020 Decadal Review Narrative Report • V ision 2020 Decadal Review Narrative Report Vision 2020 Decadal Review Narrative Report Vision 2020 Decadal Review Narrative Report
•
•
•
•
•
• Vision 2030 Consolidated Stakeholder Engagement Inputs • Vision 2030 Consolidated Stakeholder Engagement Inputs • V ision 2030 Consolidated Stakeholder Engagement Inputs Vision 2030 Consolidated Stakeholder Engagement Inputs • V ision 2030 Consolidated Stakeholder Engagement Inputs Vision 2030 Consolidated Stakeholder Engagement Inputs • V ision 2030 Consolidated Stakeholder Engagement Inputs Vision 2030 C
•
of
2022
pr
(ITP)
Institutional
extensive
–
the
(ITP)
five-year
consultations.
eceded
consultations.
was
by
by
2022
–
2018
T
The development of the five-year Institutional Transformation Plan (ITP) 2018 – 2022 was preceded by extensive consultations. The development of the five-year Institutional Transformation Plan (ITP) 2018 – 2022 was preceded by extensive consultations. The development of the five-year Institutional Transformation Plan (ITP) 2018 – 2022 was preceded by extensive consultations. The development of the five-year Institutional Transformation Plan (ITP
development
was
ransformation
eceded
The
2018
extensive
pr
these
Plan,
Underpinning
ovide
Subsequent to the compilation of the draft r
consultations
ovided with another opportunity to pr
this
2020
e pr
ision
V
conceptual framing
was
evised
r
T
of
Subsequent to the compilation of the draft report, MANCO portfolios were provided with another opportunity to provide
Strategic
eport, MANCO portfolios wer
ransfor
V
T
the
ovide
ision
of
Subsequent to the compilation of the draft report, MANCO portfolios were provided with another opportunity to provide
Subsequent to the compilation of the draft r
ovided with another opportunity to pr
ovided with another opportunity to pr
r
eport, MANCO portfolios wer
e pr
evised
e pr
ransfor
Subsequent to the compilation of the draft report, MANCO portfolios were provided with another opportunity to provide
mation,
eport, MANCO portfolios wer
Plan,
the
Underpinning these consultations was this conceptual framing
2020
Strategic
Subsequent to the compilation of the draft r
Underpinning these consultations was this conceptual framing of Transformation, the revised Vision 2020 Strategic Plan, Underpinning these consultations was this conceptual framing of Transformation, the revised Vision 2020 Strategic Plan, Underpinning these consultations was this conceptual framing of Transformation, the revised Vision 2020 Strategic Plan, Underpinning these consultations was this conceptual framing of Transformation, the revised
mation,
ovide
Subsequent to the compilation of the draft report, MANCO portfolios were provided with another opportunity to provide
further inputs into the draft r
T
further inputs into the draft report. Where inputs were received, these were integrated into the draft report. This draft
fr
Higher
drawn
e r
eport. Wher
Education
Higher
e integrated into the draft r
and
the
eport. This draft
and
of
pr
om
Education
further inputs into the draft r
further inputs into the draft report. Where inputs were received, these were integrated into the draft report. This draft
oposed
the
and
dimensions
by
eport. Wher
the
mation Bar
further inputs into the draft report. Where inputs were received, these were integrated into the draft report. This draft
e integrated into the draft r
e r
pr
oposed
key
and key dimensions drawn from the Transformation Barometer proposed by the Department of Higher Education and and key dimensions drawn from the Transformation Barometer proposed by the Department of Higher Education and and key dimensions drawn from the Transformation Barometer proposed by the Department of Higher Education and e inputs wer and key dimensions drawn from the Transformation Barometer proposed by the Department of Higher Education and
eceived, these wer
further inputs into the draft report. Where inputs were received, these were integrated into the draft report. This draft
Department
and key
eport. This draft
e integrated into the draft r
e r
eceived, these wer
of
further inputs into the draft r
eceived, these wer
eport. This draft
ransfor
Department
by
e utilised
Training (DHET) and adopted by the Board of University South Africa.
r
Training (DHET) and adopted by the Board of University South Africa. Training (DHET) and adopted by the Board of University South Africa. Training (DHET) and adopted by the Board of University South Africa. e editorial, layout, and graphic design expertise wer Training (DHET) and adopted by the Board of University South Africa. e editorial, layout, and graphic design expertise wer Training (DHET) and adopted by the Board of University South Africa.
was submitted to the DVC ETP for final inputs befor
raining (DHET) and adopted by the Boar
T
r
e utilised
eport
report was submitted to the DVC ETP for final inputs before editorial, layout, and graphic design expertise were utilised
r
was submitted to the DVC ETP for final inputs befor
report was submitted to the DVC ETP for final inputs before editorial, layout, and graphic design expertise were utilised
e utilised
eport
report was submitted to the DVC ETP for final inputs before editorial, layout, and graphic design expertise were utilised
eport
was submitted to the DVC ETP for final inputs befor
d of University South Africa.
report was submitted to the DVC ETP for final inputs before editorial, layout, and graphic design expertise were utilised
to finalise the report.
to finalise the report.
to finalise the report. to finalise the report. to finalise the report. to finalise the report. to finalise the report. to finalise the report. to finalise the report.
to finalise the report.
Leadership,
Senior
d
a
Senior
ispersed
wher
In 2010, our University adopted a dispersed model of Transformation, where the collective Senior Leadership, including In 2010, our University adopted a dispersed model of Transformation, where the collective Senior Leadership, including In 2010, our University adopted a dispersed model of Transformation, where the collective Senior Leadership, including In 2010, our University adopted a dispersed model of Transformation, where the collective Senio
collective
e
the
wher
In
model of T
University
including
e
our
adopted
2010,
Leadership,
the
mation,
mation,
including
collective
Deans,
the
Management
Executive Management Committee (MANCO) members and the Executive Deans, were identified as the primary drivers Executive Management Committee (MANCO) members and the Executive Deans, were identified as the primary drivers Executive Management Committee (MANCO) members and the Executive Deans, were identified as the primary drivers Executive Management Committee (MANCO) members and the Executive Deans, were identified as the primary drivers and E
members
Executive
identified
as
the
Executive
drivers
primary
the
primary
drivers
Committee
the
e
wer
e
wer
Executive
identified
(MANCO)
Deans,
as
to
institutional
the
r
has
institutional
our
and
lead
of
esponsibility
achieve
and
Every
lead
mation.
institutional
our
achieve
to
in
the University
has
the
manager
esponsibility
r
transfor
of institutional transformation. Every manager in the University has the responsibility to lead and achieve our institutional of institutional transformation. Every manager in the University has the responsibility to lead and achieve our institutional of institutional transformation. Every manager in the University has the responsibility to lead and achieve our institutional of institutional transformation. Every manager in the University has the r
spher
.
In
the
the
appr
goals
their
oved
University
2019,
the
influence
mation
University
transformation goals within their sphere of influence and responsibility. In 2019, the University Council approved the transformation goals within their sphere of influence and responsibility. In 2019, the University Council approved the transformation goals within their sphere of influence and responsibility. In 2019, the University Council approved the transformation goals within their sphere of inf
.
2019,
Council
e
of
In
within
appr
oved
the
transfor
Council
of.
Pr
position,
of.
Pr
and
ransfor
Andr
position,
the
mation)
(Engagement
establishment of the Deputy Vice-Chancellor (Engagement and Transformation) position, to which Prof. André Keet was establishment of the Deputy Vice-Chancellor (Engagement and Transformation) position, to which Prof. André Keet was establishment of the Deputy Vice-Chancellor (Engagement and Transformation) position, to which Prof. André Keet was establishment of the Deputy Vice-Chancellor (Engagement and Transformation) position, to which Prof. And
was
which
to
V
of
é
Andr
to
ransfor
T
establishment
which
é
T
Keet
Deputy
mation)
ice-Chancellor
Keet
was
formally appointed in 2020. formally appointed in 2020. formally appointed in 2020. formally appointed in 2020. formally appointed in 2020. formally appointed in 2020. formally appointed in 2020. formally appointed in 2020. formally appointed in 2020. formally appointed in 2020.
It
.
submissions
period
It
.
eview
under
compiled
period
was
the
r
This Transformation Report serves as a progress report for the period under review. It was compiled from submissions This Transformation Report serves as a progress report for the period under review. It was compiled from submissions This Transformation Report serves as a progress report for the period under review. It was compiled from submissions This Transformation Report serves as a progress report for the period under review. It was compiled f
under
eview
r
fr
om
was
This
pr
a
compiled
ess report
ogr
om
submissions
serves
Report
as
fr
ransfor
T
mation
the
the
Secondary
made by the various MANCO portfolios and Council-approved statutory reports. Secondary sources, notably other official made by the various MANCO portfolios and Council-approved statutory reports. Secondary sources, notably other official made by the various MANCO portfolios and Council-approved statutory reports. Secondary sources, notably other official made by the various MANCO portfolios and Council-approved statutory reports. Secondary sources,
portfolios
and
MANCO
statutory
by
eports.
notably
notably
r
official
statutory
Council-appr
ces,
sour
various
official
r
sour
made
Secondary
other
other
eports.
ces,
e
did
ar
in
eas
in
.
Institutional
ITP
the
Reports,
.
r
the
wer
Institutional Reports, were used where the information provided did not adequately cover the areas reflected in the ITP. Institutional Reports, were used where the information provided did not adequately cover the areas reflected in the ITP. Institutional Reports, were used where the information provided did not adequately cover the areas reflected in the ITP. Institutional Reports, were used where the information provided did not adequately cover
ITP
eflected
the
eas
adequately
e
wher
cover
r
mation pr
the
did
cover
infor
ar
not
adequately
used
not
the
eflected
to
ent
the
ogr
and
Report
pr
pr
curr
ent
The quantitative and qualitative evidence used in this Transformation Report indicates current progress pertaining to the The quantitative and qualitative evidence used in this Transformation Report indicates current progress pertaining to the The quantitative and qualitative evidence used in this Transformation Report indicates current progress pertaining to the The quantitative and qualitative evidence used in this Transformation Report indicates
in this Transfor
quantitative
mation
Report
mation
the
pertaining
ess
ess
to
evidence
indicates
indicates
used
pertaining
ogr
curr
qualitative
The
ten Transformation goals and targets. ten Transformation goals and targets. ten Transformation goals and targets. ten Transformation goals and targets. ten Transformation goals and targets. ten Transformation goals and tar ten Transformation goals and targets. ten Transformation goals and targets. ten Transformation goals and targets. ten Transformation goals and targets.
gets.
2018-2020 14 2018-2020 14 15 TRANSFORMA 2018-2020TION REPORT 14 TRANSFORMATION REPORT 15 15 TRANSFORMA 2018-2020TION REPORT 14 TRANSFORMATION REPORT 15 15 TRANSFORMA 2018-2020TION REPORT 2018-2020 14 TRANSFORMATION REPORT 15 15 TRANSFORMATION REPORT 2018-2020 TRANSFORMATION REPORT 15 15 TRANSFORMATION REPORT 2018-2020 TRANSFORMATION REPORT 15 14 2018-2020 14 2018-2020
14
14
14