Page 101 - Transformation Indaba Report

i. Access and success (staff)
ii. Race, Gender, Disability
iii. Support/opportunity
iv. Diversity and inclusivity

c. Research, scholarship and post-graduate studies
i. Knowledge transformations
ii. Diversity and inclusivity
iii. Internationally recognised research on ‘race’, ‘gender’, ‘disability’ and
social justice

d. Leadership, relations with external stakeholders, and community engagement
i. Diversity, training, development and professional growth
ii. Transformational leadership
iii. Socially just, diverse, inclusive community engagement
iv. Equity-based external engagement

e. Teaching and learning
i. Inclusive enrolment planning
ii. Access and success (students)
iii. Critical pedagogies
iv. Diversity competencies

Dimension/ Sub-themes Goals Indicators/ activities
Theme

Institutional Governance and Developing broad transformation • Transformation statement from councils
Culture management policy trajectories; supported by • Commitment of councils to transformation
council and top management • Improving equity patterns on councils and in top
management structures
• Support and embed the work of Institutional forum
• Policy reviews and alignment
• Human resource reviews and alignment
• Recommendations to DHET re legal and policy reform
if so required
• Activities aimed at a corruption free university
• Levels of efficiency in strategic and academic
management
Professionalisation Establishing professional • Suitably qualified, experienced, Head (Director) of
of higher transformation outfits at University Transformation; reporting directly to the VC
education universities that is located in the • Dedicated positions outlining the strategy, structure
transformation VCs’ office; and linked to all other and goals of the unit; with budget from central funds
work relevant structures within the proportionate to the size of the institution
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university • Support and toolkits for developing transformation
plans and generating transformation reports
Developing collaborations between • Earmarked website for transformation
transformation offices and ombud- • Influence over academic and strategic plans to embed
function (independent structure transformation imperatives
dealing with concerns, • Some measure of independence to provide advice
confidentially) without fear or favour
• Specialised training/ professional association/ defined
territory and jurisdiction/ code of ethics

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Comparative analysis required.
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