Transformation, Monitoring and Evaluation
Transformation is therefore viewed as a complex, multifaceted and integrated process of continuous institutional renewal in all aspects of its functionality (academic, administrative and support service), in an ongoing effort to represent excellence, through diversity (1), with the aim of achieving its vision and mission towards providing liberating education.
Taking into account the broad parameters identified within White Paper 3, and NMMU’s definition of transformation, we will strive to achieve continuous institutional renewal in the following areas:
a. The core business relating to the intellectual and academic project, i.e. teaching, learning, research and engagement/outreach.
b. Institutional processes and outcomes and the effectiveness thereof.
c. Institutional culture
d. Demographic profile of staff and students
It is important to note that the areas identified above should not be contemplated in isolation, but seen in an integrated manner, in order to achieve the following transformational goals:
a. Achieve academic excellence through teaching, learning, research and engagement associated with its distinct programme qualification mix (PQM) and academic discourse.
b. Achieve service excellence through more effective and efficient business processes and service delivery to internal and external stakeholders.
c. Foster an enabling institutional culture which reflects our value and respect of diversity.
d. Support demographic equity through diversifying the staff (across all occupational levels and categories) and student access and success (across all programmes and levels of qualification).
The pursuit of excellence and diversity in all aspects of its functionality, is the responsibility of all employees of the NMMU, under the leadership of the Vice-Chancellor, EMCom and senior management. The Transformational goals have been incorporated into the NMMU 2020 Strategic priorities, and will be strategically driven via the NMMU 2020 Strategic Plan. A comprehensive diversity management strategy (for staff and students) would need to be developed and implemented, to facilitate the institutional culture change process, to ensure that NMMU embraces and affirms diversity. In order to ensure that the institution harnesses the constructive, enriching and positive contribution of a diversity staff and student body, it is critical that diversity competency be developed and built within the institution to assist it in becoming a values-driven university, and achieve its vision and institutional strategic goals.
(1) Diversity relates to any collective mixture characterized by similarities and differences.
Tel: +27 (0) 41 504 1111
Fax: +27 (0) 41 504 2574 / 2731
PO Box 77000, Nelson Mandela Metropolitan University
Port Elizabeth, 6031, South Africa
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