AN OVERVIEW OF NUL's TRANSFORMATIONAL CHANGE
3.8 A FRAMEWORK FOR TRANSFORMATION AT NUL
of the University. The Director of Transformation was appointed to head the implementation of the transformation.
The process of preparing for the transformation involved a reVIew of strategic planning documents on related transformation activities, consultation with various units of the University and study visits to universities in South Africa that had undergone the same process. These universities included the University of Fort Hare, the University of Natal and the University of the North. The purpose of these visits was to learn firsthand about the transformation processes and procedures, the dynamics of the restructuring process and experiences of those managing the new units, the problems and constraints that they were facing, in order to draw lessons that would be of benefit to NUL as it undertakes transformation. To afford full participation of all units and to ensure ownership and legitimacy of the process, all units of the University were invited to organize forums in their respective constituencies to provide input for addressing the terms and references of the task team and the overall transformation process.
3.8.3 Principles Guiding NUL's Transformational Change
The overall principles guiding NUL's transformation are derived from the University's strategic goals. These principles include:
• Structures should promote interdisciplinary intra and inter-faculty academic programmes and research activities.
• There needs to be an emphasis on developing relevant and cost effective academic programmes by eliminating small programmes and avoiding the duplication of programmes in order to release teaching capacity and resources.
• The size of academic units should be such as to enable a sustained uniform level of academic quality.
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Academic programmes that promote student developmental growth should be recognized .• Academic entities must be based on a comprehensive analysis of workload in order to facilitate optimum workload that avails time for research and other academic activities for members of staff.
• Structures should have the capacity to explore strategic academic partnerships with other universities and sister institutions nationally, regionally and internationally.
• Academic disciplines and programmes where the University possesses comparative advantage should be vigorously pursued and supported.
3.8.4 Goals and Objectives of NUL's Transformational Change
The goals and objectives of devolution of authority as proposed by the transformation task team are to improve the management effectiveness and efficiency of Faculties and Schools for delivery of quality teaching and research. These are included in the two broad objectives of devolution.
1. To develop an optimum structure that provides:
• Effective planning of inter-disciplinary academic programmes responsive to the needs. of the nation and market requirements
• Innovative teaching methods.
• The provision of up-to-date learning facilities.
• The production of a mix of disciplines.
• Increase research activities and quality output.
2. To implement effective and efficient management principles that:
• Enable decisions to be taken close to their impact.
• Balance responsibility and authority with personal responsibility.
• Avoid duplication.
• Facilitate optimum use of human and financial resources.
The proposed framework for devolution of functions and responsibilities is informed by the general principles and is intended to achieve the objectives stated above.
3.8.5 Content of NUL's Transformational Change
The content refers to the powers to be devolved or delegated to the Faculties and Schools and the degree to which such devolution will be made. The general principle is that decentralization must be accompanied by highest possible decision-making powers for operations. In this regard, the role of central administration has been reduced to one of overall strategy and policy formulation and management. Under the devolved framework, the Faculties and Schools are to assume management of support services and they must do so within the overall strategy and policy formulation framework determined by central administration. The powers to be devolved to the centres include strategic and business planning, determination of academic programme offerings and their conduct, determination of research priorities and activities, formulation and implementation of marketing strategy, and lastly resources mobilization and allocation.
3.8.6 Regulatory Framework of NUL's Transformational Change
The regulatory framework is taken to refer to the control and coordination mechanisms, which the central administration will use to oversee the activities of the Faculties and Institutes. A variety of control and coordination mechanisms have been generally presented:
• Control mechanisms will include direct supervision; uniformity of conduct of policies and procedures established in relation to performance of activities under each delegated areas and output control whereby centres would be assessed on their contribution to the strategic objectives of the University.
• Coordinating mechanisms will ensure the coordination between the activities of the central administration and those of the centres on the one hand, and between the various centres on the other hand. The following mechanisms are proposed: integration of offices through directorates, matrix committee system in which the centres and the administration meet to deal with matters of shared responsibility, inter-centre coordination.
3.9 NUL's PROPOSED ORGANIZATIONAL STRUCTURES
Every organization requires effective organizational structures to operationalize its vision and mission. According to the Strategic Plan Report (2002/2007), the introduction of a management hierarchy with decentralized decision-making support mechanisms are believed would have a positive transformational impact on NUL systems and operations. The envisaged structure devolves managerial powers to the faculties through Deans, Directors and Heads of Schools and Departments as illustrated in the matrix in Figure 3.4 below. The Faculty administrative structure consists of Executive Deans who are supported by a team of administrators and an executive secretary. Each Head of School and Department is supported by a number of secretarial services depending on the size of the school. At the central level, the new administrative structure includes the new positions of PVC- Financel Administration and the Director of Human Resources. Other Directorates have their counterparts in the old administrative structures. Another new feature is the office of the corporate secretary for Corporate Governance, security services, general services and legal matters.
Figure 3.3 NUL's Proposed Managerial Structures
PVC ACADEMIC
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CHANCELLOR f-
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