Institutional charter and transformation plan map <strong>the</strong> way forward 3
Two important overarching transformation initiatives came to fruition in 2007. In addition, a thorny transformation challenge was tackled: diversity and racial integration in residences. Institutional Charter or “social contract” unveiled A first draft <strong>of</strong> <strong>the</strong> UFS Institutional Charter was unveiled by <strong>the</strong> Vice-Chancellor at <strong>the</strong> Official Opening <strong>of</strong> <strong>the</strong> <strong>University</strong> in February 2007. The draft charter was <strong>the</strong> outcome <strong>of</strong> a process, in 2004-2005, <strong>of</strong> intensive campus consul tation around <strong>the</strong> concept <strong>of</strong> a Social Contract – a process proposed by <strong>the</strong> Vice-Chancellor at his instal lation in 2003. More than 800 staff members <strong>of</strong> diverse backgrounds and many students took part in structured workshops. After <strong>the</strong> initial raw emotions and reactions, <strong>the</strong> discus sions led to proposals regarding <strong>the</strong> values and principles which should underpin <strong>the</strong> “new” UFS. A draft Charter was compiled and provisionally adopted by <strong>the</strong> Exco, Execu tive Management, Senate and <strong>the</strong> UFS Council during <strong>the</strong> first months <strong>of</strong> 2007. It was agreed that <strong>the</strong> Charter has all <strong>the</strong> potential to be a break through and mile stone document that provides essential guidelines to under pin fur<strong>the</strong>r transformation. This was followed by an intensive round <strong>of</strong> dis cus sions among academic staff, support services and students on all three campuses to receive critical comments. A struc tured questionnaire was used to guide <strong>the</strong> discussion and comments. Individual comments were also received. A first impres sion is broad support for <strong>the</strong> idea and content <strong>of</strong> <strong>the</strong> draft charter – more than 90% <strong>of</strong> individuals and groups that responded supported <strong>the</strong> idea. More than 60% <strong>of</strong> respondents supported <strong>the</strong> transformation direction and commitments in <strong>the</strong> Charter, and more than 70% <strong>the</strong> format <strong>of</strong> <strong>the</strong> Charter – although a variety <strong>of</strong> perspectives ob viously existed. If all went according to plan, a second draft <strong>of</strong> <strong>the</strong> charter was to be prepared later in 2007. However, <strong>the</strong> demands <strong>of</strong> <strong>the</strong> residence-diversity process significantly delayed this process, at least until 2008. Annual Review • 2007 11 As a university community <strong>the</strong> UFS is committed to excellence in transformation and <strong>the</strong> establishment <strong>of</strong> an inclusive new institutional culture. A key <strong>the</strong>me has been that <strong>the</strong> university community must develop and nurture a culture <strong>of</strong> belonging. This means much more than “accommodating” different groups. We must develop an entirely new institutional culture with a sense <strong>of</strong> belonging for all, non-dominance as norm, and a strong sense <strong>of</strong> common values, and in full recognition <strong>of</strong> <strong>the</strong> Constitution and <strong>the</strong> Bill <strong>of</strong> Rights. Main objective <strong>of</strong> <strong>the</strong> Charter: urgent, good transformation and a sense <strong>of</strong> belonging Unlike some business charters, <strong>the</strong> draft UFS Charter is not in tended to specificy transformation goals, targets and timeframes. That would be <strong>the</strong> task <strong>of</strong> <strong>the</strong> transformation plan and employment equity plan (see below). The UFS Institutional Charter comprises foundational principles that seek to underpin a process <strong>of</strong> brisk, com prehensive, high-quality institutional transformation, within <strong>the</strong> context <strong>of</strong> a university committed to academic excellence, equity and innovation. (The UFS now is in its fourth phase <strong>of</strong> transformation. Previous phases were from 1978- 1996, 1997-2002 and 2003-2004.) It is believed that, if it is based on a principled framework and vision <strong>of</strong> what kind <strong>of</strong> future university we are transforming towards, <strong>the</strong> change process will be faster, better aligned and more consistent and will avoid being impeded by conflict, cross-currents and power struggles. In o<strong>the</strong>r words, <strong>the</strong> goal is bestpractice transformation. Essential to <strong>the</strong> achievement <strong>of</strong> our goals is an in sti tutional culture which embraces critical inquiry and free expres sion, fosters excellence and quality, establishes an enabling environment for <strong>the</strong> individual, is based on respect for and appreciation <strong>of</strong> diversity, and – above all – promotes a sense <strong>of</strong> belonging for all members <strong>of</strong> <strong>the</strong> university. Main principles for a future transformed <strong>University</strong> The Charter starts by committing <strong>the</strong> <strong>University</strong> to up holding <strong>the</strong> Constitution <strong>of</strong> <strong>the</strong> Republic <strong>of</strong> South Africa and its Bill <strong>of</strong> Rights, as realised within <strong>the</strong> institutio nal context <strong>of</strong> a university. This commits us to <strong>the</strong> advance ment <strong>of</strong> human rights and constitutional freedoms, <strong>the</strong> elimi na tion <strong>of</strong> discri mi nation, and to equality and human dignity for all. The Charter also confirms general values that underpin <strong>the</strong> <strong>University</strong>, such as academic freedom and autonomy, excellence and quality, fairness, service, and integrity.
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