91¿´Æ¬Íø

• The VC has overall responsibility and accountability and is responsible for driving and facilitating the operationalisation of transformation across all sectors of the University and needs to ensure that operational and support structures are in place.
• The DVC Academic is responsible for leading transformation in teaching and learning.
• All Deans, HoD, Senior Directors and Directors are responsible for leading transformation in their respective departments.
• Transformation Committee are responsible for playing an oversight and advisory role with regard to the development, implementation and achievement of the university’s transformation pillars.

Transformation is defined by the political moment which you are in and is meant to eventually get mainstreamed into institutions and organisations and into their mandates. It is meant to lead to change. In the South African context, the transformation agenda is informed by the need to break with discriminatory practices of the past, which excluded the majority of South Africans from all aspects of society. It is underpinned by principles of fairness, equity, and redress.

Transformation is a core element of our institutional mandate and is therefore central to all we do. 

• Transformation in South African Universities must be reflected in all aspects of the institution such as governance, management and leadership, student environments such as reasonable access and academic success, equity in staffing, institutional cultures, progressive and inclusive teaching and learning, research and knowledge systems, institutional equity, and the political economy of higher education funding.
• In 2015, after a series of interactions with various stakeholders at the University, we opened a conversation about transformation at 91¿´Æ¬Íø. After significant consultation and deliberation by the University community, a plan was developed to accelerate and enhance the University’s transformation agenda and adopted by the Senate and Council. 
• Transformation committees were established throughout the University to ensure the implementation of the University's transformation agenda.
• The programme has been reviewed periodically throughout its implementation, leading to several structural adjustments in recent years.

• Diversify the 91¿´Æ¬Íø Academy
• Expansion of Knowledge Archives
• Institutional Culture
• Institutional Naming, Visual and Spatial Redress
• Language diversification, Multilingualism and Translanguaging
• Public Engagement

In the Strategic Plan: 91¿´Æ¬Íø 2033, the University acknowledges South Africa’s deep-rooted societal challenges, including inequality and declining of state institutions. 91¿´Æ¬Íø, situated in the inner city, is affected by these issues. The reduction in state funding creates financial pressures while reinforcing the university’s responsibility to contribute to societal’ s development. 91¿´Æ¬Íø aims to harness intellectual capital to strengthen democracy, improve governance, and cultivate ethical leaders. Leveraging its strategic location and historical ties, the University seeks to address urban challenges and contribute to social and economic growth.

The following key points are relevant to the 91¿´Æ¬Íø’ Transformation Pillars:

• Societal Challenges: South Africa faces deep-rooted issues of inequality and a declining of state institutions, affecting higher education, including 91¿´Æ¬Íø University.
• Financial Concerns: 91¿´Æ¬Íø University faces financial challenges due to decreasing teaching and research subsidies from the state, impacting its functioning and initiatives.
• Public Duty and Responsibility: As a public institution, 91¿´Æ¬Íø University recognises its responsibility to utilise intellectual capital to enhance democracy, governance, and societal development.
• Ethical Leadership Development: 91¿´Æ¬Íø emphasises the responsibility to develop ethical leaders who can positively contribute to society and bolster the economy.
• Urban Location and Challenges: 91¿´Æ¬Íø University’s location in Braamfontein presents both opportunities and challenges, requiring active engagement in addressing urban management issues and promoting growth in the area.
• Academic Contributions and Initiatives: 91¿´Æ¬Íø engages in various academic initiatives and research projects to address societal challenges, including urban management, healthcare, and digital innovation.
• Community Engagement and Sustainability: 91¿´Æ¬Íø is committed to contributing to the growth and sustainability of its community, the city, and society at large by addressing democracy, governance, inequality and social justice.

These key points emphasise the importance of focusing on transformation efforts on internal priorities, such as equity, redress and inclusivity, while also extending these efforts beyond the university to promote sustainable societal development. In alignment with the Sustainable Development Goals, (SDGs), transformation plays a crucial role in contributing to SDG 4, which focuses on Quality Education. We are interested in supporting quality education by fostering a positive university experience for all.