Dr Phumelele Zakwe

• Developed key operational initiatives to drive and maintain substantial business growth.
• Built productive relationships with industry partners and competitors to support strategic business objectives.
• Drove profitability with thorough financial analysis and strategic decisionmaking.
• Managed partnerships and strategic business relationships by negotiating contract terms and handling conflicts.

1. Leadership, Management & Governance

I am a VUCA leader with the ability to shift and respond to changes in the business environment with corresponding actions that are focused, quick, and agile. I bring clarity in uncertain times by clearly defining the organization's core value proposition and strategies that fit into it through daily contributions and in critical times of change. I am able to flex, pivot, and be agile as new information is obtained, decisions are made, and opportunities arise. I accept that I am operating in an imperfect world and make the best choice for the operational project, team, and organization between action or inaction. I focus on the customer and understand the consequences of their decisions.

I use the situational and transformation leadership approaches because I believe that decisions and leadership styles vary by situation and allows me to causes change in individuals and social systems. These approaches assist me to be more effective and successful in my operations because I am able to adapt different styles and approaches to diverse circumstances. I create valuable and positive change in the Team with the end goal of developing them into leaders. Transformation leadership enhances me to motivate, increase morale and performance of the Team through a variety of mechanisms. These include connecting the Team's sense of identity and self to the mission and the collective identity of the College and University at large; being a role model for the Team that inspires them; I challenge followers to take greater ownership for their work, and in understanding the strengths and weaknesses of the Team, am able to align Team Members with tasks that optimize their performance.

2. Strategic Planning, Implementation, Evaluation & Review

I was nominated by Executives to play a vital role in drafting the new UKZN Strategic plan. I then compiled the PSS Strategic plan using different models but I make sure that it is aligned with the overall University strategy, I set and monitor realistic targets and forecasts for achievement of the plan, operationalize the plan to support delivery, track performance and adapt the plan to meet changing needs, supports individual departmental plans and consolidates reports in order to achieve the overall PSS plan for CMC approval and implementation. I communicated the university and College’s strategies clearly and consistently to my team and other stakeholders. I safeguard the strategic synergy of the professional support functional objectives with that of the College by ensuring that there is an operational alignment of professional support strategies to the College strategy (HR, Finance, Public Relations, Academic Services and Student Support). I ensured the approval of professional support strategies by the CMC and other relevant support sector executives so that it contributes to the planning, implementation and reporting on College academic and support services projects. I was guided and adhering to the UKZN values of REACHt that were adopted years ago in our operations and services in order to be more efficient. This was done through effective communication, involvement, align resources, overcome resistance, adapt to change, and inspire the Team and all other stakeholders.

3. College: PSS Annual Operating and Performance Plan

I designed the tool for the PSS Annual Operating and Performance Plan that I use as a guiding framework and to evaluate our performance and report to CMC which covers the alignment between the AOP and the UKZN Strategy, budgeting, adaptability, resource allocation, monitoring and evaluation.

I communicated and received a buy in of all the projects and programs that we are implementing, the resources that contributes to the delivery of the outputs, processes and systems that use a range of inputs to produce the desired outputs and outcomes, the final services or goods produced for delivery, the short, medium and long term results for specific beneficiaries that are the consequence of achieving specific outputs as well as the developmental results of achieving specific outcomes. I make sure that Professional Services Staff (PSS) understand the importance of focusing on the achievement of outcomes-oriented planning and report the results using the framework to align strategic and annual performance planning with emphasis on the outcomes-oriented monitoring and evaluation approach. I use the Results Based Management approach to integrates strategy, people, resources, processes and measurements in order to improve decision-making, transparency and accountability which mostly focus on achieving outcomes, implementing performance measurement, learning from experiences and adapting, and reporting on performance. I develop and implement a succession plan within the PSS Sector which identify key positions and business areas, ascertain competencies for key areas and positions, identify interested and potential candidates and assess them as per the competencies, develop and implement succession strategies and evaluate effectiveness.

4. Quality assurance and compliance

I employ quality management strategy by collecting relevant data and information, ensuring that the data and information collected are accurate, reliable, and accessible, analyzing this data and information using varied methods and using the results of logical analysis and pairing them with intuition and experience to make informed decisions. I oversee all activities and tasks that must be accomplished to maintain a desired level of excellence by the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement, ensures that all the College’s stakeholders are working together to improve processes, products, services, and culture.

Strategies that I developed in quality management aim to follow the set plan to achieve the desired outcome which includes quality register in order to summarize all the related operational activities that are either planned or completed and provides a summary of the type and number of activities that have been undertaken. Continuous improvement reflects on the performance and increases College’s ability to embrace new opportunities. I use the process approach strategy in order to emphasize efficiency and effectiveness in the organizational processes. I believe that, if the inputs and outputs of a College are managed and controlled effectively, quality is assured.

• Compliance Program: This is a new program that I initiated wherein I evaluate integrity and compliance trends in the PSS Services, develops systems to assess, coordinate, and improve the PSS's compliance efforts, recommends corrective action, and assesses internal improvements against prior findings. I work closely with the leadership to identify and assess potential areas of vulnerability and risks, develops and implements corrective action plans for risk reduction and mitigation, and measures effectiveness.

5. Artificial intelligence (AI)

I employ strategic approaches to improve AI by seamlessly integrate AI into our College PSS operations and initiate comprehensive business transformation strategy, recognizing AI's potential across various Schools and Divisions sets the stage for an effective and holistic transformation.

I stablish precise and attainable objectives aligned with the University’s vision, establish robust data governance frameworks since high-quality data is the cornerstone of successful AI applications, initiate manageable projects to showcase AI's value and efficacy and encouraging a culture that nurtures innovation and encourages risk-taking, this is done through creating an environment where employees feel empowered to experiment with AI-driven solutions which fosters a culture of continuous learning and adaptation. Based on my experience, I believe that embracing innovation ensures that employees actively engage in leveraging AI capabilities for business transformation.

6. Physical and Infrastructure Planning, OHS and RMS

* Physical and infrastructure planning: As mandated by the DVC, I had a managerial responsibility for the effective utilization of space and associated facilities within the College in line with University standards of the Occupational Health and Safety. I supported the Dean and Heads of School and the DVC in their responsibility as Managers under health and safety legislation (OSH Act) in respect of appointing a School Safety Adviser(s) in line with College and University Health and Safety Policies and ensuring reasonably practicable compliance with the requirements of the Occupational Health and Safety Act (No 85 of 1993).

• Occupational Health and Safety Champion: As mandated by DVC, in collaboration with the College SHE Manager, I reviewed the effectiveness of health and safety measures; identify potential hazards and major incidents at the workplace; examine the causes of incidents at the workplace; make representations to the health and safety committee on OHS matters arising, or where such representations are unsuccessful, to an inspector; make representations to the University Executives on general matters affecting the health or safety of the employees at the workplace.

Together with the safety officers, inspect the workplace; participate in consultations with inspectors at the workplace and accompany inspectors on inspections of the workplace, receive information from inspectors as contemplated in Section 36 of the Act; and report to CMC and lastly organize and attend meetings of the health and safety committees, in connection with the OHS functions.

• Project management process: As mandated by DVC to coordinate infrastructure projects in the College, I worked together with the IPG, DVC & Finance Department to identify stakeholders needs and determine goals, define a project scope, roles and responsibilities, schedule a project, visualize a project plan with a Gantt chart. Upon approval by the CMC, undertake projects.

• Risk management services (RMS): I worked closely with the Campus RMS Leadership in order to provide an integrated and coordinated manner of professional, effective and efficient risk management and to protect lives, property with the objective of creating an environment that is conducive to working and living, teaching and learning and conducting research on the premises of the University.

• Access Control: We encouraged access to University campuses, buildings, departments and various facilities the use of UKZN ID card and the vehicle access permit and I assisted in the application of general access to staff, student and contractors, (2)Building Controllers: I assisted the SHE Manager in providing the list of Buildings Safety Officers and their details in order to make it easy to communicate issues of Occupational health and safety, (3) Security: We strive to ensure that there is awareness of security issues, and provide advice on how to deal with various situations.

7. Innovation and Data analytics

* Innovation: I cultivated and embrace diverse perspectives by conducting regular team meetings and open forums where everyone is encouraged to speak and share ideas, form teams of different cultures, genders, ages, and/or professional experiences regarding issues of innovation and data analytics.

I made sure that such diversity naturally brings a variety of viewpoints to the table, enriching discussions and decision-making in our operations, cultivate a culture where feedback is sought and valued. I encourage employees to give and receive constructive feedback regularly. This practice helps in understanding various viewpoints and fosters continuous learning. I rotated job tasks or responsibilities within teams in order to promote cross-functional collaboration and uncover hidden talents and fresh ideas within the team.

* Data analytics: This is new the initiative that initiated with the approval from the DVC Office and Manager Academic Services. It helps me to provide insights into our team’s operations, empowering us to make strategic decisions that elevate productivity without compromising the joy of the summer season. It has assisted my team in keeping our fingers on the pulse of the latest data, management advancements in leading platforms. I manage data related program and engagements. Including, but not limited to, end-to-end engagement management, training and upskilling of junior staff members, identifying and solution's opportunities for stakeholder value creation.

I contributed and participated in the effective implementation of the Data management strategy and operational plan, manages all data engagements from planning through to execution, reporting and delivery and reports to leadership on engagement progress, challenges and solutions to address identified concerns/ challenges.

8. Programmes Delivery

I worked hand in hand with 5 Programme Managers in the College with regards to coordinating the daily operational delivery of professional support and administrative functions for HR, Finance, Public Relations, Academic Services and Student Support. I ensure that there is a proper implementation of the Human Resources, Finance, Public Relations, Academic Services and Student Support operational plans in place, in order to achieve the short, medium- and long-term College strategic goals as well as effective implementation of the professional and administrative support functions, We analyse and devise solutions to significant processes, structural and personnel problems within the professional services department, make sure that there is an overall operational process efficiency of administrative support functions by establishing systems and methods to enhance and sustain process efficiency. And lastly, I established strategies to make sure that the overall effectiveness of professional support functions is actively embedding a culture of professional credibility and effective business partnership and consultation to College leadership.

8.1. Financial Management

As the College EXCO (DVC, DPS and Finance Manager), we maintain fiscal discipline, sound financial governance and effective reporting for management decision-making processes.

EXCO meets on monthly basis to discuss finances and make sure that we follow best practices, maintaining fiscal discipline, sound financial governance and effective reporting for management decision-making processes to the CMC and CPSF.

There are financial matters that I report on whilst others are report on by the Finance Manager, As EXCO, we advised on college financial matters impacting on financial sustainability, viability and performance, the identification of financial risk-related issues in the college and to report these to the CMC, we ensure the establishment of a best practice model and review of existing models, ensure that efficient and effective financial processes are in place.

• Budgeting: We compiled the budget for the year in order to create accurate and up-to-date annual budgets and sharpens our understanding of our goals and strategize on effective ways of dealing with money issues in order to avoid surprises and maintain fiscal control. We Work within the legislative framework governing tertiary education institutions, adherence to University policies and procedures governing (financial regulations and other financial and related policies) in order to ensure proper management & control of budgets and all financial transactions (including funds for research purposes) of the College (staff compensation, supplies and services, capital expenditure, specifically funded activities, research funds).

• Training programs for strategic areas: We have reviewed finance polices on procurement and are in a process of meeting with all Finance officers and adopt a plan to advance the finance operations in schools, advise CMC on the development of strategies for 3rd stream income generation.

• Financial resources: We allocated financial resources for Staff Salaries & Tutor funding, Deans & DVC discretionary fund, Pipeline post allocation, Supplies and services & Infrastructure & efficiency and Payment of Examiners. We also introduce approaches to optimize financial efficiency and accountability.

• Cross cutting measures: We practiced efficiency measures to ensure that available funding is efficiently and effectively utilized. These measures include: reducing overheads relative to the core functions of universities; collaboration amongst universities in order to save on expenditure; improving debt collection; and putting in place processes to generate additional third-stream income funding.

• Financial sustainability: We encouraged strategic financial planning in all Schools and Divisions to order to determine if the College is going to have sufficient resources available in the short, medium & long term to meet the objectives described in the strategic plan and to ensure a proper income diversification as well as utilizing fundraising approaches in order to boost finances.

• Sound financial administration: I made sure that efficient procedures for administration and finances are governed by a series of institutional policies that help us make the most of our resources and ensure transparency in fiscal management, these procedures enables us to anticipate the College’s financial standing and, ultimately, make appropriate decisions in a timely manner as well as to record the College’s transactions to enable us to visualize the organization as a whole.

8.2. Student academic administration and management

I noted that improving student satisfaction can benefit the College Immensely. When our students feel satisfied with their experience and education, they're more likely to remain engaged in the curriculum, finish their programs, or reach graduation. I have improved student’s administration by understanding students’ expectations, experience the journey myself by meeting with student representatives at student forums to address student satisfaction issues, treat students right, train my team, monitors the sport and social offering on the campus by checking whether these are current and relevant for student satisfaction, monitors the activities of the Student Services teams and sporting bodies by checking amongst other things the frequency of the activities during the year.

Planning and coordination of all College-wide academic activities

I assisted the Academics Manager in the coordination of the College academic activities. I ensure that the self-help registration systems are correctly updated and the academic structure and other parameters are loaded in preparation for registration, coordinates and organizes on-site and self-help registration for the College, together with the Team, coordinates lecture timetabling and input to the timetable office for all Schools in the College , together with SOMs, coordinates the preparation of College handbooks and the submission of the College section of the undergrad and postgrad prospectuses and the CAO information booklet, ensures the College website accurately reflects the Colleges academic programs and information for prospective and current students, liaises with the Quality Promotions and/or Management Information regarding the approval/registration of qualifications with the CHE, assist where applicable, student discipline processes related to academic misconduct, establishes and monitors clear processes for investigating and resolving student complaints including feedback and reporting.

8.3. People Management and Processes

I provided effective management of employees under my span of control as well as creating and building productive working relationship. I deliver leadership and direct reports in order to ensure that all professional support and administrative staff have career-path related personal development plans, across all levels. I made sure that we implement an effective performance management processes within the division in line with the University’s performance management system. I guide, mentor and develop staff by encouraging and motivating staff to engage in continuous learning, and empowers them by delegating responsibility for work.

• Staff appointments: I established a recruitment plan for the staffing profile of the College PSS and that the recruitment, induction, assessment, training and development of all staff within the Schools and Divisions are effectively and efficiently managed by the units, implement the monitoring system for the recruitment processes.

• Social and Ethics: I made sure that appointments are made on the basis of what would be in the best interest of the organization by providing ethical and effective leadership. And making sure that values are intentionally integrated in deliberations and decision-making. I ensure that there is awareness of the cost of corruption versus the cost of corruption prevention, and that the latter is prioritized.

• Employment equity: I drafted the employment equity plan within the Professional Services Sector and within all divisions, received buy-in from departments or units reporting to my Office and I make sure that during the selection of candidates, the Panel implement the EE policy as prescribed.

• Social inequalities: I ensured that the College Professional Services Forum is responding effectively to social inequality and I am driving this through the strategy setting processes, considering issues such as unemployment, gender inequality, skills deficits and how these impact on the employees, current and future customers, supply chain, and business aspirations.

• Gender based violence: I undertook a range of activities including engaging national, local and journal media in delivering articles to the Team and generic public, and to specific audiences (including professionals, vulnerable or high-risk groups, older people) in order to challenge myths, confront offending behaviour, increase understanding and recognition and to provide practical information on domestic, sexual and gender-based violence and services available

• Misconduct and disciplinary action: I defined staff misconduct, address possible staff misconduct and establish mechanism and strategies available to deter staff misconduct.

• Grievance procedures: I resolved the grievance, actively engage in the process and assist in resolving the grievance in a transparent and impartial manner, with support from HR. I am therefore responsible for ensuring that as far as possible, both the Employee and the Respondent are kept informed and feel equally supported and fairly treated throughout the grievance process and to keep all relevant parties updated.

• HR transformation: I aligned people, strategy, processes and technology with College goals to deliver more positive impact for all stakeholders. In addition, I formulate staff strategy that maps to College needs in an uncertain world to identify strategic priorities. I managed to promote transformation by analyzing emerging trends, translate priorities and trends into workforce capability needs, and prioritize those capabilities in order to transform the workplace, we also address barriers to transformation and possible solutions with the transformation committee

• Performance management and ITMS: I conducted PM and ITM in a fair and consistent manner aimed to build our own timber, implement University’s performance and development system, ensure that responsibility is agreed upon in relation to progressing the needs agreed in personal development plans and that subsequent actions are adhered to, build relationships, set expectations and goals, give and receive feedback, and discuss professional development needs and career aspirations. I also maintain a work environment free from discrimination and harassment and to ensure that the right talent is attracted and aligned with the organization’s needs.

• Retention strategies: I assisted HR to attract and retain talent, reward the right behaviors, support employees to achieve KPIs and targets, add value to employees’ lives, create a more engaged workforce and improve organizational culture.

• Staff development: I initiated the SOM’s Onboarding and integration program as a strategic process designed to immerse the new incoming SOM in the culture and vision of the University while socializing them to the new role and advising and guiding them on how to source the tools and resources they need to be successful in their school operations.

8.4. Public Relations: Marketing Strategy, Compliance and Stakeholder Relations

I was responsible for the professional services department, internal and external stakeholder relationships and to demonstrably manage these to leverage programme delivery. I build and sustains relationships with a network of key people internally and externally and bring people together and encourage input from key stakeholder, facilitates cooperation within and between organizations. Assist with videos which are dedicated to profiling modules that are offered in each discipline.

• Public relations and Compliance: In keeping with brand building and projecting the best image of the university and College of Humanities, it is prudent and my responsibility to work with experts like the Public Relations Manager and Corporate Relations Director. I assist in updating the College web page with academic and professional services issues, developing College marketing materials for the College, maintaining social networking with internal & external stakeholders as a means of direct communication for both students and staff, assist in developing a sound marketing and recruitment strategy to advertise prospective UG & PG Students, assist in improving the recruitment strategy of international students, ensure that all College publications, marketing material and communication are in line with the Corporate Identity Manual and all guidelines and rules.

I co-ordinated the input of the College public relations and outreach activities such as Orientation, Parents Day, Open Days, Registration, Graduation, Roadshows, Festivals and Exhibitions.

• Brand reputation: Myself and the DPS Office act as face of the College representing it in public forums, we fostered positive relationships with media, develop & maintain a strong College narrative, ensure the College actions are aligned with its brand image, manage potential reputational risks effectively and engage with stakeholders to maintain a positive brand perception

• Stakeholder relations: I built and maintain relationships in order to strengthen trust by putting a human face to management actions, connecting agency, staff to communities through key communicators, and increasing understanding between managers and stakeholders. I preserving the active support and commitment of the people to the implementation of change, through programme or project delivery. I set goals in order to ensure that managers and stakeholders work towards a common endpoint. I am also assisted by being open to stakeholders because openness ensures that the goals, motivations, and activities for management decision- making are communicated publicly, and ensures that engagement processes are clearly documented.

8.5. Student Support and Wellbeing Services

I worked with the DVC and Manager Students Support services to provide Students Support & Well being Service which provides practical information, guidance, professional advice and telephone Counselling to all students. We identify the support that students need, implements a student experience action plan to hear about students’ experiences and gather the information the institution needs to formulate a strategy for student support over the next 3-5 years. Once we have identified issues, we run co-creation workshops to come up with solutions with the students. We want them to have a take on the strategy. created a student hub model. It’s a physical site on our campuses, designed to feel comfortable and accessible. It’s not a clinical place. Students can go there to get answers to all sorts of questions. We established a different strategy to handle depression and low mood, anxiety & panic attacks, social anxiety, controlling feelings of anger, counselling & mental health, alcohol and drug awareness, abuse, bereavement and loss, psychological and emotional issues and relationship difficulties.

* Student mental health: Staying on top of mental well-being is beneficial for all students. But it also helps them deal with and manage difficult times in the future, we provide around-the-clock help and support in all aspects of student life. We assist students to set goals small, achievable goals allows people to apply purpose and focus to their week, connect with others by surrounding themselves with good people. A strong support system improves your mental health and well-being. This can be online, by phone, or by seeing someone in person.

* Stress and pressure: We helped students overcome stress and pressure by encouraging open communication, promote self-care practices, offer services and resources to address emotional challenges, prioritize a healthy work-life balance and provide academic support.

* Student attrition and dropout: We have implemented the most effective interventions and programs to prevent and reduce student attrition and dropout which include, early warning systems, learning communities, academic advising, curriculum design support, promote a culture of innovation and excellence.

* Revolutionizing Student Support Services by providing academic assistance and holistic support to first-generation, low-income, and disabled students by harnessing the power of technology, ensure accessibility and inclusivity, data-driven insights, career growth services, international student services, streamline processes across support services and their delivery.

* Integrate advising models with student support services by helping students explore their values, goals, and potential, define roles and responsibilities, collaborate and communicate with student support staff and referring students to the appropriate services, develop professional identity and competence, align practice with the institution's mission, and assess and improve advising effectiveness, create a supportive environment for students by fostering an inclusive culture of care and respect

* Empowering International Students by providing career guidance in order to empower individuals with support and resources, enabling them to acquire knowledge, skills, and experience to navigate career options and make impactful decisions, influencing their social, financial, and emotional well-being, immigration guidance by licensed professionals and also provide residence assistance.

a. Leadership, management and governance

I provided effective and efficient management and leadership to staff members who are in different portfolios, provided management of administrative support services, coordinated of flow of work and documentation, handled high-level correspondence and enquiries, interacted with internal and external stakeholders arranged strategic planning meeting with Line Manager to plan the year ahead in advance, undertook all duties associated with a Committee Officer function i.e. Agenda preparation, minute taking etc. implemented the operations of the School in line with decisions of the School MANCO. I advised the Dean and HOS and School MANCO on school operations, and how these are giving effect to the school plan, established best practices and methods to enhance and sustain process efficiency and effective management of the school, provided direction and leadership to school staff

As a Senior Member. I served on various committees and prepared various reports, provided input to College-wide operations, maintained the highest level of accuracy and confidentiality at all times., actively managed the administration of Exam Results Schedule process in the School and ensure that term decisions are reported to the College office timeously, overseen the management of discipline timetables and lecturer allocations provided logistical support services, managed the school’s student accommodation processes, in consultation with Department Student Housing Head.

b. Staff management or Human Resources Management & Development

I was tasked with the overall responsibility for effective and efficient management of all support staff under span of control, created and built productive working relationships, overall responsibility for day-to-day line management of the delegated professional service staff, developed and updating of job profiles, processed assumption of duty and development of goals and objective, allocated portfolios & delegation of tasks monitored Service Level Agreements and Performance management/integrated talent management. I mentored and provided ongoing training and development of staff, approved leave applications. I served as the chairperson and panel member for different interviews processes, tasked with screening, selections and shortlisting potential Candidates, selected and recommended the appointment of temporary staff as required, with the approval of Manager: School Operations, ensured that there is optimal use of human, financial and infrastructural resources properly, dealt with all relevant employee relations processes/actions facilitated and coordinated team building and strategies to enhance team work, monitored and ensured compliance with legislation, regulations and policies, drafted and implemented Standard Operating Procedures (SOP) accordingly. I served as a change agent, drove change, transformation and diversity.

I planned and monitored workloads of support staff, provided guidance and HR support to the school, delegated authority to staff to undertake functions as appropriate, compiled PSS School Employment Equity Plan.

b. Financial Management

I provided budget inputs for the School in respect to service providers, overseen procurement and provisioning processes and assets, prepared all budgets in consultation with Financial Manager of College, overseen, controlled and authorized School expenditure, ensured the correct monitoring of the expenditure of the approved School staffing and supplies and services budgets, forwarded planning and budgeting for equipment, supplies and services and staff compensation, ensure the oversight and approval of a range of externally funded cost centres and projects, ensure proper management of Asset (office furniture and equipment) by liaising and negotiating with suppliers and monitored appointment of fixed term contract and payment processing.

c. Student Management and Administration

I ensured the finalization of exam marks for relevant meetings e.g. School Exam Board, ensured efficient and effective student administration processes and practices, managed enrollment planning for the School, ensured that student enrolment targets are met for the year and develop a plan to increase Postgraduate student numbers in the school, coordinated School submission for College Handbook, implemented student related policies and procedures and coordinate the scrutiny of ERS (Exam Results Schedule) and associated management decisions

I was the Operations & Student Liaising Manager performing the generic functions of the administration, leadership, quality assurance and management processes which includes, human resource management, financial management, marketing management and operations management.

I supervised and oversee protocol logistical support, the implementation of protocol, official form of procedures used in the affairs of the state and diplomatic relations, recommend and advise the Executive Chairperson and all relevant Departments on protocol, guest relations, hospitality issues and logistics on events as per event policies and guidelines, execute on generic financial functions including budgeting determines and defines the strategic requirements, and develops operational plans to guide special projects, disseminates strategic, functional and operational information on the immediate, short, medium and long term objectives and, current developments, problems and constraints.

I ensured that all administrative and management process consists of planning, staffing, leading, organizing, minute taking and compilation, arranging, and coordinating events and functions, compiling and sending reports, recording feedback and progress, communication and liaising with superiors, management and board members and controlling.

Duties and responsibilities

a. Leadership, management and governance

I provided effective and efficient management and leadership to staff members who are in different portfolios, provided management of administrative support services, coordinated of flow of work and documentation, handled high-level correspondence and enquiries, interacted with internal and external stakeholders arranged strategic planning meeting with Line Manager to plan the year ahead in advance, undertook all duties associated with a Committee Officer function i.e. Agenda preparation, minute taking etc. implemented the operations of the School in line with decisions of the School MANCO. I advised the Dean and HOS and School MANCO on school operations, and how these are giving effect to the school plan, established best practices and methods to enhance and sustain process efficiency and effective management of the school, provided direction and leadership to school staff

As a Senior Member. I served on various committees and prepared various reports, provided input to College-wide operations, maintained the highest level of accuracy and confidentiality at all times., actively managed the administration of Exam Results Schedule process in the School and ensure that term decisions are reported to the College office timeously, overseen the management of discipline timetables and lecturer allocations provided logistical support services, managed the school’s student accommodation processes, in consultation with Department Student Housing Head.

b. Staff management or Human Resources Management & Development

I was tasked with the overall responsibility for effective and efficient management of all support staff under span of control, created and built productive working relationships, overall responsibility for day-to-day line management of the delegated professional service staff, developed and updating of job profiles, processed assumption of duty and development of goals and objective, allocated portfolios & delegation of tasks monitored Service Level Agreements and Performance management/integrated talent management. I mentored and provided ongoing training and development of staff, approved leave applications. I served as the chairperson and panel member for different interviews processes, tasked with screening, selections and shortlisting potential Candidates, selected and recommended the appointment of temporary staff as required, with the approval of Manager: School Operations, ensured that there is optimal use of human, financial and infrastructural resources properly, dealt with all relevant employee relations processes/actions facilitated and coordinated team building and strategies to enhance team work, monitored and ensured compliance with legislation, regulations and policies, drafted and implemented Standard Operating Procedures (SOP) accordingly. I served as a change agent, drove change, transformation and diversity.

I planned and monitored workloads of support staff, provided guidance and HR support to the school, delegated authority to staff to undertake functions as appropriate, compiled PSS School Employment Equity Plan.

b. Financial Management

I provided budget inputs for the School in respect to service providers, overseen procurement and provisioning processes and assets, prepared all budgets in consultation with Financial Manager of College, overseen, controlled and authorized School expenditure, ensured the correct monitoring of the expenditure of the approved School staffing and supplies and services budgets, forwarded planning and budgeting for equipment, supplies and services and staff compensation, ensure the oversight and approval of a range of externally funded cost centres and projects, ensure proper management of Asset (office furniture and equipment) by liaising and negotiating with suppliers and monitored appointment of fixed term contract and payment processing.

c. Student Management and Administration

I ensured the finalization of exam marks for relevant meetings e.g. School Exam Board, ensured efficient and effective student administration processes and practices, managed enrollment planning for the School, ensured that student enrolment targets are met for the year and develop a plan to increase Postgraduate student numbers in the school, coordinated School submission for College Handbook, implemented student related policies and procedures and coordinate the scrutiny of ERS (Exam Results Schedule) and associated management decisions

Company: Management College of Southern Africa

Employment Dates: November 2013 – April 2014

Position Held: CIBM Operations manager

Duties and responsibilities

I served as a CIBM Operations Manager tasked with the administration, leadership, management, and coordination of the Certificate in Business Management Programme (CIBM) at Management College of Southern Africa (MANCOSA),I also served as an academic lecturer, facilitator, assessor and moderator teaching business management, project management, business administration, and economics 1A I served in different committees which include MBA recirculation, teaching, and learning, program development and review, admission and selection as well as library, ICT, and facilities, I was the coordinator for BCom project management, and AMD principles of project management. I acted as a member of the college management committee, and contributed to the development of the college strategies, giving effect to college policies, procedures and guidelines affecting college, establish best practice systems and methods to enhance and sustain the process efficiency and effective management of the college.

I participated in the formation of college policies and procedures, managed and oversee CIBM projects in consultation with the advisor to the Dean and Deputy Dean where applicable.

I coordinated and/or convened various CIBM meetings, ensured all appropriate recommendations/documentation emanating from all meetings are forwarded to appropriate members of staff, responsible for elections I prepared a range of reports, letters, motivations, and provided input to the college-wide operations through interaction with college management team.

I served as a CIBM Operations Manager tasked with the administration, leadership, management, and coordination of the Certificate in Business Management Programme (CIBM) at Management College of Southern Africa (MANCOSA),I also served as an academic lecturer, facilitator, assessor and moderator teaching business management, project management, business administration, and economics 1A I served in different committees which include MBA recirculation, teaching, and learning, program development and review, admission and selection as well as library, ICT, and facilities, I was the coordinator for BCom project management, and AMD principles of project management. I acted as a member of the college management committee, and contributed to the development of the college strategies, giving effect to college policies, procedures and guidelines affecting college, establish best practice systems and methods to enhance and sustain the process efficiency and effective management of the college.

I participated in the formation of college policies and procedures, managed and oversee CIBM projects in consultation with the advisor to the Dean and Deputy Dean where applicable.

I coordinated and/or convened various CIBM meetings, ensured all appropriate recommendations/documentation emanating from all meetings are forwarded to appropriate members of staff, responsible for elections I prepared a range of reports, letters, motivations, and provided input to the college-wide operations through interaction with college management team.

I served as the Deputy Principal and Acting Principal at Nonopha Senior Primary School charged with Leadership, Management, Supervision and Administrative in the field of Basic Education. As a Deputy Principal & Acting Principal, I implemented Legislative and Policy framework, sustained a conducive environment, implemented creative problem solving strategies, identified, collected and used data to inform planning, staff management, mentoring the Heads of Department. I supervised and promoted the implementation of Curriculum Programs and Development, provided support to the Department and staff, engaged on a number of instructions and Guidelines, in order to ensure Equitable Distribution of workloads, liaised with relevant structures, provided Human Resources support, managed Integrated Quality Management Systems. I consolidated reports for the school and encouraged the safekeeping of all movable and immovable assets to staff and students.

I formulated and reviewed Basic Education and School policies, initiated programs for Staff Appraisal, conducted staff skills audit, initiated staff Development Structures and intervention programs. I developed myself and others, creating opportunities for Growth and Development for all, networked and Partnered with other schools and organizations in order to improve the School’s operations. I interacted with all Stakeholders, established and serviced School Representative bodies in terms of promoting strategic planning and transformation, financial Planning and Management, research and Development. I managed conflict among staff and or students implementing my extensive management and leadership skills and knowledge