1.  Strategic leadership 

Strategic management and leadership, and alignment of the various portfolios to achieve the institution’s vision and mission, values and strategic plan, and their alignment with national and regional government policy initiatives and other related statutes Strategically direct institutional planning to capacitate the institution in achieving its set objectives Direct and facilitate the  implementation of access and throughput strategies Establishment and management of strategic partnerships with relevant stakeholders Facilitate technology transfer within and across faculties and their supporting functions as well as the community Develop, implement,  and nurture  the research and innovation ecosystem to support capability development across all enabling capability platforms Facilitate enabling capability platforms for innovation, engagements  and its incubation through the utilization of benchmarking and trends Oversee research and research training across the university through the development and implementation of CPUT’s strategic research priorities and managing research systems and reporting requirements. Place strategic emphasis in the creation of conditions that allow dynamic innovation and research commercialization. 

2.  Performance Leadership 

Line and performance management responsibility of relevant staff within the different functions by: building a high-performing team from a broad range of professionals to deliver results against a background of significant change; leading and inspiring staff, providing clear direction through a period of transition; driving continuous improvement Supports the research activities of staff and student researchers with professional development, collaborations and funding opportunities, ethics, and responsible conduct compliance, contract development, intellectual property management and licensing, etc Development of academic policies, procedures and regulations pertaining to higher degrees by research Provides strategic oversight of the development of research capability across the university Promote growth in the number of postgraduate students. Advance the CPUT’s on line postgraduate presence.

 3. Operations management

Ensure  efficient and effective management of the said portfolios to support the academic activities outcomes within the institution’s strategic direction through amongst others: a  workable  and  fully  operational  plan  that  is  aligned  to  the  institution’s strategy sourcing contract research, negotiating contract research for faculties, inter- face with industry, etc aligning the financials of all the portfolios to core business Ensure that all the relevant functions comply with HE sector standards, Department of Higher Education and Training  protocols and are responsive to regional and national needs as well as the advancement of international scholarship academic dialogue and the creation of knowledge sharing platforms. Ensure compliance with relevant legislations and direct university-wide-strategic plans and quality frameworks.

4.  Organizational and portfolio Improvement leadership

Provide leadership in implementing structural changes and reconfigurations. Management in a transforming environment Provide research leadership (which include amongst others, research workforce engagement and performance) and oversight on quality and delivery of research initiatives Inculcate a culture that embraces innovative research techniques, creativity,  research excellence;  academic and professional development Develop operational frameworks for effective management of both academic, financials, and related operational management. Provide a positive influence on CPUT’s research workforce, infrastructure and performance plans which includes, the identification and development of opportunities to enhance CPUT’s research profile and research environment in line with its strategic goals.

5.  Strategic Partnership and Collaboration

Promote and maintain international strategic partnerships. Professional external liaison and the forming of multi-level partnerships with: other academic institutions, both nationally & internationally industry relevant government departments professional bodies relevant community organisations and other national and international role players Marketing of the institution, faculties and departments Enhancing the image of the University at large Shared responsibility for the management of the University Facilitation, management and maintenance of sound internal relations regarding staff and students, as well as their development Collaborate with peer institutions of the Virtual Library. Community engagement.