annexure a annual performance plan

Annexure A

Annual PerformancePlan

Annexure A

Annual PerformancePlan

A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 1

ANNUAL PERFORMANCE PLAN2021

CONTENTSFOREWORD AND STRUCTURE OF THE REPORT 4

1. STRATEGIC OVERVIEW 5

1.1. Vision, Mission and Values 5

1.2. Strategic Priorities 5

2. UPDATED SITUATIONAL ANALYSIS 7

2.1. The Vice-Chancellor and Vice-Chancellor:

Designate’s Perspectives 7

2.2. The Teaching and Learning Plan (2020 – 2024) 9

2.3. The Enrolment Plan (2020 – 2025) 10

2.4. The Research and Postgraduate Affairs Plan

(2018 – 2022) 12

2.5. Council’s Objectives for 2021 14

3. LEGISLATIVE MANDATES 16

4. KEY PERFORMANCE INDICATORS AND

INSTITUTIONAL SCORECARD 18

4.1. Enrolment Targets: Key Performance Indicators

set by the Department of Higher Education 18

4.2. Earmarked Grants 21

4.3. Performance Indicators set by the Senior

Executive Team 23

5. OVERVIEW OF BUDGETS, CASH FLOW,

AND MTEF ESTIMATES 31

5.1. Budget process and overview 31

5.2. Key Assumptions 31

5.3. Consolidated Budget: 2020 – 2023 34

5.4. CashflowProjectionsofRevenueand

Expenditure: 2020 – 2023 36

5.5. Budget Capital Plan 37

6. RISK REGISTER 39

7. CONCLUSION 42

APPROVED BY COUNCIL

Date: 3 December 2020

Mr Isaac ShongweChairperson of Council

Professor Adam HabibOutgoing Vice-Chancellor and Principal

Professor Zeblon VilakaziVice-Principal and Vice-Chancellor Designate

4 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 5

FOREWORD AND STRUCTURE OF THE REPORTThe 2021 Annual Performance Plan has been prepared according to the requirements

as set out in The Regulations for Reporting by public higher education institutions

(Government Gazette, 9 June 2014 no. 37726. The Plan sets out the intentions of the

institution for the 2021 year and is structured according to the following sections.

Section 1: Strategic Overview outlines the overall strategic orientation of the University,

including the institution’s Vision, Mission, Values and Strategic Priorities contained in the

twelve-year Strategic Framework (2010 to 2022).

Section 2: Situational Analysis highlights the current context of the University with particular

attention to key planning documents for the short to mid-term, and commentary from

the Vice-Chancellor. Included are a report from the Vice-Chancellor; overviews of the

Teaching and Learning, Enrolment, Research & Postgraduate Affairs plans. The annual

objectives of Council provide further context to the institution.

Section 3: Legislative Mandates draws attention to the regulatory framework that impacts

on the University.

Section 4: Performance Targets and Indicators specifies the particular performance

targets and objectives for the year. This includes several sources including targets and

outcomes set and funded by the Department of Higher Education, as well as the

performance indicators and objectives set by the Senior Executive Team and approved

by Council in pursuit of the broader strategic priorities. State grants, or earmarked grants

are also noted.

Section 5: Budget, cash flow and medium-term expenditure framework estimates explains

the budget process, includes a consolidated four-year budget, six-year budget capital

planandcashflowprojections.

Section 6: Risk Registerwhichdocumentsthecriticalidentifiedrisksandmeasuresputin

place to mitigate the risks.


1. STRATEGIC OVERVIEW1.1. Vision, Mission and Values

VisionWitsaspirestobealeadingresearch-intensiveuniversity,firmlyembeddedinthetop100

world universities by 2022.

MissionThe mission of the University of the Witwatersrand is to grow its global stature as a leading

research-intensive university and a gateway to research engagement and intellectual

achievement in Africa. This it will achieve by building on the principles of intellectual

excellence, international competitiveness and local relevance. As an institution built

on principles of intellectual excellence, we are committed to providing high-quality,

internationally competitive education, founded on high academic standards, cutting-

edge research, public engagement, and productive partnerships with leading institutions

throughout the world.

Our ValuesThe legacy of the University’s successes is founded on values that we are not willing to

compromise on. These are:

• Independent enquiry and trust

• International engagement

• Intellectual excellence and integrity

• Academic freedom and institutional autonomy

• Collegiality

• Social engagement and responsiveness

• Diversity

• Accountability

• Debate and critical engagement

1.2. Strategic Priorities

The Wits Strategic Framework 2022 details the seven priorities that direct the strategy of

the University.

a) The Wits Experience

Wits commits itself to providing a distinct, intellectually stimulating, challenging and

rewarding research and educational experience to all its students, staff, alumni, partners

and guests, and all organisations that are associated with the University.

b) Research and Knowledge Leadership

Our commitment to a vibrant and stimulating balance among the pure sciences, applied

sciences, social sciences and the liberal arts remains unshakeable, and Wits will sustain

theleadershippositionitcurrentlyoccupiesinanumberofthesefields.Witswillcontinue

to build on our established track record of multidisciplinary research groups and thrusts.

c) Innovation and Social Leadership

The University will put in place systems and mechanisms to encourage a balanced

advancement of both commercial and public good innovation. The ‘institutes’ strategy

will be one avenue through which innovation is generated and rooted in social practices.

To this end, the institutes, as an integral component of the University, will explore

mechanisms to grow funding streams and support systems for researchers to concentrate

on research, publishing and other forms of dissemination, infusing into and connecting

with the economy and society.

d) Networks and Partnerships

Wits is positioned to participate in economic growth and social development agendas,

both here and elsewhere on the continent. It is through extensive networks and

partnerships (for example, through our Pan-African University Partnerships strategy) that

the University seeks to pursue its international excellence in research and teaching, and

in student and staff recruitment. The purpose is to grow a limited number of focused

partnerships, including those with an international focus, and make these resilient and

optimally productive.

e) Excellence in Governance

Wits will position itself within this reality as a research-intensive university supported by

visionary leadership, and sophisticated administrative and world-class business systems.

f) An IT-Savvy University

Wits will position itself as an IT-savvy university that uses technology to enhance all its core

processes, including providing new and innovative ways of engaging students and staff

in academic activities. While remaining committed to the tutorial-based approach to

learning, teaching and learning, processes will be reinforced through the application of

technology-enhanced pedagogy to address some of the key challenges that we face

as a predominantly contact institution.

g) Wealthy and Well-Resourced

Abundance of resources is often viewed as the second element that characterises

nearly all world- class universities - in terms of the substantial costs involved in sustaining

a complex, research-intensive institution. It is commonly accepted that (with certain

notable exceptions) governmental funding of university systems around the world has

been dwindling over the past two decades. Further, the challenge of pursuing global

competitiveness from an African context is rendered more demanding by the reality of

inadequatefinancialresources.Witswillthereforeneedtoputinplacemechanismsand

programmesdesignedtogeneratethemeansnecessarytoensureitslong-termfinancial

sustainability as an institution, as well as the proper resourcing of its scholarly and business

activities.


The move to online learning was initially opposed on social justice grounds, in that some

students did not have access to devices and data to access online learning. Rather than

prejudice the entire student body because of this, we instead procured devices and

data for those who did not have access to this, thereby ensuring that as far as possible, all

students could participate in online learning on an equal footing. Going forward, we will

continue implementing a blended learning approach in respect of select programmes,

where appropriate.

While we remain stable, we do however anticipate a shrinking revenue stream given the

existing economic challenges. The COVID-19 pandemic has further eroded the national

fiscalspace.Theeconomicfutureisuncertain,globallyandinAfrica.Thisaddspressure

toanalreadyfiscallyconstrainedhighereducationsector.Initiativestoensurethelong

term financial sustainability of the University and which enable innovative resource

mobilisation have accordingly been prioritised. We continue to be proactive in dealing

with students on issues relating to accommodation and fees and have advanced

funds to students, where appropriate. The structural problems in the system, however,

continue to exist and will constrain the University for years to come. The vast majority of

our students still fall within the ‘missing middle’ and so do not qualify for NSFAS. In terms of

student accommodation, we have managed to increase student accommodation with

assistancefromtheStatebutfinancingforprivateaccommodationsupplydoesremain

an issue, particularly in relation to students who no longer qualify for NSFAS funding.

We remain committed to reducing our undergraduate numbers whilst incrementally

increasing the number of postgraduate students; in 2020 we registered a total of 14 901

postgrads and for 2021, the target is 15 295. There is also a focus on increasing the number

of enrolments in the areas of STEM. Teaching throughput is improving and we will again

be producing more graduates this year with the total number of graduates reaching 9

200, up from 8 886.

Research output is saturating but remains just below 2000 units. 95% of Wits’ research

output was published in international journals, according to the new approved indices,

and 69% in the prestigious Web of Science (ISI) accredited journals. According to the

Web of Science, 37 of Wit’s journal articles published in 2019, were regarded as ‘Highly

Cited’. This means that these publications were considered as falling within the top 1%

of global publications with 7 publications considered as ‘Hot Papers’, placing these

publications within the top 0.1%. We are implementing several initiatives to maintain the

quantity and quality of research output rates. We will also focus on enabling socially

utile,interdisciplinary,appliedandblue-skyresearch,particularlyintheareasofArtificial

Intelligence, Big Data and Quantum Computing.

The University’s Transformation Plan has been reviewed and has shown some success

in terms of diversifying the academy. The percentage of Black academic staff moved

from 39.97% in 2013 to 50.7% in 2019 and moved from 50.58% male and 49.42% female

academic staff in 2013 to 49.42% male and 50.48% female in 2019. We have conducted a

2. UPDATED SITUATIONAL ANALYSIS2.1. The Vice-Chancellor and Vice-Chancellor: Designate’s

Perspectives

The University continues on an upward trajectory as a research-intensive institution. We

remainstablebothacademicallyandfinancially.

This year has forced us to adapt the University’s academic architecture to respond

to the disruption brought about by the COVID-19 pandemic which has resulted in the

acceleration and expansion of the University’s online and blended learning programmes.


review of the Diversifying the Academy Programme, which is a secondary funding stream

and will implement initiatives to enhance this programme all the more, particularly in

areas where there is underrepresentation and in particular amongst African and Coloured

woman and in respect of persons with disabilities. We will also continue to prioritise certain

transformation aspects over the coming years such as institutional culture and curriculum

reform so that the University remains both contextually relevant and globally competitive.

Our international partnerships continue to grow. The African Research Universities Alliance

(ARUA), which the University is a member of, has grown from strength to strength. Our

partnership with the United Kingdom Research and Innovation (UKRI) Global Challenges

Fund is underway. We have also established a strategic partnership with the two institutions

in Gauteng, namely the University of Johannesburg and the University of Pretoria to

form a consortium known as the Gauteng Research Triangle. We have partnered with

Edinburgh University to submit a joint proposal to the Mastercard Foundation to support a

Joint Scholars Programme which will create a holistic educational experience to prepare

young African students with skills, knowledge, experience and networks to fulfil their

potential, empowering them to bring about positive change in their communities and

countries.

We continue to grow the University’s endowment fund and focus on raising funds in

preparation for the University’s Centenary Campaign in 2022. Under this Campaign we

aimtoraisesignificantfundsfortheUniversitytotakeitintoitsnextcentury.

Despite having to shift our entire academic programme online due to the pandemic,

we have had a successful year overall. There is no doubt that the University’s success in

thisregardisaresultofthehardwork,sacrificesandsheerdeterminationofourstaffand

students. We are fully aware of the fact that staff and students worked under challenging

conditions and it was only through our collective commitment and solidarity that we

have managed to salvage the academic year in the midst of what is one of the most

significantandunprecedentedeventsofourlifetime.

Finally, we will continue improving on our key targets and look forward to developing a

new Strategic Plan, for 2022.

Professor Adam Habib Professor Zeblon VilakaziOutgoing Vice-Chancellor Vice-Chancellor: Designate

2.2. The Teaching and Learning Plan (2020 – 2024)

The Wits Learning and Teaching Plan 2020-2024 came into effect in 2020. The document

states that, “Through the Wits student experience, both the formal curriculum and co-

curricular activities, Wits seeks to engender the following attributes in all of its students:

• Awareness of the imperative for development to be environmentally sustainable

• Concern for social justice and the dignity of all people

• Ability to engage critically with diverse perspectives and sources of information

• Commitment to high ethical standards

• Recognition of the importance of humaneness and compassion in addressing

social and technical issues

• Capacity for creative expression and innovation

• Thirst for knowledge”

There are seven focus areas in the Plan, namely,

1. Increasingflexibleandlife-longlearningopportunities

2. Enhancing academics as university teachers

3. Strengthening institutional capacity for curriculum development and renewal

4. Diversifying assessment methods

5. Expanding post-graduate education

6. Expanding innovative formal and informal learning spaces

7. Using data analytics to promote student success

As a result of the COVID-19 pandemic and the consequent national lockdown in 2020,

some of these focus areas were prioritised, and will continue to be in 2021, assisted by a

2021-2023 University Capacity Development Programme (UCDP) Grant.

In developing the Plan, it was envisaged that from 2020 to 2024 there would a steady

increase in the number of students studying in contact mode on a part-time basis or in

a fully online mode. It was also envisaged that more and more courses would shift from

being delivered only in contact mode to using a blend of contact and online modes

of delivery. The lockdown in 2020 necessitated a rapid shift from contact as by far the

dominant mode of delivery at Wits to Emergency Remote Teaching (ERT) in an online

mode. Instead of transitioning gradually to online delivery as planned, we were suddenly

thrust into having to offer all of our courses in an online mode. In 2021 we plan to build on

thisacceleratedimplementationofincreasingflexiblelearningopportunities(focusarea

1) by continuing to offer all courses in an online mode while lockdown regulations are in

place, and then moving to blended learning when they are lifted.

To advance focus area 2, we plan to implement several aspects of the Framework for

Continuous Professional Learning for Academics as University Teachers, approved in 2019.

This includes providing tailored learning opportunities for tutors, postgraduate students on

their way to becoming academics (“academic interns”), and early career academics.

In addition, through workshops, webinars, short courses and resource materials, and with


support from academic development staff in faculties and in the Centre for Learning,

Teaching and Development (CLTD), all academic staff will have the opportunity to

becomeproficientinblendedandonlineteaching.

The move to ERT in 2020, and to blended and online teaching in 2021, provide opportunities

for academic staff to rethink how they develop curricula. Academic development

staffandstaff fromtheQualityandAcademicPlanningOfficewillcapitaliseonthese

opportunities by collaborating closely with faculties to strengthen curriculum development

capacity in the university. Likewise, ERT provided the impetus to re-examine how we

assess student learning and to start moving away from high-stakes, timed examinations

as the main way of doing this. In 2021, we will continue to explore and promote diverse

approaches to assessing student learning, making use of the affordances of available

technology.

In2021wewillstrengthenthecapacityofthePostgraduateAffairsOfficeandprovide

various forms of support to postgraduate students, both academic and psycho-social.

Expanding physical spaces for learning will not be prioritised while lockdown regulations

are in place, but virtual spaces will be enhanced through the acquisition of a more

modern, more powerful Learning Management System for the entire university in 2021.

The use of data analytics to promote student success will continue through the ongoing

development of dashboards and AI persistence modelling by Business Intelligence

Services and their increased use in faculties, and the monitoring of success indicators

by the Student Success Committee. This work will be done in accordance with the Data

Governance Framework for Student Success, approved in July 2020 by the Senate

Teaching and Learning Committee, which includes principles for the ethical use of

student data.

2.3. The Enrolment Plan (2020 – 2025)

Theyear2021 sees theUniversityentering the secondyearof thefive-yearenrolment

plan. The plan charts the size and shape of the student enrolment, student success and

throughput rates,andstaffingarrangements.AlthoughCOVID-19hashadaprofound

impact in necessitating a transition to the online delivery of teaching, learning and

assessment, the impact thus far on the enrolment and cancellation patterns has not

been substantial. This experience may change in the 2021 registration period.

The drivers underpinning the plan moving forward include governmental requirements

and the National Development Plan, the Wits 2022 Strategic Framework and particularly

the imperative of being a research-intensive University within a differentiated Higher

Education system; and Financial Balancing and Sustainability.

The major targets in the plan include:

• A total enrolment headcount of 44 000 students by 2025

• Of the 44 000 students in 2025, 8 000 will be part-time and distance (online). The

University plans to grow part-time undergraduate students from a base of 1 200 in

2018 to 3610 in 2025

• Distance from a zero base in 2018 to 4840 in 2025. An effort will be made to grow

online registrations aggressively to generate additional funding

• Achieve a 45% proportion of contact postgraduate enrolments by 2022

• Achieve a 51% proportion of enrolments in Science Engineering and Technology

(SET) over the planning period.

The total UG and PG contact headcount is expected to be 38 060 in 2020. This contact

headcount total will steadily decline to 36 000 in 2025. The headcount of undergraduate

contact enrolments (excluding the UG part-time) will reduce from 23 272 in 2020 to

approximately 19 800 in 2025, whilst the headcount of contact postgraduates will

increase from 14 788 (excluding online) in 2020 to 16 200 in 2022 and thereafter remain

stable until 2025.

The transition to a higher proportion of postgraduates is being carefully managed to

ensurefinancialandorganisationalstability.Thecontactnumbersarebeingmanaged

down steadily from 2020 through 2022 controlling for the compound effect of the

reduction of the first year, first-time entering (FYFTE) students feeding through to the

second and subsequent years of study. To arrest the decline in contact UG numbers,

FYFTEundergraduatenumberswill increasefrom4150in2022to5250in2023andthen

reduce back down to 4421 in 2025.

As a research-intensive university, the institution will need to market appropriately to draw

its postgraduate applicant pool from its own undergraduate graduates, as well as from

the system as a whole (other local and international universities). The University achieved

a growth of approximately 3330 postgraduates from 2014 - 2018. Therefore, the further

increase of 1072 postgraduates from 2020 to 2022 is regarded as achievable although

the concomitant improvement in throughput graduation makes the necessary growth in

postgraduate numbers a challenge.

In linewith the reconfiguration in size and shape, the University plans to increase (1)

academic and support staff; (2) infrastructure; and (3) postgraduate funding. The

improved funding granted to the University by DHET in 2017/2018 was budgeted and

spent as intended. This funding was used on multiple line items to provide capacity

for faculties to accommodate the greater number of postgraduates. The supervisory

capacity and the administrative support base will be increased using full-time permanent

and part-time temporary staff including visiting academics. In addition to increasing the

staff and supervisory capacity, the University plans to increase infrastructure capacity

such as laboratory space and resources to accommodate the greater numbers of


postgraduates. An audit of laboratory and other bottleneck resources will be undertaken

to facilitate planning. Funding to attract postgraduates, such as scholarships will also be

increased. ICT capacity will be increased to facilitate system support for online registration

of postgraduates.

2.4. The Research and Postgraduate Affairs Plan (2018 – 2022)

With the 2022 Strategic Framework positioning Wits as an internationally-leading research-

intensive university located in Africa, the 2018-2022 Research and Postgraduate Affairs

plan remains central to the University’s priorities. The University is now approaching the

endofthisfive-yearplan.Furthermore,thetotallyunexpectedandunprecedented,at

least in recent history, pandemic and the resulting multiple month shut down has entirely

disrupted the envisaged progress along the planned course of action. Thus it is valuable

toreflectonitssuccessesandweaknessesthusfar.Thisisbestdoneintermsofthetwo

strategic goals captured in the plan.

i) Research Objective: To produce increasing amounts of research with impact.

The aspiration is to produce high quality research publications that make an

impact through their quality. Impact is defined specifically as the capacity to

(a) advance a discipline – so called discovery research, (b) improve practice

and policy – so called translational research, and (c) add to economic activity

– so called innovative research. In this respect the COVID inspired lock down has

not apparently disrupted overly much the research production in 2020, however the

influenceisexpectedin2021giventheslowdownonstudentaccesstolaboratoryand

theresearchfield.Nonetheless,oneachievementthatspeakstoWits’performance

towardsthisobjectiveincludessignificantpublicationsininternationaljournals,with

96% of published journal articles being in international journals. Wits has a growing

trackrecordofinfluencingpracticeineducation,health,lawandengineering,to

name a few. Wits also successfully created one new spin-off company in 2020.

ii) Postgraduate Objective: Creating a postgraduate experience that is swift, secure

and stimulating

The steady movement of the makeup of the student body towards 45%

postgraduate students is pleasing to see especially when it has been achieved

within the framework of smooth student administration (swift), adequate student

support (secure), and growing number of student-authored research publications

(stimulating) all of which is largely unaffected by the COVID-19 pandemic.

Continued success against these goals will be achieved in 2021 through

increased focus on promoting research through international collaborations

thataresimultaneouslyequalandmutuallybeneficial.Suchrelations

• enhance reputation (through co-authored publications)

• increase the supervision base (co-supervision through ‘sandwich’ programmes)

• provide access to unaffordable research equipment (Large Hadron Collider),

and

• open doors to meaningful research funding from local, but mainly, international

sources.

To this end, it is planned in 2021 to provide increasing amounts of support to academic

researchers seeking to establish productive research-focused collaborations. This

includes paving the way through strategic relationships with key international universities

and research institutes, providing support for proposal writing project management, and

seed-funding collaboration development.

It must be stressed though that all such inter-continental and other international

collaborations are to be equal andmutually-beneficial partnerships. To this end, the

University is guided by the Montreal Statement on Research Partnerships and is in the

process of adopting the Global Code of Conduct for Research in Resource Poor Settings

which deplores ‘ethics-dumping’. Ethics-dumping refers to the practice of resource- rich

countries conducting research in resource-poor countries as a way of avoiding ethical

approvals. Wits and South Africa (as a middle income country) will occupy a pivotal role

in this by acting as both a resource- rich and poor partner depending on the status of the

other partners.

Other imperatives for 2021 will be to continue to deal with the aftermath of the COVID

inspiredlockdownanditsimpactonlaboratoryandfieldbasedresearch.Otherimportant

initiatives will be to attract and enable talented researchers and postgraduate students

by providing a conducive environment in which they can best produce their research.

The Wits strategic plan is premised on a vision that recognizes the diverse activities which

academic staff are required to perform and recognizes that an enabling environment

is fundamental to the success of Vision 2022. Research and student outputs will also be

used to generate additional resources in order to provide a sustained growth of the

research enterprise in our University to become ‘world-class’. Key focus areas to be

activelyencouragedandsupportedinclude(innospecificorder)researchinto:

• Robotics/ArtificialIntelligenceande-Research(i.e.,research

related to large and/or complex digital data sets)

• e-Health (and particularly creating a Health focused “Tshimologong”)

• Mining science and engineering

• Material science and engineering

• Livable Cities and Inequality

• Deep convergence of emerging technologies like nano-, bio-,

info- and cognitive technologies with media technology yielding

the concept called STEAM; that is, adding art to the science,

technology and mathematics combinations.


2.5. Council’s Objectives for 2021

TheobjectivessetbyCouncilforeachcalendaryearreflectcurrentgovernancepriorities.

They are informed by consideration of the University’s progress towards its mission and

strategic goals, and provide direction for the functioning of the Council, the Senior

Executive Team and Senior Management.

Council has prioritized the following objectives for 2021:

1. The development of a new Strategic Plan to follow on from the Wits Vision

2022 Strategic Framework

2. The Roadmap, to be developed in the course of 2021 would include, amongst

others:

• How the University would deliver on its mandate for the public good in

responding to society and its challenges

• How the University would direct its intellectual and human capital to

impact upon policy decision making and policy choices so as to facilitate

positive change within the country and the continent

• HowtheUniversitywouldensurelongtermfinancialsustainability

• How blended and new forms of learning would be embraced.

CouncilrequirestheSeniorExecutiveTeamtodefinetheabovementionedindicators

inmoredetailforinclusioninthe2021InstitutionalScorecardwhichwouldalsoreflect

the following elements highlighted by Council members:

1. Research - Wits will remain a research-intensive university, and will focus on the

following:

• Developing the research pipeline including postgrads, postdocs, young

scholars

• Continuing with discovery, applied and innovative research

• Conducting research that impacts on society

• Ensuring interaction between research and teaching.

2. Academics - teaching and learning:

• Postgraduate focused

• Enrolment plan should continue on an increased PG trajectory

• Consolidation of short courses into a one suite/offering (income generator)

• Student success to remain a priority.

3. Social impact:

• Impact on society through our teaching, research and service;

• Work closely with the public/private sector and civil society

• Buildstrategic,mutuallybeneficialpartnerships(local,international),

especially with the City of Johannesburg incl. Braamfontein, Frankenwald,

Wits Rural facility and Agincourt.

4. Internal affairs to focus on:

• Transformation

• Institutional culture

• Staff wellness.

5. Sustainability:

• Financial

• Environmental.

In recognition of its function as stipulated in the Institutional Statute, the Council further

commits itself to the following:

1. CouncilaffirmsitsresponsibilitytogoverntheUniversityasdeterminedbythe

Higher Education Act and the University’s Statute

2. Council will, through the Senior Management Team, deliberately advance the

University’s role as a public higher education institution, working for the public

good

3. Council will make decisions that promote and protect the long-term

sustainability, inclusiveness and autonomy of this institution as a research-

based university, including creating a safe environment for the expression of a

multiplicity of views

4. Council will ensure and enable academic freedom within the University and

will champion institutional autonomy

5. Council will discharge its statutory responsibilities by:

• ensuringthatmanagementgivessufficientattentiontothefinancial

sustainabilityoftheUniversity,includingsystemsoffinancialcontroland

planning, and that transparency in determining the budget is given priority,

and effectively monitored

• EnsuringthatallCouncilcommitteemembersfulfiltheirobligationswith

integrity and to the best of their ability

• Ensuring that all reports required by legislation (e.g. Annual report/

Annual Financial statements) are submitted timeously and provide

anaccurateandfactuallycorrectreflectionofthebusinessand

sustainability of the University

• Ensuring that all rules and policies, and the approval thereof, are in the

best interests of the University

• Creating a healthy environment free of prejudice, gender and race

discrimination, which provides support for all University stakeholders

regardless of their status.

6. Council will support management in its pursuit of academic excellence and

promotion of the Wits experience by:

• Monitoring the success and throughput of students

• Overseeing the agreed upon enrolment size and shape

• Encouraging an environment that is consultative and inclusive.

7. Council commits to ensure structures for interaction and engagement with

studentsoperateefficientlyandoptimallyaddressrelevantandappropriate

issues in a proactive manner

8. Council commits to take into account staff wellbeing when making decisions

or overseeing relevant policies

9. Council will continue to drive transformation as an overall and ongoing

objective; particular goals in relation to staff and curriculum will be prioritised

10. Council will ensure that the University’s mandate as a research-intensive university is

prioritised.


3. LEGISLATIVE MANDATESThe Higher Education Act, 1997 (Act No. 101 of 1997) provides the legislative framework

that determines, among others, the University’s legal standing. The Institutional Statute

gives effect to this Act and any law relating to the University, and promotes the effective

and responsible management and governance of the University in respect of matters not

expressly prescribed by law.

The University commits to complying with the broader legislative framework in addition

to the Higher Education Act and continues to ensure that its administrative structures are

set up to ensure proper compliance with all statutory responsibilities. It takes very seriously

its obligation, as a publicly funded institution, to exercise good corporate governance

in respect of all of its activities through effective leadership, which is characterised

by the ethical values of responsibility, accountability, fairness and transparency. This

encompasses:

• the creation and ongoing monitoring of an appropriate and dynamic system

of checks and balances to ensure the balanced exercise of power within the

University

• the implementation of a system to ensure compliance of the University with its

legal and regulatory obligations

• the implementation of a process whereby risks to the sustainability of the University’s

businessareidentifiedandmanagedwithinacceptableparameters;and

• the development of practices which ensure the accountability of the University to

its stakeholders and the broader society in which it operates.

Other policy and legislative prescripts impacting on the University include:

• The White Paper for Post Schooling Education and Training, approved by Cabinet

in2013definedthecountry’svisionforthepost-schoolsystem,withtheUniversity

recognizing its main role in the conducting of research as its contribution to the

main priorities as set out in this Paper

• The National Development Plan (NDP) with South Africa’s constitutional values

entrenched therein and underpinned by the need to redress the ills of the past,

and to promote non-racialism and non-sexism.

The Acts listed below impact on the everyday business of the University:

• Basic Conditions of Employment Act; Act 75 of 1997

• Broad-Based Black Economic Empowerment Act, Act 53 of 2003

• Companies Act, 2008 (Act No. 71 of 2008)

• Constitution of South Africa 1996

• Consumer Protection Act (CPA), Act 68 of 2008

• Copyright Act, Act 98 of 1978

• Electronic Communications and Transactions Act (ECTA), Act 25 of 2002

• Financial Relations Act, Act 65 of 1976 – whole act repealed except for 27 & 28

• Labour Relations Act, Act 66 of 1995

• National Environmental Management Act, 107 of 1998

• NationalQualificationsFrameworkAct,2008(ActNo.67of2008)

• Occupational Health and Safety Act, Act 85 of 1993

• Pension Funds Act, Act 24 of 1956

• POPIA Act (2013) and 2019

• Promotion of Access to Information Act (PAIA), Act 2 of 2000

• Promotion of Administrative Justice Act, Act 3 of 2000

• Regulation of Interception of Communications and Provision of Communication-

Related Information Act (RICA), Act 70 of 2002

• Skills Development Act, Act 97 of 1998

• Skills Development Levies Act, 2010 (Act No. 24 of 2010)

• SouthAfricanQualificationsAuthorityAct,Act58of1995

• Universities Act of 1995.


STUDENT ENROLMENT TARGETS FOR 2021

Indicator Actual 2019

Target 2020

Target 2021

Mid-year target

Strategies and activities to reach target/achieve objective

ACCESS

First-time entering undergraduates

5 463 5 708 5 500 5 500

• Daily, automated monitoring of real-time enrolments allows University to manage enrolments proactively.

• Senior Executive Team which includes Deans of Faculties monitors statistical trends on a weekly basis

• Reporting at Senate to create awareness

• University’s admission requirements are strictly applied

• Opportunities exist for alternate access as occasional students via the Wits Plus platform

Headcount enrolments

39 750 40 015 40 083 35860

Headcount enrolments (Foundation Provisioning)

NA NA NA NA

Headcount enrolments total UG

24 916 24 789 23 919 23 919

Headcount enrolments total PG

14 834 15 226 16 164 15 520

EnrolmentsbyMajorfieldofstudy

Science, Engineering, Technology

19 794 20 877 20 911 20 911

Business/management

7 891 7 760 7 987 7 987

Education 3 314 3 596 3 456 3 456

Other humanities

8 750 8 702 8 649 8 649

4. KEY PERFORMANCE INDICATORS AND INSTITUTIONAL SCORECARD4.1. Enrolment Targets: Key Performance Indicators set by the

Department of Higher Education and TrainingThe table below includes key performance indicators from the DHET for student enrolment,

student success, research staff, and research output.


Distance education enrolments

400 1 000 1 000

• Online application and registration process to manage distance education

• Aggressive telephone and email follow up on all queries to convert to registration

• An extensive social media campaign to create awareness- particularly attractive in Covid and post Covid environment

SUCCESS

Graduates UG 4 855 4853 4679 2500

• Faculty-specificacademicunits (such as the Academic Development Unit for the faculty of Engineering of the Built Environment and the Science Success Centre) implement support programmes. These are monitored at faculty level and reported to Senate.

• A Student Success Framework was approved by Senate which will guide holistic students support, thereby impacting on student throughput and retention

• TheFirstYearExperienceprogramme focuses on increasing mentorship throughoutthefirstyear.This is closely monitored and appropriate interventions are effected timeously.

Graduates PG 5 110 6516 6794 1500

• Faculty-specificmonitoringof PG milestones to facilitate graduation in minimum time.

• DedicatedPGAffairsofficethat arranges various support initiatives

Success rate 83.26% 82% 82% NA

• Holistic student success framework using data-driven monitoring and evaluation. A Student Success Framework was approved by Senate which will guide holistic students support, thereby impacting on student throughput and retention

Undergraduate output by scarce skills

Engineering 535 548 524 NA • Prioritisation of student funding in collaboration with SETAs and industry scare-skills programmes. Also ISFAP funding directed towards degrees leading to occupations in high demand

• Faculty-specificstrategies,such as the consolidated Engineeringfirstyearwasimplemented

Life and physical sciences

534 413 399 NA

Animal and human health

640 619 655 NA

Teacher

education 523 832 834 NA

• PGCE was introduced as a part-time option to attract practicingunqualifiedteachers

Success rate 85% 85% 85% 85%

• Faculty-specificstudentsuccess intervention portal

• Capturing of interventions and monitoring by means of reports

EFFICIENCY

Headcount and FTE of permanent instructional/research professional staff

1197 1223 1235 1235• HR Interventions to improve

staffing:studentratio

% Staff with doctoral degrees

66% 64% 65% 65%• Staff bursaries in place to

facilitate and promote doctoral studies

Number of

nGap staff 9 9 14 14

• Applications for new post will be submitted on 30 November 2020

Ratio of FTE students to FTE instructional/research staff

13.42 15.93 15.72 15.72

• Managing down the undergraduate numbers to decrease workload and redistribute it so as to improve efficiencies

RESEARCH OUTPUT

Publication units

per FTE staff 1.82 2.22 2.31 2.31

• The Research Incentive System encourages publications and higher degree completions amongst staff.

• Progress is monitored regularly, allowing for early interventions

Research masters

graduates 868 885 952 952

• Extensive interventions at faculty and school level

Doctoral graduates

291 340 352 352


GrantEarmarked Allocation (R)

Breakdown of allocation Linkage to

performance indicators

Midyear performance indicator Budget (R) Projects

University Capacity Development Grant (UCDG)

R 24 995 000 R 24 995 000

University Capacity Development Plans implemen-tation

Promote undergraduate and postgraduate student success, staff development and programme/curriculum development in the priority areas in the University system

This grant took over the old Teaching and Research grants with effect from 1 Jan 2018 so it is in its second year of the three-year cycle. Activities in place to spend the allocation by end of the year. As at midyear, almost half of the UDCG has been spent.

Infrastructure and efficiencygrants

R 270 554 033R 270 554 033

Infrastructure requirements

New buildings extensions or alteration of existing buildings, refurbishment, renewal and replacements, ICT improvements

Grants comprise of Infrastructure &Efficiency,and Deferred Maintenance Grants. The allocation of R270 million includes R170 million from historic periods where projects are still in progress. Action plans are underway for these infrastructure projects.

Macro-Infrastructure Framework for the University Sector

R 25 488 750 R 25 488 750

Residual funds from New University Projects-Framework design for infrastructure requirements for the University Sector

Projects-Framework design for infrastructure requirements for the University Sector

R 25.489 million for the MIF-Support Team to manage the implementation of the MIF: 1/1/20 to 31/3/21

4.5. Earmarked Grants

Clinical Training Grant

R 91 779 000

R 52 212 000Clinical staffing

Access and Success Academic Excellence

The cycle runs from April-Mar 2021 and activities are in place to spend the allocation by end March 2021

R 0Non clinical academic staffing

R 27 763 000Support and technical staffing

R 3 500 000Operational costs

R 8 304 000 Equipment

Clinical training of SA Medical students returning from Cuba

R 15 714 824 R 15 714 824

Adherence with CTG Policy and used for students registered with the University for funded programmes. Funds only used for training purposes.


Funds have not been received for current cycle, and the spending is for residual funds from 2019/20 and 2020/21. Cycle is also April 2020 to 31 March 2021.

New Generation of Academics (NGAP)

R 12 955 550 R 12 955 550

5 posts phase of the New Generation of Academics (NGAP)

Component of StaffingSouthAfrica's Universities Framework

On track to spend the allocated amount for the year.

Foundation provision grant

R 431 000 R 431 000

Ministerial approved extended curriculum programmes

Linkage to students registered

On track to spend the allocated amount for the year.


University Capacity Development Grant (UCDG)

R 24 995 000 R 24 995 000

University Capacity Development Plans implemen-tation

Promote undergraduate and postgraduate student success, staff development and programme/curriculum development in the priority areas in the University system

This grant took over the old Teaching and Research grants with effect from 1 Jan 2018 so it is in its second year of the three year cycle. Activities in place to spend the allocation by end of the year. As at midyear, almost half of the UDCG has been spent.

Infrastructure and efficiencygrants

R 270 554 033R 270 554 033

Infrastructure requirements

New buildings extensions or alteration of existing buildings, refurbishment, renewal and replacements, ICT improvements

Grants comprise of Infrastructure &Efficiency,and Deferred Maintenance Grants. The allocation of R270 million includes R170 million from historic periods where projects are still in progress. Action plans are underway for these infrastructure projects.

Macro-Infrastructure Framework for the University Sector

R 25 488 750 R 25 488 750

Residual funds from New University Projects-Framework design for infrastructure requirements for the University Sector

Projects-Framework design for infrastructure requirements for the University Sector

R 25.489 million for the MIF-Support Team to manage the implementation of the MIF: 1/1/20 to 31/3/21

Clinical Training Grant

R 91 779 000 R 52 212 000Clinical staffing


The cycle runs from April-Mar 2021 and activities are in place to spend the allocation by end March 2021

4.3. Performance Indicators set by the Senior Executive Team

The Senior Executive Team, after consultation with various constituencies within the

University and with approval from Council, determined Internal Key Performance

Indicatorsassetoutbelow.TheScorecardgivesformandspecificitytotheobjectives

in the Strategic Plan for the current year, and also includes Council objectives and

operational milestones. The Scorecard is thus an internal tool that guides the work of

the Senior Executive Team to achieve particular outcomes that support the strategic

orientation of the University.


1. Enrolment and Teaching & Learning Success (30% Weight)

Indicator Source

Targets and Objectives

BaseYear-end

target

Year-end

stretch

1.1Undergraduate Enrolment - New

1stYears(full-time).

Registrar /

VP / DVC

Academic

5319 4978 4720

1.2Undergraduate Completion of

degrees.

VP /

DVC R&I

Academic

4846 4936 5010

1.3

Post Graduate Enrolment -

Honours, Masters and PhD + PG

Diplomas at NQF Level 8. All PG

Dips excluding the PGCE (NQF7)

DVC R&I

Registrar 15195 15295 15495

1.4 Online Rollout Programme VP / DVC

Academic 562 662 700

1.5

Post Graduate graduations

- honours, Masters and PhD

completion of degrees Excludes

all PG Dips

DVC R&I

Registrar 3517 4205 4415

1.5.2

Average time in years for

completion for the Masters by

research degrees beyond the

expected 2 years

DVC R&I /

Registrar2.8 years 2.5 years 2.0 years

1.5.3

Average time in years for

completion for the PhD degrees

beyond the expected 3 years

DVC R&I /

Registrar4.9 years 4Years 3 ,5 years

1.6Science, Engineering and

TechnologyProfile

VP / DVC

Academic 50.4% 51 % 51.1%

Mid-year

indicator

Strategies and activities

to reach target/achieve

objective

Explanation/Notes

4720

Management of the real-time enrolment platform at the beginning of the year.

Weekly tracking with faculties.

Reverted to 2020 targets

Initial target of 5182 which allows for attrition rate

in the course of the year.

2500

Working with faculties and

implementation of student

success initiatives.

13560

Management of the real-time enrolment platform at the beginning of the year.

Daily tracking with faculties

Achieved 15195 in 2020

436Active social media

campaign

1500

Working with faculties and implementation of student success initiatives.

used last previous two year average increase/

decrease in for base and stretch

NAWorking with faculties and implementation of student success initiatives.

Masters Completion period 2 years

NAWorking with faculties and implementation of student success initiatives.

We expect PhD to be completed in 3 years: As

above

51.5%Careful moncditoring of real-

time enrolment platform

Strategic Priority: Academic Excellence Wits is committed to providing high-quality education that is globally competitive and locally relevant. It seeks to be the preferred academic destination for talented students, staff, and scholars who value intellectual excellence and the diversity of people, places and ideas. This quest for excellence starts in recruiting and enrolling talented students, empowering them at the undergraduate level with the best knowledge available and enabling them to think critically within and beyond the classroom, in order to move South Africa forward.

Wits is committed to the creation of new knowledge from the vantage point of the global south, and to driving the development of high level and scarce skills through our postgraduate students, in order to address the problems of the 21st Century, many of which we are still to encounter. Wits will continue to drive integration of technology, advanced curricula, blended learning, digital programmes, augmented teaching and innovative learning options through our academic efforts. Key drivers to achieve this strategic priority include Wits’ commitment to increase its postgraduate numbers, to adhere to the 2020-2024 enrolment targets, and to enhance its completion rates.


2. Research Output and Profile (25% Weight)

Indicator Source


BaseYear-end

target

Year-end

stretch

2.1Accredited Research Output (measured in DHET units)

DVC Research and Innovation – Provided by DHET in December 2021 which will reflectthe2020publications

1 996 2 060 2 200

2.2Number of Journal Articles published in ISI indexed journals

DVC Research and Innovation - extracted from the Web of Science portal

2 900 3 100 3 300

2.3

Number of permanent academic staff publishing and reporting research, measured on a rolling three year average basis

DVC Research and Innovation

650 700 800

2.4

Postdoc productivity: number of accredited publications per postdoc averaged over a rolling 3 year period

DVC Research and Innovation – BIS provides these data

1.2 1.5 2.0

2.5Research Contracts Income for the Wits Group

DVC Research and Innovation – data provided by Bev Manus, WE and WHC

R 1 430 000

000

R 1 550 000

000

R 1 700 000

000

2.6Number of commercial deals concluded in 2021

DVC Research and Innovation – WE will provide the data

2 3 4

2.7Number of new spinout companies established in 2021

DVC Research and Innovation – WE will provide the data

1 2 3

Mid-year

indicator

Strategies and activities

to reach target/achieve

objective

Explanation/Notes

1360Creating a research conducive environment

Speaks to research intensity and subsidy, but is a poor indicator because it is only available once a year and speaks to the performance in the year before

2180

Creating a research conducive environment with incentive given to ISI indexed publications

Speaks to quality of research. By avoiding the proportion bit we can give real-time progress report based on the Web of Science data from the portal. The down side is one cannot reproduce the data at the month time scale

528 Performance managementSpeaks to productivity in a research intensive university. Again data is not real time and are only available once a year

1.0 Performance managementSpeaks to the pipeline and research intensity. Again data is not real time and are only available once a year.

R 1 023 000

000 Encourage funding beyond the NRF

Speaks to engagement with agencies, foundations, ‘industry’ and government. This is a real-time indicator

2IP scouts look out for opportunities that can be commercialised

This is done with the input of Wits Enterprise

2

Selecting IP with commercial opportunity so that spinout has a chance of being successful

This is done with the input of Wits Enterprise

Strategic Priority: Research and Leadership Wits is a research-intensive university that remains committed to supporting and enhancing discovery, applied and innovative research, that is globally competitive but locally entrenched. Wits is actively engaged in high quality research in the broad fields of natural science, medical and health science, social science, the humanities, and engineering and technology.

Wits seeks to produce increasing amounts of research with impact - research that changes disciplinary thinking (discovery research); research that influences policy and practice (translational research); and research that can be taken to the market to generate economic activity (innovative research). Wits further seeks to create a conducive environment in which postgraduate students and postdoctoral fellows can create beneficial knowledge. Research outputs and productivity, and the income generated from contract research remain the key indicators for tracking this strategic priority.


3. Technology and Infrastructure (10% Weight)

Indicator/performance driver Source Objectives Mid-year

indicator

3.1

Deliver ICT projects

to enable Digital

Learning

COO

• ImplementationoftheUnifiedCommunicationsProject

• Implementation of Canvas• Cybersecurity risk management• Expansion of Wits internet access to all teaching

sites

NA

3.2

Stabilization of

network and services

offered by Wits ICT

COO

• Ensure optimum achievement of network performance

• Ensure appropriate and adequate management of services

NA

3.3

Manage the multi-year prioritised maintenance and compliance programme within the timelines

determined.

COO

• UndertakeprojectstoreplaceidentifiedHVACsystems

• Ensure electrical compliance projects for identifiedbuildings.

• Undertakestructural/waterproofingprojects

NA

3.4

Manage the DHET-

funded Macro

infrastructure projects

COO

• Activate the remainder of the Wits DHET IEG 5th cycle projects for construction completion by end 2022.

• Submit funding in response to DHET 6th Cycle IEG funding application by due date.

• Adhere to DHET quarterly and annual reporting requirements.

• Progress 50% compliance on DHET 17-point asset and infrastructure compliance matrix.

NA

3.5Implement Green

initiatives COO

• Develop design performance standards and philosophyforthepossibleretrofittingofgreeninfrastructure to existing building, in support for the Wits Infrastructure Sustainability Strategy.

• Facilitate and support the development of the Environmental Sustainability Plan

• Implement waste recycling Initiatives• Promote and protect indigenous plans• Implement waste recycling Initiatives

• Promote and protect indigenous plans

NA

Strategies and activities to reach target/achieve Expla-nation/Notes

• ImplementandmanagetheUnifiedCommunicationsProjectby31December2021.• Implementation of the LMS project and management of the implementation partner by 31

December 2021.• Execute the cybersecurity roadmap, create cyber awareness and prevent cyber attacks• Expansion of Wits internet access to all teaching sites

• a) SET established task team to review ICT strategy and operating model by 1st quarter of

2021.

• b) Experts from internal and external stakeholders investigating root cause of system instability

and conducting performance tests on a weekly basis.

• c)ICTinfrastructureinvestmenttoaddressinefficienciesandstrategicgrowthorenhancements

beingdevelopedforDHET6thcyclefundingapplicationbyfirstquarterof2021

• Complete Biology building HVAC replacement• Undertake North west engineering HVAC• Undertake electrical compliance in 3 buildings per campus • Undertakewaterproofing/structuralprojectsin8differentlocations

• Activate and award work packages both construction and consulting services against concluded construction and professional services framework contract, aligned to DOAD and governance requirements.

• Conclude strategy consultation with stakeholders by end of year, aligned with the adopted 2020 Review of the 2009 Wits Spatial Development Framework.

• Ongoing monitoring of monthly project report, and quarterly annual submissions to DHET.• Deployment of the Wits IWMS system subject to award of tender, continued conditions

assessment to be undertaken by built environment professionals admitted to the Wits professional services database, submit reviewed and adopted 2020 Wits Spatial Development Frameworktothefirst2021Councilmeeting.AdoptareviewedandsimplifiedInfrastructureProcurement and Delivery Management System, embedded and aligned to the Wits IWMS system provision.

• Incorporate green initiatives as part of the scoping investigations for all approved capital works withinthecostofafinancialcostbenefitanalysis.

• In partnership with academics, develop and submit University sustainability framework• Undertake campaign and promote campus recycling encouraging students’ participation• Develop a plan outlining types of indigenous plants on Campus and how they will be

protected

• Develop a plan outlining types of indigenous plants on Campus and how they will be

protected

Strategic Priorities: An IT Savvy Institution & Wealthy and Resourced In order to fulfil its key mandate, the sustainability of the University is a priority, be it financial, infrastructural or environmental. Wits has to remain sustainable and well-resourced, as articulated in the University’s 2022 strategic vision, and must develop the necessary physical and digital infrastructure in order to advance the University’s core operations and activities including research, teaching and learning, and advancing the public good.

The key deliverables for 2021 include the enabling of ICT projects that enhance digital and online learning and teaching, campus development (including green initiatives) and financial solutions to ensure the sustainability of the University, including the generation of income through the Centenary Campaign.


5. Fundraising (5% Weight)

Indicator/

performance driverSource

Targets and ObjectivesMid-year indicatorBase Year-end

targetYear-endstretch

5.1

Fundraising

projects - new

money raised

VP R136m R140m R144m R92m

5.2Centenary

CampaignVP

R1,9 billion (in

cash, gifts,

sponsorship and

pledges)

R2,0 billion (in

cash, gifts,

sponsorship and

pledges)

R2,1 billion (in

cash, gifts,

sponsorship

and pledges)

R1,0 billion

4. Finance (10% Weight)


indicator

4.1 Budget 2022 CFO

• Propose and obtain approval at Finco and Council for, a break-even result for the 2022 Council Controlled budget, a Residences budget in line with the long-term break-even plan, and a zero-result budget for restricted income.

NA

4.2

Provide continuity to the strategic financeplanto deliver sustainability presented at Council Retreat.

CFO• TheBusiness,CommercialandEfficiency

responses proposed to be followed through with initiatives in 2021/2022.

NA

4.3 NA CFO• DelivertoDOHET,anunqualifiedbyauditors,set

of Financial Statements on the due date, and all grant audits on the deadline date.

NA

Strategies and activities to reach target/achieve objective Explanation /Notes

• Continue to prioritise lead gifts to the Campaign

• ConfirmkeyCentenaryprojectandpotentialmajorgiftdonorprioritisation

• Appropriately increase intensity of engagement with potential major gift donors

across all key geographies: SA, UK, US and Australia

• Continuously build the capability of Wits Executives and Campaign Ambassadors to

promote the Campaign

• Ensure funding opportunities and appropriate recognition at all levels – including

providing adequate processes and support material for Wits Faculties and Schools to

manage and promote their Centenary initiatives.

• Refinecampaignbrandandmessaging

• Develop and implement bespoke communication programme to multiple

stakeholders and donor sectors

• End 2021 with a very solid platform and story leading into the Centenary year – 2022.

In 2020

Achieved R279

includes Kirsch

Foundation

contribution of

R150 million)

Strategies and activities to reach target/achieve Explanation/Notes

• Design on most recent assumptions a model that will support a break-even budget, is fair and equitable to all stakeholders and provides for all major out of parameter costs.

Planning an outcome in line with Wits strategy, meeting student /union and academia demand for scarce resources, delivering a break-even outcome is scientificallymanaged.

• SET established task team to review ICT strategy and operating model by 1st quarter of 2021.

• Experts from internal and external stakeholders investigating root cause of system instability and conducting performance tests on a weekly basis.

• ICTinfrastructureinvestmenttoaddressinefficienciesandstrategic growth or enhancements being developed for DHET 6th

cyclefundingapplicationbyfirstquarterof2021

ThecoreriskidentifiedattheUniversity has been the challenge to follow of reduced fees and subsidies in 2021 onwards.

• Complete Biology building HVAC replacement• Undertake North west engineering HVAC• Undertake electrical compliance in 3 buildings per campus • Undertakewaterproofing/structuralprojectsin8different

locations

The year-end process requires guiding a process that is time sensitive and requires sequential

planning.


6. Institutional Culture (5% Weight)


indicator

6.1Safety and security

initiatives COO

a) Ensure the safety and security of the university community and assetsb) Modernization of technical security systems in support of safety and security

NA

6.2 Staff wellness VP

a) Implement management support programme b) Implement the Policy on Academic Bullyingc) Maintain the online and physical wellness interventions by Kaelod) Annual wellness weeks in conjunction with Medical Aid Schemes and Brokerse) Create a conducive and collegial space

NA

6.3 Student wellness Dean of

Students

Implementation of the student mental wellness strategy, with emphasis on the provision of mental wellness services and support in a blended format

NA

6.4Campus Housing and

Residence

Dean of

Students

Implement residence life and support programmeswithanemphasisonfirstyearstudents

NA

6.5First year enrolments

in residences

Dean of

Students

The policy requiring 50% of residence beds

beallocatedtofirstyearstudentsby2021,

be amended and postponed to 2022. This is

as a result of the impact of Covid-19 and the

ongoing uncertainties in this respect.

For 2021, the target will be 40%

NA


a) Prevention of crime through improved response time to incidents. Implementation of targeted crime prevention initiatives. Evaluation of perception of safety and security.b) Implementation of a digital radio communication system and a digital management reporting system. Continue the investigation into the replacement of the current access control system, and the implementation of a smart technology surveillance solution.

a) Partnership arrangements between Medical Aid Schemes, Brokers and Kaelo Lifestyle

b)CollaborationwithSocialJusticeOfficesandEmployeeRelationsOfficetoimplement

the Policy on Eradication of bullying.

c) Renew service provider contract with Kaelo Lifestyle

a) Counselling services provided in blended format: face to face counselling, online counselling, online mental wellness advocacy and awareness raising campaigns, online psychiatric support b) Wits crises line and APP improved marketing of service and usagec) Blended service standards set

a) Residence Academic Advisor appointmentsb)FirstYearSupportinitiatives:orientation,academicsupport,residencelifeprogrammesc) First year seminars offered in residences system provision.

a) Marketing/ communication strategies to inform prospective students about residence

placement policy

b) Review of admissions systems and processes in support of full implementation in 2022

protected

Strategic Priority: Wits Experience Wits wants to be renowned for creating an intellectually vibrant, socially embracing and culturally diverse teaching and learning environment. Wits is committed to being student-centred and to developing an inclusive institutional culture, where the diversity of people and ideas are embraced. The University further seeks to attract, develop and retain high calibre and distinguished scholars and professional and administrative staff by offering a welcoming and collegial environment, and for cultivating a positive and lasting distinct experience for all who become associated with Wits, by promoting critical enquiry, debate, independence, accountability, and the advancement of the public good.

Wits wants to develop resilient students and staff, who are fearless in their pursuit of new knowledge and innovation, who are critical thinkers, problem posers and problem solvers who are change agents. Wits seeks to be a safe space for the entire community and a beacon of hope for South Africa. The 2021 year sees an emphasis on staff and student wellness, residence support programmes, and safety and security initiatives, including programmes that address gender-based harm.


7. Transformation (5% Weight)

Indicator Source


BaseYear-end

target

Year-end

stretch

7.1

Staffing-raceIncludes all staff on person type employee. Permanent cohort. Excludes SET members, academic co-ordinator, trainee, visiting and honorary, attorney and senior attorney, interns, professor emeriti, teaching and research assistants, external persons, psychologists, in-house counsellor and postdoctoral fellows.

VP

25% 26% 27%

Objective: Increase RSA African

and Coloured academic staff as a

% of all academic staff by 1%

7.2

Staffing–gender/raceSame note as above. Furthermore, the Carnegie research project, which is underway, will allow us to better understand the barriers and drivers to addressing the effectiveness and sustainability of equity interventions. Once this has been understood, increased targets would be considered.

VP 3% 4% 5%

7.3

Number of RSA African and Coloureds Women in Science with Doctoral degrees. Includes Lecturer to Professors with PhD’s. (Permanent and temporary).

VP 24 26 30

7.4

Number of Staff with Doctoral degrees. Includes new appointments with PhD’s (permanent and temporary). Appointments are subject to vacancies

VP/ DVC Academic

941 980 950

7.5 Curriculum ResponsivenessDVC Academic Deans

Enhance the quality and currency of curriculum design and delivery toproviderelevantandflexible

learning opportunities for diverse students

Mid-year

indicator

Strategies and activities to reach target/achieve

objective

Explanation/

Notes

26%

New appointments and promotions will include addressing underrepresented groups. Development support for RSA African and Coloureds will be provided under the Carnegie Early Career Development and the university bursary scheme.

4%Career development support for RSA African and Coloureds will be provided under the Carnegie Early Career Development.

24Vacant VCEE posts will be directed towards increasing the number of African and Coloureds Women in Science.

950

Two prong strategy to grow the number of staff with PhDs: a) set recruitment requirements in all Faculties to include a PhD (this is simpler to do in some Faculties than in others, but this is the challenge), and b) to provide space for existing staff without PhDs to complete their PhDs as soon as possible. This may include buying time off from teaching to complete research for the degree. The ECAD programme is once such programme.

a)StrengthentheQualityandAcademicPlanningOfficeinorder to provide increased support to academics and quality assurance of curricula.b) Expand the number and reach of academic development professionals in the CLTD and in faculties to support academic staff in developing courses in blended and online modes of delivery.


8. Impact (5% Weight)


indicator

8.1 Research impact SET

a) Increase number of publications in the top twentyidentifiedresearchjournalsbyimpactfactor in all research focus areas. b) Increase number of patents.c) Increase number of grants with Industry and other external bodies. d) Increase number of book chapters and books with reputable publishing houses.e) Track citations of journal articles, book chapters and books.

Manage and coordinate the Wits Group more tightly as entities with impact on society

NA

8.2 Institutional Strategy VC

a) Develop Roadmap for development of a new Strategic Plan by April 2021b) After Stakeholder consultation, draft new Strategic Plan by Nov 2021

NA

8.3Graduate employability

SET

a)Tracknumberofgraduateswhofindmeaningful employment within 6 months of graduating and leaving Wits (not continuing with studies or postdoc).

NA

8.4 Cohesion SET

a) Student Affairs and GEO campus wide campaign in blended format on gender-based violenceb) Begin curriculum development for part-time, blended PGDip or MSc in Innovation that can be taken simultaneously with a PhD in any discipline at Wits.c) Coordinate research across different Schools and Faculties through Deans’ Select Committees.d) Actively develop shared research spaces to facilitate trans-disciplinary activities.

NA


a) Each discipline needs to a priori identify its top twenty research journals by impact factor and encourage researchers to publish in these journalsb) Enhance innovation culture at Wits.c) Faculties need to explore Research Admin capacity to assist with grant seeking.d) Develop a book publishing strategy to facilitate increased publication of book chapters and books with reputable publishing houses.e) Develop a standardised system for tracking citations for journals articles, book chapters and books comparatively over time.

a) Set up working group with assistance of external expert

b) University wide consultation process – staff / students/ alumni

c) Collation of new strategic plan

a) Each School to work with Alumni Affairs to actively track its alumni and involve its alumni in its affairs

a) Work in partnership with Wits Plus to begin to setup the new PG programme in innovationb) Set up at least 5 Deans’ Select Committees covering areas of multidisciplinary research in the university c) CPD to actively manage and plan common research areas.

Strategic Priority: Innovation and Social Leadership Wits is a national asset that punches above its weight in the world. It produces world-class research with impact, influences decision-making at a national level, leads innovation and serves society in multiple ways.

For 2021, it aspires to be develop a new University vision and strategy that will craft a future for the University, but that will also seek to influence the future trajectory of other social actors in society, both local and abroad, from its unique epistemic vantage point in the global south.


9. Operational Efficiency and Effectiveness (5% Weight)


indicator

9.1Cleanliness and maintenance on campus

COO

a) Improve Campus Cleanlinessb) Introduce use of technology to improve Campus Cleanlinessc) Enforce quality service deliveryUndertake planned and reactive maintenance on all activities under PIMD.

NA

9.2

Service Excellence in academic administration

SETRoll out of SOP ‘s for all student facing service units, centrally, and in faculties and schools.

NA


a) Re-training of Staff in new cleaning methodology brought by the pandemicb) In line with cleaning industry trends, introduce improvements and innovationc) Implementation of standard operating proceduresd) Issue and complete planned and reactive maintenance work orders. Undertake proactive inspections across the property portfolio.

Set up as part of KPI’s for Heads of Units/ HOS / Deans.

Strategic Priority: Excellence in Governance, Management and Support Services It is essential that people, processes, and systems are synchronised to enable the University to operate as a world-class institution.

Wits aspires be a leader in its governance and operational efficiency. Focal points for 2021 include adopting a student-centred approach, the implementation of the performance based remuneration system, and campus cleanliness and maintenance.


5. OVERVIEW OF BUDGETS, CASH FLOW, AND MTEF ESTIMATES5.1. Budget process and overview

The Senior Executive Team (SET) oversees the allocation of resources for the University

ensuring that governance processes are followed so as to promote the attainment of

the goals, strategies and objectives of the institution including medium and long term

sustainability. The annual budget process captures the growing wants and needs placed

against limited resources. The budget process starts mid-year ending in December when

the overall budget for the following year is approved by Council at its last meeting of

the year. Several meetings are held during the budget preparation process. The initial

meeting for budget roll out planning is carried out between members of the SET and

financemanagersaligningbudgetingwithstrategyandanticipatedresourcelimitations.

Parameters,assumptionsandspecifictimeframesfortheprocessarediscussedandagreed

so as to deliver a coordinated sustainable budget within the governance processes. The

ChiefFinancialOfficer (CFO)andhis teamholdaworkshopwithfinancemanagers to

discuss the budgeting approach. Budget holders in faculties and divisions supported

by financial managers prepare budgets based on the roll out plan in a consultative

process. The process within faculties and divisions includes Deans, Heads of Schools and

departmental heads as key role players.

TheCFOandfinanceteammeetwithfacultiesanddivisionstodiscusstheirbudgets in

detail once initial budgets have been prepared and thereafter brief the Vice Chancellor

andVicePrincipalonthefirstversionoftheconsolidatedbudget.Atanotherscheduled

specialmeetingofSETandfinancemanagers,thefirstversionofthebudgetispresented

following which iterations of the budgets are agreed to achieve a sustainable outcome.

ThefinalbudgetispresentedataspecialSETmeetingtoobtainapprovalforthebudget

before it is taken to the Finance Committee (FINCO) and Council. The budget is presented

at FINCO at its last meeting of the year for approval and recommendation to Council for

finalapproval.AtthelastmeetingofCouncilthebudgetispresentedandfinallyapproved.

Control of the budget is done through monitoring and reporting of budget versus actual

results during the course of the year with variances explained at meetings of SET. Reports

5.2. Key Assumptions

Council and residences budgets:Budget 2021 preparation was done under conditions of revenue uncertainty due to Covid

and lockdown effects (negative GDP growth). Breakeven budgets have been projected

forCouncilunrestrictedbudgetwithtrade-offsmadeinanticipationofflatrevenuegrowth.

Forresidencebudgets,deficitbudgetsareprojectedoverthethreeyears.Theprojections

are as per annexure 1 below. Key assumptions are as follows.

Thecurrentuncertaintyaboutgovernmentfundingunderpinnedtheassumptionofaflat

subsidy–sameas for2020.Nofirmnumber forsubsidy for2021yet.Subsidyprojections

include the gap funding grant which has been rolled into the block as per DHET ministerial

letter. A contra has been budgeted in the expenses to cater for the gap funding; the

awards will be processed internally by the university as directed by DHET with the phase

outoverthethreeyearsto2021.2021subsidygrowthisprojectedtobeflatandassumed

to grow at 5% annually thereafter. The amount of subsidy attributable to Residences in

respect of 0% fees increase for 2016 has been escalated at CPI and deducted from block

subsidy.

Tuition income projections are based on enrolment plan and university’s strategy. It is

assumed that fees will increase by 4.7% in 2021 and 5% annually over the period.

Other income is projected to drop in 2021 due to lower interest rates and capital balances

and grow at 5% over the projection period. Salary increase has been assumed to be 0% in

2021 subject to positive negotiation with organised labour and thereafter 5% on average

for both academic and professional and administration staff from 2022 to 2023.

Trade-offs had to be made in arriving at a breakeven budget for 2021 – a proportion

of vacancies were frozen, disproportionately more under professional administration staff

than academic in order to protect core academic needs.

General operating costs for 2021 were budgeted at 10% less than 2020 with the exception

of library where foreign exchange is weaker than in previous year, administered increases

for utilities andexpenseswhere contractual obligations cater for unavoidable inflation

adjustments. Bad debts provision was increased to mirror the trends in collections in line with

latestdifficulteconomicconditions.2022and2023inflationassumedtobe5%.Residences

are ring fenced and self-funding as per HE Act - all additional costs due to insourcing are

apportioned to residences accordingly. Due to insourcing costs and the limited growth in

incomeitisinevitablethatResidenceswillbeindeficit.Accommodationincomehasbeen

assumed to grow by 6.7% in 2021 and 7% annually during the projection period.

Operating costs for 2021 have been contained with the exception of utilities and thereafter

to grow by 5% on average. Lease costs incorporate the new treatment required by IFRS – the

adjustment results in a large debit to the income statement. The budgets and projections

includetheWitsJunctionresidences.Deficitbudgetsareprojectedfortheperiod.

Specifically funded activitiesUncertainties in the economy underpin the projections. A drop in income has been

projected.Inrespectofrestricted,specificallyfundedactivitiesanoverallgrowthof5%has

been projected. This category of activity has to be self-funding. It is managed according

to individual contacts with respective funders.

Cash flow projectionThecashflowprojectionbalancesfor2020to2023includeearmarkedgrants.


Council controlled - UnrestrictedSpecificallyfunded activities - Restricted

2020 2021 2022 2023 2020 2021 2022

Line item R’000 R’000

Total Income 4 767 170 4 691 634 4 926 216 5 172 526 809 483 584 276 613 490

State grants 2 151 649 2 125 754 2 232 042 2 343 644

Earmarked State Grants 239 731 106 701 112 036

Tuition and other fees 2 269 332 2 280 759 2 394 797 2 514 537

Rental income 85 969 94 110 98 815 103 756

Income from contracts, grants, donations

569 752 477 575 501 454

Residences – staff

Student accommodation fees and meals

Other income 260 220 191 011 200 562 210 590

Less: Total Expenditure 4 777 570 4 691 634 4 926 216 5 172 527 809 483 584 276 613 490

Personnel cost-academic 1 539 533 1 513 446 1 589 118 1 668 574 244 099 89 744 94 231

Personnel cost – non-academic

1 498 925 1 428 004 1 499 404 1 574 374 27 616 24 338 25 555

Contracts-cleaning 20 065 21 068 22 121 23 227

Contracts-security 25 062 26 315 27 631 29 012

Maintenance 119 095 100 624 105 655 110 938

Rates and utilities 196 136 196 136 205 943 216 240

Other operating expenses 1 141 284 1 208 917 1 269 363 1 332 831 511 703 448 174 470 583

Depreciation 237 470 197 125 206 981 217 330 26 065 22 020 23 121

SURPLUS/ (DEFICIT) BEFORE TRANSFERS - 10 400 - 0 - 0 - 1 - - -

NET TRANSFER

SURPLUS (DEFICIT) FOR THE YEAR - 10 400 - 0 - 0 - 1 - - -

5.3 Consolidated Budget: 2020 – 2023

Student and Staff Housing TOTAL BUDGET

2023 2020 2021 2022 2023 2020 2021 2022 2023

R’000 R’000

644 164 517 941 542 702 574 784 608 767 6 094 594 5 818 612 6 114 489 6 425 458

26 330 26 330 27 647 29 029 2 177 979 2 152 084 2 259 688 2 372 673

117 638 239 731 106 701 112 036 117 638

2 269 332 2 280 759 2 394 797 2 514 537

85 969 94 110 98 815 103 756

526 526 569 752 477 575 501 454 526 526

7 737 7 899 8 294 8 709 7 737 7 899 8 294 8 709

461 480 494 683 524 364 555 826 461 480 494 683 524 364 555 826

22 394 13 790 14 480 15 203 282 614 204 801 215 041 225 794

644 164 600 438 608 773 639 212 671 172 6 187 491 5 884 683 6 178 918 6 487 864

98 943 - - - - 1 783 632 1 603 190 1 683 349 1 767 516

26 833 41 755 41 119 43 175 45 334 1 568 296 1 493 461 1 568 134 1 646 541

20 065 21 068 22 121 23 227

17 239 18 142 19 049 20 002 42 301 44 457 46 680 49 014

79 574 76 620 80 451 84 474 198 669 177 244 186 106 195 412

87 405 87 405 91 775 96 364 283 541 283 541 297 718 312 604

494 112 306 343 313 218 328 879 345 323 1 959 330 1 970 309 2 068 824 2 172 266

24 277 68 122 72 269 75 882 79 677 331 657 291 414 305 985 321 284

- - 82 497 - 66 071 - 64 428 - 62 405 - 92 897 - 66 071 - 64 428 - 62 406

- - 82 497 - 66 071 - 64 428 - 62 405 - 92 897 - 66 071 - 64 428 - 62 406


5.4.CashflowProjectionsofRevenueandExpenditure:2020–2023

2020 2021 2022 2023

Revenue (A): 5 840 490 5 855 982 6 085 911 6 377 980

State subsidy 2 172 258 2 131 066 2 194 367 2 304 085

State Earmarked Grants 229 603 131 651 131 651 131 651

Tuition fees and residence fees

2 162 947 2 359 529 2 480 687 2 608 093

Rendering of services 1 143 509 1 158 684 1 216 618 1 277 449

Interest income 132 174 75 051 62 589 56 702

Expenditure (B): 6 354 389 6 238 528 6 225 370 6 533 985

Personnel costs 3 252 143 3 252 143 3 414 750 3 585 488

Operational expenditure 2 650 526 2 280 100 2 405 076 2 537 289

Cleaning contracts 385 681 648 540 342 601 342 601

Loan Repayment / Interest expense

53 046 57 745 62 942 68 606

ICT Projects - Network 12 993 - - -

Net increase/(Decrease) in cash (A-B) -513 899 -382 546 -139 458 -156 004

Cash at beginning of year 1 783 916 1 270 017 887 471 748 013

Cash at end of year 1 270 017 887 471 748 013 592 008

Earmarked grants Balance end year 438 176 360 224 316 844 270 058

Cash at end of year - Excluding earmarked grants

831 841 527 247 431 168 321 951


5.5 Budget Capital Plan

Source of Funds

Name of project

University project

reference code

Current status of project

TOTAL Cost of project over

funding cycle (2020/21 to

2022/25)

DHET Contribution

to project over funding cycle

(2020/21 to 2022/25)

Wits Infrastructure/Capex Projects

Upgrade Central Animal Facility (CAF) for Central Animal Unit at Medical School

CPP059A Planning R 4 190 140

Redevelopment Of Zola Dental Clinic, Fitout And Equipment

WFHSRDP1 Planning R 8 098 730

Wits Dining Halls| Kitchens| OHS&E Compliance Redevelopment

WDHRDP1 Construction R 13 047 179

Wits FoHS Medical School Building Redevelopment: Surgical Skills Training Unit (9th Floor)

WMSBRD3 Construction R 1 136 356

Wits FoHS Medical School Building Redevelopment: Research Pharmacy Laboratory (10th Floor)

WMSBRD4 Construction R 904 669

DHET IEG Student Housing Projects

West Campus Village Student Housing Accommodation

CHSRURP_T01 Planning R 6 933 000 R 6 233 000

Knockando Hall of Residence-Williams Block Extension Student Housing Accommodation

CHSRURP_T03 Planning R 15 587 666 R 14 187 666

Barnato Hall of Residence Extension Phase 1: Student Housing Accommodation

CHSRURP_T04 Construction R 219 937 -

DHET IEG Infrastructure and Efficiency Projects

Specialist Equipment and Software for Disability

CPP0128 Construction R 1 744 141 -

University Priority (Special) Projects: Universal Access Improvements

PPUAI01 Planning R 953 544 R 953 544

University Priority (Special) Projects: Security Upgrades and ICT

PPICTS1 Planning R 6 000 000 R 4 000 000

C1. Campus Business Continuity Programme

OPCBC0A Construction R 4 882 972 R 4 882 972

Source of Funds Year 1 Year 2 Yr 3 Yr 4 Yr 5

WITS Contribution to project over funding cycle

(2020/21 to 2022/25)

Other Contrib. over funding

cycle (2020/21 to

2022/25)

Cashflow for project YR 1 of funding cycle (2020/2021)

Cashflow for project YR

2 of funding cycle

(2021/2022)

R 4 190 140 R 4 190 140

R 8 098 730 R 8 098 730

R 13 047 179 R 13 047 179

- R 1 136 356 R 1 136 356

- R 904 669 R 904 669

R 700 000 R 6 933 000

R 1 400 000 R 14 230 639 R 1 357 027

R 219 937 R 219 937

R 1 744 141 R 1 744 141

R 953 544

R 2 000 000 R 6 000 000

R 4 882 972


C2. Campus Sustainability, Energy EfficiencyProgramme

OPCEE0A Construction R 3 214 211 R 3 214 211

C3.CampusWaterproofingandFaçade Repair Programme

OPWFR0A Design R 4 352 552 R 4 352 552

C4. Campus Heat, Ventilation and Air-conditioning Upgrade and Repair Programme

OPVAC0A Construction R 3 877 738 R 3 877 738

C5. Campus Minor Works and Refurbishment Programme

OPMWR0A Planning R 2 057 072 R 2 057 072

C7. Campus Building Compliance | Safety & Health Environment (SHE) Programme

OPBCS0A Planning R 1 301 343 R 1 301 343

DHET Infrastructure and Efficiency Projects 2018 to 2021

Commerce, Law and Management Building Redevelopment

WCLMPURP_TO1 Planning R 87 928 022 R 42 817 327

Built Environment Precinct Expansion and Redevelopment

WEBEBEPD_TO1 Planning R 51 261 693 R 38 030 281

Wits Parktown Education Campus New Computer Laboratory Refurbishment

WECFURP_TO1 Planning R 5 096 410 R 3 745 461

Central Analytical Unit: MMU and Science Post Graduate Centre

WFSBEURP_TO1 Planning R 43 818 912 R 33 726 692

Lecture and Teaching Venue Audio Visual Equipment Upgrade

WICTIFRP_TO2 Planning R 5 010 207 -

Health Sciences Teaching & Student Resource Centre - Medical School Building Level 5

WMSBFURP_TO1 Planning R 55 592 593 R 41 466 868

Health Sciences Pharmacy Teaching Laboratory - Medical School Building Level 5

WMSBFURP_TO2 Planning R 10 000 000 R 7 757 297

Wits School of Arts: Digital Arts Building

WSOARDP-TO1 Construction R 5 089 874 -

Wits School of Arts: Fine Arts Studio Development

WSOARDP-TO3 Construction R 13 805 469 R 6 790 054

Wits Test & Examination Centre: Part 1 - Flower Hall

WETCURP_TO1 Planning R 63 413 921 R 47 240 564

Wits Test & Examination Centre: Part 2 - Solomon Mahlangu West Wing Drawing Hall

WETCURP_TO2 Planning R 7 249 288 R 4 999 609

Wits Research | Post Graduate Facilities Redevelopment Programme

Oppenheimer Life Sciences Greenhouse Phase 2

WRPGUDP_TO4 Planning R 7 500 000

Central Animal Services Unit Health Sciences Upgrade Phase 1


Wits Mining Institute Post Graduate Centre


Gate House MCB Post Graduate Laboratory Level 2


Total R 463 767 642 R 271 634 253

R 3 214 211

R 4 352 552

R 3 877 738

R 2 057 072

R 1 301 343

R 45 110 695 R 84 947 669 R 2 980 353

R 13 231 412 R 27 609 644 R 23 652 049

R 1 350 949 R 5 096 410

R 10 092 220 R 27 422 733 R 16 396 179

R 5 010 207 R 5 010 207

R 14 125 725 R 55 592 593

R 2 242 703 R 813 495 R 9 186 505

R 5 089 874 R 5 089 874

R 7 015 415 R 4 685 137 R 9 120 332

R 16 173 357 R 63 413 922

R 2 249 679 R 7 249 288

R 7 500 000 R 7 500 000

R 21 000 000 R 21 000 000

R 4 500 000 R 4 500 000

R 4 000 000 R 4 000 000

R 190 092 364 R 2 041 026 R 401 075 198 R 62 692 45 R 0 R 0 R 0


6. RISK REGISTER

Risk

Current Risk Tempe-rature

TrendControl Effecti-veness

Action in Progress

Risk Owner

1

Institutional finances The approximate 90% plus reliance

on subsidy and fees income will from

2021 challenge the teaching and

learning and research model being

sustained. Strategic responses of a

business review, commercial income

streamsandefficiencyinitiativeshave

beenidentified.Theimplementation

of these strategic responses is key to

the constant delivery of our model.

The risk is in the timing and fullness of

implementation.

Boiling Fair 50%

Vice-

Chancellor;

Deputy Vice-

Chancellor:

Advancement,

Human

Resources and

Transformation;

Chief Finance

Office

2

Instability in South Africa and Higher Education Funding Crises Political and economic situation

prevailing the social climate within

SouthAfrica.Publicfinancesand

stateofpublicfinances.Financial

sustainability of the country. Market

fluctuations.Cappingofstudentfees

by Government. Changing subsidy

arrangements. Impact of Covid-19.

Near

BoilingWeak 25%

Vice-

Chancellor;

Chief Finance

Office

3

Labour relations environment and disputes The impact of labour disputes on the

continuity of University activities, which

couldbeinfluencedbysectoraland

national issues and constraints. The

potential of disruption and strikes arising

out of unresolved University issues.

Near

BoilingFair 60%

Deputy Vice-

Chancellor:

Advancement,

Human

Resources and

Transformation;

Chief

Operations

Officer

4

Research funding framework challenges Covid-19 impacting the security of

funding. Changes to the NRF Funding

Framework - changing patterns in NRF

funding impacts research indicators,

including rating. Potential variance in

research productivity (output by staff

and students). Changing research

culture globally and its threats and

opportunities for cutting-edge

knowledge production. Risk that the

university is distracted from its focus on

research goals due to the Covid-19

challenges, Higher Education crises and

funding.

Near

BoilingGood 60%

Deputy Vice-

Chancellor

Research and

Postgraduate

Affairs; Deans

5

Regulatory challenges and relationship with the Dept of Health :Challenging interactions with

Government, Province, and the City.

Department of Health is an immediate

risk. Uncertainty of funding of joint

staff. Need to sustain the quality of

our training platform per regulatory

requirements. Uncertainty about

government’s higher education policy

and regulatory environment; perceived

encroaching of government policies on

autonomy of Universities. Work permit

requirements and challenges.

Near

Boiling

Very

Weak20%

Vice-Principal

and Deputy

Vice-

Chancellor

Academic;

Deputy Vice-

Chancellor:

Advancement,

Human

Resources and

Transformation;

Registrar

6

Teaching and Learning risk Impact of Covid-19 and online

teaching and learning. Impact on

students and staff. Deteriorating

quality of the teaching platform,

especially government controlled

facilities affecting quality of education

and service. Uneven throughput of

undergraduate degrees. Throughput

of PG degrees (number and time to

complete). Quality of Teaching and

Learning programmes. Curriculum

transformation.

Hot Weak 25%

Vice-Principal

and Deputy

Vice-

Chancellor

Academic;

Deputy Vice-

Chancellor:

Research and

Postgraduate

Affairs; Deans

7

Corona virus (Covid-19) Continued restricted movement on

campus, business interruption and

management of a phased and

coordinated return of staff and students.

Health risk for staff and students.

Hot Fair 40%

Council; Senior

Executive

Team

8

Technology and its disruptive potential Lack of preparation for the multiple

effects of disruptive technologies

associated with the “4th Industrial

Revolution” on how the University

operates; including how and what

we teach, how students learn and

how and what we research as well as

our management and administrative

processes.

Hot Weak 30%

Vice-

Chancellor;

Vice-Principal

and Deputy

Vice-

Chancellor

Academic;

Chief

Operations

Officer


9

Transformation challenges and changes to the institutional cultureSlow evolution of the institution’s

cosmopolitan character and its ability

to achieve diversity of race, class,

gender, international. Competition from

Government and Higher Education

institutions for talented black staff.

Challenges to attract and retain staff

(academics). Volatile political climate

and confrontations between students

and university. Student leadership issues.

Lack of social cohesion as a result of

student unrest.

Hot Weak 50%

Senior

Executive

Team;

Deputy Vice-

Chancellor:

Advancement,

Human

Resources and

Transformation;

10

Infrastructure risk Technology risk. Legacy IT infrastructure.

Capacity of IT and learning systems for

the online environment. Inadequately

equipped to handle cyber-attacks.

Power outages and dependence on

generators.

Structural risk. Inappropriate

infrastructure to support strategic

plan pertaining to PG ambitions.

Inefficientuseofinfrastructure.PIMDnot

functioning optimally. Project execution

and governance risk

Warm Fair 60%

Vice-

Chancellor;

Vice-Principal

and Deputy

Vice-

Chancellor

Academic;

Chief

Operations

Officer

11

Instability in Higher Education sector in South Africainstigating instability at Wits and the

security risk it poses. Potential harm

to staff, students and third parties

from safety, health and crime-related

hazards. Potential damage to the

university’s property and assets.

Additional costs incurred to protect

staff, students and infrastructure during

times of protest and criminal activity

Warm Good 75%

Vice-Principal;

Chief

Operations

Officer

Legend

Risk The risk name and the associated root causes or issues.

Current risk temperature

The current risk temperature: Cold, Luke Warm, Warm, Hot or Boiling

Trend Whether the risk exposure has increased, decreased or stayed the same.

Control effectiveness

The effectiveness of the current controls:

Independent assurance: three lines of defence

1st line of defence: Management Assurance, Risk Owners (Line Managers & Employees)2nd line of defence: Functional Assurance. 3rd line of defence: Independent Assurance - Specialist Audits, Internal Audit, External Audit, Regulatory bodies.

Action progressThe extent to which action plans have been completed expressed as a percentage

Owner The risk owner is responsible for monitoring and reporting on the risk


7. CONCLUSION

Witsaspirestobealeadingresearch-intensiveuniversity,firmlyembeddedinthetop100

world universities by 2022. As an institution built on principles of intellectual excellence,

we are committed to providing high- quality, internationally competitive education,

founded on high academic standards, cutting-edge research, public engagement,

andproductivepartnerships.Theperformanceplanningreflectedinthisreportisaligned

to these aspirations and goals, and articulates the objectives, targets and strategies to

advance the achievement of our aspirations.

Please refer any queries to [email protected].

60 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1

CONTACT

University of the Witwatersrand

1 Jan Smuts Avenue | Braamfontein 2001 | Johannesburg Private Bag 3 | WITS

2050 | South Africa

Tel: +27 (0)11 717 1000

ADMISSION ENQUIRIESTel: +27 (0)11 717 1888 www.wits.ac.za/askwits

[email protected]

[email protected]

INTERNATIONAL STUDENT ENQUIRIESTel:+27(0)117171054/[email protected]

WITS INTEGRITY HOTLINEReport improper, unethical or illegal conduct or activities related to the University

without fear of victimisation.

+27829384559/69|[email protected]

MAILING LISTShould you wish to be placed on a mailing list to receive regular email updates

aboutWits,pleasesendanemailto:[email protected]

FEEDBACK AND QUERIESPleasedirectanyqueriesregardingthisreporttoregistrar@wits.ac.za

Annexure B

Council Self Evaluation Report

Prepared by the

Analytics & Institutional Research Unit (AIRU)

Solomon Mahlangu House, 6th Floor

Prepared for

The University SecretariatThe University Council

Report/Data Enquiries

Ms. Takalani Muloiwa Institutional Researcher & BI Analyst

[email protected] 717 1173

Dr Mxolisi MasangoHead: AIRU


Council and Secretariat Enquiries

Ms. Carol Crosley University Registrar


Ms. Mpho LetheyaHead: Secretariat


2020 © Analytics & Institutional Research Unit

The Concept of Good Governance in Higher Education

Summary of Wits’ Good Governance Indicators

Self-Evaluation Survey Findings 2020

11

44

55

TTaabbllee ooff CCoonntteennttss

The Concept of Good Governance

Good Governance Indicators for Councils of South African Higher Education Institutions

The number of indicators should not exceed 20

Councils are the highest decision-making bodies of public higher education institutions – in this regard,

councils are responsible for the good order and governance of institutions and for their mission, financial

policy, performance, quality of education and reputation.

As a result of various governance challenges in the South African higher education system, for the 2014-

2019 Medium Term Strategic Framework, government committed to develop governance indicators and

monitor governance practices of universities – in this regard and on 13 December 2017, the Minister of

Higher Education and Training approved the Guidelines for Good Governance Practice Indicators for Council

of South African Public Higher Education Institutions.

These Guidelines set out the principles and key elements of good governance practices, which can serve as

a valuable and practical resource to councils in their governance role, with the indicators purposefully

designed for self-assessment by councils to measure their practices in primary areas of governance.

Characteristics of Good Governance Indicators:

Overview and Aim

Indicators should be both quantitative and qualitative

Indicators should include primary areas of governance and core functions of teaching, learning, research, community engagement and the governance of institutional resources

Indicators should carry equal weighting

Governance of institutional accountability including public reporting

Strategic Leadership, vision, mission, context and transformation, and risk management and sustainability

Governance of core functions of teaching and learning, research and community engagement

Governance of resources: Financial, human, equipment and infrastructure

Council and Committee meetings and conduct of business

Categories for Good Governance Indicators

The following categories of indicators have been used for the development of appropriate governance

indicators:

The Concept of Good Governance

Category One

Category Two

Category Three

Category Four

Category Five

36%

77%

77%

2018

2019

2020

Response Rate per Year 2018- 2020

Response Summary

Self-Evaluation Survey Findings

Members of the Wits Council were requested to complete an online self-evaluation survey. The self-

evaluation exercise provides for a mechanism for the Council to measure practices in primary areas of

governance. The request to complete the survey was sent by email by the Registrar of the University on the

12th of November 2020. Members were given until the 18th of November 2020 to complete the survey. The

deadline to complete the survey was extended to the 23rd of November 2020 to increase the response rate

of the survey.

Survey Completion Statistics

The response rate for the survey

remained the same as in 2019 (77%).

The survey was completed by a total of

23 council members out of 30

65%

35%

Distribution of Responses by Member Category, 2020

External

Internal

The highest percentage of responses

recorded were from external members

(65%)

Wits

’ Goo

d G

over

nanc

e In

dica

tors

: 202

0 Su

mm

ary

The s

umm

ary o

f the

Wits

Goo

d Go

vern

ance

Indi

cato

rs is

bas

ed on

dat

a obt

ained

rom

the c

ounc

il self

-eva

luat

ion s

urve

y. T

he 20

20 se

lf-ev

aluat

ion s

urve

y was

com

plet

ed b

y 77%

of

all th

e cou

ncil m

embe

rs. T

he b

elow

sum

mar

y pre

sent

s ind

icato

rs b

ased

on th

e abs

olut

e pos

itive

scor

es (a

ll the

“tru

e” re

spon

ses”

).

=

Drill

Down

: Cat

egor

y 2 (C

ore F

unct

ions

)Dr

ill Do

wn: C

ateg

ory 1

(Stra

t Lea

ders

hip)

Dr

ill Do

wn: C

ateg

ory 3

(Res

ourc

es)

Drill

Down

: Cat

egor

y 4 (A

ccou

ntab

ility)

Dr

ill Do

wn: C

ateg

ory 5

(Mee

tings

)At

tend

ance

Rat

e

Over

all C

ateg

ory I

ndica

tors

100%

92%

43%

83%

70%

Q1.1

Q1.2

Q1.3

Q1.4

Q1.5

74%

91%

87%

56%

100%

Q2.1

Q2.2

Q2.3

Q2.4

Q2.5

96%

91%

100%

Q4.1

Q4.2

Q4.3

91%

87%

91%

87%

83%

78%

100%

52%

Q5.1

Q5.2

Q5.3

Q5.4

Q5.5

Q5.6

Q5.7

Q5.8

58%

54%

89%

91%

73%

65%

77%

88%

93%

70%

78%

82%

88%

96%

84%

Cat 1

Cat 2

Cat 3

Cat 4

Cat 5

2018

2019

2020

68% 87

%

52%

97%

98%

95%

Over

all

Inte

rnal

Mem

bers

Exte

rnal

Mem

bers

2019

2020

96%

91%

96%

87%

96%

100%

83%

52%

Q3.1

Q3.2

Q3.3

Q3.4

Q3.5

Q3.6

Q3.7

Q3.8

Cate

gory

1: S

trateg

ic Le

ader

ship,

visio

n, mi

ssion

, con

text a

nd tr

ansfo

rmati

on, a

nd ris

k man

agem

ent a

nd su

staina

bility

Wits

Cou

ncil

Self-

Eval

uatio

n Su

rvey

Fin

ding

s

Page

05

Indi

cato

rTr

ueMo

re tr

ue

than

false

More

false

th

an tr

ueFa

lseCo

mm

ents

1.1Co

uncil

revie

ws th

e ins

titut

ion's

st

rate

gic p

lan, s

pecif

ically

in re

latio

n to

the i

nstit

utio

n's an

nual

budg

et, a

nd ot

her

strate

gic pl

ans s

uch a

s the

acad

emic

and

finan

cial p

lans a

s well

as ri

sk

man

agem

ent a

nd ot

her s

ustai

nabil

ity pl

ans

annu

ally

100%

0%0%

0%

•Co

uncil

has r

eleva

nt co

mm

ittees

doing

wor

k on t

his an

d reg

ularly

revie

ws th

ese.

•I h

ave b

een d

eligh

ted a

t the

leve

l of s

crut

iny in

the r

eview

of W

its' s

trate

gic pl

an.

•Th

ere i

s dilig

ence

by C

hairp

erso

n to e

nsur

e tha

t this

is ad

equa

tely

atte

nded

to.

•Th

is is

alway

s don

e in r

elatio

n to o

ur pl

an, o

ur in

stitu

tiona

l sco

reca

rd an

d our

perfo

rman

ce

cont

racts

.

•Va

rious

sub-

com

mitte

es in

terro

gate

this

in de

tail,

and .

Coun

cil ap

prov

es w

ith ca

refu

l ov

ersig

ht.

•W

e do r

eceiv

e rep

orts

for r

eview

from

SET

mem

bers

, CFO

(Bud

gets)

DVC

's (R

esea

rch a

nd

Acad

emic)

and D

eans

resp

onsib

le fo

r the

relev

ant s

trate

gic an

d fun

ction

al ou

tput

s as

outlin

ed in

the s

trate

gic pl

an.

1.2Co

uncil

asse

sses

inst

itutio

nal p

olici

es

and i

nstru

ctio

nal in

itiat

ives i

n ter

ms of

ap

prov

ed st

rateg

ic go

als an

d tar

gets

92%

4%4%

0%

•As

a m

atte

r of fa

ct I h

ave n

o rec

ollec

tion o

f Cou

ncil r

eview

ing in

stitu

tiona

l poli

cies i

n the

m

anne

r sug

geste

d as a

regu

lar, e

ven i

f ann

ual, f

eatu

re of

the A

gend

a of C

ounc

il.

•as

and w

hen i

t com

es to

coun

cil.

•Co

ntinu

ous p

olicy

revie

w pr

oces

s in

prog

ress

.

•Po

licies

are a

sses

sed o

n a pe

riodic

basis

and r

eview

ed w

hen

nece

ssar

y.

•Th

is oc

curs

, but

I wor

ry ab

out w

heth

er al

l Cou

ncil m

embe

rs ar

e doin

g the

ir fair

shar

e.

1.3Co

uncil

revie

ws al

l the i

nter

nala

nd

exte

rnal

stak

ehol

der r

elatio

nshi

ps

annu

ally

43%

48%

9%0%

•Th

is is

ongo

ing an

d spe

cifica

lly du

ring o

ur a

nnua

l stra

tegic

sess

ions.

•Th

is is

done

dur

ing th

e cou

rse o

fCou

ncil's

proc

eedin

gs, b

ut no

form

al str

uctu

red r

eview

.

•I a

m aw

are o

f no d

elibe

rate

and i

nten

tiona

l pro

cess

of th

at na

ture

.

•Al

l -is

a lot

to a

chiev

e and

it is

not p

ossib

le fo

r cou

ncil m

embe

rs to

know

if AL

L ha

ve be

en

revie

wed -

if we

had t

o an

swer

this

we w

ould

need

to kn

ow al

l the i

nter

nal a

nd ex

tern

al sta

keho

lders

-it i

s suc

h a va

gue d

escr

iption

, ther

e are

so m

any s

take

holde

rs.

•Do

not

know

if th

is oc

curs

.

•Th

is is

done

dur

ing th

e cou

rse o

fCou

ncil's

proc

eedin

gs, b

ut no

form

al str

uctu

red r

eview

•On

adho

cbas

is.

Cate

gory

1: S

trateg

ic Le

ader

ship,

visio

n, mi

ssion

, con

text a

nd tr

ansfo

rmati

on, a

nd ris

k man

agem

ent a

nd su

staina

bility

Wits

Cou

ncil

Self-

Eval

uatio

n Su

rvey

Fin

ding

s

Indi

cato

rTr

ueMo

re tr

ue

than

false

More

false

th

an tr

ueFa

lseCo

mm

ents

1.4Co

uncil

revie

ws its

tran

sfor

mat

ion

stra

tegy

and

polic

ies re

gular

lyon

the

basis

offee

dbac

k on i

nstitu

tiona

l tra

nsfor

matio

n ind

icator

s/tar

gets

83%

17%

0%0%

•Th

e Cou

ncil c

an co

llecti

vely

impr

ove o

n th

e qua

lity of

conv

ersa

tion r

elatin

g to t

he

trans

form

ative

agen

da.

•Th

e Univ

ersit

y has

done

an ex

cept

ional

job of

ens

uring

that

tran

sform

ation

rem

ains t

o-of

-m

ind.

•Th

is is

high o

n the

Cou

ncil's

agen

da.

•VC

repo

rts.

•W

e can

wor

k mor

e in h

aving

a m

easu

red o

utco

mes

base

d on a

clea

r poli

cy fr

ame-

work

.

1.5Co

uncil

ensu

res t

hat a

ppro

priat

e ste

ps

are i

nstit

uted

in o

rder

to m

eet

trans

form

atio

n tar

gets

and c

omm

unica

tes

regu

larly

with

its st

akeh

older

s on i

ts en

deav

ours

in thi

s reg

ard.

70%

30%

0%0%

•Ne

ed to

cont

inue t

o re

view

the

targ

ets.

•St

ill no

t sat

isfac

tory

.

•Th

e Univ

ersit

y has

done

an ex

cept

ional

job of

ens

uring

that

tran

sform

ation

rem

ains t

o-of

-m

ind.

•Th

is is

looke

d at r

egula

rly an

d tra

cked

.

Page

06

*Not

e: P

erce

ntag

es m

ight n

ot a

dd u

p to

100

due

to ro

undin

g

Cate

gory

2: G

over

nanc

e of c

ore f

uncti

ons o

f teac

hing a

nd le

arnin

g, re

sear

ch an

d com

munit

y eng

agem

ent

Wits

Cou

ncil

Self-

Eval

uatio

n Su

rvey

Fin

ding

s

Indi

cato

rTr

ue

More

true

th

an fa

lseMo

re fa

lse

than

true

False

Com

men

ts

2.1Co

uncil

revie

ws th

e ins

titut

ion's

pr

ogra

mm

e qua

lifica

tion m

ix (P

QM) a

nd

enro

lmen

t plan

annu

ally t

o ens

ure

align

ment

to the

stra

tegic

plan a

nd na

tiona

l ob

jectiv

es -

with

the kn

owled

ge th

at Se

nate

has s

crutin

ised t

he ac

adem

ic re

quire

ments

of

these

74%

22%

4%0%

•An

impo

rtant

elem

ent o

f the

stra

tegy

of W

its an

d on C

ounc

il age

nda.

•As

a re

lative

ly ne

w fu

ll mem

ber I

wou

ld no

t give

full c

erta

inty.

•Ou

r enr

olmen

t plan

is in

deed

evalu

ated

in al

l our

Cou

ncil m

eetin

gs an

d alig

ned t

o stra

tegic

pla

n.

•PQ

M m

ay be

look

ed at

in m

ore d

etail

perh

aps.

•PR

Q an

d Aca

dem

ic De

velop

men

t sub

com

mitte

e of s

enat

e is h

ands

on.

•Th

ere i

s a fa

ir bala

nce b

etwe

en ho

w Co

uncil

and S

enat

e wor

k tog

ethe

r.

2.2Co

uncil

asse

sses

the i

nstit

utio

n's

enro

lmen

ts, t

hrou

ghpu

t and

gra

duat

ion

rate

sat le

ast o

nce p

er an

num

in lin

e with

str

ategic

targ

ets se

t for t

hese

91%

9%0%

0%•

Regis

trar a

nd D

ean o

f stu

dent

s.

2.3Co

uncil

revie

ws th

e ins

titut

ion's

re

sear

ch an

d in

nova

tion e

ndea

vour

s and

ou

tput

saga

inst s

trateg

ically

set ta

rgets

at

least

once

per a

nnum

87%

13%

0%0%

•I t

hink m

ore c

ould

be d

one i

n this

rega

rd. I

am no

t sur

e tha

t som

e Cou

ncil m

embe

rs fu

lly

unde

rsta

nd th

e im

porta

nce o

f this

.

•Sa

tisfa

ctory

.

•Th

is is

an im

porta

nt el

emen

t of W

its' ra

tings

and h

igh on

Cou

ncil a

gend

a.

•W

e prid

e our

selve

s as a

rese

arch

-inte

nsive

Univ

ersit

y and

rese

arch

prog

ress

is re

viewe

d pe

riodic

ally.

Page

07

Cate

gory

2: G

over

nanc

e of c

ore f

uncti

ons o

f teac

hing a

nd le

arnin

g, re

sear

ch an

d com

munit

y eng

agem

ent

Wits

Cou

ncil

Self-

Eval

uatio

n Su

rvey

Fin

ding

s

Indi

cato

rTr

ue

More

true

th

an fa

lseMo

re fa

lse

than

true

False

Com

men

ts

2.4Co

uncil

revie

ws th

e ins

titut

ion's

co

mm

unity

enga

gem

ents

ende

avou

rs

again

st str

ategic

ally s

et tar

gets

at lea

st on

ce

per a

nnum

56%

35%

9%0%

•Ag

ain no

t sur

e how

muc

h we d

o th

is.

•Re

viewe

d whe

n nec

essa

ry.

•W

e do t

his as

we

belie

ve w

e ar

e par

t of th

e bigg

er S

outh

Afri

can c

omm

unity

.

2.5Co

uncil

rece

ives a

nd co

nsid

ers

regu

lar re

ports

from

sena

te an

d in

stitu

tiona

l foru

m on

the c

ore b

usin

ess o

f the

inst

itutio

nand

oth

er in

stitu

tion

cultu

re

impe

rativ

es

100%

0%0%

0%

•Co

uncil

repr

esen

ted r

egula

rly by

its de

ploye

es in

IF an

d Se

nate

.

•Th

ere i

s a go

od w

orkin

g rela

tions

hip be

twee

n the

sena

te an

d the

insti

tutio

nal fo

rum

. Page

08

*Not

e: P

erce

ntag

es m

ight n

ot a

dd u

p to

100

due

to ro

undin

g

Cate

gory

3: G

over

nanc

e of r

esou

rces:

Finan

cial, h

uman

, equ

ipmen

t and

infra

struc

ture

Wits

Cou

ncil

Self-

Eval

uatio

n Su

rvey

Fin

ding

s

Indi

cato

rTr

ueMo

re tr

ue

than

false

More

false

th

an tr

ueFa

lseCo

mm

ents

3.1Co

uncil

appr

oves

the i

nstit

utio

n's

budg

et, e

spec

ially

inre

latio

nto

the

inst

itutio

n's st

rate

gic p

lan, a

nd re

gular

ly re

views

the i

nstit

utio

n's in

com

e and

ex

pend

iture

again

st the

budg

et

96%

4%0%

0%

•Th

e Cou

ncil F

inanc

e Com

mitte

e con

sider

s this

and C

ounc

il reg

ularly

revie

ws.

•Th

e pro

cess

of m

anag

ing th

e fina

ncial

fram

ewor

k of t

he U

niver

sity i

s pre

tty so

und

90%.

•Th

is is

done

cons

isten

tly an

d the

FIN

CO o

f cou

ncil p

lays a

majo

r par

t in th

is re

gard

.

•Ve

ry rig

orou

s eng

agem

ents.

3.2Co

uncil

rece

ives a

nd co

nsid

ers

regu

lar re

ports

from

inte

rnal

audi

t and

en

gage

swith

the e

xter

nal a

udito

rs at

leas

t on

ce pe

r ann

um

91%

9%0%

0%

•Co

uncil

has k

ept a

n exc

eptio

nally

clos

e eye

on th

ese,

and t

hat's

very

com

men

dable

.

•On

agen

da of

ever

y Cou

ncil m

eetin

g.

•On

e ass

umes

that

the A

udit a

nd F

inanc

e Com

mitte

e of C

ounc

il und

erta

kes t

his ta

sk. In

the

time I

hav

e ser

ved i

n Cou

ncil i

nter

actio

n with

exte

rnal

Audit

ors h

appe

ned o

nce.

•Th

ese a

re ad

equa

tely

shar

ed an

d deb

ated

. 90

%

•Th

roug

h Cou

ncil A

udit C

omm

ittee.

3.3Co

uncil

appr

oves

the i

nstit

utio

n's

annu

al fin

ancia

l sta

tem

ents

and t

akes

ap

prop

riate

step

s in t

he ca

se of

quali

fied

exter

nal a

udit o

pinion

s

96%

4%0%

0%

•CF

O an

d Aud

it and

risk c

omm

ittee o

f Cou

ncil.

•Th

ere i

s suf

ficien

t rigo

r in re

viewi

ng al

l fina

ncial

repr

esen

tatio

ns. 9

0%

•Th

is is

done

with

out fa

il and

the C

FO an

d FIN

CO of

Cou

ncil h

elpfu

l in th

is ex

ercis

e.

•W

ork d

one b

y Fina

nce C

omm

ittee a

nd re

viewe

d by C

ounc

il.

3.4Co

uncil

evalu

ates

and

appr

oves

the

inst

itutio

n's IT

gov

erna

nce s

yste

ms a

nd

polic

iesin

relat

ion to

the i

nstitu

tion's

str

ategic

objec

tives

87%

13%

0%0%

•Co

uncil

ICT

Com

mitte

e han

ds on

with

COO

and

CIO.

•Im

porta

nt ite

m on

Cou

ncil a

gend

a.

•No

t sur

e we

look a

t the g

over

nanc

e sys

tem

s.

•Th

e CI

O an

d his

team

are a

n ass

et to

the u

niver

sity a

nd to

geth

er w

ith th

e ICT

Com

mitte

e of

Coun

cil he

lp th

e Cou

ncil t

o und

ersta

nd an

d eva

luate

the i

nstitu

tion's

IT go

vern

ance

syste

m.

•Th

is ha

s hap

pene

d onc

e whe

n exe

cutiv

e Man

agem

ent p

rese

nted

prop

osals

for t

he ov

erha

ul of

the

Itsy

stem

serv

ing th

e univ

ersit

y. A

proje

ct pla

n was

appr

oved

, and

repo

rts w

ere

rece

ived r

egula

rly.

•W

ith th

e migr

ation

to di

gital

and t

he C

ovid-

19 im

pact,

ther

e was

suffic

ient d

iscus

sions

. 90

%

Page

09

Cate

gory

3: G

over

nanc

e of r

esou

rces:

Finan

cial, h

uman

, equ

ipmen

t and

infra

struc

ture

Wits

Cou

ncil

Self-

Eval

uatio

n Su

rvey

Fin

ding

s

Indi

cato

rTr

ueMo

re tr

ue

than

false

More

false

th

an tr

ueFa

lseCo

mm

ents

3.5Co

uncil

has

in p

lace l

egall

y sou

nd an

d fa

ir ap

poin

tmen

t pol

icies

for a

ll sta

ffan

d in

partic

ular fo

rthe

Vice

-Cha

ncell

or an

d me

mber

s of th

e sen

ior m

anag

emen

t

96%

4%0%

0%

•Co

uncil

very

invo

lved i

n this

, bot

h in

proc

esse

s and

ove

rsigh

t.

•M

ore c

ould

be do

ne.

•St

ill to

o ear

ly to

call -

som

e are

as of

impr

ovem

ent n

eed f

urth

er r

efine

men

t.

•Th

e poli

cies a

s guid

ed by

the H

R Di

recto

rate

and

the H

R Co

mm

ittee o

f Cou

ncil

help

Coun

cil to

be on

a leg

ally s

ound

foot

ing w

hen i

t com

es to

the a

ppoin

tmen

t of th

e VC

and

Senio

r Exe

cutiv

e Tea

m.

3.6Co

uncil

revie

ws th

e per

form

ance

of

the V

ice-C

hanc

ellor

regu

larly

each

year

wi

th a v

iew to

corre

ctive

step

s bein

g tak

en

wher

e nee

ded

100%

0%0%

0%

•Th

e Cha

ir of C

ounc

il is r

espo

nsibl

e for

an a

nnua

l per

form

ance

revie

w, bu

t Cou

ncil h

as

over

sight

thro

ugh r

egula

r rep

orts

on V

C ro

le in

strat

egy o

f Wits

.

•Th

e Cha

irman

facil

itate

s the

right

leve

l of V

C as

sess

men

t and

supp

ort.

100%

•Ve

ry m

uch s

o.

3.7Co

uncil

revie

ws an

d ap

prov

es al

l bu

ildin

g and

infra

stru

ctur

e pro

jects

as

well a

s pro

cure

ment

of se

rvice

s in t

erms

of

its de

cision

-mak

ing de

legati

ons

83%

17%

0%0%

•I s

uspe

ct th

at fo

r ver

y sm

all bu

ilding

proje

cts w

e do

not -

I think

that

we

only

look a

t thing

s ov

er a

certa

in am

ount

. Aga

in th

e use

of th

e wor

d AL

L is p

retty

diffic

ultto

ans

wer "

true"

to.

•Re

views

to ex

tent

nece

ssar

y, wi

thou

t bein

g ope

ratio

nal.

•Th

e cap

ital p

rogr

am is

revie

wed a

s req

uired

with

in th

e fina

ncial

mea

ns of

the i

nstitu

tion.

90

%

•Th

ese a

re us

ually

scru

tinize

d and

well

mon

itore

d.

3.8Co

uncil

has

in p

lace w

orkin

g whi

stle

blow

ing s

ervic

esan

d rec

eives

regu

lar

repo

rtson

alleg

ed fr

audu

lent a

nd co

rrupt

ac

tiviti

es in

the U

niver

sity

52%

30%

17%

0%

•Ag

ain -

do w

e?

•Ei

ther

ther

e hav

e bee

n ver

y few

or n

one o

f we d

on't g

et th

e full

repo

rt -w

e cer

tainl

y kno

w ab

out s

ome o

f it.

•I a

m no

t awa

re of

this

facil

ity w

ithin

the i

nstitu

tion.

•I a

m no

t imm

ediat

ely aw

are t

hat th

e univ

ersit

y has

in pl

ace a

whis

tleblo

wer s

yste

m. I

hesit

ate

to sa

y this

beca

use I

am

just

not s

ure.

•Th

is is

in pla

ce an

d Cou

ncil d

oes r

eceiv

e rep

orts

when

incid

ents

occu

r.

Page

10

*Not

e: P

erce

ntag

es m

ight n

ot ad

d up

to 1

00 d

ue to

roun

ding

Cate

gory

4: G

over

nanc

e of in

stitut

ional

acco

untab

ility i

nclud

ing pu

blic r

epor

ting

Wits

Cou

ncil

Self-

Eval

uatio

n Su

rvey

Fin

ding

s

Indi

cato

rTr

ueMo

re tr

ue

than

false

More

false

th

an tr

ueFa

lseCo

mm

ents

4.1Co

uncil

rece

ives a

nd co

nsid

ers

inst

itutio

nal r

epor

ts fr

om th

e Vice

-Ch

ance

llorin

a for

mat a

nd co

verin

g item

s as

appr

oved

by it

at ea

ch m

eetin

g of c

ounc

il

96%

4%0%

0%•

This

is do

ne in

each

and e

very

Coun

cil m

eetin

g and

in C

ounc

il Exe

cutiv

e Com

mitte

e m

eetin

gs.

4.2Co

uncil

cons

ider

s and

appr

oves

the

inst

itutio

n's an

nual

perfo

rman

ce pl

an an

d the

acco

mpa

nyin

g per

form

ance

repo

rt for

DH

ET an

d ens

ures

its tim

eous

subm

ission

to

DHET

91%

9%0%

0%•

Ever

y tim

e with

out fa

il.

4.3Co

uncil

par

ticip

ates

cons

truct

ively,

thr

ough

its m

embe

rsno

mina

ted fo

r this

pu

rpos

e, in

mee

tings

of S

enat

e and

the

inst

itutio

nal fo

rum

100%

0%0%

0%•

Mem

bers

of C

ounc

il ser

ving i

n sen

ate a

nd in

stitu

tiona

l foru

m re

pres

ent th

e cou

ncil w

ell an

d ar

e a g

ood c

ondu

it bet

ween

thes

e stru

cture

s and

Cou

ncil.

•Ve

ry go

od in

tera

ction

betw

een S

enat

e and

Cou

ncil.

Page

11

*Not

e: P

erce

ntag

es m

ight n

ot a

dd u

p to

100

due

to ro

undin

g

Cate

gory

5:Co

uncil

and C

ommi

ttee m

eetin

gs an

d con

duct

of bu

sines

s

Wits

Cou

ncil

Self-

Eval

uatio

n Su

rvey

Fin

ding

s

Indi

cato

rTr

ueMo

re tr

ue

than

false

More

false

th

an tr

ueFa

lseCo

mm

ents

5.1Co

uncil

has

in p

lace a

nd re

gular

ly us

es th

e fol

lowi

ng go

od g

over

nanc

e in

stru

men

ts: -

A se

t of in

stitut

ional

rules

co

verin

g pro

vision

s with

in the

insti

tution

al sta

ture i

n gre

ater d

etail;

-a co

de of

cond

uct;

-confl

ict of

inter

est d

eclar

ation

proc

edur

es;

-a c

ompr

ehen

sive d

ecisi

on-m

aking

de

legati

onsf

rame

work;

-a c

ounc

il pe

rform

ance

asse

ssme

nt ins

trume

nt; -

a pe

rform

ance

agre

emen

t betw

een i

tself a

nd

the V

ice-C

hanc

ellor

91%

9%0%

0%

•As

per s

tand

ard c

ounc

il age

nda s

tructu

re.

•Th

is is

adhe

red t

o.

•W

ell ex

plaine

d in t

he in

ducti

on pr

oces

s and

they

are

follo

wed.

•W

its co

uncil

is on

e of th

e mos

t con

struc

tive i

n com

paris

on w

ith m

any p

eer in

stitu

tions

5.2Co

uncil

annu

ally h

as w

orks

hops

for a

ll co

uncil

mem

bers

cove

ring t

he in

ducti

on of

an

y new

mem

bers

and a

ll stra

tegic

plann

ing

matte

rs

87%

13%

0%0%

•Al

so w

ithin

the s

trate

gic pl

annin

g mee

tings

.

•Th

ese s

essio

ns ar

e usu

ally w

ell at

tend

ed an

d ser

ve to

align

the U

niver

sity w

ith its

Cou

ncil.

•Th

is is

regu

larly

done

but h

as no

t bee

n don

e this

year

for t

he ne

w m

embe

rs.

•W

ell co

ordin

ated

and

deliv

ered

.5.3

Coun

cil h

as en

sure

d tha

t its

in

stitu

tiona

l sta

tute

and /

or in

stitu

tiona

lru

lesinc

lude m

embe

rship

criter

ia for

me

mber

s of c

ounc

il and

its co

mmitte

es an

d ap

plies

thes

e rig

orou

sly

91%

9%0%

0%•

Ther

e is a

conc

erte

d effo

rt to

addr

ess r

eleva

nt sk

illset

for C

ounc

il mem

bers

hip.

5.4Co

uncil

cont

inua

lly en

sure

s tha

t all

com

mitt

ees o

pera

te in

term

s of c

ounc

il ap

prov

ed ch

arte

rsan

d tak

es th

e ne

cess

ary r

emed

ial st

eps i

n ca

ses w

here

thi

s pro

ves t

o be

not

so

87%

13%

0%0%

-

5.5Co

uncil

has

ensu

red t

hat i

ts

inst

itutio

nal r

ules

includ

e mem

bersh

ip cri

teria

for m

embe

rs of

coun

cil an

d its

comm

ittees

and a

pplie

s the

se ri

goro

usly

83%

17%

0%0%

•Al

l com

mitte

es ev

eryw

here

in th

e ent

ire in

stitu

tion?

??Ag

ain th

e que

stion

is su

ch th

at it

is im

poss

ible t

o say

true

to.

•Th

ere i

s a C

harte

r for

each

and e

very

com

mitte

e of C

ounc

il and

thes

e are

obs

erve

d.

Page

12

Cate

gory

5: C

ounc

il and

Com

mitte

e mee

tings

and c

ondu

ct of

busin

ess

Wits

Cou

ncil

Self-

Eval

uatio

n Su

rvey

Fin

ding

s

Indi

cato

rTr

ueMo

re tr

ue

than

false

More

false

th

an tr

ueFa

lseCo

mm

ents

5.6Co

uncil

agen

das a

nd su

ppor

ting

docu

men

tatio

n are

in an

appr

opria

te

form

at ar

e deli

vere

d at l

east

7 wo

rkin

g da

ys b

efor

e eac

h co

uncil

mee

ting

with

no

or m

inimu

m of

supp

lemen

tary a

gend

as

perm

itted

78%

17%

5%0%

•It i

s tru

e alth

ough

som

etim

es th

ere a

re so

me s

uppo

rting

docu

men

ts th

at ar

rive a

fter t

he

agen

das.

•On

rare

occa

sions

we

may

get a

doc

umen

t late

.

•On

rare

occa

sions

, doc

umen

ts ar

e ava

ilable

late

r tha

n the

y sho

uld be

.

•W

ell w

ritte

n and

cons

idere

d sup

porti

ng do

cum

ents

are a

lway

s with

in th

is sti

pulat

ed tim

e wi

thou

t fail.

5.7Co

uncil

and s

pecif

ically

the

chair

pers

onen

sure

s tha

t acc

epte

d m

eetin

g pro

cedu

resa

re ad

here

dto s

trictly

100%

0%0%

0%

•Pr

oper

mee

ting p

roce

dure

s are

alwa

ys ad

here

d to.

•Th

e cha

ir also

enco

urag

es di

scus

sion a

roun

d the

bigg

er st

rate

gic vi

sion o

f the u

niver

sity.

•W

e ben

efit f

rom

havin

g an e

xcell

ent C

hairp

erso

n.

•W

ell ru

n mee

tings

.5.8

Coun

cil en

sure

s tha

t apa

rt fro

m its

own

annu

al se

lf-eva

luatio

n it i

s eva

luat

ed

exte

rnall

y at l

east

ever

y 3 ye

ars b

y pee

rssu

ch as

1 or

2 for

mer V

ice-C

hanc

ellor

s and

for

mer r

egist

rars

52%

22%

17%

9%

•Ac

tuall

y Iha

ve no

idea

but th

ere i

s not

a I d

on't k

now

optio

n -so

again

this

may

be as

siste

d by

a m

ore n

uanc

ed qu

estio

nnair

e.

•I a

m no

t awa

re of

such

prac

tice.

•I a

m un

sure

of th

is as

I hav

e not

bee

n on c

ounc

il for

a su

bsta

ntive

dura

tion t

o hav

e this

ins

ight.

•I h

ave n

ot se

rved

on th

e Cou

ncil f

or a

full t

hree

-yea

r cyc

le an

d the

refo

re ca

nnot

resp

ond t

o th

is wi

th a

ny co

nfide

nce.

•M

aybe

we n

eed t

o im

prov

e on t

his on

e.

•I h

ave n

ot w

itnes

sed t

his in

my t

erm

on C

ounc

il.

•I h

ave n

ot se

rved

on th

e Cou

ncil f

or a

full t

hree

-yea

r cyc

le an

d the

refo

re ca

nnot

resp

ond t

o th

is wi

th a

ny co

nfide

nce.

Page

13

*Not

e: P

erce

ntag

es m

ight n

ot a

dd u

p to

100

due

to ro

undin

g

Category 5: Council and Committee meetings and conduct of business

Self-Evaluation Survey Findings

Note:

• The attendance data was extracted from the Council Return of Attendance Report.

• The average attendance rate was calculated based on the three meetings that have taken place in 2020.

• DHET requires that institutions report on both council meeting and council committee meetings, however,

this analysis excludes the council committees meeting (indicator 5.9).

Average Attendance of Council meetings, 2020

The average attendance rate for internal council members increased from 87% in 2019 to 98% in 2020 while

the attendance for the external council members increased from 52% in 2019 to 95% in 2020.

Average Attendance of Council meetings, 2020

98% 95%

External Council MembersInternal Council Members

The overall average attendance has

increased by 29% from the previous

year.

97%

68%59%

202020192018

This page has been intentionally left blank

Annexure C

Employment Equity Report

Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first

employment & labour Department: Employment and Labour REPUBLIC OF SOUTH AFRICA

EMPLOYMENT EQUITY Page 1 of 10 | EEA2 06 Feb 2020

09:12

PLEASE READ THIS FIRST SECTION A: EMPLOYER DETAILS & INSTRUCTIONS

PURPOSE OF THIS FORM

This form enables employers to comply with Section 21 of the Employment Equity Act 55 of 1998, as amended.

This form contains the format for employment equity reporting by designated employers to the Department of Employment and Labour.

WHO COMPLETES THIS FORM?

All designated employers. Employers who wish to voluntarily comply with Chapter 3 of the Act are also required to complete this form.

WHEN SHOULD EMPLOYERS REPORT?

Designated employers must submit their report annually on the first working day of October or by 15 January of the following year in the case of electronic reporting.

Employers who become designated on or after the first working day of April but before the first working day of October must only submit their first report on the first working day of October of the following year.

SEND TO:

Employment Equity Registry The Department of Employment and Labour Private Bag X117 Pretoria 0001

Online Reporting: www.labour.gov.za Helpline: 0860101018

NO FAXED OR E-MAILED REPORTS WILL BE ACCEPTED

Trade name UNIVERSITY OF THE WITWATERSRAND

DTI registration name

DTI registration number

PAYE/SARS number 7940722731

UIF reference number 1368958

EE reference number 6058

Seta classification EDUCATION, TRAINING AND DEVELOPMENT PRACTICES

Industry/Sector EDUCATION

Industry Sub Sector Higher education

Bargaining Council Other

Telephone number 0117171468

Postal address

PRIVATE Bag 3 WITS WITS

City/Town JOHANNESBURG

Postal code 2050

Province GAUTENG

Physical address

1 Jan smuts Avenue WITS WITS

City/Town JOHANNESBURG

Postal code 2050

Province GAUTENG

Details of CEO/ Accounting Officer at the time of submitting this report

Name and surname Prof Adam Habib


Fax number 0117171463

Email address [email protected]

Details of Employment Equity Senior Manager at the time of submitting this report

Name and surname Neo Bokaba


Fax number 0117171102

Email address [email protected]

Information about the organization at the time of submitting this report

Business type Educational Institution

Number of employees in the organization

150 or more

Is your organization an organ of State? No

Is your organisation part of a group / holding company? If yes, please provide the name.

No

Year for which this report is submitted 2019

of 10 | EEA2 06 Feb 2020


PLEASE READ THIS FIRST

a. The report should cover a twelve month period, except for first time reporting where this may not be possible and the months covered should be consistent from year to year for the duration of the plan.

b. Employers must complete the EEA2 and the EEA4 forms and submit them together to the Department of Employment and Labour. Reports submitted by employers to the Department may only be hand delivered, posted or submitted online by the first working day of October or by 15 January of the following year only in the case of electronic reporting.

c. An employer who becomes designated on or after the first working day of April, but before the first working day of October, must only submit its first report on the first working day of October in the following year.

d. " Designated groups" mean Black people (i.e. Africans, Coloureds and Indians), women and people with disabilities who are citizens of the Republic of South Africa by birth or descent; or became citizens of the Republic of South Africa by naturalization (i) before 27 April 1994 or (ii) after 26 April 1994 and who would have been entitled to acquire citizenship by naturalisation prior to that date but who were precluded by apartheid policies.

e. The alphabets "A", "C", "I", "W", "M" and "F" used in the tables have the following corresponding meanings and must be interpreted as "Africans", "Coloureds", "Indians", "Whites", "Males" and "Females" respectively.

f. "Temporary employees" are those employees employed for less than three months.

g. Guidelines on occupational levels are provided in the EEA9 Annexure of these regulations.

h. Numerical goals must include the entire workforce profile, and not the difference between the current workforce profile and the projected workforce profile the employer seeks to achieve at the end of it's employment equity plan (EE Plan).

i. Numerical targets must include the entire workforce profile, and not the difference between the current workforce profile and the projected workforce profile the employer seeks to achieve achieve by the next reporting period.

j. All areas of the form must be fully and accurately completed and submitted by employers. Designated employers who fail to observe this provision will be deemed not to have reported.

k. Employers must not leave blank spaces, use ’not applicable’ (NA) or a ’dash’ (-) when referring to the value "0" (Zero) or the word "No".

Please indicate below the preceding twelve month period the report covers (except for first time reporting where the period may be shorter):

From (date): 01/01/2019 To (date): 31/12/2019

Please indicate below the duration of your current employment equity plan:

From (date): 01/12/2017 To (date): 30/11/2022

of 10 | EEA2 ( UNIVERSITY OF THE WITWATERSRAND |6058 | 06 Feb 2020)


SECTION B: WORKFORCE PROFILE 1. WORKFORCE PROFILE

1.1 Please report the total number of employees (including employees with disabilities) in each of the following occupational levels: Note: A=Africans, C=Coloureds, I=Indians and W=Whites

Occupational Levels

Male

Female Foreign

Nationals

Total

A C I W A C I W Male Female

Top management 2 1 2 0 0 0 1 0 0 0 6

Senior management 5 3 5 12 0 1 1 10 10 1 48

Professionally qualified and experienced specialists and mid- management

205

48

87

321

279

80

144

391

263

131

1949

Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents

337

28

25

49

581

115

89

102

28

42

1396

Semi- skilled and discretionary decision making 711 5 4 2 322 8 4 3 4 2 1065

Unskilled and defined decision making

396 1 0 0 668 0 0 1 11 7 1084

TOTAL PERMANENT 1656 86 123 384 1850 204 239 507 316 183 5548

Temporary employees 31 4 10 31 70 4 15 51 30 33 279

GRAND TOTAL 1687 90 133 415 1920 208 254 558 346 216 5827

1.2 Please report the total number of employees with disabilities only in each of the following occupational levels: Note: A=Africans, C=Coloureds, I=Indians and W=Whites

Occupational Levels

Male

Female Foreign

Nationals

Total


Top management 0 0 0 0 0 0 0 0 0 0 0



1

1

1

12

2

1

1

5

2

1

27


2

0

0

1

8

1

0

4

0

0

16

Semi- skilled and discretionary decision making

4 0 0 0 1 0 0 0 0 0 5

Unskilled and defined decision making 4 0 0 0 2 0 0 0 0 0 6

TOTAL PERMANENT 11 1 1 13 13 2 1 9 2 1 54


GRAND TOTAL 11 1 1 13 16 2 1 11 2 1 59



SECTION C: WORKFORCE MOVEMENT 2. Recruitment

2.1 Please report the total number of new recruits, including people with disabilities. Note: A=Africans, C=Coloureds, I=Indians and W=Whites

Occupational Levels

Male

Female Foreign

Nationals

Total


Top management

0 0 0 0 0 0 0 0 0 0 0



38

5

4

20

36

6

7

21

30

16

183


69

5

5

13

107

14

9

15

15

21

273



TOTAL PERMANENT 184 10 11 35 268 24 17 40 47 38 674


GRAND TOTAL 215 13 14 63 322 29 24 86 87 64 917

3. Promotion

3.1 Please report the total number of promotions into each occupational level, including people with disabilities. Note: A=Africans, C=Coloureds, I=Indians and W=Whites

Occupational Levels

Male

Female Foreign

Nationals

Total


Top management 0 0 0 0 0 0 1 0 0 0 1



14

4

5

15

26

10

10

18

21

15

138


15

0

0

1

32

5

2

3

0

1

59



TOTAL PERMANENT 37 5 7 17 64 15 13 22 21 16 217


GRAND TOTAL 37 5 7 17 66 15 13 25 23 16 224



4. Termination

4.1 Please report the total number of terminations in each occupational level, including people with disabilities. Note: A=Africans, C=Coloureds, I=Indians and W=Whites

Occupational Levels

Male

Female Foreign

Nationals

Total


Top management 0 0 0 0 0 0 0 0 0 0 0



22

5

4

33

36

7

14

35

25

8

189


69

3

5

18

102

21

16

20

12

9

275



TOTAL PERMANENT 141 8 9 52 197 31 31 59 40 19 587


GRAND TOTAL 163 12 14 89 269 33 44 119 90 55 888



SECTION D: SKILLS DEVELOPMENT 5. Skills Development

5.1 Please report the total number of people including people with disabilities, who received training ONLY for the purpose of achieving the numerical goals, and not the number of training courses attended by individuals. Note: A=Africans, C=Coloureds, I=Indians and W=Whites

Occupational Levels

Male Female

Total

A C I W A C I W

Top management 0 1 0 0 0 0 0 0 1

Senior management 0 0 1 4 0 0 0 5 10

Professionally qualified and experienced specialists and mid- management 43 7 14 61 148 23 95 149 540


44

2

2

4

140

48

38

46

324

Semi- skilled and discretionary decision making 19 2 0 0 14 1 0 0 36

Unskilled and defined decision making 9 0 0 0 12 0 0 0 21

TOTAL PERMANENT 115 12 17 69 314 72 133 200 932

Temporary employees 1 1 1 0 5 4 0 9 21

GRAND TOTAL 116 13 18 69 319 76 133 209 953



SECTION E: NUMERICAL GOALS & TARGETS 6. Numerical Goals

6.1 Please indicate the numerical goals as contained in the EE Plan (i.e. the entire workforce profile including people with disabilities) you project to achieve at the end of your current Employment Equity Plan in terms of occupational levels. Note: A=Africans, C=Coloureds, I=Indians and W=Whites

Occupational Levels

Male

Female Foreign

Nationals

Total


Top management 2 1 2 0 2 0 0 0 1 0 8



667

40

90

343

526

76

144

425

285

127

2723


621

23

35

73

551

137

104

164

33

38

1779



407 18 16 76 581 14 14 65 3 5 1199

TOTAL PERMANENT 2300 99 159 578 1976 246 278 732 341 173 6882


GRAND TOTAL 2300 99 159 578 1976 246 278 732 341 173 6882

7. Numerical Targets

7.1 Please indicate the numerical targets as contained in the EE Plan (i.e. the workforce profile including people with disabilities) you project to achieve at the end of the next reporting cycle, in terms of occupational levels. Note: A=Africans, C=Coloureds, I=Indians and W=Whites

Occupational Levels

Male

Female Foreign

Nationals

Total


Top management 2 1 2 0 2 0 0 0 1 0 8



667

40

90

343

526

76

144

425

285

127

2723


621

23

35

73

551

137

104

164

33

38

1779



407 18 16 76 581 14 14 65 3 5 1199

TOTAL PERMANENT 2300 99 159 578 1976 246 278 732 341 173 6882


GRAND TOTAL 2300 99 159 578 1976 246 278 732 341 173 6882



SECTION F: MONITORING & EVALUATION 8. Consultation

8.1 Please indicate below the stakeholders that were involved in the consultation process when developing and implementing your Employment Equity Plan and the preparation of this Employment Equity Report.

Consultation Yes No

Consultative body or employment equity forum Yes

Registered trade union (s)

No

Employees Yes



9. Barriers and affirmative action measures

9.1 Please indicate which categories of employment policy or practice barriers to employment equity were identified. If your answer is 'Yes' to barriers in any of the categories, please indicate whether or not there are affirmative action measures developed and the time-frames to overcome them.

Categories

Barriers

Affirmative

Action Measures

Timeframe for Implementation of AA Measures

Start Date (DD/MM/YYYY)

End Date (DD/MM/YYYY)

Recruitment Procedures No No

Advertising Positions No No

Selection criteria No No

Appointments No No

Job classification and grading No No

Remuneration and benefits No No

Terms and conditions of employment No No

Job assignments Yes Yes 01/01/2020 31/12/2021

Work environment and facilities No No

Training and development No No

Performance and evaluation systems No No

Promotions Yes Yes 01/01/2020 31/12/2021

Transfers No No

Succession and experience planning Yes Yes 01/01/2020 31/12/2021

Disciplinary measures No No

Dismissals No No

Retention of designated groups No No

Corporate culture Yes Yes 01/01/2020 31/12/2021

Reasonable accommodation No No

HIV and AIDS education and prevention programmes No No

Assigned senior manager(s) to manage EE implementation No No

Budget allocation in support of employment equity goals No No

Time off for employment equity consultative committee to meet

No No

10. Monitoring and evaluation of implementation:

10.1 How regularly do you monitor progress on the implementation of the Employment Equity Plan? Please choose one.

Monthly Quarterly

Quarterly

10.2 Did you achieve the annual objectives as set out in your Employment Equity Plan for this period?

Yes No Please explain

Yes

Overall we have meet the targets. The drivers that have been designed and implemented within the institution with reference to policy, procedures and practices have ensured that equity goals and targets of the university can be promoted and achieved. The nature of these intervention have been considered comprehensively and will be further enhanced within the short term in order to address barriers identified within the institution.



I Prof Adam Habib (full Name) CEO/Accounting Officer of

UNIVERSITY OF THE WITWATERSRAND hereby declare that I have read, approved and authorized this information.

Signed on this 18th day of December (month) year 2019

At (place) : Braamfontein

Chief Executive Officer/Accounting Officer

Chief Executive Officer/Accounting Officer

EEA2 Section G: Signature of the Chief Executive Officer/ Accounting Officer

Annexure D

Institutional Scorecard

Annexure D


Page

1 of

14

2020

INSI

TUTI

ONAL

SCO

RECA

RD

The S

enior

Exe

cutiv

e Tea

m, af

ter co

nsult

ation

with

vario

us co

nstitu

encie

s with

in the

Univ

ersit

y and

with

appr

oval

from

Coun

cil de

termi

ned K

ey P

erfor

manc

e Driv

ers a

s set

out b

elow

in ac

cord

ance

wi

th the

Univ

ersit

y‘s vi

sion a

nd st

rateg

ic go

als. T

he su

cces

s of a

stra

tegy d

epen

ds on

thre

e com

pone

nts: d

escri

ption

of th

e stra

tegy,

meas

urem

ent o

f the s

trateg

y, an

d man

agem

ent o

f the s

trateg

y (K

aplan

& N

orton

, 200

4). P

art o

f The

Insti

tution

al Sc

orec

ard‘s

use

is to

impr

ove

the a

ccou

ntabil

ity o

f the

SET

(Sen

ior E

xecu

tive

team)

in d

riving

exc

ellen

ce a

nd im

prov

emen

t by m

easu

ring

and

mana

ging t

he id

entifi

ed dr

ivers

below

Covid

impa

ct

It is

prop

osed

that

on

acad

emic

crite

ria w

here

ther

e may

be a

dra

mat

ic im

pact

bec

ause

of C

OVID

-19 s

uch

as in

the c

ompl

etio

n of

qua

lifica

tions

and

grad

uatio

ns, t

he S

ET sh

ould

be

held

acco

unta

ble o

n th

e fra

mew

ork r

athe

r tha

n th

e act

ual t

arge

ts.

On re

sear

ch ta

rget

s, th

e SET

is co

mm

itted

to th

e orig

inal

targ

ets,

altho

ugh

ther

e are

chall

enge

s aro

und

the p

hysic

al co

llect

ion

of d

ata d

ue to

lock

down

rest

rictio

ns, t

hese

are n

ow

bein

g re

solve

d an

d th

e SET

rem

ains c

omm

itted

to th

e orig

inal

targ

ets.

On th

e stra

tegi

c goa

l of I

nfra

stru

ctur

e, th

e SET

is co

mm

itted

to th

e orig

inal

targ

ets,

altho

ugh

som

e dea

dlin

es h

ave b

een

amen

ded.

The

SET

may

not

be a

ble t

o co

mpl

ete t

he s

mar

t cla

ssro

oms p

rojec

t but

the i

nfra

stru

ctur

e for

lect

ure c

aptu

re w

ill be

avail

able

in al

l clas

sroo

ms b

y yea

r-end

Op

erat

iona

l effi

cienc

y and

Tra

nsfo

rmat

ion

goals

– SE

T re

main

s com

mitt

ed to

targ

ets,

Al

l tar

gets

rem

ain b

road

ly th

e sam

e; h

owev

er, S

ET re

ques

ts fl

exib

ility i

n th

e met

hodo

logy

on

acad

emic

goals

. W

ith th

e fin

ancia

l indi

cato

rs, C

ovid

has

requ

ired

chan

ges i

n ta

rget

s and

thes

e wer

e don

e in

relat

ion

to fo

reca

sts,

which

wer

e pas

sed

at F

inCo

.

of

14

Stra

tegi

c Goa

l So

urce

Ta

rget

s and

Obj

ectiv

es

Covid

Impa

ct -

Revis

ed

1. Te

achin

g Effe

ctive

ness

& E

nrolm

ent (

30%

Weig

ht)

Indica

tor / p

erfor

manc

e driv

er

Sour

ce

Base

Ye

ar-e

nd ta

rget

Year

-end

str

etch

Covid

Impa

ct - R

evise

d Se

ptemb

er U

pdate

1.1

Unde

rgra

duate

Enr

olmen

t - N

ew 1s

t Yea

rs. M

id-ye

ar ta

rgets

– es

timate

d us

ing 2-

year

aver

age o

f en

rolle

d yos

1 new

to W

its

by m

id-ye

ar. T

his nu

mber

wi

ll mov

e tow

ards

the

targe

t whe

n tak

ing in

to ac

coun

t the c

ance

llatio

ns

Regis

trar /

DVC

Ac

adem

ic 53

58

4 978

47

30

Re

mains

as is

. UG

enro

lmen

ts co

mplet

ed.

5339

1.2

Unde

rgra

duate

Co

mplet

ion of

degr

ees.

Mi

d-ye

ar ta

rgets

– es

timate

d usin

g 2 ye

ar

aver

age o

f deg

ree

comp

letion

s yos

1 new

to

Wits

by m

id-ye

ar

DVC

Acad

emic

48

46

4 936

50

10

Year

-end

targ

et 48

46

4072

Gra

ds( E

xclud

ing

Dec n

umbe

rs)

1.3

Post

Grad

uate

Enro

lmen

t - H

onou

rs, M

aster

s and

Ph

D +

PG D

iplom

as at

NQ

F Le

vel 8

. All P

G Di

ps

exclu

ding t

he P

GCE

(NQF

7) m

id-ye

ar ta

rgets

– e

stima

ted us

ing 5

year

av

erag

e of P

G en

rolle

d by

mid-

year

VP / D

VC

Rese

arch

& P

G Af

fairs

/ Reg

istra

r

1470

1 14

969

1571

7 Ye

ar-e

nd ta

rget

1470

1 14

912

1.4

Onlin

e Roll

out

Prog

ramm

e DV

C Ac

adem

ic Ob

jectiv

es:

1. A

total

of fiv

e full

onlin

e pro

gram

mes a

ctive

as pe

r the

on

line p

rogr

amme

enro

lmen

t plan

.

Meas

urem

ent o

f how

subs

tantiv

e the

Univ

ersit

y has

been

able

to sh

ift Al

l cou

rses h

ave m

oved

to

an on

line m

ode o

f de

liver

y sinc

e Apr

il

of 14

2. Three new MOOCs to be developed to emergency remote teaching, and extending online awareness

2020. BIS has created a dashboard that enables us to continually monitor, at an institutional level, the number of students that access our Learning Management System (LMS). Each course has its own site on the LMS, and lecturers are able to access student usage statistics for their own course at any time.

1.5 Post Graduate graduations - honours, Masters and PhD completion of degrees Excludes all PG Dips mid-year targets - estimated using 5 year average of degree completions by mid-year

VP / DVC Research & PG Affairs / Registrar

3517 4 205 4415 Year-end target 3517 1967 Grads

1.6 Science, Engineering and Technology Profile

DVC Academic 50.40% 51% 51.1% Year-end target 50,4% 50.2%

2. Research Output and Profile (25% Weight)

Indicator / performance driver Source Base Year-end target Year-end stretch

Covid Impact - Revised

2.1 Accredited Research Output (measured in DHET units)

VP / DVC Research & PG Affairs

1 960 2 060 2 200 All data to remain as is. The only impact Covid has had is on collection and this will receive focussed attention in June and July. To be noted all Research output and data is for 2019.

1997 submitted for 2019. Wits fully compliant. 1924 - estimate of likely approved units. Will be

Page

4 of

14

confi

rmed

in D

ecem

ber

2020

2.2

Prop

ortio

n of J

ourn

al Ar

ticles

publi

shed

in IS

I an

d IBS

S ind

exed

jou

rnals

VP / D

VC

Rese

arch

& P

G Af

fairs

86%

90

%

95%

92

.5%

Inter

natio

nal u

nits o

ther

than D

HET

(inclu

des

Scop

us)

95.7%

2.3

Numb

er of

acad

emic

staff

publi

shing

and r

epor

ting

rese

arch

, mea

sure

d on a

ro

lling t

hree

year

aver

age

basis

VP / D

VC

Rese

arch

& P

G Af

fairs

741

750

800

809

(Con

firmed

for 2

019)

2.4

Postd

oc pr

oduc

tivity

: nu

mber

of ac

credit

ed

publi

catio

ns pe

r pos

tdoc

aver

aged

over

a ro

lling 3

ye

ar pe

riod

VP / D

VC

Rese

arch

& P

G Af

fairs

1.02

1.07

1.12

1.5

2.5

Rese

arch

Con

tracts

Inc

ome f

or th

e Wits

He

alth C

onso

rtium,

Wits

Co

mmer

cial &

Res

earch

Of

fice

VP / D

VC

Rese

arch

& P

G Af

fairs

R1 4

31 19

3 275

.00

R1 51

5 748

164.0

0 R

1 605

785 7

72.00

No

t rec

eived

yet

2020

year

to da

te:

R 96

5 912

000

Made

up as

follo

ws:

WHC

= R

597 5

08 00

0 W

E =

R 39

000 0

00

Wits

R 32

9 004

000

3. Te

chno

logy a

nd In

frastr

uctur

e (5 %

Weig

ht)

Indica

tor / p

erfor

manc

e driv

er

Sour

ce

Objec

tives

Co

vid Im

pact

- Rev

ised

3.1

Deliv

er IC

T pr

ojects

to

enab

le Di

gital

Lear

ning

COO

1. Di

gitali

satio

n of p

roce

sses

thro

ugh H

R pr

oces

s au

tomati

on, p

latfor

ms fo

r wor

kflow

appr

ovals

and d

igital

sig

natur

es an

d roll

out o

f Sha

rePo

int E

xpan

sion o

f the

Smar

t Clas

sroom

Pro

ject

Infra

struc

ture f

or le

cture

captu

re to

be

prior

itised

. Con

sulta

tion r

elatin

g to

this w

ill be

done

.

1. HR

reco

mmen

datio

n of

emplo

ymen

t has

been

dig

itised

& au

tomate

d.

Wor

kflow

appr

oval

tool

of

14

2. Ex

pans

ion of

the S

mart

Clas

sroom

Pro

ject

3. Cy

ber S

ecur

ity M

itigati

ons:

gap a

nalys

is, ro

ad m

ap an

d ex

ecuti

on by

June

2020

. 4.

Deliv

er th

e Cam

pus-b

ased

Digi

tal Le

arnin

g Cen

tre (I

CT

Libra

ries P

rojec

t) by

Mar

ch 20

20

Objec

tives

rema

in in

place

with

re

vision

of da

tes

Deliv

er th

e Cam

pus-b

ased

Digi

tal

Lear

ning C

entre

(ICT

Libr

aries

Pr

oject)

by D

ec 2

020

(K2)

is im

pleme

nted a

nd

is no

w in

prod

uctio

n. Di

gital

signa

tures

rolle

d ou

t. Sh

areP

oint u

sage

ex

tende

d to a

ll Fac

ulties

. 2.

Lectu

re C

aptur

e pro

ject is

cu

rrentl

y roll

ing ou

t with

50

venu

es ea

rmar

ked f

or

comp

letion

for 2

020.

3. Th

e cyb

er se

curity

gaps

an

alysis

comp

leted

in

April.

Mitig

ation

plan

s &

initia

tives

have

been

ini

tiated

to cl

ose t

he

gaps

. 4.

War

tenwe

iler L

ibrar

y Le

arnin

g Inn

ovati

on

cons

tructi

on co

mplet

ed in

Au

gust.

Pro

ject o

n tra

ck

for co

mplet

ion by

31

Dece

mber

2020

.

3.2

Mana

ge th

e mult

i-yea

r pr

ioritis

ed m

ainten

ance

an

d com

plian

ce

prog

ramm

e with

in the

tim

eline

s dete

rmine

d.

COO

1. Im

pleme

nt an

d com

miss

ion a

Wits

-tailo

red a

sset

mana

geme

nt sy

stem

by D

ecem

ber 2

020

2. Co

mplet

e buil

ding c

ondit

ional

asse

ssme

nts by

June

2020

to

guide

main

tenan

ce pr

ioritiz

ation

All o

rigina

l obje

ctive

s rem

ain as

is

Comp

lete b

uildin

g con

dition

al as

sess

ments

by D

ec 20

20 to

guide

ma

inten

ance

prior

itizati

on

1. Pr

oject

curre

ntly a

t tend

er

stage

& se

rvice

prov

ider

will b

e app

ointed

by D

ec

2020

, with

im

pleme

ntatio

n only

fea

sible

in 20

20 du

e to

Covid

-relat

ed de

lays.

2. Bu

ilding

cond

itiona

l as

sess

ments

in pr

ogre

ss

& wi

ll be c

omple

ted by

the

targ

eted c

omple

tion

date

of 30

Dec

2020

of

14

3.3

Mana

ge th

e DHE

T-

funde

d Mac

ro

infra

struc

ture p

rojec

ts

COO

1. Co

mplet

e 200

9 rev

iew of

Wits

Spa

tial D

evelo

pmen

t Fr

amew

ork.

Pres

ent fi

rst dr

aft to

SET

Retr

eat in

Feb

ruar

y 20

20 an

d fina

l revie

w to

first C

ounc

il Mee

ting o

f 202

0. 2.

Imple

ment

WIT

S DH

ET IE

G 20

18 -

2021

Cap

ital W

orks

Pr

ogra

mme a

nd cl

ose o

ut pr

eviou

s fun

ding g

rant

cycle

s:

2.1. C

omple

te the

scop

ing of

the W

its D

HET

IEG

2018

- 20

21 C

apita

l Wor

ks P

rogr

amme

on hi

gh le

vel b

y Se

ptemb

er 20

20.

2.2. R

evise

the h

igh le

vel im

pleme

ntatio

n plan

for t

he W

its

DHET

IEG

2018

- 20

21 C

apita

l Wor

ks P

rogr

amme

an

d obta

in ap

prov

al fro

m go

vern

ance

stru

cture

s by 0

1 Ap

ril 20

20

2.3. S

ecur

e app

rova

l from

DHE

T for

revis

ed sc

ope o

f wo

rks fo

r the

prop

osed

Flow

er H

all T

est a

nd

Exam

inatio

n Cen

tre, W

est C

ampu

s Villa

ge an

d Co

mmer

ce, L

aw an

d Man

agem

ent B

uildin

g re

deve

lopme

nts.

2.4. C

omple

te an

d mee

t qua

rterly

DHE

T re

portin

g re

quire

ments

. 2.5

. Com

plete

and m

eet a

nnua

l DHE

T re

portin

g re

quire

ment

by 01

May

2020

3.

Prep

are n

ew D

HET

IEG

2022

- 20

25 C

apita

l Wor

ks

Prog

ramm

e in c

onsu

ltatio

n with

Fac

ulties

and o

ther

relev

ant s

takeh

older

s 4.

Comp

lete t

he hi

gh-le

vel in

vesti

gatio

n and

scop

ing fo

r pr

oject

portf

olio t

o be s

ubmi

tted t

o the

next

DHET

IEG

Fund

ing cy

cle i.e

. 202

2 - 20

25 by

01 N

ovem

ber 2

020 a

s an

outco

me of

the W

its S

patia

l Dev

elopm

ent F

rame

work

rene

wal in

cons

ultati

on w

ith F

acult

ies an

d othe

r rele

vant

stake

holde

rs.

Objec

tives

rema

in in

place

with

re

vision

of da

tes

Revis

e high

-leve

l imple

menta

tion

plan f

or W

its D

HET

IEG

2018

- 20

21 C

apita

l Wor

ks P

rogr

amme

&

obtai

n app

rova

l from

gove

rnan

ce

struc

tures

by 30

June

20. S

ecur

e ap

prov

al fro

m DH

ET fo

r rev

ised

scop

e of w

orks

for p

ropo

sed F

lower

Ha

ll Tes

t & E

xams

Cen

tre, W

est

Camp

us V

illage

, CLM

Buil

ding

rede

velop

ments

by 30

June

. Co

mplet

e and

mee

t ann

ual D

HET

repo

rting r

equir

emen

t by 3

0 Jun

e 20

20

Prep

are n

ew D

HET

IEG

2022

- 20

25 C

apita

l Wor

ks P

rogr

amme

in

cons

ultati

on w

ith F

acult

ies an

d oth

er re

levan

t stak

ehold

ers b

y 25

Sep

2020

1. W

its S

DF up

date

in pr

ogre

ss fo

r fina

l revie

w su

bmiss

ion to

the l

ast

Coun

cil m

eetin

g of.2

020.

2. On

going

, nati

onal

lockd

own i

mpos

ed a

4-mo

nth de

lay on

capit

al wo

rks pr

ogra

mme.

All

cons

tructi

on ac

tivitie

s ha

ve re

sume

d &

satis

factor

ily:

3. W

its D

HET

IEG

2018

- 20

21 sc

oping

comp

leted

, aw

aiting

confi

rmati

on of

Co

nstru

ction

Fra

mewo

rk Co

ntrac

ts by

the

Septe

mber

Cou

ncil W

its

DHET

IEG

0218

- 20

21

imple

menta

tion

prog

ramm

e rev

ised &

co

mmun

icated

, fina

l pr

oject

comp

letion

sc

hedu

led fo

r Dec

embe

r 20

23.

4. Re

vised

scop

e &

imple

menta

tion

prog

ramm

es fil

ed as

part

of 20

20 W

its D

HET

IEG

Annu

al Re

port,

await

ing

asse

ssme

nt fee

dbac

k fro

m DH

ET.

5. On

going

DHE

T qu

arter

ly re

portin

g req

uirem

ents

are a

dher

ed to

. 2.5

2020

Wits

DHE

T IE

G An

nual

Repo

rt co

mplet

ed

and s

ubmi

tted.

3. &

4. On

going

and

delay

ed, a

waitin

g 6th

of

14

Cycle

DHE

T IE

G 20

22-

2025

fund

ing cr

iteria

from

DH

ET, v

ariou

s pre

cinct

and p

rojec

t spe

cific

prop

osals

are b

eing

prep

ared

in th

e inte

rim.

3.4

Imple

ment

Gree

n ini

tiativ

es

COO

1. Su

bject

to bu

dget

appr

oval,

imple

ment

high i

mpac

t ene

rgy

proje

cts as

per d

etaile

d Ene

rgy P

lan (W

its E

nerg

y Ef

ficien

cy an

d Bus

iness

Con

tinuit

y Pro

jects)

pres

ented

at

Septe

mber

2019

SET

Retr

eat.

1.1. I

mplem

ent a

centr

alise

d stan

dby g

ener

ator s

olutio

n for

the P

arkto

wn M

anag

emen

t Cam

pus a

nd

Knoc

kand

o Res

idenc

e. 1.2

. Com

plete

plann

ing fo

r all n

ew pr

opos

ed co

-ge

nera

tion s

ystem

s for

the R

eside

nce p

ortfo

lio by

31

Dece

mber

2020

. 1.3

. Com

plete

plann

ing fo

r new

tri-g

ener

ation

plan

t at

Facu

lty of

Hea

lth S

cienc

es B

uildin

g by 3

1 Dec

embe

r 20

20.

1.4. C

omple

te pla

nning

for p

ropo

sed n

ew ro

oftop

PV

syste

ms ac

ross

all c

ampu

ses a

nd in

itiate

proc

urem

ent to

sour

ce su

itable

PV

contr

actor

s in

prep

arati

on fo

r imple

menta

tion t

o beg

in in

2021

2.

Utilis

e env

ironm

ental

ly-frie

ndly

chem

icals

3.

Prom

ote an

d pro

tect in

digen

ous p

lants

4. Ut

ilise b

oreh

ole w

ater f

or m

aintai

ning g

roun

ds

5. Im

pleme

nt of

recy

cling

initia

tives

6.

Proc

ure a

nd ut

ilise e

co-fr

iendly

Wits

-own

ed ve

hicles

7.

Pilot

the c

ampu

s bicy

cle sy

stem

Objec

tives

rema

in in

place

with

re

vision

of da

tes

Imple

ment

a cen

tralis

ed st

andb

y ge

nera

tor so

lution

for t

he P

arkto

wn

Mana

geme

nt Ca

mpus

and

Knoc

kand

o Res

idenc

e by 3

1 Dec

20

20

Objec

tives

rema

in in

place

with

re

vision

of da

tes –

for co

mplet

ion

by 31

Dec

2020

1. Th

e cen

tralis

ed

stand

by ge

nera

tor

solut

ion fo

r both

sites

on

trac

k for

comp

letion

by

31 D

ecem

ber 2

020.

2. Pl

annin

g on t

rack

for

rooft

op c

omple

tion b

y 31

Dec

embe

r 202

0. 3.

Envir

onme

ntally

- frie

ndly

chem

icals

being

utilis

ed.

Exce

ption

s wer

e mad

e for

adhe

renc

e to C

ovid-

19 re

gulat

ions.

4.

The W

its La

ndsc

aping

Ma

sterp

lan be

ing

comp

iled f

or th

e pr

omoti

on an

d pr

otecti

on of

ind

igeno

us pl

ants.

On

track

.

of

14

8. En

force

a pla

stic-f

ree c

ampu

s

5. Ut

ilisati

on of

bore

holes

in

abey

ance

due t

o bu

dgeta

ry co

nstra

ints.

6. On

going

and o

n tra

ck.

7. Co

ntinu

ous m

ilesto

ne

and o

n tra

ck.

8. Pr

oject

defer

red t

o 20

21 as

the n

ation

al Lo

ckdo

wn in

terru

pted

rollo

ut.

9. Pr

oject

succ

essfu

lly

imple

mente

d and

mo

nitor

ing is

co

ntinu

ous a

nd

succ

essfu

l.

4. Fin

ance

(10

% W

eight)

Indica

tor / p

erfor

manc

e driv

er

Sour

ce

Objec

tives

Co

vid Im

pact

- Rev

ised

4.1

Budg

et CF

O 1.

Deliv

er C

ounc

il app

rove

d bre

ak-e

ven b

udge

t and

re

siden

ce ap

prov

ed de

ficit b

udge

t in lin

e with

7 ye

ar br

eak

even

plan

Deliv

er a

targ

eted d

eficit

of R

150

millio

n for

Cou

ncil a

ppro

ved b

udge

t, de

rived

from

the f

orec

ast fo

r the

cu

rrent

year

, an

d a r

eside

nce

appr

oved

defic

it bud

get in

line w

ith

7-ye

ar br

eak e

ven p

lan

Deliv

er a

targ

eted d

eficit

of

+-R5

0 milli

on fo

r Co

uncil

appr

oved

budg

et,

deriv

ed fr

om th

e for

ecas

t for

the c

urre

nt ye

ar ,

and

a re

siden

ce ap

prov

ed

defic

it bud

get in

line w

ith

7-ye

ar br

eak e

ven p

lan

4.2

Asse

t Man

agem

ent

Bank

ing In

itiativ

es an

d Tr

easu

ry So

lution

s

CFO

1. Im

pleme

nt ne

w As

set S

trateg

y and

tran

sition

to ne

w Inv

estm

ent A

sset

Mana

gers

2. Im

pleme

nt Ne

w Ba

nking

Initia

tives

and T

reas

ury S

olutio

n to

conti

nue t

o imp

rove

retur

n on s

urplu

s fun

ds

Revis

it the

Ass

et St

rateg

y and

tra

nsitio

n to n

ew In

vestm

ent A

sset

Mana

gers

defer

ment

arisi

ng fr

om

Covid

19 co

nseq

uent

volat

ilities

.

Revis

it the

Ass

et St

rateg

y an

d tra

nsitio

n to n

ew

Inves

tmen

t Ass

et Ma

nage

rs de

ferme

nt ar

ising

from

Cov

id 19

co

nseq

uent

volat

ilities

.

of

14

4.3

Finan

cial S

tatem

ents

CFO

1. De

liver

unqu

alifie

d fina

ncial

state

ments

by th

e DHE

T de

adlin

e for

2019

/2020

Or

igina

l obje

ctive

rema

ins

Origi

nal o

bjecti

ve re

mains

5. Ins

titutio

nal C

ultur

e (5

% W

eight)

Indica

tor / p

erfor

manc

e driv

er

Sour

ce

Objec

tives

Co

vid Im

pact

- Rev

ised

5.1

Safet

y and

secu

rity

initia

tives

CO

O 1.

Imple

ment

Smar

t Tec

hnolo

gy to

enha

nce s

afety

and

secu

rity by

June

2020

2. Co

nduc

t safe

ty an

d sec

urity

surve

ys qu

arter

ly

Objec

tives

rema

in the

same

with

re

vision

of da

te De

cemb

er 20

20

Cond

uct s

afety

and s

ecur

ity

surve

ys qu

arter

ly

sta

rting S

ept

2020

5.2

Staff

well

ness

VP

HR

/ Tr

ansfo

rmati

on

1. De

termi

ne th

e bas

eline

for s

taff m

ental

healt

h and

we

llnes

s 2.

Admi

nister

the W

ellne

ss W

eek a

nd re

lated

activ

ities

3. La

unch

the A

skNe

lson A

pp in

colla

bora

tion w

ith K

aelo

Lifes

tyle

4. De

velop

and I

mplem

ent O

ccup

ation

al He

alth P

olicy

for t

he

Unive

rsity

5. Inv

estig

ate a

Trav

el Cl

inic f

or U

niver

sity e

mploy

ees.

All o

rigina

l obje

ctive

s rem

ain as

is

COVI

D-19

has h

ad an

im

pact

on th

ese

deliv

erab

les, b

ut a r

eturn

to

camp

us pl

an, p

olicie

s on

remo

te wo

rking

and

quar

antin

e lea

ve w

ere

deve

loped

.

5.3

Stud

ent w

ellne

ss

De

an of

Stud

ents

1. Im

pleme

nt me

ntal w

ellne

ss st

rateg

y inc

luding

supp

ort

arra

ngem

ents

for da

y stud

ents

Al

l orig

inal o

bjecti

ves r

emain

as is

W

ellne

ss A

pp la

unch

ed in

pa

rtner

ship

with

ICAS

, Ra

nge o

f onli

ne se

rvice

s int

rodu

ced:

coun

sellin

g, ps

ychia

tric su

ppor

t, life

co

achin

g, ca

reer

servi

ces,

etc.

5.4

Ca

mpus

Hou

sing a

nd

Resid

ence

De

an of

Stud

ents

1. Re

view

resid

ence

life a

nd su

ppor

t pro

gram

mes t

o alig

n wi

th the

first

year

resid

ence

stra

tegy

All o

rigina

l obje

ctive

s rem

ain as

is

Orien

tation

revie

w an

d re

siden

ce cu

lture

revie

w wi

th TE

EO

(Firs

t Yea

r) Re

siden

ce

Acad

emic

Advis

ors

initia

tive –

2021

im

pleme

ntatio

n W

arde

n app

ointm

ents

– foc

us on

first

year

supp

ort

of

14

5.5

First

year

enro

lmen

ts in

resid

ence

s

Dean

of S

tuden

ts 1.

Targ

et of

38%

first

year

enro

lmen

t 2.

Imple

ment

off ca

mpus

acco

mmod

ation

accre

ditati

on

polic

y

All o

rigina

l obje

ctive

s rem

ain as

is

Targ

et no

t met

- 32%

Po

licy a

ppro

ved b

y co

uncil

and c

urre

ntly

being

imple

mente

d for

20

21

6. Tr

ansfo

rmati

on (

5 % W

eight)

Indica

tor / p

erfor

manc

e driv

er

Sour

ce

Base

Ye

ar-e

nd ta

rget

Year

-end

str

etch

Covid

Impa

ct - R

evise

d

25%

26

%

27%

6.1

Staff

ing -

race

Inc

ludes

all s

taff o

n pe

rson t

ype e

mploy

ee.

Perm

anen

t coh

ort.

Exclu

des S

ET m

embe

rs,

acad

emic

co-o

rdina

tor,

traine

e, vis

iting a

nd

hono

rary,

attor

ney a

nd

senio

r atto

rney

, inter

ns,

profe

ssor

emer

iti,

teach

ing an

d res

earch

as

sistan

ts, ex

terna

l pe

rsons

, psy

cholo

gists,

in-

hous

e cou

nsell

or an

d po

stdoc

toral

fellow

s.

VP H

R /

Tran

sform

ation

Ob

jectiv

e: Inc

reas

e RSA

Afric

an an

d Colo

ured

acad

emic

staff a

s a %

of

all ac

adem

ic sta

ff by 1

%1

All o

rigina

l obje

ctive

s rem

ain as

is

25.5%

6.2.

Staff

ing –

gend

er / r

ace

Same

note

as ab

ove

VP H

R /

Tran

sform

ation

3%

4%

5%

3.8%

1

of

14

.

6.3

Numb

er of

Staf

f with

Do

ctora

l deg

rees

Inc

ludes

new

appo

intme

nts w

ith P

hD's

(per

mane

nt an

d tem

pora

ry). A

ppoin

tmen

ts ar

e sub

ject to

vaca

ncies

.

VP/

DV

C Ac

adem

ic/

DV

C HR

/ Tr

ansfo

rmati

on

941

960

980

94

0

6.4

Curri

culum

Refo

rm

Four

mod

ules i

n eac

h of

the fiv

e fac

ulties

to be

re-

curri

culat

ed

VP

Obje

ctive

: 1.

Four

mod

ules i

n eac

h of th

e five

facu

lties t

o be r

e-cu

rricu

lated

7. Fu

ndra

ising

(5 %

Weig

ht)

Indica

tor / p

erfor

manc

e driv

er

Sour

ce

Base

Ye

ar-e

nd ta

rget

Year

-end

str

etch

Covid

Impa

ct - R

evise

d

7.1

Fund

raisi

ng pr

ojects

- ne

w mo

ney r

aised

VP

/ HR

/Tra

nsfor

matio

n R1

34m

R138

m R1

425m

R134

m – c

hang

e in f

undr

aising

lan

dsca

pe

R85 m

illion

in ba

nk

Still

to co

me:

Kirsh

– R1

75 m

illion

Mc

Alpin

e – R

65 m

illion

Se

abro

oke –

R4 m

illion

7.2

Cente

nary

Camp

aign

VP/ H

R o/T

rans

forma

tion

R1,6

billio

n (in

cash

, gifts

, sp

onso

rship

and p

ledge

s

R1,8

billio

n (in

cash

, gif

ts, sp

onso

rship

and p

ledge

s

R1,9

billio

n (in

cash

, gifts

, sp

onso

rship

and

pledg

es

R1.6

billio

n tar

get

R1.64

billio

n sec

ured

St

ill to

come

: Ra

ndy B

est -

R30

milli

on

Appe

lbaum

s?

of

14

VP/ H

R /T

rans

forma

tion

Objec

tives

: 1.

Incre

ase i

ntens

ity of

dono

r eng

agem

ent

2. De

velop

camp

aign b

rand

and m

essa

ging D

efine

op

portu

nities

and a

ppro

priat

e rec

ognit

ion at

all le

vels

3. Se

cure

lead

gifts

to th

e cam

paign

4.

Deve

lop an

d imp

lemen

t bes

poke

comm

unica

tion

prog

ramm

e to m

ultipl

e stak

ehold

ers a

nd do

nor s

ector

s

8. Op

erati

onal

Effic

iency

and E

ffecti

vene

ss (

5 % W

eight)

Indica

tor / p

erfor

manc

e driv

er

Sour

ce

Objec

tives

Co

vid Im

pact

- Rev

ised

8.1

Targ

eted V

olunta

ry Ea

rly

Exit f

or S

elect

Staff

CO

O 1.

A co

nsult

ative

proc

ess w

ith U

nions

envis

aged

post

the

feasib

ility s

tudy a

nd af

forda

bility

: 2.

Cond

uct b

ench

marki

ng/w

orklo

ad as

sess

ment

for th

e De

partm

ents

to ma

tch th

e num

ber o

f res

ource

s to t

he

Unive

rsity’

s nee

ds by

Janu

ary 2

020

3. Ta

ke 55

-to 65

grou

p and

thos

e ind

ividu

als af

fected

by ill

he

alth o

ver e

xtend

ed pe

riods

and m

atch t

he da

ta ag

ainst

attain

ment

of op

timum

staff

leve

ls by

Feb

ruar

y 202

0.

4. En

gage

with

a hu

man c

apita

l ser

vice p

rovid

er to

solid

ify

the U

niver

sity's

objec

tive,

desig

n the

offer

to be

mad

e and

the

proc

ess t

o be f

ollow

ed by

Mar

ch 20

20

5. Un

iversi

ty to

test a

nd co

nfirm

finan

cial a

fford

abilit

y of th

e pr

oject

by M

arch

2020

. 6.

Cons

ult w

ith th

e Org

anise

d Lab

our a

nd af

fected

em

ploye

es by

May

2020

. 7.

Imple

ment

the pr

oject

by en

d of J

une 2

020.

Rema

ins as

is w

ith re

vision

of da

tes

8.2

Wor

ld cla

ss in

frastr

uctur

e an

d ser

vices

align

ed w

ith

the C

enten

ary C

ampa

ign

objec

tives

COO

1. Ma

intain

clea

nline

ss on

camp

us

2. Ro

utine

main

tenan

ce an

d rep

airs t

o buil

dings

and e

nviro

ns

( eg w

alkwa

ys) o

n cam

pus

All o

rigina

l obje

ctive

s rem

ain as

is

8.3

Perfo

rman

ce B

ased

re

mune

ratio

n

SE

T

1. Ro

llout

the P

erfor

manc

e-ba

sed r

emun

erati

on po

licy

All o

rigina

l obje

ctive

s rem

ain as

is

of

14

9. Im

pact

(10 %

Weig

ht)

Indica

tor / p

erfor

manc

e driv

er

Sour

ce

Objec

tives

Co

vid Im

pact

- Rev

ised

9.1

Rese

arch

impa

ct SE

T 1.

Supp

ort r

esea

rch th

at co

ntribu

tes to

polic

y mak

ing a

nd

innov

ation

s tha

t hav

e bea

rings

on th

e bro

ader

econ

omica

l cli

mate

and o

ther s

ociet

al ch

allen

ges

2. Int

rodu

ce a

VC’s

Tran

slatio

n Res

earch

awar

d (sim

ilar t

o VC

’s Inn

ovati

on aw

ard i

ntrod

uced

in 20

19.

3. Es

tablis

h ano

ther c

ompa

ny ba

sed o

n inn

ovati

ve re

sear

ch

All o

rigina

l obje

ctive

s rem

ain as

is

3 VC’

s res

earch

awar

ds

includ

ing R

esea

rch,

Socia

l impa

ct an

d Inn

ovati

on

9.2

Institu

tiona

l Stra

tegy

VC

1. In

itiate

a pro

cess

to de

termi

ne a

new

strate

gy fo

r the

Un

iversi

ty go

ing fo

rwar

d pos

t 202

2.

All o

rigina

l obje

ctive

s rem

ain as

is

Star

t up c

onve

rsatio

n at

SET

Retre

at

9.3

Grad

uate

emplo

yabil

ity

SET

1. T

rack

grad

uate

emplo

yabil

ity

All o

rigina

l obje

ctive

s rem

ain as

is

9.4

Cohe

sion

SET

Identi

fy a s

eries

of in

itiativ

es ai

med a

t cre

ating

cohe

siven

ess

withi

n the

Univ

ersit

y :

HS -P

lan an

d init

iate a

pilot

urba

n dem

ogra

phy r

esea

rch si

te as

part

of

the G

auten

g Res

earch

Tria

ngle

(a co

llabo

ratio

n be

twee

n UP,

UJ a

nd W

its).

In EB

E Pr

omote

the i

mpac

t of r

esea

rch in

the c

ontex

t of

innov

ation

(and

not p

ublic

ation

alon

e)so

that

this

mater

ialize

s into

spin-

offs,

and c

ross

-cuttin

g enti

ties t

hat w

ill dr

ive In

nova

tion a

s the

ir prim

ary o

bjecti

ve

Scien

ce -

Comm

ence

with

the d

evelo

pmen

t of

a pos

tgrad

uate

prog

ramm

e in S

cienc

e and

Inno

vatio

n afte

r ha

ving e

ngag

ed w

ith fa

cultie

s of E

BE, H

ealth

Scie

nces

and

CLM

with

the pu

rpos

e of tr

aining

our P

G stu

dents

to

explo

re th

e rea

l pote

ntial

of the

ir res

earch

in th

e sen

se of

ap

plica

tion a

nd in

nova

tion

Stud

ent A

ffairs

and

GEO

- La

unch

a ca

mpus

wide

foc

used

awa

rene

ss ca

mpaig

n on

gend

er-b

ased

viole

nce

Hum

aniti

es -

emba

rk on

a Fa

culty

-wide

, enh

ance

d Hu

manit

ies G

radu

ate C

entre

semi

nar a

nd w

orks

hop

prog

ramm

e for

adva

nced

postg

radu

ate st

uden

ts an

d staf

f CL

M - in

trodu

ce a

postg

rad p

rogr

amme

on he

alth e

cono

mics

All o

rigina

l obje

ctive

s rem

ain as

is

Ga

uteng

Res

earch

Tr

iangle

: Pro

f Rog

er

Dean

e (SK

A Ch

air in

Ra

dio A

stron

omy)

appo

inted

to le

ad jo

int

Wits

-UP-

UJ re

sear

ch

entity

in A

strop

hysic

s Sc

ience

Dean

s’ Se

lect

Comm

ittee o

n Inn

ovati

on in

cl W

its

Enter

prise

, WBS

, Ts

himolo

gong

& ot

her

acad

emics

has b

een

set u

p.

A

prop

osal

is be

ing

deve

loped

in

colla

bora

tion w

ith U

Ed

inbur

gh to

the

Maste

r Car

d Fo

unda

tion t

o fun

d the

of

14

MS

c (Inn

ovati

on) o

nline

PT

degr

ee.

Ins

tituted

a se

mina

r se

ries w

rt int

egra

ting

innov

ation

train

ing

more

form

ally i

nto th

e cu

rricu

lum, a

s well

as

vario

us ot

her in

itiativ

es.

HS

: The

Gau

teng

Rese

arch

Tria

ngle

urba

n dem

ogra

phic

surve

illanc

e site

unde

r Da

vid E

vera

tt’s

leade

rship

is up

and

runn

ing.

Hu

manit

ies se

mina

r ha

s gon

e ahe

ad

virtua

lly, a

nd ve

ry su

cces

sfully

Annexure E


2020 Actuals as at

31 December

INSTITUTIONAL SCORECARD 2020

ACTUALS as at 31 DECEMBER

KPI PERFORMANCE 1. Teaching Effectiveness & Enrolment 1.1. Undergraduate Enrolment 5670 UG enrolments

( Lower attrition rate 2.6% 2020 as per data provided by Business Intelligence Services)

1.2. Undergraduate Completion of degrees 5199 1.3. Post Graduate Enrolment - Honours,

Masters and PhD + PG Diplomas at NQF Level 8.

15359 PG enrolments

1.4. Online Rollout Programme Emergency Remote Teaching in an online mode has been universally implemented in courses offered in the second, third and fourth teaching blocks. ERT began on 20 April 2020, was smoothly implemented, with no loss of teaching days in the academic year. The following online programs have been rolled out: • PD Business Admin • PD Project Management • PD in Digital Business (Occasional studies) We were not able to roll out the fourth program before the addendum was signed and this happened in September 2020. This pace will pick up in 2021. Three new MOOCS were developed, namely: •Root canal preparation and •Theory for Change development •Paediatric Physical examination skill The MOOCS team are actively supporting the delivery of current and new courses through monitoring technical issues and participating in discussion forums.

1.5. Post Graduate graduations - honours, Masters and PhD completion of degrees

3477

1.6. Science, Engineering and Technology Profile

49.5%

Annexure E


2020 Actuals as at

31 December

2. Research Output and Profile 2.1. Accredited Research Output

(measured in DHET units)

Submitted 1 997 units on time in August 2020. Based on historic records of rate of conversion into approved units it is estimated we will receive 1 924 approved units 1477 publications in Scopus. This is already more than those published in 2019 and just below the number published in 2018. The DHET approved number research publication units approved for the 2018 and 2019 publication years were 1 878 and 1 919, respectively.

2.2. Proportion of Journal Articles published in ISI and IBSS indexed journals

Based on submitted figures - 95% of journals published in non-SA based journals

2.3. Number of academic staff publishing and reporting

Based on submitted value the indicators is 763

2.4. Postdoc productivity: number of accredited publications per postdoc

Based on submitted value the indicator is 1.4

2.5. Research Contracts Income for Wits Group Research Contracts Income for the 2020 Financial Year

R 2, 742 Billion (this includes ALL research generated by the Group and accounted for)

Made up as follows:

WHC - R 2, 464 Billion

Wits – R0, 278 Billion 3. Technology and Infrastructure

3.1. Deliver ICT projects to enable Digital Learning

1. The HR recommendation of employment has been digitised and automated. The workflow approval tool (K2) has been implemented and is now in production. Digital signatures have been rolled out. SharePoint usage has been extended to all Faculties. 2. The Lecture Capture project is currently rolling out with 50 venues earmarked for completion for 2020. 3. The cyber security gaps analysis completed in April. Mitigation plans and initiatives have been initiated to close the gaps. 3. Wartenweiler Library Learning Innovation construction completed in August. Project completed by 31 December 2020.

3.2. Manage the multi-year prioritised maintenance and compliance programme within the timelines determined.

1. Project was at tender stage and the service provider was appointed by Dec 2020, with implementation only feasible in 2021 due to Covid-related delays. 2 Building conditional assessments in progress and completed by the targeted completion date of 30 Dec 2020.

3.3. Manage the DHET- funded Macro infrastructure projects

1. Wits SDF submitted for final review to the last Council meeting of 2020. 2. Ongoing, national lockdown imposed a 4-month delay on capital works programme. All construction activities were resumed satisfactorily: 2.1 Wits DHET IEG 2018 - 2021 scoping completed. 2.2. Wits DHET IEG 0218 - 2021 implementation programme revised and communicated, final project completion scheduled for December 2023. 2.3 Revised scope and implementation programmes filed as part of 2020 Wits DHET IEG Annual Report, awaiting assessment feedback from DHET. 2.4 Ongoing DHET quarterly reporting requirements are adhered to. 2.5 2020 Wits DHET IEG Annual Report completed and submitted. 3. & 4. Ongoing and delayed, awaiting 6th Cycle DHET IEG 2022-2025 funding criteria from DHET, various precinct and project specific proposals are being prepared in the interim.

3.4. Implement Green initiatives 1.1 The centralised standby generator solution for both sites completed by 31 December 2020. 1.2 to 1.4 Planning completed by 31 December 2020. 2. Environmentally- friendly chemicals being utilised. Exceptions were made for adherence to Covid-19 regulations. 3. The Wits Landscaping Masterplan being compiled for the promotion and protection of indigenous plants. On track. 4. Utilisation of boreholes in abeyance due to budgetary constraints. 5. Ongoing and on track. 6. Continuous milestone and on track. 7. Project deferred to 2021 as the national Lockdown interrupted rollout. 8. Project successfully implemented and monitoring is continuous and successful.

4. Finance 4.1. Budget As mandated by Council the University had a

break even budget. 4.2. Asset Management Banking Initiatives

and Treasury Solutions Completed.

4.3. Financial Statements The Original deadline of 30 June 2020 was met. DHET allowance to deliver by August was not taken.

5. Institutional Culture 5.1. Safety and security initiatives 1.Proposed tender evaluated and awarded

December 2020. 2.Safety and security surveys on track for implementation. Survey questionnaire was rolled out in September 2020. Results published December 2020.

5.2. Staff wellness 1.Is being done in the context of Kaelo. 2.The wellness week was not held due to regulations on gatherings. Information packs are being sent regularly through communications to staff. 3.Was replaced by the protocols of managing COVID-19 and return to campus plan. 5.Affected by the reorganisation of the Centre for Exercise Science and Sports Medicine who would have been the partner in this activity.

5.3. Student wellness Wellness App launched in partnership with ICAS, Range of online services introduced: counselling, psychiatric support, life coaching, career services, etc. Additional training and support to PVT student accommodation providers.

5.4. Campus Housing and Residence Review Done: -Orientation review and residence culture review with TEEO (First Year). -Residence Academic Advisors initiative – 2021 implementation. -Warden appointments – focus on first year support.

5.5. First year enrolments in residences Target not met - 32% in 2020 -Policy approved by council and currently being implemented for 2021

6. Transformation 6.1. Staffing The equity profile for academic staff has

remained stable during 2020 6.2. Staffing – gender / race 3.8%

The gender profile has increased slightly. This may be due to staffing changes.

6.3. Number of Staff with Doctoral degrees 940

6.4. Curriculum Reform - Four modules in each of the five faculties to be re-curriculated

•FEBE has now successfully rolled out the Common First Year Programme. This involved not only the replanning and recurriculation of the First shifted into the Academic Development Unit – an acknowledgement of the role of this programme as not only being essential as an introductory year in Engineering in the 21st Century – but as a key component of ongoing Academic Development. This has also resulted in the complete revision of the curricular in all five School from Year of study 2-4. Significantly this is was the first time that the reviews were undertaken in all Schools involving staff, students and industry. •HS -This work was subsumed by the need to go onto ERT during this year. What has however happened is that we have continued review all curricula for content accuracy and validity. •Humanities - All general BA students are required to complete two-semester courses in one of the following languages: isiZulu or Sesotho or South African Sign Language (SASL). This re-curriculation occurred at the programme level. In addition, the Faculty of Humanities has processed multiple MADs that reflect curriculum transformation in the direction of broader epistemic inclusion and decolonisation. •Science - In effect all modules in the Faculty of Science needed to be re-curriculated during the transition to emergency online teaching. Following previous QQR reviews, all mathematics modules at 2nd and 3rd year level have been reformed, and this process is on-going. There have been significant changes to the statistics modules, and also chemistry modules over the past two years. •CLM – CLM Faculty has successfully transitioned its extensive UG and PG programmes to ERT. Extensive revisions completed to curriculum in law, accountancy, governance and business school. New PG programmes introduced in digital business, African philanthropy, energy leadership, health economics. •The following new programs and name changes have been accredited by the CHE and will be fully operational from 2021:

• Bachelor of Nursing • Advanced Diploma in School

Management and Leadership

• Bachelor of Arts in Theatre and Performance

• Master of Arts in Theatre and Performance

The following new innovative programs have been developed and will be fully approved in 2021:

• Master of Management in African Philanthropy - PQM approved. CHE accreditation pending

• Postgraduate Diploma in Digital Business (Distance) - Senate approval pending

• Postgraduate Diploma in Energy Leadership - PQM approved. CHE accreditation pending

7. Fundraising 7.1. Fundraising projects - new money

raised R279 million raised in 2020 (including the Kirsh Foundation contribution of R150 million)

7.2. Centenary Campaign R1.693 billion secured in cash, gifts, sponsorships and pledges which amounts to approximately 93% of the 2020 year-end target.

7.3. The Centenary Campaign brand has been developed, including the case for support, internal branding, a prospects database and a webpage: http://wits100.wits.ac.za/ Donor recognition levels/tiers have been developed and are in the approval process. Engagement with alumni and donors have intensified. Despite the lockdown, several webinars were held including two for alumni from around the world which attracted over 750 attendees. The Kirsh and McAlpine Foundation contributions have been secured as lead gifts in 2020. A detailed stakeholder engagement strategy is being developed for implementation from 2021.

8. Operational Efficiency and Effectiveness 8.1. Targeted Voluntary Early Exit for Select

Staff Established TVEE Committee Project Plan (Parked subject to Organised Labour buy-in. Deadlock reached due to medical aid related issues). Profile of Covid-19 vulnerable operational staff to be submitted to VCO, SET and Council.

8.2. World class infrastructure and services aligned with the Centenary Campaign objectives

Cleanliness programme set out with weekly monitoring and monthly surveys. Level of service reduced due to Covid-19 restrictions and institutional phased return to campus readiness plans. Routine maintenance plans in place and being executed, engagements forums with the schools and faculties and actions tracked. Building condition assessments completed in December 2020. A multiyear priority maintenance plan developed and rolled out over 3 to 5 year phases in line with academic, compliance and budget considerations.

8.3. Performance Based remuneration This has been implemented. The majority of staff have finalised performance contracts online and in a paper based form.

9. Impact 9.1. Research impact 3 VC’s research awards including Research,

Social impact and Innovation. 9.2. Institutional Strategy Discussions commenced at SET Retreat. 9.3. Graduate employability The graduate employability data is collected

during the graduation ceremonies using a short paper-based questionnaire. However, due to the Covid-19 pandemic this approach was not implemented in 2020. Instead, an online data collection approach will be utilized and targeted to all students who qualified to graduate this year. We therefore anticipate a drop in the response rate for the 2020/2021 academic year. -Positive feedback from Universum survey (global leader in the field of employer branding and talent research) presented annual findings in July

9.4. Cohesion • Gauteng Research Triangle: Prof Roger Deane (SKA Chair in Radio Astronomy) appointed to lead to joint Wits-UP-UJ research entity in Astrophysics Science. • Engagements underway with USAf for establishing a joint PhD + MSc(Innovation) pilot programme at Wits. Budget request has been submitted to DHET by USAf in this regard. • Deans Select Committee on Innovation incl Wits Enterprise, WBS, Tshimologong & other academics has been set up. Cuts across multiple Faculties. • A proposal is being developed with U Edinburgh to the Master Card Foundation to fun the MSc (Innovation) online PT degree. A special focus of these programmes will be trans-disciplinary research at the PG level – with an

emphasis on Transformational Leadership and tacking future challenges. • COVID-19 saw the rapid and collaborative roll-out of multi-faculty design and production initiatives, drawing research and design skills into real innovation and fabrication facilities – with Wits Designs for PPE being specifically optimised for sharing with other Institutions, NGOs and Private Industry. • Instituted a seminar series wrt integrating innovation training more formally into the curriculum, as well as various other initiatives. • HS: The Gauteng Research Triangle urban demographic surveillance site under David Everatt’s leadership is up and running. • Humanities seminar has gone ahead virtually, and very successfully. • Range of GBV interventions hosted: - Student Leadership training - GBV Focussed initiatives during Orientation (presentations and self-defence classes) - 4 Online GBV webinars in collaboration with the SRC

Annexure F

Council Objectives for 2020

Including Statement on Transformation and Sustainability

COUNCIL OBJECTIVES FOR 2020

Council has determined that for 2020, the following objectives would be prioritized:

Overseeing the initiation of the development of a long term Strategic Plan beyond 2022, which wouldframe the University of the Witwatersrand in the forefront of Higher Education going forward. Therollout of the Academic Learning and Teaching Plan 2020- 2024 ) and the Research Plan ( 2019 –2022) would be the first steps to this development

A review of Governance Structures and Council succession planning A review of selection process for senior appointments and succession planning of the Vice-

Chancellor and the Executive Team

The Council objectives should be seen in the context of the Strategic Framework of the University which espouses its vision and mission, as well as the values and principles of the University’s institutional intent.

Council further commits itself to the following objectives:

Council affirms its responsibility to govern the University as determined by the Higher EducationAct and the University’s Statute.

Council will, through the Senior Management Team, deliberately advance the University’s role asa public higher education institution, working for the public good.

Council recognises –- The centrality of the University to South Africa’s long-term development goals, and that

critical engagement and debate is a central role of the University;- That the University, in addition to creating new knowledge and engaging in blue sky

research, can and should play an important role in redressing inequality and responding tothe immediate needs of society;

Council will make decisions that promote and protect the long-term sustainability, inclusiveness andautonomy of this institution as a research-based university, including creating a safe environment forthe expression of a multiplicity of views.

Council will discharge its statutory responsibilities by:- Ensuring that management gives sufficient attention to the financial sustainability of the

University, including systems of financial control and planning, and that transparency indetermining the budget is given priority, and effectively monitored;

- Ensuring that all Council committee members fulfil their obligations with integrity and to thebest of their ability;

- Ensuring that all reports required by legislation (e.g. Annual report/ Annual Financialstatements) are submitted timeously and provide an accurate and factually correct reflectionof the business and sustainability of the University;

- Ensuring that all rules and policies, and the approval thereof, are in the best interests of theUniversity;

- Ensuring compliance with the senior appointment procedures as determined by theUniversity, to serve the best interests of the University;

- Creating a healthy environment free of prejudice, gender and race discrimination, whichprovides support for all University stakeholders regardless of their status;

Council will champion the realisation of enabling access to the University for all academicallydeserving students by –- Deploying its intellectual resources towards finding the best funding solutions;

- Working with management and/or students, to engage government and other organizationsin order to address the systemic challenges in education.

Council will ensure and enable academic freedom within the University and will championinstitutional autonomy.

Council will support management in its pursuit of academic excellence and promotion of the Witsexperience by –- Monitoring the success and throughput of students;- Overseeing the agreed upon enrolment size and shape;- Encouraging an environment that is consultative and inclusive.

Council commits to ensure structures for interaction and engagement with students operateefficiently and optimally address relevant and appropriate issues in a proactive manner.

Council commits to take into account staff wellbeing when making decisions or overseeing relevantpolicies.

Council will continue to drive transformation as an overall and ongoing objective; particular goalsin relation to staff and curriculum will be prioritised.

Council will ensure that the University’s mandate as a research-intensive university is prioritised.

Over and above this, Council has approved an Institutional Scorecard, which identifies the Key Performance Indicators for 2020 (Annexure D), and which are premised on the strategic priorities of the University. These are included in the Annual Performance Plan (Annexure A).

SUSTAINABILITY

Building a sustainable future for Wits

The University of the Witwatersrand is a research-intensive institution committed to academic and research excellence that impacts on society and advances the public good. In order to fulfil its mandate, the sustainability of the University is a priority, be it financial, infrastructural or environmental. Wits has to remain sustainableand well-resourced, as articulated in the University’s 2022 strategic vision, must develop the necessary physical and digital infrastructure to remain sustainable and must empower the Wits community to prioritize sustainability in context of the environment in which it exists.

Wits obtains its funding from the state, student fees and third stream income – the latter primarily comprising of funds committed to contract research and specific projects. Cognizant the factors in the funding environment and the higher education sector, Wits has crafted two major projects to ensure that it remains financially sustainable and able to fulfill its mandate. To this end, funds from the development of land (Frankenwald) owned by the University will be placed into an endowment fund to support talented students who may befinancially disadvantaged. The second project, the Wits Centenary Campaign aims to raise funds for student support, research and infrastructural development.

The University of the future seeks to be 45% postgraduate by 2025 and will enjoy a significant digital teachingfootprint that includes blended learning options, which in turn will create access for more students. At the same time Wits will empower students and scholars to think locally and to act globally around sustainability. Technologywill be intrinsically infused in research development and new knowledge creation on a campus that is geared to serve curious, innovative scholars who are both problem-posers and problem-solvers. Project Quantum, a University-wide networking project was implemented to ensure that Wits is an ICT- savvy university and that the Wits community enjoys high-speed access to the Internet and data access. Wits is also re-imaginingboth its physical and digital infrastructure to reduce its environmental impact, for example through adopting an energy efficiency strategy that includes the use of renewable energy options.

The international context for a sustainability strategy in higher education is embedded in the Taillores Declaration (1990) which raises the concern “about the unprecedented scale and speed of environmental pollution and degradation, and the depletion of natural resources”. It states further that universities “have a major role to play in education, research, policy information, and information exchange” to achieve sustainability-focused outcomes. As complex organizations themselves, universities can model for the community how an organisation committed to sustainability should operate. In addition, universities have the opportunity to provide their communities with graduates who have the necessary knowledge and skills to help transform their workplaces and to live as responsible local and global citizens.

Wits is committed to building a sustainable University through prioritizing sustainability and cross-cutting teachingand research; through thought leadership; and through building a green campus. To this end, Wits is in theprocess of building capacity and a coalition of like-minded people and teams to curate the numerous activitiesthat are being undertaken in this area. This includes academic and research activities related to sustainability-linked teaching; existing campus and facilities initiatives; Wits’ new energy strategy and efficiency programmes including rooftop solar PV installations; green buildings; building management systems; indoor lighting retrofits; sustainable hot water systems for residences; water, storm water and waste water assessments; food security programmes; transport systems; green procurement policies; land and waste management and the overall and health and wellbeing of the Wits community.

Transformation is a core element of the University of the Witwatersrand’s institutional mandate, is central to all aspects of the University’s operations, and flows into all the performance indicatorsof Wits’ institutional scorecard.

Wits is committed to creating an environment conducive to teaching, learning and research at the highest levels. To this end, the University adopted a transformation agenda framed by the national development goals, equity legislation, the United Nations Millennium Declaration and Wits’ location on the African

continent. At the heart of the process of transformation are the values enshrined in the South African Bill of Rights and the Constitution and a Wits experience driven by a culture of human rights and inclusivity.

Wits adopted an accelerated transformation programme in 2015 which outlines the commitment of the University to eight transformation priority areas including transforming the academy; reforming curricula through integrating diverse sources of the best forms of knowledge from within South Africa, Africa and across the world; implementing a new language policy; insourcing vulnerable workers; developing a supportive, inclusive institutional culture; adopting an inclusive naming policy to rename Wits’ places and spaces; facilitating access to higher education and promoting a diverse and cosmopolitan residence experience. In addition, the transformation committees at the school, faculty and divisional levels have been established.

The University has made significant strides in mainstreaming some of the transformation priority areasand a revised plan is under discussion for implementation over the next five years.

annexure a annual performance plan

Documents