integrated report 2018 · volumes, 199 771 print and electronic journal titles, and 230 online...

INTEGRATED REPORT 20182

CONTENTSABOUT THIS REPORTABOUT THE UNIVERSITYWho We Are, Our Vision, Mission and Values

Our Profile

2018 At a Glance

Our Vision and Mission

Our Values

Brief History

Our Strategic Priorities

Senior Executive Team

Academic Structure, Changes, Faculties and Schools

Faculties and Schools

Wits Plus

Changes in Academic Structure

Changes in Administrative Structure

Significant Academic Developments

VIEW FROM LEADERSHIPChair of Council’s Report

Vice-Chancellor’s Review

PERFORMANCE REVIEWThe Scorecard: Key Performance Indicators

University Rankings

Student Enrolments

Student Graduates

Student Affairs

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INTEGRATED REPORT 2018 3

Research

Research Achievements

Research Awards

Research Units

SARChi Chairs

NRF Rated Researches

Technology and Infrastructure

Technology Advances

Infrastructural Developments

Collaboration and Partnerships

International Academic Collaborations

Global Engagement

Engagement with Society

Development and Fundraising

FINANCE AND GOVERNANCEFinancial report

Income statements

Statements of Financial Position

Governance

Higher Education Act

The Council and its Members

Matters of Significance Considered by Council during 2018

Excellence in Governance, Management and Support

Institutional Transformation and Workplace Equity

Progress achieved on the transformation priorities in 2018

Sexual Orientation and Gender Identity Advocacy Programmes (SOGI)

Social Justice Policies and Programmes

Disability Rights Unit (DRU)

Equity in the Workplace

Occupational Health and Safety

Risk Management

The Way Forward

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This integrated report provides a summary for our stakeholders on how we produce intellectual capital and create value with reference to research, teaching and learning, and engagement with society. The successful delivery of the Wits 2022 Vision resides in our ability to identify and respond to the most material sustainability risks and opportunities that could have an impact on the institution.

The University of the Witwatersrand welcomes your feedback on the relevance and usefulness of this report. Please email our registrar, Ms Carol Crosley on [email protected].

ABOUT THIS REPORT

2. ABOUT THE UNIVERSITYABOUT THE UNIVERSITYWho We Are, Our Vision, Mission and Values

Our Profile

Commonly known as “Wits”, the University of the Witwatersrand is a research-intensive university based in Johannesburg, the economic and industrial heartland of the continent. Wits is a remarkable university that is internationally distinguished for its excellent research, high academic standards and commitment to social justice. Wits has a reputation built on research and academic excellence, giving its students and staff countless opportunities to engage with and present solutions that will contribute to our country’s knowledge-base and build our future.


Staff and students have access to 11 libraries,

1 248 540 book volumes, 199 771 print and electronic journal titles, and 230 online databases

Wits is spread over

400 acres in Braamfontein and Parktown

17 residences accommodating 20% of the student body

Total student headcount

of 40259

Student success rates of

82% for undergraduates and

74% for postgraduates

97% of Wits graduates are employed within 6 months of graduation

Total of

1112 full-time academic support of which 64% hold PhDs

Wits is home to

457 NRF-rated researchers, of which 29 are

A-rated

Wits produced 3652 research outputs in 2018. Since 1945 Wits has produced more than

45 000

ISI-indexed publications

Wits is structured into 5 Faculties comprising 33 Schools, over 30 Service Departments

Wits offers

3416

programmes of study

Wits has one of largest independent and open access archives in South Africa, the Historical Papers Research Archive with

3 439 collections

13 Wits alumni have been awarded National Orders by the President for their continuing contribution to science, art and medicine

14 student athletes earned their senior national colours, whilst 6 achieved their junior

national colours

Wits owns the Sterkfontein Caves in the Cradle of

Humankind World Heritage Site

Wits is home to one of the largest fossil collections in the southern hemisphere and is internationally recognised as a leader in palaeosciences

Wits has two commercial companies:

Wits Enterprise and Wits Health Consortium

2018 At a glance


To be a leading world-class research-intensive University

firmly embedded among international

top league universities by 2022.

To grow our global stature as a

leading research-intensive university

and a gateway to intellectual

achievement in Africa. We will achieve this by building on the

principles of intellectual excellence, international

competitiveness and local relevance. We

are committed to providing top-quality education, founded on high academic standards, cutting-

edge research, public engagement,

and productive partnerships with

leading institutions throughout the world.

OUR VISION

OUR MISSION


Brief History

Wits developed out of the South African School of Mines, set up in Kimberley in 1896. The institution moved to Johannesburg in 1904 and acquired full university status in 1922. From the start, it embraced a philosophy of non-discrimination on the basis of race, which led to intense conflict with the government - including police raids and the detention of both faculty and students - during the apartheid era. Though located largely in the district of Braamfontein in central Johannesburg, a major expansion programme in the 1960s and 1970s saw the University establishing facilities in other areas of the city such as Hillbrow and Parktown. It also acquired two farms about 40 kilometres to the north-west, Sterkfontein and Swartkrans, which incorporate a celebrated set of limestone caves and have proved a rich source of archaeological remains.

OUR VALUES

Independent

enquiry and trust

International engagement

Intellectual excellence

and integrityAcademic

freedom and institutional autonomy

Collegiality

Social engagement and respon-

siveness

Diversity

Accountability

Debate and critical

engagement

Our Values

The legacy of the University’s successes is founded on values that we are not willing to compromise on. These are :


Our Strategic Priorities

OUR STRATEGIC PRIORITIES

The Wits ExperienceResearch and

Knowledge Leadership

Innovation and Social LeadershipWealthy and

Well Resourced

An IT-Savvy University

Excellence in Governance

Extensive Networks & Partnerships


The seven strategic priorities of the Wits Vision 2022 are:

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.

By pursuing this ambition, Wits will position itself as a gateway to research and intellectual engagement in Africa and be a preferred destination for talented students, staff and scholars from around the world who share our values. Wits commits itself to providing a vibrant intellectual experience that allows students and staff to analyse, critique and understand the cultural, social, political and economic contexts in which their knowledge generation and acquisition, are located. Wits seeks to uphold values enshrined in the South African Constitution and the Bill of Rights in teaching, research, service and social engagement, and in campus life. The Wits experience has three pillars: the intellectual project, student centredness and institutional culture.

Wits wants to be vaunted for creating an intellectually vibrant, socially embracing and culturally diverse teaching and learning environment. Student-centredness at the University does not only focus on the provision of facilities that are sensitive to student needs but also on the use of pedagogies that respond appropriately to the learning needs of all students. It includes the creation of a conducive environment, inclusive institutional culture, explicit concern and support for student development, and the promotion of student responsibility for the quality and effectiveness of their learning. It is a given reality that these values cannot be achieved without co-ordinated and transformative programmes informed by rigorous intellectual debate and critique in a research-intensive metropolitan university like Wits.

“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 the leadership position it currently occupies in a number of these fields. Wits will continue to build on our established track record of multidisciplinary research groups and thrusts. The University will, on a continuing basis, seek opportunities to support and advance strong existing teaching and research areas, and identify emergent areas, with a view to sustaining leading positions in these niche fields of study. Our distinctive capabilities have contributed to the global research and development agenda through leading-edge scholarship. We have produced global citizens who are passionate about intellectual and social engagement. We aim aggressively to build on this reputation by intensifying our efforts to create an environment conducive to elevating the standard and impact of research using the prestigious institutes approach.

c) Innovation and Social Leadership

We believe that our capacity to alter the social and economic conditions of the present

and influence our chances for the future depends on our capacity for

innovation. Our ability to bring different forms of knowledge

together in order to do things differently

requires a synthesis of academic fields, but sometimes it also requires contributions from different actors in society.

The ‘science of complexity’ and ‘innovation’ is quintessentially cross-boundary, and involves hybrid knowledges and

knowledge-transfer projects. Wits will

provide high-level support for a selected

number of local public-good imperatives as part

of its contribution to the national innovation system.

It will also promote public engagement, and support socio-economic development through its top-quality research, teaching and critical debate.

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) Extensive Networks & Partnerships

Partnerships enable a combination of the distinctive aptitudes and resources of multiple actors to be brought to bear on common projects for shared purposes. Our capacity for innovation in a complex world depends on the degree to which we can reach across boundaries to address goals that ultimately are predicated on the public good. The success of our academic projects and our financial sustainability is likely to come about as a consequence of, among other things, resilient strategic partnerships. The purpose is to grow a limited number of focused partnerships with local and international collaborators, arising mostly from our research priorities and our contextual opportunities. Among other purposes motivating the selected number of such partnerships will be the intention to fulfil the needs of our multidisciplinary research projects, our partnerships in Africa and our city-region location.

In order to advance our declared purposes - and often to give effect to them - Wits collaborates in increasingly planned and systematic relationships with other social partners, whether these are in the private sector, government or civil society. Such partnerships enable the combination of the distinctive aptitudes and resources of the partners to be brought to bear on common projects for shared purposes. To this end, natural partners include other universities, the various layers of government, parastatals, industry groupings, the media and civil-society groupings. These relationships require sustained investment over the longer term but promise considerable dividends for both the partners and the wider society.


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

It is common knowledge that the survival of world-class universities is determined by their ability to generate wealth, allocate resources and use business systems to support the academic enterprise. Scholarship and intellectual leadership skills are no longer the sole requirements for running higher education institutions, but efficient management, networking and fundraising are equally important. Universities need their own ‘business models’ that address the very specific demands placed on them by the society they serve. 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. This includes making the University accessible through mobile technologies irrespective of time and place. 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.

Wits researchers will be supported by technology to enable them to carry out cutting-edge research as befits a research-intensive university environment, including working in virtual interdisciplinary teams. Research, teaching and learning will benefit from open-access approaches, including institutional repositories, open educational resources and open publication, all of which use creative commons licensing, together with traditional copyright-maintenance where appropriate. Administrative support for our core academic

activities will take advantage of the latest technology and approaches, and all IT implementations will consider people, process and technology to ensure success. Where appropriate, innovation will be encouraged and supported in our approach to technology.

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 inadequate financial resources. Wits will therefore need to put in place mechanisms and programmes designed to generate the means necessary to ensure its long-term financial sustainability as an institution, as well as the proper resourcing of its scholarly and business activities.


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Academic Structure, Changes, Faculties and Schools Faculties and Schools

FACULTY OF COMMERCE, LAW AND MANAGEMENT

FACULTY OFENGINEERING AND THE BUILT ENVIRONMENT

Graduate School of Business Administration (Wits Business School)

School of Architecture and Planning

School of Governance School of Chemical and Metallurgical Engineering

School of Accountancy School of Civil and Environmental Engineering

School of Economic and Business Sciences School of Electrical and Information Engineering

School of Law School of Construction Economics and Management

School of Mechanical, Industrial and Aeronautical Engineering

School of Mining Engineering

FACULTY OF HUMANITIES FACULTY OF HEALTH SCIENCES

Wits School of Education School of Anatomical Sciences

School of Human and Community Development School of Clinical Medicine

School of Literature, Language and Media School of Oral Health Sciences

School of Social Sciences School of Pathology

Wits School of Arts School of Physiology

School of Public Health

School of Therapeutic Sciences

FACULTY OF SCIENCE

School of Animal, Plant and Environmental Sciences

School of Molecular and Cell Biology

School of Mathematics

School of Computer Science and Applied Mathematics

School of Statistics and Actuarial Science

School of Geosciences

School of Physics

School of Chemistry

School of Geography, Archaeology and Environmental Studies


Wits PlusWits Plus is the University’s Centre for part-time study and offers quality undergraduate degree and certificate course classes on a part-time and after-hours basis on the University campus. Wits Plus plays an important role in the University to making tertiary education accessible for working adults and to lower financial barriers to study. Some of the offerings that are accessible through Wits Plus include: • a bridging programme for the Graduate Entry Medicine Programme • a unique BA for the World of Work that combines a major in HR/Marketing• a major in the social sciences • an Honours in Psychology • the first two years of a BSc Engineering whereafter the student may join the full-time programme• a Postgraduate Certificate in Education (PGCE).

For students preparing to write qualifying board exams, Wits Plus is also the go-to facility. These include certificates in Corporate Governance and Administration. The uptake for the repeat courses in certain faculties that are available to first year students has increased, indicating that Wits Plus plays an invaluable role in supporting the progression of students. For the person who needs to fill in a skills or knowledge gap Wits Plus provides and facilitates a large number of relevant courses through short courses, including fully online short courses, and occasional studies for those who already have a first degree. These are all for non-degree purposes. Changes in Academic StructureThe core structures of the University operations arose out of the University’s 2001 Review. The structural model includes Faculties, Schools, Research Entities and Centres. In 2018, the Faculty of Science’s Quinquennial Review of the School of Computer Sciences recommendation of the amalgamation of the School with the School of Computational and Applied Mathematics was implemented. The School was renamed to The School of Computer Science and Applied Mathematics (CSAM).

Changes in Administrative StructureIn 2018, an ‘Academic Affairs’ entity was established with the appointment of a Senior Director, Academic Affairs reporting directly to the Deputy Vice-Chancellor: Academic. A cluster of units that previously reported to the DVC Academic have been moved to fall under the responsibility of the Senior Director Academic Affairs. These include: • Quality and Academic Planning Office (QAPO)• Student Equity and Talent Management Unit (SETMU)• Student Support Unit (previously named Academic Support Unit) • Grants Management Unit.


Significant Academic Developments

Five new programmes were approved by the Academic Planning and Development Committee (APDC) and Senate. These developments are at various approval stages for obtaining Programme and Qualification Mix (PQM) clearance from the DHET, accreditation from the Higher Education Quality Committee (HEQC) and registration on the National Qualifications Framework (NQF) by the South African Qualifications Authority (SAQA).

The programmes are: • Postgraduate Diploma in Digital Business• Master of Business Science in Digital Business• Bachelor of Nursing• Postgraduate Diploma in Energy Leadership• Master of Management in Energy Leadership

In addition, two applications to amend the names of existing qualifications were approved. The Bachelor and Master of Arts in Dramatic Arts were amended to a Bachelor and Master of Arts in Theatre and Performance, respectively.

The Master of Nuclear Technology Leadership was accredited by the CHE and the notification of registration by SAQA was received on 3 October 2018. This programme may therefore be offered from 2019.

“Five new programmes were approved by the Academic Planning and

Development Committee (APDC) and Senate.”


CHAIR OF COUNCIL’S REPORT

FROM LEADERSHIP

“The University of the Witwatersrand is extremely

fortunate to benefit from the varied skills of Council

members from diverse sectors of society, who are knowledgeable, respected professionals, who proffer

advice, ask the difficult questions, and give of themselves and their

time for the benefit of the University and the greater

good of society...”

DR RANDALL CAROLISSEN

VIEW


FROM LEADERSHIP

The University of the Witwatersrand is an important national asset that plays a critical role in creating new knowledge and developing the high level, scarce skills required in adequate measure to move our economy forward. At the same time, it is a microcosm of wider society, and serves as a catalyst to transform our society through its research, teaching and learning contributions and its commitment to social justice.

It has been an honour for me to serve as a member of the Council of this globally eminent and locally relevant university for the past 12 years, six of which has been at the helm of this institution, in my capacity as Chairperson. This will thus be my final contribution to the Annual Report. It would be a severe understatement to declare that the past 12 years have been enriching, as it would downplay the tremendous privilege that I have had in observing a world-class institution evolve in order to successfully respond to the painful transitions that were inevitable post-apartheid.I witnessed first-hand the transition in demographics of the Wits’ student population, the demands for social justice, the pressure points created by a once predominantly white academy, the calls for decolonisation of the curricula and ultimately the genesis of #FeesMustFall in 2015 and 2016.These were exigent times and members of Council have had to respond on many occasions to issues way beyond their mandate, often having to manoeuvre in unchartered territory. The University of the Witwatersrand is extremely fortunate to benefit from the varied skills of Council members from diverse sectors of society, who are knowledgeable, respected professionals, who proffer advice, ask the difficult questions, and give of themselves and their time for the benefit of the University and the greater good of society, without any reward or expectation thereof.

The benefits of harnessing such an array of skills, coupled with an impressive well-designed growth strategy, is clearly evident when reflecting on some of the key performance indicators of the University.

Research output has increased by almost 80% over the last five years, with over 85% of research published in quality academic journals. The quality of the research remains, be it discovery research, innovative research or translational research that impacts on society and informs national policy-making.

This year, a multidisciplinary team at the Wits Donald Gordon Medical Centre performed the world’s first intentional liver transplant from a mother living with HIV to her critically ill HIV negative child, who had end-stage liver disease. This surgery made headlines across the world and offers new hope to South Africans. This is but one visible example of the impact that Wits has on society. Wits academics and researchers make worthy contributions across all areas – from informing national policies related to the sugar tax, the national health insurance and the national minimum wage, to collaborating with the best physicists in the world at CERN. There are many more such examples. Throughput rates are on the rise at Wits with postgraduate student enrolments now


comprising over 37% of the student body, with over 50% of students enrolled in SETI fields. In 2018, over 9 100 students graduated from Wits, an all-time record for the University. These graduates are also employable as determined in the latest Wits Graduate Exit Survey.

The development of a new teaching and learning strategy was prioritised in 2018 and a new digital academic suite that includes Massive Open Online Courses (MOOCs), short courses, online programmes and full academic programmes online is being consolidated. Concomitantly, the infrastructure and new technologies required to execute this strategy is being implemented, including enabling better Wi-Fi connections, developing smart classrooms, simulation laboratories and e-zones, and training academics to participate in the digital sphere.

Looking to the future, Wits is training scholars to deal with next frontier science and our future economy, and whilst it is focusing on mechanisation, block chain technologies, artificial intelligence, new mining technologies, quantum computing, machine learning and deep science with its partners, it is mindful of the impact of these new technologies on humanity. In 2018, Wits entered into a partnership with Telkom, the DTPS, two other universities and private sector partners to stimulate an inclusive fact-based dialogue to help shape a coherent national response to the fourth industrial revolution in South Africa.

Wits has made steady progress in transforming the University over the years through a multi-pronged transformation programme. This includes enabling access for students, renewing the curricula, transforming the academy, renaming places and spaces on Wits’ campuses and adopting a new language policy, which has gained impetus in 2018. The insourcing of about 1 500 workers has also been an incredible feat for the University.

Our relationship with alumni, even through the difficult periods, remains productive. Donations from corporates, foundations, institutions and alumni continue to strengthen the University’s financial sustainability and provides relief to many students, particularly those who are trapped in the missing middle. Third stream income from contract research continues to increase at an exceptional rate, growing on average at 20% per year over the last five years. The University remains financially sustainable due to its varied income streams, including funding in the forms of subsidies and research incentives from the state. The University has also streamlined its administrative, governance and financial systems which creates the groundwork required for a major fundraising campaign as the University approaches its centenary year in 2022.

Despite the upheaval of #FeesMustFall, expressive revolutionary exchanges and robust political discourse, Wits provides a safe space for multiple voices to be heard, for the free expression of ideas and for diverse opinions to be shared. It is an environment that protects the academic freedom guaranteed in our Constitution and one in which intellectualism thrives. We are proud of the leaders who have emanated from Wits and the roles that some of our students have assumed, both pre- and post-graduation.


A Wits qualification carries tremendous currency and remains sought after in South Africa and abroad. This recognition of quality must never be compromised, and further investment is required to continue to attract the best possible minds onto our campuses.

I would like to take this opportunity to express my deep appreciation to the two vice-chancellors with whom I have worked in recent years – Professor Loyiso Nongxa and Professor Adam Habib, and their respective executive teams, with whom I have had the privilege to serve. Their wisdom, courage and passion for Wits, higher education, and this country are commendable, and should be lauded. Over the years, they offered rich insights that influenced me and my personal development.

I would also like to thank the many student leaders with whom I have interacted. The University of the Witwatersrand can be proud of how they continue to serve the cause of our nation, how they impact on society and the respect that they enjoy both nationally and globally.

My gratitude is extended to all the other Wits stakeholders and constituencies, including academics and researchers, professional and administrative staff members, organised labour representatives, students, alumni, donors and advisory bodies. Wits teaches critical thinking and is renowned for its culture of debate and contestation of ideas, whether it be in classrooms, boardrooms, or across public platforms. Despite these contested spaces, every constituency strives for the well-being of this institution which they love, which has meaning in their lives, and which ultimately advances the public good.

Finally, I would like to recognise my fellow Council members for whose support there would not be enough gratitude.

Dr Randall Carolissen


VICE-CHANCELLOR’S REVIEW

PROFESSOR ADAM HABIB

“One of our key strategic goals in 2018, was to

continue driving excellence in teaching and learning.

In particular, we sought to professionalise our teaching,

to improve academic and psychosocial support to

students who are struggling, to reimagine our libraries, to create more space for studying, group work and technology, and to expand

our academic offerings, including our part-time and

online programmes.”


The University continues on an upward trajectory in terms of our mandate as a research-intensive university. In terms of student protests and disruptions, we have now had two stable years and the academic programme has not been affected in any major way. The stability is as a result of concessions and resources made available by the State and the University. Although there have been administrative problems with regards to releasing funds for students, Wits has been proactive in dealing with the students on accommodation and fees and has advanced funds to students and then collected from the State at a later date. However, the structural problems in the system 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 assistance from private companies but financing for private accommodation supply does remain an issue.

One of our key strategic goals in 2018, was to continue driving excellence in teaching and learning. In particular, we sought to professionalise our teaching, to improve academic and psychosocial support to students who are struggling, to reimagine our libraries to create more space for studying, group work and technology, and to expand our academic offerings, including our part-time and online programmes. We have remained on target with regard to the enrolment of both our undergraduate and postgraduate numbers; we reduced our undergraduate numbers by 500 and have exceeded our postgraduate target by 600. Teaching throughput has slowly been increasing. Our total number of postgraduate students is 13 910 which is approximately 37% of our student body. We produced more graduates in 2018 than at any other time in our history. As part of increasing our capacity around teaching and learning, we have been focusing on rolling out our digital learning strategy both through our Massive Open Online Courses (MOOCs) and blended learning (combining contact and online teaching and learning). We envisage moving more of our degree programmes to online learning and teaching over the coming years.

Research output again achieved historic highs in 2018 and stands at just over 2000 units. This is a phenomenal achievement given the challenges facing higher education over the past few years. We are proud to host several NRF Chairs and DST-NRF Centres of Excellence. Our main research focus over the past year has been to address the challenges of sustainable development and the transition into the digital age.

The University continues to ensure transformation of our institution to represent the diversity of our country and its history . The primary mechanism that we are using to address this is our eight point strategic plan on Transformation. One element of our strategic plan on Transformation is diversifying the academy. To this end, the University made a

“The University continues to ensure transformation of our institution to represent the diversity of our country and

its history.”


total of 30 new appointments in 2018 (of which 63% are female) to diversify the academy and over 48 enabling grants have been awarded to academics (of which 46% went to female academics) across the five faculties over the last 36 months. We also re-established and trained our transformation committees at school, faculty and divisional level, and determined their mandates. Our Institutional Naming Committee has been active in renaming our spaces and places, and our newly established Language Board is implementing a Language Policy. There have been several successful initiatives in terms of curriculum reform. Transformation remains a priority for the University and will remain so over the coming years.

Our financial income remains stable for now. We have had an increased subsidy and better cash flow from the state which have enabled us to absorb a series of other pressures which we have been obliged to deal with such as the insourcing of workers. We are concerned, however, that the financial foundation for us to compete effectively as a research-intensive university is being eroded. Major role-players recognise the need for differentiation but some stakeholders are not willing to make the trade-offs necessary to enable differentiation. Our research-intensive universities achieve a status far higher than other universities and with fewer resources than the rest of world. Reducing resources at these universities will have an impact on the quality of our higher education system as a whole. This is a matter which requires much more deliberation in the year ahead.

Our international partnerships have grown over the past year. We have begun to develop partnerships with other BRICS countries, particularly China, and strengthening our collaborations with institutions in the Global North. Our institutional partnerships with the private sector have been growing from strength to strength, especially in the mining and digital sectors. We maintain excellent research relationships with universities across the South African Higher Education sector. The African Research Universities Alliance (ARUA), which the University is a member of, has gone from strength to strength. In 2018, ARUA secured funding with the United Kingdom Research and Innovation (UKRI) Global Challenges Fund which will see R350 million invested in research universities on the continent, much of which will come to South African universities in the Alliance.

Over the next few years, we will be focusing on key funding programmes. We are preparing for the University’s Centenary Campaign in 2022 which aims to raise significant funds for the University to take it into its next century. In addition, we are looking at engaging a number of global international institutions on establishing an endowment fund for research universities in Africa.

Our infrastructural investments in 2018 included the ongoing rollout of our ICT network upgrade, which will completely overhaul our connectivity on campus. We also concluded a tender


process and appointed a service provider to deliver an integrated security system, including biometric access. A new property investment vehicle, organised around Frankenwald (300 hectares of land which is owned by the University), has been finalised and is likely to generate significant annuity income in the years ahead. This income will be dedicated towards financial assistance for talented students from poor and marginalised communities. In addition, we are proceeding apace with our plans for the revitalisation of the University’s urban environment and the creation of a digital innovation precinct in Braamfontein.

Overall, we had a successful year in 2018 and hope to continue improving on our key targets. It is important for each part of the higher education system to work optimally so that the whole system succeeds. Wits, as part of this system, is committed to enhancing the entire Higher Education Sector and working towards meeting the developmental agenda as enshrined in the South African Constitution.

Professor Adam Habib


PERFORMANCE REVIEWThe Scorecard: Key Performance IndicatorsBased on the seven strategic goals of the University, the Institutional Scorecard measures the University’s achievements of its objectives in pursuit of the 2020 vision. The success of a strategy depends on three components: description of the strategy, measurement of the strategy, and management of the strategy (Kaplan & Norton, 2004). Part of the value of the Scorecard is to improve the accountability of the Senior Executive Team in driving excellence and improvement, by measuring and managing the key performance drivers.

1. Undergraduate enrolment - new 1st years

Base 5791Target 5664Stretch 5530Score 6

1. TEACHING EFFECTIVENESS AND ENROLMENT

WEIGHT: 30% SCORE: 25.8%

:

STRATEGIC GOALS

2. Undergraduate completions of degrees


3. Postgraduate enrolment - Honours, Masters and PhD + PG Diplomas at NQF level 8



4. Online rollout programme

Score 8

4 enrolments to date for online programmes i.e. occasional modules

5. Postgraduate graduations - Honours. Masters and PhD Completion of degrees


1. Accredited research output


2. RESEARCH OUTPUT & RESEARCH PROFILE

WEIGHT: 20% SCORE: 17.2

2. Proportion of publications in ISI and IBSS indexed journals

Base 86%Target 87%Stretch 89%Score 7

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


6. Science, Engineering and Technology profile

Base 49.7Target 49.8%Stretch 50.0%Score 10


4. Postdoc production - publication per postdoc. A 3-year rolling average

Base 0.78%Target 1.00%Stretch 1.10%Score 10

5. Number of Industrial Chairs

Base oTarget 1Stretch 3Score 10

6. Success with BRICS countries

We were successful with 2 BRICS Research proposals in August. We are in the process of setting up a joint Big Data

Olab with Nanjing University

1. Networks infrastructure

Score 5

1. Go live delayed and a revised project completion date set for end of February 2019.

2. a) Triple-offer project completed.

b) All the Big 5 online projects complete, with the last two having gone live on 23 and 27 July 2018, respectively.

c) Canvas Learning Management System went live on 21 September with full Wits ICT support

3. TECHNOLOGY AND INFRASTRUCTURE INCL. ICT


2. Physical Infrastructure

Score 8

1. A capital development plan aligned to the teaching pedagogy and DHET macro infrastructure framework has been finalised

with infrastructure grant funding confirmation of R312,9m having been received from the Minister of Higher Education and

Training for 14 capital projects for the 2018/2021 cycle.

2. The as-is status of the existing system has been assessed. The user requirements for the desired asset /infrastructure man-

agement system have been finalised. The desired tool will be implemented by 31 December 2018.


3. Macro infrastructure funding

Score 8

1. Delivery on the DHET funded infrastructure projects is on track. The Wits DHET IEG Oversight visit held on 09 October 2018

was a success.

2. All the Projects Team members participate in all the workshops and comply with the reporting requirements set out by DHET

4. Water and energy infrastructure

Base 2017 Energy & Water Consumption dataTarget 15% reductionStretch 25% reductionScore 8

1. Phase 1 of the Energy Efficiency Programme was successfully implemented and currently tracking 1,8% of the targeted 4% savings against the 2016 baseline.

2. The sustainability programmes are ongoing, including the view to procure a hybrid model vehicle for the VC. A transport restoration programme is also being looked into.

1. Council approved budget deficit for 2018

Base R48mTarget R40mStretch R24mScore 10

4. FINANCE

WEIGHT: 10% SCORE: 10

2. Optimising income return on funds under management per budget

Base R159mTarget R165mStretch R175mScore 10


3. Deliver transition to approved medical schemes per Council decisions

Base 2018 FebTarget 2018 FebStretch 2017 DecScore 10

1. Implement regular staff well-being programmes

Score 5

A draft Wellness Policy has been produced by the Wellness Forum. However, the following challenges are experienced given the

current non-cooperation by the majority of unions:

1) The KaeloXelus project has been delayed due to ASAWU requesting input into the questionnaire.

2) The required consultation into HR policies has been delayed by the CCMA referrals. The December deadline to submit the

Wellness Policy to Council for approval was not met.

5. INSTITUTIONAL CULTURE


2.1 Student wellness - Organisational review of CCDU working model and benchmarking process by October 2018.

2.2 Student Wellness - Develop a comprehensive plan and consultative implementation process / timelines for day student support.

Score 4

1. The mental wellness strategy is in the process of being co- developed by a series of stakeholder meetings and inputs and aligns to the predominant objectives as follows: a. Promotion of Psychological and Emotional Wellbeing b. Enhance Provision of Access to Professional Counselling Services/Interventions c. Enriched Collaborative Programmes and Initiatives to promote a culture of support and belonging. 2. Draft outline of the suicide prevention strategy 2.1 Prevention: a. Screening as “early warning”: b. BQ to include emotional at risk questions for all first year students (subject to ethics clearance) c. Intake screening process for students requesting counselling at CCDU is current and in process d. Psycho-Educational Programmes (Campus wide staff and student training) This is currently done by CCDU, however to train all stakeholders across the campuses additional mental health staff trainers are required - expanding training in “Students at Emotional Risk” which also includes the protocols for suicidality and referral; advocacy initiatives; collaborations on and off campus regarding awareness raising. Broader training/workshops in coping skills and emotional intelligence skills are part of the intended preventative aspect. Training also includes private accommodation service providers like South Point. e. Mental health advocates/champions and extensively greater numbers of trained cohorts of student peer advocates; student leaders; mentors in mental health would assist with de-stigmatisation and help seeking behaviours.


2.2. Intervention: a. Counselling Services currently offered to support students at risk (Current) –CCDU is on Braamfontein Cam pus and has a satellite office at Education Campus; Office of Student Support OSS (Health Science students); Emthonjeni Centre; Disability Rights Unit on Braamfontein Campus b. Psychiatric Crisis protocols including referral to available resources, e.g. AKESO and Public hospitals has been updated by stakeholders and widely disseminated (Current) c. Case management including liaison with stakeholders e.g. Family,

3. Campus Housing and Residence Plan - training of staff and volunteer programme on gender, diversity and transformation

Score 7

1. Council decision that there should be at least 50% females in the election of house committees in mixed gender residences has been implemented;

2. GEO has hosted talks in a number of residences during the 2018 academic year and this has been reasonably well attended;3. Rotation of wardens has taken place;4. LGBTQIA+ panel discussion and poetry session were held at Wits Junction and the engagement was good. Staff and students

were in attendance;5. Wardens and staff attended training sessions organized by GEO on how and what they should do in the event that a gen-

der-based harm complaint is lodged by a student or staff member;6. GEO participated in the 2018 newly elected house committee induction workshop at the beginning of the academic year.

4. Student Governance - review and approval of electoral rules for all student governance committees (Wits Sports, CHRL /ARC) and all associated student committees (CSO’s). Rollout of Online elections for all student governance committees.

Score 9

1. All School council elections successfully hosted online;2. Online SRC Elections currently underway. Reforms have been rolled out for the 2018/19 elections and will be applied to the

substructures from 2019.


5. Safety and security

Base 2017 Safety and Security Incidents StatisticsTarget 20% ReductionStretch 50% ReductionScore 7

1. Increase RSA African and Coloured academic staff as a % of all academic staff by 1%


6. TRANSFORMATION


2. Increase female RSA African and Coloured associate professors and professors by 1%


3. Number of staff with doctoral degrees



4. Curriculum reform

Score 8

Several curriculum transformation developments have been approved by the Senate Academic Planning Committee. These were reported at the Transformation Implementation Committee. 1)Common 1st year for Engineering students in 2019; 2) Introduction of compulsory African Language requirements for BA students; 3) Teaching of decolonised curricula in Social Sciences.;4) IsiZulu introduction in GEMP 3 and 4.

1. Fundraising projects - new money raised

Base 90mTarget 100mStretch 115mScore 10

7. FUNDRAISING


1. Complete satisfaction surveys on application/ registration/ examination/ graduation process by July; implementation plans to effect any changes by November

Score 8

Satisfaction surveys post registration and graduations conducted with findings presented to SET. Recommendations being

implemented in new cycles.

8. OPERATIONAL EFFICIENCY & EFFECTIVENESS

WEIGHT: 5% SCORE: 4

TOTAL SCORE 83.65


University Rankings

Wits continued to participate in the World University Rankings as part of its objective on Global Benchmarking and Positioning guided by the Wits 2022 Strategic Framework. In comparison with other South African universities, Wits is ranked at either number 1 or 2 by the three major world university rankings agencies.

World University Rankings 2014 2015 2016 2017 2018

ARWU Academic Ranking of World Universities 201 – 300 201 – 300 201 – 300 201 – 300 201-300

(Academic Ranking of World

Universities)Ranking in South Africa 1 – 2 1 – 2 1 – 2 1 1

[Shanghai Ranking] Ranking in Africa 1 – 2 1 – 2 1 – 2 1 1

CWUR Centre for World University Rankings 114 149 176 181 230

(Centre for World University

Rankings)Ranking in South Africa 1 1 1 1 2

Rankings in Africa 1 1 1 1 2

THE World University Rankings 226 – 250 251 – 275 201 – 250 182 251-300

THERanking in South Africa 2 2 2 2 2

(Times Higher Education)

Ranking in Africa 2 2 2 2 2

THE BRICS & Emerging Economies Rankings

15 14 6 8 12

THE Alma Mater Index: Global Executives Rankings 2017

Wits is positioned 54th among the world top 100 universities from which Fortune 500 CEOs graduated. The only African university in this ranking.

QS(Quacquarelli

Symonds)

QS World University Rankings 313 318 331 359 364

Ranking in South Africa 2 2 2 2 3

Ranking in Africa 2 2 2 2 3

QS University Rankings: BRICS 31 31 28 26 36

QS World University Rankings by Subject

Ranked in 8 out of 30 Subjects

Ranked in 9 out of 30 Subjects

Ranked in 11 out of 36 Subjects.Top 20 for 1 Subject:

Development Studies

Ranked in 17 out of 42

Subjects.

Ranked in 22 out of 48

Subjects.

Top 20 for 1 Subject:

Development Studies

Top 20 for 2 Subjects:

Development Studies &

Engineering – Mineral &

Mining


Student Enrolments1

2018 Total Enrolments

GRAND TOTAL 39953

BY

GE

ND

ER

Female 21832

Gender indeterminate/intersex/unspecified

Gender neutral 7

Gender unknown 1

Male 18113

BY

RA

CE

African 26453

Chinese 213

Coloured 1658

Indian 4813

Race unknown 50

White 6766

BY

PR

OG

RA

MM

E T

YP

E

Pos

tgra

duat

e

Doctoral Degree 2160

Honours Degree 1879

Master’s Degree (Research and Coursework) 6064

Master’s Degree (Research) 1710

Occasional Students Postgrad 230

Postgraduate Diploma 2271

Und

ergr

adua

te

General Academic 1st Bachelor’s Degree 13096

Professional 1st Bachelor’s Degree 11788

Undergraduate Diploma

Undergraduate Occasional Students 755

BY

FAC

ULT

Y

Faculty of Commerce, Law & Management 9735

Faculty of Engineering and the Built Environment 7964

Faculty of Health Sciences 6719

Faculty of Humanities 10171

Faculty of Science 5364

1 Enrolments count all students registered for a programme and students are counted more than once if enrolled for more than one programme simultaneously. Data correct at the time of extraction from the Student Information Management System.


Student Graduates 2018 Graduates

GRAND TOTAL 9619

BY

GE

ND

ER

Female 5634

Gender indeterminate/intersex/unspecified

Gender neutral 7

Gender unknown

Male 3978

BY

RA

CE

African 3956

Chinese 1380

Coloured 406

Indian 2874

Race unknown 2733

White 4220

BY

PR

OG

RA

MM

E T

YP

E

Pos

tgra

duat

e

Doctoral Degree 279

Honours Degree 1420

Master’s Degree (Research and Coursework) 1374

Master’s Degree (Research) 391

Occasional Students Postgrad NA

Postgraduate Diploma 1226

Und

ergr

adua

te

General Academic 1st Bachelor’s Degree 2902

Professional 1st Bachelor’s Degree 2027

Undergraduate Diploma

Undergraduate Occasional Students NA

BY

FAC

ULT

Y

Faculty of Commerce, Law & Management 2859

Faculty of Engineering and the Built Environment 1507

Faculty of Health Sciences 1281

Faculty of Humanities 2641

Faculty of Science 1331

Wits boasts an 82.45% pass rate for undergraduate students and 75.20% for postgraduate.


Student AffairsThe Division of Student Affairs is a specialised co-curricular department within the University whose mandate is to support the core Academic Project. This includes teaching and learning, research, Development and innovation and the facilitation of co-curricular, or extra-curricular learning. Equally important in the mandate of the Division of Student Affairs, is the requisite demand to open students learning horizons by ensuring holistic learning, attentive to the cognitive (intellectual), contextual, affective and other modes of learning. As such, the Division of Student Affairs and its units are partners in the learning cycle of students, from the point of their registration to their graduation at both undergraduate and postgraduate levels. The Division has the responsibility to work with interdependent professional and academic departments to provide student services, which facilitate student psychosocial support, academic success and holistic development.

The Campus Health & Wellness Centre (CHWC) continues to contribute significantly to the educational experience of all students’ by providing confidential, affordable, and student -centred comprehensive health care services on campus. In 2018, 12060 consultations were offered by the CHWC, 780 Health Science students received vaccinations, and 42 students from the EBE Faculty were offered malaria prophylaxis.

By creating a unique out-of-classroom environment, the Development and Leadership Unit (DLU) maximises the opportunities for student personal growth and intense self-discovery through exciting and challenging co-curricular activities and student leadership training. Outdoor programmes based on Adventure Experiential Related Learning are also offered. There are a variety of programmes to choose from:• Leadership Training and Development Programmes• Journeys of Discovery• Capacity Building• Outdoor Adventure Experiential Related Learning• Leadership Camps• Leadership Roundtables • Student Innovation and Entrepreneurship • Inter Varsity Leadership Programmes

The First Year Experience Programme is a student-centred programme that is aimed at helping first year students transition from high school to university. It provides various programmes that contribute to the student experiences, promote a sense of belonging, and unlock the full potential of every student for success and retention. The FYE Programme has six main focus areas, all of which are designed to make the journey from high school to Wits University a smooth, yet exciting one. • Orientation • Information, Communication and Technology (ICT) Skills • Student Development (personal leadership and self-awareness) • Learn for Life sessions (e.g. time management, learning styles, goal setting, etc.) • Academic Seminars (plagiarism, critical thinking, etc.) • Civic Engagement and Advocacy (community outreach, gender equity, etc.)

The maxim of the Wits Citizenship and Community Outreach (WCCO) is that no student should graduate from the University without a strong sense of the ways in which he or she can actively contribute to the development of society through the proper exercise of his or her rights and responsibilities as


a citizen. The WCCO promotes active citizenship and community service by encouraging students to donate their time, skills and talents to volunteer for local communities. Volunteerism takes many forms, from one-day and episodic service projects to year-long opportunities working alongside partners on the campus, locally, nationally, and sometimes globally.

In the context of a changing student demographic, student services, including the work of the WCCO, is changing. Whereas in the past volunteer services focused on external communities, now volunteers are looking to the needs of the student community. Some of the highlights of the WCCO in 2018 include:

• Wits Food Programme, where student volunteers are instrumental in running four projects that feeds ±3500 students per month;

• The Wits Food Bank – a repository for non-perishable food and essential non- food items;

• The Masidleni Daily Meal Project – one hot meal at lunchtime for ±800 students is served every term day;

• The Wits Student Communal Kitchen – a fully equipped kitchen was set up to allow students to self-organise and cook meals for themselves;

• Wits Food Gardens – one new garden was established on the premises of the WCCO. Students are now able to pick nutritious fresh vegetables.

WCCO is involved in recruiting and supporting a number of tutoring projects that were either initiated by NGO’s or started by student volunteers themselves, such as

• The Assist in Alexandra

• Students at Work at Wits

• Triple C in Soweto (This is a tutoring project in Meadowlands Soweto where more than 700 learners are assisted by 80 student volunteers)

• Classroom Buddies in Johannesburg CBD

The University has 17 residences, which are spread across 6 clusters (East Campus; West Campus; Braamfontein; Highfield Cluster; Parktown; and Wits Junction). In 2018, 6289 took up residence with CHRL. Accommodating all students who need it does however remain a challenge as the demand ex-ceeds what is currently available. In 2018, the University was able to secure additional temporary accom-modation for 108 students at Witwaters (with the help of the provincial government) and 256 students at Esselen (assisted by WRHI). With the assistance of the SRC, the University prioritised those in need, and placed them at the respective facilities. The temporary arrangement expired on 30 June 2018, and students who were re-assessed and still required accommodation, were subsequently transferred to al-ternate accommodation with a private provider.

More than simply a place to live, the vision of the Campus Housing and Residence Life (CHRL) is to provide accommodation that is conducive to living, learning and research, and the following programmes were implemented in 2018 in order to optimise student learning to residence students.

• Talks presented by GEO on gender related matters and sexual harassment

• Social interactions driven by students

• Mentorship programmes in respective residences

• Academic support through tutorials and academic staff presence in the residence


• Extensive training for House Committees

• Implementation of student governance reforms to residence governance structures

• Women leadership Empowerment programmes

• Sports involvement

• Career Guidance talks and seminars

• Alumni inclusive programmes

• Academic Awards

The Counselling and Careers Development Unit (CCDU) provides students with supportive profes-sional services, interventions and developmental opportunities to respond to a range of challenges they may face.

During 2018, increased numbers of students requested assistance and support for personal, career and related matters. The 2018 approved Mental Wellness Strategy as approved by the SET was implement-ed with the following imperatives: Promotion of psychological and emotional wellbeing; Enhancement of the provision of access to professional counselling services/interventions; Enrichment of collabora-tive programmes and initiatives to promote a culture of support and belonging. Other activities in 2018 included:• Regular advocacy campaigns focused on reaching out and self – awareness raising.• 12 HIV advocacy campaigns that included residences • Publication of the Student Affairs newsletter #Resilience • Several training workshops for various cohorts including first year students, student leaders, student ambassadors and volunteers as well as general Wits staff.


The Student Governance Office ensures ethical cooperative governance for all students’ statutory and sub-structures within the institution. The University Council in December 2017 approved a number of amendments to the student governance framework, which were successfully implemented in the 2018 Student Representative Council (SRC) elections. These elections were declared free and fair. The 22-member SRC has twelve females and ten males, with three females holding executive portfolios out of a five-member executive committee.

Rugby team qualified for its first ever Varsity Cup Semi-final.

Men’s Hockey semi-finalists in the Varsity Hockey Tournament, and winners of the Gauteng Men’s Hockey Premier League

Wits Basketball Club dominated the Inaugural Varsity Basketball competition

University Sports South Africa highlights include Chess Winners, Basketball Men Finalist, Basketball Woman Bronze Medal Rugby Bronze Medal

Men’s Hockey Champions of Southern Gauteng Premier League

U21 and U19 rugby league winners at Golden Lions Pirates Grand Challenge

Ladies 1st team winners of regional soccer league

Wits Lady Bucks are inner-city super basketball league winners

Tang Soo Do: Won 31 medals at the world championships inclusive of 15 Gold, 9 Silver and 7 Bronze

Wandile Simelane winner of Gauteng Sports Awards- Most Promising Athlete of the Year

Wits boasts 79 positions in the South African provincial teams, 40 in the national teams, and 16 SA Champions

2018 year was one of the most revered for Wits sport


The Wits Sport Transformation Fund has been created to support talent from historically disadvantaged backgrounds. The first bursary recipient of the Fund is Ms Sisipho Magwaza, a Grade 12 learner from Hoërskool Transvalia who has excelled in both athletics and hockey. Her talent has been rewarded by being offered a place in the U21 South African hockey team.


Research

Research Achievements

In keeping with the goal to become a research-intensive University, 2018 was a successful year for Wits’ research activities.

In 2018 Wits announced 19 major discoveries (16 in 2017) with an accumulated advertising equivalent of R9.5 million. These announcements are important as they fit with our notion of producing research with impact, where take up is important.

Wits affiliated authors once again made 2018 a good year for research. Two important bibliometric databases that are used to track productivity throughout the year are the Web of Science (also called by its historic name, the ISI database) and Scopus. The following figures show the accumulative growth of journal articles published during 2018 by Wits affiliated researchers. Both plots show a linear growth until the end of the collection season (March 2019) where the growth tails off. More importantly is that both plots show the number of peer reviewed journal articles published in the 2018 year match closely the 2017 achievements.

In 2018 Wits announced 19 major discoveries (16 in 2017) with an accumulated advertising

equivalent of R9.5 million.

Number of peer reviewed journal articles in the ISI database

-

500

1 000

1 500

2 000

2 500

3 000

Jan

Feb

Mar Ap

rM

ay Jun Jul

Aug

Sep

Oct

Nov De

cJa

nFe

bM

ar Apr

May

ISI Articles only

Target * Articles


36%

17%12%

10%

9%

16%

The disciplinary breakdown of the 2018 research publications indexed by Scopus

Medicine Social Sciences

Physics and Astronomy Biochemistry, Genetics and Molecular Biology

Agri and Biological Sciences Other

Number of peer reviewed journal articles in the Scopus database

-

500

1 000

1 500

2 000

2 500

3 000

Jan

Feb

Mar Ap

rM

ay Jun Jul

Aug

Sep

Oct

Nov De

cJa

nFe

bM

ar Apr

May

Scopus Articles only

Target * Articles


Research AwardsInternal: The 2018 VC Research Award was won by Professor Patrick Arbuthnot for his sustained research excellence. Prof Arbuthnot works in the broad fields of biochemistry, genetics and molecular biology related to the hepatitis B virus. He has published 102 peer-reviewed articles in his distinguished career. He has a total of 2 571 citations since his first publication in 1983, which was titled “An electrophoretic characterisation of African worker honeybee haemolymph pretieins during development”. His h-index (Scopus 6 April 2019) stands at 29. He has co-published with 147 other authors.

Three Sellschop awards were given to rising academic stars from the Faculty of Science. The awardees are Professors Nosipho Moloto (School of Chemistry), Deepak Kar (School of Molecular and Cell Biology) and Dr Xifeng Ruan (School of Physics).

External: External awards for research excellence in 2018 included:• Professors Ian Jandrell (NSTF: Engineering Research Capacity Development Award);

• Musa Manzi (NSTF: TW Khambule Award - Emerging Researcher)

• Stephen Tollman (NSTF: Scientific Management Award);

• Professors Maureen Coetzer and Charles Feldman (2018 SAMRC Scientific Merit - Platinum Scientific Achievement Award);

• Professors Bavesh Kana and Penny Moore (2018 SAMRC Scientific Merit - Silver Scientific Achievement Award);

• Professor Lee Berger (ASSAf Science for Society Gold Medal Award 2018);

• Dr Natalie Benjamin-Damons (NRF Research Excellence for Next Generation Researchers Award);

• Professor Andreus Lemmer (Jan Boeyens Medal for an early career South African researcher who has made a distinguished contribution to the utilization of crystallography).

• Professor Joao Rodrigues was elected a member of the Academy of Science of South Africa.

Research UnitsResearch is a collaborative process and it is natural that researchers tend to form research groupings. Below is a list of formally recognised research entities divided into units (focused on a single senior academic), groups (consisting of a number of academics collaborating often across disciplines), Centres of Excellence (CoE) (which are groups with long term external funders) and institutes (which are large organisational structures).


2018 Research UnitsENTITY TITLE DIRECTOR/LEADER

Advanced Drug Delivery Platform Research Professor V Pillay

Flow Research Professor BW Skews

Respiratory and Meningeal Pathogens Research Professor S Madhi

MRC/Wits Antiviral Gene Therapy Research Professor PB Arbuthnot

Carbohydrate & Lipid Metabolism Research Professor F Raal

Cardiovascular Pathophysiology and Genomics Research Professor G Norton

Clinical HIV Research Professor I Sanne

Effective Care Research Professor GJ Hofmeyr

Empilweni Services and Research Professor AH Coovadia

Health Communication Research Professor ME Penn

Hepatitis Virus Diversity Research Professor A Kramvis

HIV Pathogenesis Research Professor M Papathanasopoulos

Human Variation and Identification Research Unit Professor M Steyn

Maternal, Adolescent and Child Health Research Professor J Smit

MRC/Wits Developmental Pathways for Health Research Professor SA Norris

Perinatal HIV Research Dr N Martinson (Acting)

Ancient Cognition and Culture in Africa AssPro Yasien Sayed

Pulmonary Infections Research Professor C Feldman

MRC/Wits Rural Health in Transition Research Professor SP Tollman

Priority Cost Effective Lessons for Systems Strengthening Professor Karen Hofman

2018 Research Groups

ENTITY TITLE DIRECTOR/LEADER

Economic Geology Research Institute Professor J Kinnaird

African Ecology & Conservation Biology Research Professor F Parrini

Brain Function Research Professor A Fuller

Materials Physics Research Institute Professor E Sideras-Haddad

Molecular Sciences Institute Professor D Brady

Wits Research Institute in Malaria Professor M Coetzee

Centre for Applicable Analysis & Number Theory Research Professor A Knopfmacher

Centre in Water Research and Development AssPro Craig Sheridan

Southern Centre for Inequality Studies E Prof Eddie Webster

Wits Institute for Data Science Professor Turgay Celik


2018 Research Centres

ENTITY TITLE DIRECTOR/LEADER

ANDI Centre of Excellence in Antiviral Gene Therapy Professor Patrick Arbuthnot

DST-NRF Centre of Excellence for Integrated Mineral and Energy Resource Analysis Professor J Kinnaird

DST-NRF Centre of Excellence in Biomedical Tuberculosis Research Professor B Khana

DST-NRF Centre of Excellence in Human Development Professor L Richter

DST-NRF Centre of Excellence in Mathematical and Statistical Sciences Professor F Mahomed

DST-NRF Centre of Excellence in Palaeosciences Professor BS Rubidge

DST-NRF Centre of Excellence in Strong Materials Professor L Cornish

National Aerospace Centre Mr Philip Haupt

Wits Advanced Drug Delivery Platform Professor V Pillay

Centre for High Voltage Engineering Prof Walter Schmitz

Specialisation Centre for Combustion Engineering Dr John van Coller

Institute for Collider Particle Physics Professor Bruce Mellado

African Centre for the Study of the United States Professor Gilbert Khadiagala

2018 Research InstitutesENTITY TITLE DIRECTOR/LEADERRock Art Research Institute Dr D Pierce

Evolutionary Studies Professor M Bamford

Global Change Institute Professor B Erasmus

Society, Work and Development Research Dr P Naidoo

Mandelstam Institute for Theoretical Physics Professor JAP Rodrigues

Wits Reproductive Health and HIV Research Professor VH Rees

Wits Social and Economic Research Professor S Nuttall

Cities Institute Professor N Murray

Mining Institute Professor Fred Cawood

Sydney Brenner Institute for Molecular Biosciences Professor M Ramsay

SARChi ChairsThe Department of Science and Technology and the National Research Foundation established the South African Research Chairs Initiative (SARChI) in 2006 to attract and retain excellence in research and innovation at South African public universities. The key objectives of SARCHI are to:

• Expand the scientific research and innovation capacity of South Africa• Improve South Africa’s international research and innovation competitiveness while

responding to internal social and economic challenges• Increase the product of master and doctoral graduates• Create research career pathways for young and mid-career researchers


2018 SARChI ChairsName School/Entity Faculty Title of ChairAdler, JB School of Education Humanities Mathematics Education

Albertyn, C School of Law CLM Research Chair in Equality, Law and Social Justice

Allais, S School of Education Humanities Chair in Post-School Education and Training

Coetzee, M Wits Research Institute for Malaria Health Sciences Medical Entomology & Vector Control

Colafrancesco, S School of Physics Science Radio AstronomyDe Mello Koch, R School of Physics Science Fundamental Physics & String Theory

Dirr, HW School of Molecular and Cell Biology Science Protein Biochemistry & Structural

Biology

Durrheim, RJ School of Geosciences Science Research Chair in Exploration, Earthquakes and Mining Seismology

Eyles, JD School of Public Health Health Sciences Health Policy and Systems

Falcon, RMS School of Chemical and Metallurgical Engineering

Engineering and the Built Environment

Clean Coal Technology

Hamilton, L School of Social Sciences Humanities Political Theory

Harrison, PJ School of Architecture and Planning


Social Chair in Development Planning and Modelling

Henshilwood, CS Evolutionary Studies Institute Science The Origins of Modern Human

Behaviour

Jejjala, V School of Physics Science Theoretical Particle Cosmology

Landau, LB African Centre for Migration & Society Humanities Mobility and the Politics of Difference

Madhi, SARespiratory and Meningeal Pathogens Research Unit

Health Sciences Vaccine Preventable Diseases

Majozi, T School of Chemical and Metallurgical Engineering


Research Chair in Sustainable Process Engineering

Makalela, L School of Education HumanitiesChair in Advancing African Languages for Social Inclusion and Success in Higher Education

Moloto, N School of Chemistry Science Research Chair in Energy Materials

Moore, P Department of Virology in School of Pathology Health Sciences Virus-host dynamics for public health

Munro, OQ School of Chemistry Science Bio-inorganic Chemistry

Ndlovu, S School of Chemical and Metallurgical Engineering


Hydrometallurgy: Innovation and Sustainability

Nieftagodien, MN School of Social Sciences - History Workshop Humanities Local Histories & Present Realities


Pillay, V School of Therapeutic Sciences Health Sciences Pharmaceutical Biomaterials & Polymer-

Engineered Drug Delivery Technologies

Ramsay, M Sydney Brenner Institute for Molecular Biology Health Science Bioinformatics of African Populations

Rispel, L School of Public Health Health Sciences Public health

Scholes, MSchool of Animal, Plant and Environmental Sciences

Science Global change and systems analysis

Steyn, ME School of Social Sciences Humanities Critical Diversity Studies

Tiemessen, CTSchool of Pathology/Centre for HIV and STIs (NICD)

Health Sciences HIV Vaccine Translational Research

Venkatakrishnan, H School of Education Humanities Chair in Numeracy

NRF Rated ResearchesWits was home to 457 rated researchers in 2018. The breakdown by Faculty is presented in the table below.

Commerce, Law and Management


Health Sciences

Humanities Science Total

A – Leading international researchers

0 1 10 5 13 29

B – Internationally acclaimed researchers 10 7 39 21 53 130

C – Established researchers 28 23 53 49 72 225

P – Prestigious Awards 0 0 0 0 1 1

Y – Promising young researchers 12 8 17 15 20 72

Total 50 39 119 90 159 457


The following Wits Professors are A-Rated researchers

Staff member Faculty School / Entity Area of specialisationAdler, Jill Humanities Education Mathematics Education

Ashwal, Lewis Science Geosciences Geochemistry, petrology, mineralogy, tectonics

Brouwer, Darren Health Sciences Public Health Dermal exposure, occupational health

Feldman, Charles Health Sciences Clinical Medicine - Internal Medicine Pneumonia, respiratory diseases

Forbes, Andrew Science Physics Optics and lasers, quantum physics

Gray, Glenda Health Sciences Clinical Medicine: Perinatal HIV

HIV vaccines, mother-to-child HIV transmission

Hamilton, Lawrence Humanities Social Sciences - Political

StudiesAfrican political thought, political philosophy, political theory

Henshilwood, Christopher Central Evolutionary Studies

InstituteMiddle and later stone age, modern human behaviour

Hofmeyr, Isabel Humanities Literature & Languages - African Literature

Postcolonial literary studies, oceanic studies

Jewkes, Rachell Health Sciences MRC - Public Health Gender violence, sexual violence

Lewis-Williams, Daniel Science GAES - Rock Art Research

Institute Cognitive archaeology

Luca, Florian Science Computational & Applied Mathematics Analytic number theory

Madhi, Shabir Health SciencesPathology - Respiratory & Meningeal Pathogens Research Unit

Vaccine-preventable disease, paediatric infectious diseases

Mahomed, Fazal Science Computational & Applied Mathematics

Lie symmetry and operator methods, differential geometry

Manderson, Lenore Health Sciences Public Health Global public health, chronic illness,

gender and healthMathew, Christopher Health Sciences Pathology Cancer – genetic aspects

Mbembe, Achille Humanities WISER Philosophy

Morris, Lynn

National Institute for Communicable Diseases

Pathology Virology, infectious disease

Owen-Smith, Norman Science Animal, Plant &

Environmental SciencesMammal, herbivore, savannah, wildlife behavioural ecology

Richter, Linda Central Centre of Excellence in Human Development Child development, family, social welfare

Rubidge, Bruce Central Evolutionary Studies Institute

Karoo biostratigraphy, basin analysis, Karoo sedimentology


Scholes, Robert Science Animal, Plant & Environmental Sciences Savanna ecology, applied remote sensing

Sheldon, Roger Science Chemistry Heterogeneous and homogeneous catalysis, biocatalysis, sustainability

Skews, Beric EBE Mechanical, Aeronautical and Industrial Engineering

Shock waves, flow visualisation, compressible gas dynamics

Smith, Roger Central Evolutionary Studies Institute

Karoo sedimentology, vertebrate taphonomy, ichnology (trace fossils)

Wadley, Lyn Central Evolutionary Studies Institute

Experimentl archaeology, middle stone age, cognitive archaeology

Zelenyuk, Yevhen Science Mathematics General topology, topological algebra

Technology and Infrastructure

Technology AdvancesIn line with the Wits University 2022 Vision, significant technological changes have taken place with the commencement of a newly configured Wits ICT. These changes were effected to ensure that Wits positions 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. The changes are as follows:

Digitisation • Microsoft SharePoint and OnBase Document Management System (DMS) were

implemented to store documents, track information, reduce printing costs, decrease paper usage and automate key work processes.

• The Smart Classroom project was initiated to cater for online teaching and learning. This will enable students to attend a lecture from anywhere using any device as well as access the recorded lecture at any time.

• The Learning and Innovation project was initiated to give students a technologically furnished space which would inspire collaboration and use of technology unhindered.

Processes A continuous process of documenting and improving the University’s processes is still underway and significant breakthroughs have been achieved in terms of automating some processes and digitising most manual forms.

StrategiesThe following strategies have been formulated in response to the technological advances of the 4th industrial revolution:

• Business Strategy• Digital Strategy• Mobile Strategy

InfrastructureThe network upgrade implementation is underway and has been positively received by those who have already migrated.


eResearchA new division within ICT named eResearch was created specifically to ensure that ICT gives dedicated support to Research and caters for Big Data requirements.

The Big Five ProjectThe Wits big five projects were initiated in May 2017, through a motivation and request for a budget with a business case indicating systems that were long overdue for upgrades. As a result, five projects were conceived with specific objectives to address the problems:

• People Tools and Campus Solutions Upgrade;

• Fees Estimator;

• New Residences Management System;

• Activity Management System; and

• Online Applications System.

Infrastructural DevelopmentsCapital Funding Secured from DHET IEG Grant:

Energy efficiency programmeRooftop photovoltaic system installation: As part of the overall energy efficiency programme, four rooftop photovoltaic systems had been installed and commissioned on the following rooftops a) Construction Economics and Management Building, TW Kambule Mathematical Sciences Building c) Gold Fields Laboratory and d) Origins Centre. A fifth installation in planned for installation on the Robert Sobukwe Building rooftop in the first half of 2019.

Upgrade of student residence hot water systems: Also included as part of phase 1 of the overall energy efficiency programme, solar/gas hot water systems had been introduced at David Webster and Barnato Halls of Residence and the first co-generation solar/gas hot water ring main system had also been installed and commissioned at the Wits Junction Residence. All three of the above state-of-the-art hot water systems are performing as per design intend, yielding substantial electrical savings.

The University had successfully

submitted an application for ongoing participation in the next

cycle of the DHET Infrastructure and Efficiency Grant 2018 – 2021. The

approved projects will be undertaken during the period 2018 – 2022,

supporting the strategic academic and research objectives of the

University.


Switchgear and substation upgrade programme: In 2018, 26 of the 35 substations were fitted with new switchgear on the medium voltage side of the electrical reticulation network.

Student AccommodationDavid Webster Hall of Residence Extension: Planned extension yielded an additional 113 student beds

Barnato Hall of Residence Extension Phase 1: Phase 1 of the planned extension yielded an additional 114 student beds

Wits Rural Campus: This campus redevelopment programme was substantially completed at the end of 2018, which included the construction of 60 new student / researcher self-catering apartments accommodating 120 visitors. Standby power is also provided for by means of increasing on site generator capacity.

Campus Infrastructure DevelopmentsGateway redevelopments: A new gateway at Sutton Close, allowing pedestrian access directly off Jorrisen Street onto Braamfontein Campus East and the substantive redevelopment of the Oppenheimer Life Sciences Gateway were successfully completed in 2018 as the first phase of an intended overall gateway improvement programme.

CLM Postgraduate Centre: After the successful completion of the Rock Art collection previously stored in the Rembrandt Gallery to the Rock Art Gallery at the Origins Centre completed in 2017, the Rembrandt Gallery had been redeveloped into a shared Postgraduate Resource Centre for the Faculty of Commerce, Law and Management. This exciting renovated space now provides much needed collaboration, workshop and exhibition opportunities for postgraduate students across the Faculty.

Wits Arts Museum Jack Ginsberg Book Arts Centre: Enabled by a generous donation received from Mr. Ginsberg, the Wits Arts Museum had been expanded into the fourth floor of the University Corner Complex to provide state-of-the-art storage and exhibition facilities for art books donated to WAM.

Protection Services Office expansion and renovations: As part of the capital works programme funded by the Department of Higher Education and Training IEG Grant, the offices, change rooms and training facilities of Campus Protection Services were renovated and expanded..

Deferred MaintenanceWater proofing and façade repair programme: Waterproofing upgrades were undertaken at the following locations in 2018 a) Linder Auditorium b) Wits Club and Barn Complex c) Solomon Mahlangu House Film and Television area d) Ithemba Laboratory Building.Façade repairs and windows upgrades were completed in 2018 on the a) Humphrey Raikes Building south façade b) John Moffat Foyer area and partially at the c) Knockando Hall of Residence.


Collaboration and Partnerships

International Academic CollaborationsDuring 2018, the total number of publications attributed to Wits authors by Scopus was 3313. Many of these involved joint publications with authors from other universities. The graph below provides the affiliation of these authors from the TOP 15 countries / regions.

During this period, we entered into 21 new collaboration agreements of which 2 were with institutions in the country and the other 19 with international institutions. The regional distribution of these agreements were as follows:

USA, 1AFRICA, 1MID EAST, 1BRICS, 4EUROPE, 12

USA, 837AFRICA, 609

AUSTRALIA, 378

BRICS, 367

FRANCE, 293

SWEDEN, 272

GERMANY, 340

SWITZERLAND, 257

CANADA, 252 JAPAN, 210

ITALY, 248 SPAIN, 213

NETHERLANDS, 297

AUSTRIA, 193UK, 664


Global EngagementA number of fruitful engagements with the embassies of Canada, China, Germany, Mexico, Norway, Palestine, Portugal, and Somalia took place in 2018. We also hosted the Norwegian Minister of Education, the Minister of Food and Agriculture of Lower Saxony in Germany and a delegation from the Zhejiang Education Authority in China. We continued our involvement in the Erasmus+ and the Horizon 2020 programmes of the European Union. The former allowed us to host 49 European students for a period of 6 months each and to send out 21 students to European universities for a period of 6 months each.

Wits is an active member of the African Research Universities Alliance (ARUA) and in 2018 we were appointed as host of two

ARUA Centres of Excellence – one in Mobility and Migration and the other in Materials, Energy and Nanotechnology.

We have also joined a consortium of South African and Swedish universities (SASUF) that are working together to enhance research collaborations amongst member universities. Wits is coordinating the working groups focusing on digital technologies, big data and cybersecurity, climate change, natural resources and sustainability.

Wits has signed an agreement with the Brookhaven National Laboratory and the Brazilian Synchrotron Light Laboratory to allow Wits academics to use the Synchrotron facilities at the two institutions.There is no synchrotron facility available on the continent of Africa, making this partnership particularly important.

Engagement with SocietyIn the White Paper for the Transformation of Higher Education (1997), “responsiveness to societal interests and needs,’’ is considered as one of the three roles of a university, and one which should be fully integrated with mainstream teaching and research. The University fulfils this public mandate through a variety of activities. A key component of this range of activities are the academic and research activities that are geared towards community engagement and community beneficiation.

Wits has embraced a holistic approach to engagement with society. Instead of “community service” being practiced in a narrow and parochial manner, with connotations of a “self-actualised” and self-sufficient university ‘serving’, being ‘responsive to’ and giving something of value to a community, and often doing extractive research that has no tangible benefit to the communities being researched, Wits tries to pursue a mutually beneficial and proactive approach, which seems to be described better by the term “engagement,” than the phrase “community service”. The word “community” also has different meanings in Higher Education circles. It is a very broad term used to define groups of people; whether they are stakeholders, interest groups, citizen groups, etc.

How, then, does Wits define its community? Wits understands communities as groupings of people who share similar values and patterns of living. They manifest themselves as groupings of people within the public sector (such as local, provincial and national tiers of government, agencies, parastatals and councils), within the private sector (such as business and industry) and within the civil sector (such as non-


profit organisations, community-based organisations and social movements) and stratifications of society itself. Wits also understands that as a university we have to interact with various agencies outside of our national borders (such as foreign governments, international agencies and higher education institutions in other countries).

The current Wits Strategic Plan aims to position the University as a leading centre of intellectual activity in the developing world and in the world at large. Part of this will be achieved by engaging with many sectors of society (domestic and international) and developing strategic partnerships “which will make Wits an active, committed, creative, and innovative force that advances the public good.”

The many forms of community engagement at Wits can be grouped into four traditions:• the making available of academic expertise in the public domain; • the practice of public scholarship, notably in the media; • public interest work; and • the direct provision of services to communities.

At Wits, partnerships, particularly multi-lateral ones, with all sectors of society are seen as vital for the mutual advancement of the University and society in general. In this context, partnerships are understood as mutually beneficial, programme- based, purposeful and sustainable relationships largely embedded in the University’s academic and research programmes.Community engagement at Wits is coordinated through various offices as follows:

• The International Office coordinates partnerships with organisations outside South Africa.• The Wits Volunteer Programme (affiliated to the Student

Development and Leadership Office) coordinates non-academic partnerships with NGOs and various communities.

• Faculties coordinate Service-Learning partnerships with NGOs, CBOs and other community groupings.

As scholars, including Michael Porter, have explained, universities can serve as employers, purchasers of goods and services, real estate developers, economic engines and powerful instruments of social change, but it is possible for them to remain somewhat isolated from the day-to-day concerns of the urban core in which they are embedded.

Wits sees its broader goals as a mix of the following:

• direct services to the people in its community;

• advising government


(at all levels) on policymaking decisions; sometimes free of charge and at other times through commissioned (paid) research;• developing appropriate skills for the country;• creating knowledge; and• training leaders.

Previously, engagement with the community arose organically over

time, driven by the interests of faculty, staff, students and the communities.

The University now steers its “community engagement” more strategically, spreading

outreach across executive portfolios and the schools, and focusing on efforts that benefit both

the institution and other constituencies.

Wits is a founder member of the South African Higher Education Community Engagement Forum (SAHECEF), which was formally

constituted in January 2010. This forum brings together all 26 public and one private Higher Education Institutions into an organ which allows for the sharing of mutually beneficial policies, practices and experiences. Wits is also a member of the Talloires Network, an international association of institutions committed to strengthening the civic roles and social responsibilities of higher education.

Development and FundraisingThe Development and Fundraising Office (DFO) provides assistance in proposal-writing, prospect research and fundraising to the academics and professional administrative departments. Wits is currently seeing a significant increase in support from corporates and corporate foundations. In 2018, Wits received in the region of R110 million in terms of donations from corporates and corporate foundations as well as approximately R230 million in terms of sponsoring student bursaries. In addition to the critical donations and sponsorships that help to alleviate the student funding crisis, a range of corporates sponsor major industrial Chairs, Centres and associated research projects at Wits. These include the Wits BCX Chair in Digital Business, the Wits Exxaro Chair in Sustainable Development, the Wits Sibanye Stillwater Digimine, and the Wits CHIETA African Energy Leadership Centre.

The total donation income for 2018 was higher than the record income received in 2016: R301 million versus R284 million.


Including sponsorships sourced from the Development and Fundraising Office, total income for 2018 was R310 million.

Concerted effort has gone into crafting and implementing an enticing, innovative and impactful Wits Centenary Campaign that will drive and accelerate advancement and fundraising efforts leading up to, and beyond, the University’s centenary in 2022. Ambitious targets have been set for the campaign and a sizeable shift towards high net worth alumni fundraising is planned. Working closely with the More Consultancy (a specialist international Advancement and Fundraising consultancy with considerable experience across the UK, US, Europe and Australasia), fundraising efforts have continued unabated whilst we implement the detailed Centenary Campaign plan.


FINANCE AND GOVERNANCEFinancial Report

The Wits Group includes the University, research and other projects, student and staff accommodation and the operating entities that are wholly or partly owned by the University. The University funds are restricted or unrestricted, or designated for a specific purpose, as required by the legislation.

Income for the Wits Group is derived primarily from tuition fees, government grants and research contracts. Additional income is generated from donations and other income, such as rental and investment income. The University recognises the need to develop and grow alternative income streams in order to alleviate the upward pressure on tuition fees to fund its growth requirements necessitated by technology.

The increase in state subsidies and grants was 14% (2017: 5%) for both the group and the University due to higher subsidy received from the DHET as a result of higher allocation to the sector. The increase in fee income in 2018 as compared to 2017 is mainly due to the 8% increase in the fees and higher enrolment numbers. Income from specifically funded research contracts increased during the year, with a significant portion of research income being contributed by the group entities.

Higher education inflation, which is at least two percentage points higher than normal inflation, continues to exert pressure on the financial sustainability of the University. This is particularly relevant to the infrastructure, maintenance and support services costs that are an essential component of running a world class university.

The Group total expenditure is mainly segregated into employee costs of R4 222 million (2017: R3 712 million), depreciation and amortisation R300m (2017: 227m), operating expenses R3 007m (2017: R3 076m) and finance costs R122m (R73m).

The University total expenditure is mainly segregated into employee costs of R2 886 million (2017: R2 544 million), depreciation and amortisation R249m (2017: 185m), operating expenses R2 056m (2017: R2 034m) and finance costs R117m (R72m). These cost drivers are continuously being managed.

The Group reported a net surplus of R345m (2017: R137m), after tax and after the transfer of restricted funds to reserves. The University result for the year is a surplus of R328m (2017: R161m). This is attributed to the following:

• Council controlled funds R326m (2017: R148m)• Student & staff accommodation (ring fenced) R2m (2017: R13m)

The reported council controlled net surplus is attributed largely to the additional R110m subsidy received from the DHET as a result of a higher allocation to the sector. Delayed implementation of the ICT network upgrade project contributed to R51m in lower depreciation and costs. The greater part of the ICT upgrade project asset is expected to be brought into use in 2019. The surplus also includes donations received


from the University of the Witwatersrand Foundation as partial funding of the ICT project, amounting to R40m (2017: R40m). The rest of the surplus arose from efforts by management and the University community to generate operational savings due to future operational and funding uncertainties the higher education sector. Higher investment income due to improved cash flows and treasury management also contributed to the surplus.

In summary, the R326m council-controlled result is as follows:• Additional subsidy received from DHET R110m• Wits Foundation contribution for ICT network upgrade R40m• Deferred expenditure on ICT Network Project R51m• Operational savings and better investment income R125m

The result should be viewed in the context of deferred expenditure which although it did not hinder the efficient running of operations and academic programs in the current year its implications in the near term have to be considered. In light of this management has committed, with Council’s approval, a significant portion of the surplus towards academic, operational and infrastructure requirements that could not be accommodated through the normal budget process for use in the coming year.

Student and staff accommodation net surplus result of R2m (2017: R13m) is attributed to higher income due to higher residence occupancy and lower meal cancellations than in previous years. The higher income was offset by higher operational costs due to the implementation of IFRS 16 on leases. The change has resulted in the operating leases on student residences being capitalised in the books of the University, with depreciation and finance costs being additional expense items. The result for residences should be seen in line with the five-year break-even plan supported by Council because residences are expected to be self-sustaining.

Specifically funded restricted activities delivered a deficit result of R41m due to an adjustment on adoption of IFRS15 on Revenue. Revenue on restricted projects/contracts is recognised on fulfilment of performance obligations and not on receipt of funds. Revenue recognised would be matched with the project expenses. On receipt of funds, a liability account is set up, and then amortised to revenue as the spending occurs. The net result, deficit R41m (2017: R86m surplus) is reported and accounted for separately. It is not for operational use as it is restricted. The deficit from specifically funded activities is transferred to restricted reserves as per accounting treatment because such activities are self-funding.

Overall, the results are

commendable and reflect the positive impact of the

collective efforts of the University community to optimise income

streams and mobilise savings in support of strategic initiatives and

help the University to cover the costs of insourcing and renewal

of the ICT network.


Finance Pie Charts

The contribution of income to the Wits Group is reflected in the figure below

R1 734 521

R2 327 297 R2 254 420

R1 638 465

2018

State appropriations - State subsidies & grants

Tuition and other fee income

Income from other contracts

Other income

R1 518 521

R2 072 615 R2 151 262

R1 570 253

2017




Other income

R1 452 570

R1 890 173 R1 735 099

R1 388 950

2016




Other income


The contribution of expenditure to the Wits Group is reflected in the figure below.

R4 222 178

R3 006 518

R299 968 R122 003 2018

Staff costs

Other operating expenses

Depreciation

Finance costs

R3 711 808

R3 076 151

R222 071 R73 288 2017

Staff costs


Depreciation

Finance costs

R3 177 768

R2 746 693

R209 011 R74 165 2016

Staff costs


Depreciation

Finance costs


Income statementsThe consolidated Wits Group income statements for the years ended 31 December 2018, 31 December 2017 and 31 December 2016 are reflected in the table below:

Consolidated Wits Group Income Statements

The consolidated surplus of R345 million includes the University Council controlled surplus of R326 million, student and staff accommodation surplus of R2 million and net contributions (after intercompany eliminations) from controlled entities of R17 million.


Statements of Financial PositionThe consolidated Wits Group statements of financial position as at 31 December 2018, 31 December 2017 and 31 December 2016 are reflected in the table on the next page


The Group continued to invest in property, plant and equipment during the year, with capital expenditure of R400m (2017: R383m). Included in the capital expenditure is R21m (2017: R61million) relating to hardware components for the Information, Communication and Technology (ICT) Network Upgrade capitalised by the University. The group’s carrying value of property, plant and equipment (excluding right of use assets mentioned below) amounted to 7 509m (2017: R7 297m).The group adopted IFRS 16 on leases leading to operating leases being capitalised as right of use assets amounting to R261m as at 31 December 2018.The right of use assets are depreciated in line with the tenure of the lease period including expected renewal periods. An amount of R45m was incurred as depreciation for these right of use assets.

The group held non-current investments in financial assets of R3 380m (2017: R2 650m) as at 31 December 2018. The increase is attributed to higher cash inflows for the year. The University Investment Committee (UIC) took over the oversight and monitoring the investment portfolio of the group with effect from 1 January 2018. The group ring-fences restricted funds and invests the related cash amounts in separate risk free on call investments until they are drawn down in the project to which they relate. Included in the investment’s balances are ring-fenced amounts of R2 200m (2017: R1 600m) for specific projects. The investments were assessed as fairly valued as at 31 December 2018. All these investments were previously classified as available for sale and were reclassified to investments financial assets from 1 January 2018, with all gains or losses now directly taken to the statement of comprehensive income. For the year ended 31 December 2018, net losses of R56m were recognised in the statement of comprehensive income.

Student debt at the end of the year was R321m (2017: R283m) and trade and other receivables were R687m (2017: R520m). The provision for impairment on student debt was R290m (2017: R252m), with the increase of R39m (2017: R98m) indicating an improvement in the collections on student debt.

Interest bearing borrowings for the group at the end of the year were R825m (2017: R611m), with the increase mainly attributed to the R282m capitalisation of the group’s significant operating leases on adoption of IFRS 16 on Leases. Finance charges incurred on these lessee at the group’s incremental borrowing rate amounted to R31m. (2017: nil)The liability for post-retirement healthcare benefit obligations amounted to R682m (2017: R612m). This liability continues to grow and includes an actuarial loss of R42m (2017: R22m). The University however is a going concern with its assets fairly valued exceeds all its liabilities. There are no legal plan assets matching this liability. The University manages this liability cognisant of its moral and legal obligations, together with consideration of the University’s sustainability and affordability over the duration of the liability.


The group net cash inflow from operations was R849m for the year (2017: R532m). After investing and financing activities, the group cash and cash equivalents at year end amounted to R1 241m (2017: R1 136m). The University cash and cash equivalents amounted to R59m (2017: R69m). The Group had undrawn credit facilities amounting to R10m (2017: R500m).

The Group manages its reserves according to the legislation set down in the Higher Education Act, 1997, separating unrestricted use funds from restricted use funds. The Council controlled operations of the University and student and staff accommodation are considered to form part of unrestricted funds, whilst specifically funded research contracts are considered to be restricted funds. Some Government grants are conditional and expenditure against these grants is subject to audit each year. At 31 December 2018 Group total reserves and unrestricted funds amounted toR6 285m (2017: R6 071m) and restricted use funds amounted to R1 009m (2017: R1 527m).

Consolidated Wits Group Statements of Cash Flow

The consolidated cash flows of the Wits Group remained sound and net cash inflows from operating activities increased in the year under review as compared to 2017. Proceeds from the sale of investments yielded R3 745m (2017: R3 522m), which was R223m higher than the prior year. The repayment of interest-bearing borrowings was lower by R100m at R169m (2017: R269m). The repayments relate to borrowings raised for the Wits Junction residence and for the University ICT project.

Amounts in rand thousands


Cash and Cash Equivalents The funds of the Wits Group are monitored daily and any surplus cash is placed short-term or longer-term with a recognised financial institution. Cash balances are kept to the minimum level required to settle immediate cash requirements, such as trade and other payables and the current portion of long term borrowings.

The cash and cash equivalents as at 31 December of each year were made up as follows:

Amounts in rand thousands

Interests in Controlled Entities

The consolidated annual financial statements incorporate the assets, liabilities and operations of the following University controlled entities:

• University of the Witwatersrand Foundation• Wits Commercial Enterprises (Pty) Ltd• Wits Health Consortium (Pty) Ltd• Wits Junction Residences (Pty) Ltd

The following are controlled subsidiaries of some of the above University controlled entities.• Wits Incubator (Pty) Ltd• Speer Management Services (Pty) Ltd

The following entities are not consolidated and are equity accounted as the University does not exercise control:

• The Wits University Donald Gordon Medical Centre (Pty) Ltd – Joint Venture• Bidvest Wits University Football Club (Pty) Ltd – Associated Entity

These entities normally contribute towards the surplus of the group, with any deficits strictly monitored for financial sustainability. The entities are managed through normal governance structures, including board meetings and sub-committees of the board, where appropriate.


Risk Management

Risk assessment and risk management at the University is addressed through the Council Risk Committee and the Risk Management Committee. The Council Risk Committee oversees the risk management activities on behalf of Council, and provides the Council with formal and scheduled feedback on the status of key risks and management’s responses.

The Risk Management Committee, chaired by the CFO, guide and monitor the University’s annual risk management plan.

The remit of the Risk Committees is to establish and maintain a common understanding of the University risk profile in order to meet the University’s strategic objectives. Also, to identify on an ongoing basis the top most significant risks.

Risk assessment and managing of risks is regarded as an on-going management process, integrated in the daily operational activities of the University. The Risk Management Committee identifies both financial and non-financial risks. It also ensures that an effective risk management policy and risk management processes are maintained to enhance the ability to achieve strategic objectives of the University. The risk management process, at school and faculty level, central unit level and SET level; included identification of risks and mitigating factors allocating responsibilities for management of identified risks. The process was followed twice a year to produce an aggregated risk register for the University.

The review process during the year also considered emerging risks. The top ten risks from the schools were consolidated at the faculty level, central unit risks were also consolidated, while SET considered the University’s macro risks.

The top 10 risks identified in November 2018 by the Senior Executive Team were;

• Operating instability caused by deteriorating infrastructure• Safety and Security risk• Labour relations environment and disputes• Relationship with the DHET and Regulatory challenges• Higher Education Funding Crises• Student and staff protest and instability at universities• Transformation challenges and changes to the institutional culture• Teaching and Learning risk• Research performance risk• Technology and its disruptive potential


Statement on Corporate Governance

Governance and Vice-Chancellor’s advisory bodies and their standing commi�ees

SRC SET

TSC

TIC

DPSC

WGCEOs

ManCo

SET-HoS

SET-OHS&E SET-InternalAudit

SET-Risk(func�on)

SET-SMG

ExCo ofConvoca�on

FinCo

Remco

Audit

Internal Audit

ExCo

ICT

Risk

Board of Residences

HonouraryDegrees

COUNCIL(Governing Body)

SENATE(Academic Body)

Nomina�on

URC

APDC T&L

Library

ICTReference

SenateeResearchCommi�ee

FacultyBoards

Cons�tu�on

Senate Standing Commi�ee

Vice-Chancellor’s Advisory Commi�ees

Governance Bodies

Joint Council and SenateCommi�ees

Statutory Bodies Mandatory Bodies

Council StandingCommi�ees

FASMAC

GraduateStudies

AcademicFreedom

VC AcademicCi�zenship

Vice-Chancellorand Principal

Vice-Prinicipal

VC TeachingAwards

VC Transformaiton

Awards

WRC(WRC-1)(WRC-2)

Wits University

Press

HumanResources

Naming

SSAC

UF(Advisory

Body)

LegendAPDC – Academic Planning and Development Commi�eeT&L – Senate Commi�ee on Teaching and LearningICT Reference – Informa�on and Communica�on Technology Reference Commi�eeFASMAC – Financial Aid, Scholarships & Merit Awards Commi�eeWRC – Wits Readmissions Commi�eesCLM – (Faculty of) Commerce, Law and ManagementHS – (Faculty of) Health SciencesEBE – (Faculty of) Engineering and the Built EnvironmentURC – University Research Commi�eeSSAC – Students Services Advisory Commi�eeExCo – Execu�ve Commi�ee of CouncilFinCo – Finance Commi�ee of CouncilICT – Council Informa�on, Communica�on and Technology Commi�eeRemCo – Remunera�on Commi�ee of CouncilAudit – Council Audit Commi�eeRisk – Council Risk Commi�eeExCo of Convoca�on – Execu�ve Commi�ee of Convoca�on

LegendUF – University ForumSRC – Students Representa�ve CouncilManCo – Management Commi�eeSET – Senior Execu�ve TeamSET-SMG – SET-Senior Management GroupSET-HoS – SET-Heads of SchoolSET-OHSE&E – SET-Occupa�onal Health, Safety and

EnvironmentTSC – Transforma�on Steering Commi�eeTIC – Transforma�on Implementa�on

Commi�eeDPSC – Dis�nguished Professors Screening

Commi�eeWGCEOs – Wits Group CEOs Commi�ee

INTEGRATED REPO

RT 201871

The governance of the University is regulated by the Higher Education Act, (No. 101 of 1997), as amended, the Institutional Statute of 2002, as amended, and is a bicameral system of the lay-dominated Council on the one hand and the academic sector, Senate and faculty boards on the other. Added to these structures is the statutory advisory committee or University Forum that includes management, academic staff, professional and administrative staff and students, which must be consulted with regard to major policy decisions.

Management of policy in the University is the responsibility of the Vice-Chancellor and Principal and the Senior Executive Team (SET). The affairs of the University’s alumni are governed through the Executive Committee of Convocation.

The application of pertinent legislative requirements is as follows: a) Management of the University (as in Governance) is in the hands of the Council (s27 HEA). b) Academic and research functions are performed by Senate (s28 HEA). c) The Vice-Chancellor and Principal and SET (s30 HEA read with s26(2)(g)). d) Relationship between the structures: Council and Vice-Chancellor and Principal;

• Council and Vice-Chancellor and Principal (s34 HEA 20(2)(h) (Stat); χ. Vice-Chancellor and Principal is accountable to Council (7)(4) (Stat);

• Senate and Vice-Chancellor and Principal, Vice-Chancellor and Principal is chairperson of Senate (s26(4) (a) HEA);

• Council and Senate -Senate is accountable to Council (s28 HEA); • University Forum and Council – University Forum must advise Council on certain issues (s31 (1)(a)

HEA) and University Forum must perform such functions as determined by Council (s31(1) (b)HEA); • SET and Vice-Chancellor and Principal, Council and Senate - not provided for in Act or Statute; and • Vice-Chancellor and Principal and Executive of Convocation - the Chief Executive Officer participates

in the deliberations of the Committee.

The Council and its MembersThe University of the Witwatersrand’s Council comprises academic and non-academic persons appointed in terms of the Statute of the University of the Witwatersrand, the majority of whom are non-executive. Sixty percent of the members of the Council are persons who are not employed by, or students of, the University of the Witwatersrand. The role of chairperson of the Council is separated from the role of the University of the Witwatersrand’s Chief Executive Officer, the Vice- Chancellor and Principal. Matters especially reserved to the Council for decision-making are set out in the Statute of the University of the Witwatersrand, by custom and under the Higher Education Act, (No. 101 of 1997), as amended.

The Council is responsible for the ongoing strategic direction of the University of the Witwatersrand, approval of major developments and the receipt of regular reports from Executive Officers on the day-to-day operations of its business. The Council ordinarily meets four times a year and has several standing committees, including an Executive Committee, a Finance Committee, an Audit Committee, a Remuneration Committee, a Risk Committee, an Information, Communications and Technology Committee, and a Board of Residences. All of these committees are formally constituted with terms of reference and comprise mainly lay members of Council. Council and Senate have a set of joint committees, including, a Nominations Committee, an Honorary Degrees Committee, a University Research Committee, a Naming Committee, a Human Resources Committee and a Student Services Advisory Committee. Council met five times during 2018.


University Office Bearers

Category Incumbent Other positions / achieve-ments Term

Chair

Dr Randall Carolissen MBA (Stellenbosch), M.Com (Tax) (North West), PhD (UWC)

Administrator: National Stu-dents Financial Aid Scheme (NSFAS)

14 June 2017 – 13 June 2019 (Re-elected for another 2-year term) (Term extended to 31 December 2019)

Vice-Chair

Mr Isaac Shongwe BA Hons (Economics & Poli-tics) (Wesleyan, USA, P.Phil (Oxford)

Chair: Letsema Holdings 14 June 2017 – 13 June 2019 (Term extended to 31 December 2020)

Secretary to the Council

Ms Carol Crosley University Registrar BA (Wit-watersrand) H Dip.Ed (Wit-watersrand) Honours (Unisa) MEd (Witwatersrand)

University Registrar Ex-officio

Members of Council (External)

Category Incumbent Other positions / achieve-ments Term

Members appointed by the Minister of Higher Education and Training

Dr Randall Carolissen MBA (Stellenbosch), M.Com (Tax) (North West), PhD (UWC)

Administrator: National Stu-dents Financial Aid Scheme (NSFAS)

01 June 2016 – 31 May 2020 (Term extended to 31 December 2020)

Dr John Kani Hon PhD DLitt (Rhodes)

01 October 2014 – 30 September 2018 (Term extended to 31 December 2019) (Resigned on 30 September 2018)

Ms Mpho Mosweu1 (B Com (Acc) (UWC), B Compt (Hons) (UNISA), CA (SA), MBL (UNISA)

In various Board structures - listed, unlisted and SOE’s. Head Corporate Finance, Head Workout and Restruc-turing

01 October 2018 - 31 December 2019

Members appointed by the Minister of Higher Education and Training

Mr Sipho Ngidi BAdmin (Zululand), BCom (Hons) (Natal)

01 October 2014 - 30 September 2018 (Term extended to 31 December 2019)

Mr Mavuso Msimang (Bsc Biochemistry and Ento-mology (Uni Zambia), MBA (United States International University)

Director-General Department of Home Affairs RSA, CEO: SA National Parks, Chair: Corruption Watch

01 September 2018 – 31 December 2020


Ms Nasima Badsha M.Sc (Natal), Graduate Cer-tificate in Education (Leeds), BSc (Hons) (London)

Former Deputy Director General in Department of Ed-ucation, Former CEO: Cape Higher Education Consortium

1 September 2018– 30 December 2020

Elected by the Executive of Convocation

Professor Conrad Mueller BSc, BSc (Hons) (Witwaters-rand), MSc (RAU), PhD (Witwaters-rand)

1 August 2015 - 31 July 2019 (Term extended to 31 Decem-ber 2019)

Dr Maurice Goodman MB BCh, MBA (Witwaters-rand) (Acting President of Convo-cation)

Ex-officio

Appointed by the Premier of Gauteng

Mr Mduduzi Mbada MM (Public and Development Management) (Witwatersrand)

1 January 2013 - 31 December 2017

Mr Rashid Seedat BA (Wits), H Dip Development Planning (Wits), MM Public & Development Mgt (Wits), MSc Development Planning (Wits), Cert Metro & Municipal Dev (UCL, UK)

Gauteng Provincial Govern-ment Local Government Fellowship (Warwick University & South-ern African Advanced Educa-tion Programme, UK), Head of Central Strategy Unit (City of Johannesburg), Head of Gauteng Planning of Division (Gauteng Provincial Govern-ment), Member of Board of Trustees: Ahmed Kathrada Foundation

1 October 2018 - 31 December 2019

Elected by Donors

Dr Jonathan Broomberg MBBCh (Witwatersrand); MA (Oxon); MSc (London), PHD (London)

CEO: Discovery Health, Founding Director of Praxis Capital and Director of the Soul City Institute for Health Communications

1 September 2013 - 31 August 2017 1 September 2017 - 31 August 2021 (reappointed)

Dr Theunie Lategan DCom, CA (SA)

Chairman of RARE Holdings Limited, General Manager at Rand Merchant Bank, CEO: FNB Corporate Division and Senior Executive of the First Rand Group

1 September 2013 - 31 August 2017 1 September 2017 - 31 August 2021 (reappointed)

Appointed by the Council

Dr Brian Bruce PrEng, BSc(Eng)(Cape Town), DEng(hc) (Stellen-bosch), HonFSAICE

Retired CEO: Murray and Roberts 1 June 2014 - 31 May 2018

Mr Mosa Mabuza 1 November 2018 - 31 December 2019

Mr Isaac Shongwe BA Hons (Economics & Poli-tics) (Wesleyan, USA, P.Phil (Oxford)

1 June 2015 - 31 May 2017 1 June 2017 - 31 May 2019 (reappointed)


Professor Barney Pityana BA(Law), BProc, LLM (Unisa) Hons BD (London), CertTh (Oxford) PhD in Religious Studies (UCT), DD FKC MASSAf


Ms Phindile Baleni BA LLB (Witwatersrand)

CEO: National Energy Reg-ulator of South Africa, RERA Chairperson


Mr Sipho NkosiBCom (Hons)(Econ) (UNI-SA), MBA (MASS), OAMLP (OXFORD)

CEO: Exxaro 1 September 2015 - 30 June 2017 1 July 2017 - 30 June 2019 (reappointed)

Mr Rob Hamer CA(SA) ACA(UK)

Head: Investment Banking Division, Rand Merchant Bank 1 June 2015 - 31 May 2019

Ms Nothando Ndebele MBA (Oxford, UK) MSc (Ox-ford, UK) (BA) in Economics and Wom-en’s Studies (Harvard, USA)

Head: Financial Institutions Group: ABSA 1 April 2017 -

31 December 2019

Dr Len Sizani Dip.Dent.Ther., BChD (Med-unsa)

General Dental Private Prac-titioner 1 June 2016 - 31 May 2020

Appointed by business and labour organisations

Mr Cas Coovadia BCom (University College Natal)

MD: Banking Association of SA, Chairman of SABRIC and the Johannesburg Civic Theatre

1 July 2015 - 30 June 2017 1 July 2017 - 30 December 2020 (reap-pointed)

Members of Council (Internal)

Vice-Chancellor and Principal

Professor Adam Habib BA (Natal), BA (Hons) (Witwa-tersrand), MA (Natal), MPhil (New York), PhD (New York)

Ex-officio

Vice-Principal

Professor Tawana Kupe BA (Natal), BA (Hons) (Witwa-tersrand), MA (Natal), M.Phil (New York), PhD (New York)

Deputy Vice-Chancellor: Ad-vancement, Human Resourc-es and Transformation

Ex-officio

Member of the Executive Management appointed by the Vice- Chancellor and Principal

Professor Andrew Crouch BSc (Hons) (UWC), PhD (Concordia University)

Deputy Vice-Chancellor: Academic

Ex-officio (Appointed 01 January 2019)

Elected by the Senate Professor Sharon Fonn MBBCh, DOH, DEpi, FFCH(SA), PhD, MASSAf

Awarded a South African Min-istry of Science and Technol-ogy’s Distinguished Scientist Award for contributions to the quality of life of women (2005) Co-director of the Consortium for Advanced Research Train-ing in Africa (CARTA).

01 November 2017 - 31 October 2022 (Term ex-tended to 31 December 2022)

Professor João A.P. Rodrigues BSc (Wits), BScHon (Wits), MS (Brown), PhD (Brown), FRSSAf



Professor Thokozani Majozi BScEng (Natal), MScEng (Natal), PhD (UMIST)

School of Animal, Plant and Environmental Sciences, Uni-versity of the Witwatersrand

01 November 2017 - 31 October 2022 (Term extended to 31 December 2022)

Professor Cathi Albertyn BA LLB (UCT), M.Phil (Cam-bridge), PhD (Cambridge)

School of Law University of the Witwatersrand

01 November 2017 - 31 August 2022 (Term extended to 31 December 2022)

Elected by the Deans of the Faculties

Professor Martin Veller BCom, BComHons, MSC (International Trade and Finance), DEcon

Dean: Faculty of Health Sciences


Elected by the academic staff Professor Frances Duncan 01 January 2019 - 31 December 2021

Elected by the Non- Academic Staff Mr Tumishi Madihlaba IT Technician (Wits University)

01 September 2017 - 31 August 2021 (Term extended to 31 December 2022)

SRC President Mr David Manabile Mr Oredireste Masebe Ms S Mbolekwa

16 September 2017 - 15 September 2018 16 September 2018 - 15 September 2019

PGA Chairperson Mr Christopher Mpehle Ms K Khutsoane

15 February 2017 - 15 February 2018 15 February 2018 - 15 February 2019

Matters of Significance Considered by Council during 2018As part of its responsibility to govern the University and to provide ongoing strategic direction of the University, Council considered various matters during the year and received regular reports from the executive officers on the day-to-day stewarding of the University. Matters considered by Council in 2018 include:

Legislative and Statutory Changes• Amendments of the composition of the Council

Institutional Governance• Approval of the Institutional Rules that supplement the Institutional Statue• Roll-out of the Committee Charters

Council Governance• Maintenance of Council membership• Adopted the qualitative assessment criteria developed by the DHET• Constituted a task team to address internal conflicts of interest that arise when internal stake-

holders are appointed to governing bodies and committee structures, and to develop a succes-sion plan for the VC

• Constituted a task team to investigate alleged breaches in the conduct of members of Council• Monitored the performance of its committees, with particular consideration of reports of student

enrolments, residence matters, 2018 readmission process, Senior Executive Team (SET) re-treat resolutions, staff salary and benefit negotiation process, Welcome Day, fee dispensations, demands from the SRC, and financial implications for the Higher Education landscape


• Approved the University Forum’s development plan• Effected new appointments to the Senior Executive Team• Monitored financial governance, approval of the establishment of a University Investment Com-

mittee, approval of the 2019 budget, determination of the 2019 fees, determination of conces-sions and awarding of bursaries particularly for students from poor and working-class families who were not provided for by the state and/or with historical debt

• Acknowledged reports on the Financial Results and Financial Management • Agreed to recommendations for the continued development of the Frankenwald property and

Braamfontein precincts, including additional safety and security measures in cooperation with the Braamfontein Management District

• Monitored performance of ICT Committee, approved the Enterprise Architecture Framework, noted launch of the new online applications portal and postgraduate research milestone system

• Noted quarterly updates on the University’s energy efficiency strategy, including a report on a rooftop solar project

• Approved appointment of PricewaterhouseCoopers as external auditors• Noted the various Risk Management Reports• Considered provisions for staff and student well-being, including the creation of a Social Justice

Division, implementation of multiple programmes to support diversity, multi-pronged strategies to address mental health issues, and approved pay scale adjustments

• Considered the numerous strategies to address hardships faced by students including arrange-ments pertaining to accommodation, the Wits Food Garden, the Wits Food Bank, and the Gift of the Givers Feeding Scheme.

Compliance• Approved the 2017 Annual Report, 2018 Annual Performance Plan and 2018 Mid-Year Report

for submission to the Department of Higher Education and Training • Approved numerous policies including a new Records Management Policy, The Policy on the

Evaluation of Teaching and Courses, The Framework for Digital Online Policies, The Open Access Policy, and approved constitutional amendments related to the SRC.

Strategic and Operational Matters• Approved the Institutional Scorecard• Considered quarterly reports from the Vice-Chancellor and members of the Senior Executive

Team• Approved renaming of buildings• Re-opened the tender process for transport services and extended the contract with the World

Bank• Noted the year-on-year increase in research output• Approved an academic collaboration agreement with the University of Glasgow with the ob-

jective to establish a UK Government Global Challenges Research Fund (GCRF) Centre for Sustainable, Healthy and Learning Cities and Neighbourhoods

• Agreed to the development of a strategy which would optimise and direct the University’s intel-lectual and human capital to impact on decision-making and policy choices at a national level so as to facilitate positive change within the country

• Agreed to assist students currently making use occupying emergency accommodation• Approved various recommendations to confer honorary degrees

·

Excellence in Governance, Management and SupportThe office of the University Registrar is charged with the responsibility of the University’s governance activities related to general institutional supervision with a view to, inter alia, ensure compliance with the provisions of the Higher Education Act, regulatory compliance, institutional governance, student administration and maintenance of University records. The University’s governance practices are continually being reviewed and improved by benchmarking against internationally accepted best practices and King III/ IV. We recognise that the primary goal of the University is to educate and develop research


and to be at the cutting edge of thinking. To do this, Wits must ensure it has efficient administration and a service orientation towards supporting these goals. The University has developed appropriate systems, policies, and procedures that are both responsive to our community as well as being compliant with regulatory requirements.

This translates to:• Simple and just policies, rules, and standing orders;• Interdepartmental collegiality within the administration;• Clarity of ownership of processes and responsibilities (particularly in a devolved structure like

the one at Wits);• A solid relationship between academics and the administration;• Service orientation towards students;• Administrative staff who are knowledgeable, professional, flexible and firm;• Regular postmortem exercises after each major administrative activity, with the intention of

improving business processes; and• A culture of mutual respect towards colleagues (particularly in the presence of students).

The events in the higher education environment over the past few years have necessitated that administrative departments and staff not only become agile and responsive to the needs of its stakeholders in this changing environment, but also, more often than not, required revised and enhanced administrative processes. This has enhanced engagements between staff to enable students to gain a thoughtful and clear understanding of the University rules and processes, which included reporting lines and authority structures, and how these related to them in their everyday lives.

Excellence in all spheres of service delivery within the University is recognised as one of its key performance indicators. Attention is given to both internal and external service delivery areas. The University hosts an Integrity hotline which deals with issue of fraud whilst internally a multitude of platforms are used to measure performance, particularly with regards to student services. These include a compliments and complaints hotline; and feedback devices placed in strategic offices such as Fees Office and the Student Enrolment Centre.


Institutional Transformation and Workplace Equity

Progress achieved on the transformation priorities in 2018It has been almost three years since the University adopted an accelerated transformation programme which focuses on eight priority areas. In 2017, key University constituencies, including staff and students, were provided with the opportunity to critically evaluate the impact of this programme, in order to determine the elements that are perceived to be successful, and to understand the challenges that remain in each category.

A major step forward has been the re-establishment and training of transformation committees at the school, faculty and divisional levels and the determination of their mandate. These committees have a role to play in actively monitoring

transformation in their respective areas and raising strategic issues with the relevant Head of School, Dean or Executive.

Moreover, members of these committees are expected to actively participate in selection and promotion committees, search committees and recruitment processes, to ensure that managers adhere to the University’s human resources, transformation and related policies and to advise on how the University’s transformation agenda and programmes can be better modified and implemented in a manner that allows the University to progress in these areas.

Diversifying the AcademyA budget of R45 million in 2016/17 and an additional R9 million in 2018/19 was earmarked for making new appointments and allocating grants to enable African and Coloured academics to apply for promotion to the professoriate. The Transformation Implementation Committee is responsible for making appointments and allocating grants to enable African and Coloured staff to apply for promotion to the professoriate. The Transformation Steering Committee is responsible for monitoring progress on this front and for advising on policy and programmatic action on this strategy.

Thirty appointments have been made to date and 48 enabling grants worth R7.3 million has been awarded to academics across all five faculties. Eleven academics have been promoted through the enabling grant programme across all faculties.

It is also worth noting that the Vice-Chancellor’s Equity Fund which has been running for over a decade currently supports ten academic staff across the University by paying their salaries for three years before a School or Faculty takes over, which has largely been successful.

InsourcingThe Human Resource Development Unit (HRDU) introduced a Learnership in Business administration in 2017, providing access to full certification at NQF levels 2, 3 and 4. This long-term project creates


a pipeline through which staff members can move towards/achieve an NQF level 4 qualification. It is predominantly aimed at newly insourced staff, as well as other staff members who have not as yet had the opportunity to complete their schooling. The Learnership pipeline is predominantly funded by the ETDP SETA, with a smaller cohort being funded by SET since 2018. The initial intake in 2017 comprised a total of 73 employees, of which 62 successfully graduated at the start of 2018. In terms of successful progression, these 62 learners have advanced to the next level of the NQF, and, along with new intakes in 2018 and in 2019, funded by both the SETA and SET respectively..

Institutional NamingIn line with the renewed Naming Policy, the revitalised Institutional Naming Committee, with extended representation from a range of stakeholders, has been active in renaming Wits’ places and spaces in recent months. Following the first round of proposals in 2016, a second call for proposals was made in 2017, with a focus on naming after symbolic events and/or evocative descriptions of a particular place, and for naming after women who have played key roles in academia. Council renamed the following places and spaces in 2018:

Curriculum ReformA substantial baseline survey was undertaken which focused on submissions from faculties in terms of curriculum renewal; initiatives to increase diversity and inclusivity; curriculum development capacity and quality; and participation in curriculum design and development. The report demonstrates that while there has been a remarkable effort to respond to students’ demands for transformation at the faculty level, with many creative initiatives, and much ongoing critical reflection and discussion, there remains the need to create more effective cross-faculty collaboration and coordination to advance University-wide strategies.

In terms of curriculum renewal, the report details extensive ongoing discussion and critical reflection on how to decolonise the curriculum. In general, it demonstrates that there has been a significant promotion of scholarship of teaching and learning in relation to curriculum renewal, and a move towards a distributed leadership model in terms of coordinating initiatives.

Old Name or Structure New NameMathematical Sciences Building T.W. Kambule Mathematical Sciences BuildingThe wall on the 12th Floor of University Corner (Journalism)

//Kabbo

A boardroom on the 12th Floor of University Corner (Journalism)

Percy Qoboza Boardroom

The wall on the 9th Floor of University Corner (Wits Radio Academy)

Capital Radio 604

A boardroom in the Journalism Department in University Corner

Christina Scott

A boardroom in the Journalism Department in University Corner

Bessie Head

Road alongside Alumni House Alumni LaneStudent Union Building Thembalethu (Our Hope)Student Union Seminar Room Tommy Motswai Seminar Room


In terms of initiatives to increase diversity and inclusivity, the report details structural changes through biographical questions and first year surveys; curriculum conversations between staff, students and employers; increased student representation on committees and platforms for curriculum reform; reassessment of admissions policies; introduction of flexible degree programmes and provision for part-time evening students.

It further demonstrates content change in terms of diversity and inclusivity through programmes addressing retention issues and barriers to success. This has included:

• the construction of common first year courses and the continued bridging courses for learners and evening classes for adults;

• the integration of counselling expertise in course content or in mediations between students and staff;

• the inclusion of African perspectives and contributions to modern science, as well as the incor-poration of African languages and cultural narratives into critical thinking courses;

• addressing the needs of top learners; • initiatives including mentorship programmes; • an Enquiry Based Learning pilot, group problem solving initiatives and pedagogies which elicit

increased feedback from students;• increased use of formative assessments.

With regards to curriculum development capacity and quality, the University provides a range of courses for academic staff development by CLTD. There is now e-learning support through studios in each faculty and a plan to brand e-learning and curriculum renewal, amongst other initiatives. In terms of participation in curriculum design and development, the report shows that there is strong student involvement in curriculum design and awareness to increase student involvement, including on major committees; that students and recent graduates are aiding research into teaching practice through focus groups, and the information received is fed back into curriculum design; that there is an incorporation of the views of potential employers; industry and professional bodies as well as an adaptation of curricula to market and national needs, for example, the SKA, and a collective development of MOOCs.

Significant progress has been made in the transformation of the curriculum across the University. A substantial baseline survey reflects significant student, alumni and employer participation in curriculum redesign, including input from industry and professional bodies, and the adaptation of curricula to market and national needs. The Deputy Vice-Chancellor: Academic, Professor Andrew Crouch, has outlined a five year teaching and learning strategy. The strategy includes a focus on a digital campus coupled with new e-learning systems and innovative ways of learning, the development of Massive Open Online Courses (MOOCs), online short courses and e-degrees. The potential cost of the strategy, the change of pedagogy, increased access, transformation of curricula and the development of new disciplines to produce graduates for the future were discussed.

Language PolicyIn 2018, for the first time, a budget to the amount of R1 million was allocated to language policy implementation. The allocation made it possible to support various aspects of the Language Policy such as training and translation. New University signage is now provided in three languages: English, isiZulu and Sesotho. Existing signage is replaced as budgets for this become available or as signs need to


be replaced. lsZulu, Sesotho and South African Sign Language courses for staff have been rolled out and faculties are making progress with their own language policy implementation priorities, such as the language requirement in Humanities which will be rolled out in 2019.

Institutional CultureThis is an area of transformation that requires reflection, engagement and action from the entire University community. The Transformation and Employment Equity Office (TEEO) has been mandated by the VC to design and implement a comprehensive plan. This would include dialogues, Diversity and Inclusion training, focus group interviews and online surveys, amongst others, in order to address the barriers related to Institutional Culture at the University. TEEO is in the process of engaging with each faculty in terms of the implementation of this comprehensive plan.

Promoting a Diverse and Cosmopolitan Residence Life ExperienceThe Dean of Student Affairs supported by the Head of Campus Housing and Residence Life and the Student Development and Leadership Unit has implemented a range of programmes to promote diversity and to explore the experiences of students in residences. One of the major discrepancies that have been detected pertains to the chasm in the experiences of resident and day students, which requires attention.

Given that over 95% of occupants in Wits’ residences are Black students, management supports Council’s decision to postpone diversification of the residences in the short-term, until the sector can adequately meet the demand for affordable student accommodation.

Access to Higher EducationWits University is committed to increasing access to students. Whilst the University’s student population is largely Black, significant funding challenges and throughput incongruities remain. Wits has made several financial concessions over the last three years which has enabled a greater number of students, including international students, to register. The clearing of historical debt by the state for certain groups of students and the University’s waiver of the first fee payment, has continued to allow for increased access. All students are able to ascertain their progression status, regardless of whether they have outstanding debt. All students who owe R15 000 or less and who are eligible to graduate are allowed to graduate, provided that they sign an Acknowledgment of Debt to repay the funds.

The University administers over R1 billion in financial aid, scholarships and bursaries annually. The University has increased its own funding

for students by the introduction of a Hardship Fund, setting aside and extra R13 million plus to assist students who are experiencing

financial hardship by providing funding relief towards registration and accommodation assistance. This fund is utilised towards assisting students in the missing middle income category (R600k and below

household income) to contribute the required 50% of historical debt in order to register, and accommodation assistance.


A further innovation to improve both access and throughput has been the introduction of repeat modules for first years in certain faculties, which can be taken in the second semester of the year as a part-time course to allow students a second chance to complete and pass the year.

Numerous student support programmes have been instituted by faculties and the Dean of Student Affairs, including identifying and addressing students at risk and the implementation of at least three programmes to ensure food security for students. The food security programme supports 1000 Wits students with a daily meal, a food bank is available to students for monthly non-perishables parcels and students are involved in a food garden initiative to grow fresh vegetables in support of the programme.

On 16 December 2017, the Presidency announced that free education would be phased in over five years from January 2018. This has translated into free education for students who come from homes that have a collective annual household income of R350 000 or below. For 2018, this dispensation applied to first year and second year students only. Whilst over 25 000 of Wits’ 38 000 students are on some form of financial aid, scholarship or bursary, there are still thousands of returning students in the missing middle who require funding. The Senior Executive Team continues to work with the Students’ Representative Council to assist returning students in need. Fundraising efforts continue.

Sexual Orientation and Gender Identity Advocacy Programmes (SOGI)Wits is a site of multiple supportive spaces available to the LGBTIAQ+ university population (those who are Lesbian, Gay, Bisexual, Transgender, Intersex, Asexual, Queer and other sexual orientations and gender identities). Ongoing engagement with expert academics, student leaders, partner offices and external stakeholders from the civil society sector, has strengthened the Wits Sexual Orientation and Gender Identity Advocacy Programmes immensely since their respective pilot phases. The portfolio comprises of two key projects, Safe Zones@ Wits and Wits Pride.

Safe Zones@Wits is a programme which was piloted at Wits in 2011. It is based on the premise that people can change heterosexist and cissexist spaces for the better by being allies, and by providing solidarity and support to those affected by prejudice committed on the basis of sexual orientation and gender identity. It comprises training such allies in core areas of competency to equip them with skills to educate, provide non-judgemental support, contain and refer crises. Training curriculum includes practical support, sexual assault protocol, university anti-discrimination policies, sexual health, terminology, families, substance abuse, disability and HIV/AIDS. Allies play an active role in shaping institutional culture in their spaces. At the time of this report, Wits University had trained over 200 allies.


In addition, gender neutral toilets are available on four campuses and remain an affirming option to anyone who does not wish to use binaried gender toilet facilities. Wits remains the top University in South Africa in this regard, having installed more gender neutral facilities than any other South African university. Wits University also now offers students the option of choosing their title, which affects University correspondence, allowing students who are transgender to choose which title best affirms their identity. This is important particularly as many transgender people wait up to five years to receive their legal name and gender marker changes. All legal documentation still uses the students’ current legal name and gender marker.

Wits Pride has celebrated over a decade of pride at the University. The project was formed as a means to raise awareness of and show solidarity with members of the Wits community and beyond who identify as LGBTIAQ+. The project has grown from an annual march and social function to a week-long programme, with events which have historically included sporting matches, art exhibitions, drama interventions, public dialogues, workshops, information tents and other items. The core aim of the project remains central to the context: to educate and maintain an inclusive campus that celebrates people who identify as gender variant or beyond heterosexual orientations.

Social Justice Policies and ProgrammesThe Anti-Discrimination policy was approved by Council on the 17

th April 2015. It is clear that the interventions undertaken following this point address the need for, and the importance of this policy.Multiple inquiries, investigations, complaints and interventions have been recorded, conducted and completed, guided by the provisions made in the policy. Several are currently underway. The TEEO continues to engage as part of the (national) Transformation Managers Forum, as well as part of the Anti-Racism Network in Higher Education (ARNHE).

Summary Table of Social Justice Policies

Name of Policy Status Consultation Progress

HIV/AIDS Review process is complete

Yes: Extensive (work-shops, online)

Tabled to Human Resource Committee, University Fo-rum, Senate and approved by Council

Anti-Discrimination Review process is complete

Yes: Extensive (review, public workshops, online)

Tabled to Joint Working Group, Human Resource Committee, University Forum and Senate

Employment Equity Review process is complete


Tabled to Joint Working Group, Human Resource Committee, University Forum and Senate

Language Review process is complete


Tabled to VCO, Academic Committee, Transforma-tion Steering Committee, Approved by Senate and Council


Disability Rights Unit (DRU) Now known as the Disability Rights Unit (DRU), the unit is a leader in the provision of services for students with disabilities, and since 2016, also assists with requests for reasonable accommodations from staff with disabilities. DRU is uniquely positioned to overcome the barriers facing students and staff with visual, hearing, physical, learning, and psychological disabilities, as well as chronic illnesses. Upon disclosure of disability, DRU will assist with various forms of personalised academic support and reasonable accommodations to ensure equal and full participation in all aspects of university life. DRU endeavours to make the learning and working environments a rewarding and enriching one through innovative and accessible designs, and continually strives to promote disability awareness and the abilities of persons with disabilities.

Equity in the Workplace The University has complied with its statutory obligation of submitting an Employment Equity (EE) Report to the Department of Labour through the online facility in December 2018. It must however be noted that, subsequent to the Director General review, by the Department of Labour, the University EE plan has since been revised and new targets based on the Provincial Economically Active Population (EAP) will be developed. The performance of the University in relation to the Employment Equity Plan for 2018 was as follows.

Demographic Profile of All Staff

Population 2010 2018 2018 Target

African 38% 61% 61%Coloured 5% 5% 5%

Indian 10% 7% 7%White 35% 18% 18%

International 12% 9% 9%Total 100% 100% 100%

Academic Staff Demographic Profile

Population 2010 2018 2018 Target

African 10% 20% 19%Coloured 3% 5% 6%Indian 9% 9% 10%White 55% 41% 44%International 24% 25% 21%Total 100% 100% 100%


Occupational Health and Safety

Between 1 January and 31 December 2018, the Directorate of Occupational Health, Safety & Environmental (OHS&E) Management at Wits carried out:

• 68 OHS&E training courses which were attended by 1172 people; • 203 OHS&E inspections during which deficiencies were identified and advice provided on at-

taining OHS&E legal compliance;• 59 risk assessments during which workplace health, safety and environmental risks were identi-

fied risk mitigation plans developed;• 22 incident investigations during which root causes of such incidents were established and

methods identified to prevent reoccurrences;• 151 evacuation exercises in an effort to improve the level of emergency preparedness through-

out the University.

During this period, the OHS&E Directorate also: • Attended 455 health, safety and environmental committee meetings; • Attended 18 event / disaster management meetings; • Assessed and provided feedback on 41 contractor OHS&E files, as well as • Submitted 52 injury / illness claims to the Compensation Commissioner (in terms of the COID

Act).

Risk ManagementThe University has several committees and structures that have oversight on risk issues:

• The Council Risk Committee oversees the risk management activities on behalf of Council, and provides the Council with formal and scheduled feedback on the status of key risks and man-agement’s responses;

• The Risk Management Committee, chaired by the Chief Financial Officer, guides and monitors the University’s annual risk management plan. Risk assessment and managing of risk is re-garded as an ongoing management process, integrated in the daily operational activities of the University. Early in 2018 it was decided to incorporate the University’s Insurable Risk Commit-tee into the Risk Management Committee;

• The University’s strategic risk profile is reviewed twice a year by the Senior Executive Team. These risks are discussed on a rotational basis at the risk management meetings throughout the year;

• The Faculty risk registers are updated by the Deans and their management team, taking into consideration the risks identified by all the Schools. Each of these Faculty dashboards are presented by the Dean or his/her representative on a yearly basis, to the Risk Management Committee;

• Risk registers for professional and support services are updated throughout the year. On a ro-tational basis, each of the Deputy Vice-Chancellors, the Chief Operations Officer, the Registrar, Chief Financial Officer and the Dean of Students present their key risks to the Risk Manage-ment Committee;

• The University’s risk assessment processes are performed in accordance with its Council-ap-proved risk management framework, and the academic and support staff are required to identify, prioritise and document as wide a range of material risks as possible. Current controls are identified and assessed in terms of effectiveness for all identified risks. Where necessary, further action plans are documented and allocated to management to improve and maintain high level controls.

Risk management continues to be an ongoing and accepted process that is integrated into the day-to day management activities of the University, and the risk governance structures and processes ensure that it remains so.


Risk

Risk OwnerAction Progress

Control Effectiveness

Current Risk Temperature

BoilingCold Warm

SET Risk Dashboard

Weak Good

Safety and Security risk:Cyber risk. Potential harm to staff, students and third parties from safety, health and crime-related hazards. Potential damage to the university’s property and assets. Exposure to the city’s crime and grime. Safety risks associated with the University’s activities, equipment, machinery, substances or hazardous processes. Safety and crime at residences.

2 VP, COO

AssuranceProvided

100%75%0% 50%25%1st 2nd 3rd

Trend

Y Y Y

Labour relations environment and disputesThe impact of labour disputes on the continuity of University activities which can be influenced by national issues and disruption in the higher education and public service sectors. Strikes arising out of unresolved University issues.

3 VP, COOY P N

Operating instability caused by deteriorating infrastructure:IT infrastructure - Failure to deliver network project within budget and on time (Challenges with bandwidth, speed and wireless, internal controls, data integrity and disaster recovery planning. Weak IT support.) Deteriorating condition of existing buildings and facilities - maintenance funding constraints and backlog. No integrated and detailed asset register and maintenance plan.

1 COOY Y N

Higher Education Funding Crises: Long-term financial sustainability; Capping of student fees by Government; Student debt; Changing subsidy arrangements; Quantum of third-stream income and donor funding;Escalating imported inflation and its impact on research, infrastructure, library holdings etc.; Student financing and funding in relation to the missing middle whose family income is above R350 000 who constitute 60% of Wits students.

5 VC, CFOY Y N

Relationship with the DoH and Regulatory challenges: Challenging interactions with Government, Province, and the City. Need to sustain the quality of our training platform per regulatory requirements (Faculty of Health Sciences). Uncertainty about government’s higher education policy and regulatory environment;perceived encroaching of government policies on autonomy of Universities. Work permit requirements and challenges.

4VP,RegistrarDVC(academic)Y Y P

23 October 2018

INTEGRATED REPO

RT 201887

Risk

Risk OwnerAction Progress

Control Effectiveness

Current Risk Temperature

BoilingCold Warm

SET Risk Dashboard

Weak Good

AssuranceProvided

100%75%0% 50%25%1st 2nd 3rd

Trend

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 on how and what we teach,how students learn and how and what we research as well as our management and administrative processes.

10VC, DVC(academic), COO

N N N

1

Research performance risk:Potential variance in research productivity, i.e. 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 Higher Education Crises, security and funding.

9 DVC(PG & Research), DeansP Y P

1

8 DVC’s, DeansY Y Y

Teaching and Learning riskDeteriorating 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. Inadequacy of the teaching platforms and dependence on government facilities in the Health Sciences.

Transformation challenges and changes to the institutional culture:Slow 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.

7 SET, VPY Y N

Student and staff protest and instability at universities: Possibility of resumption of protest by the #FeesMustFall campaign resulting in the University constantly operating in crisis management mode. Additional costs incurred to protect staff, students and infrastructure during times of protest.

6 VCY Y P

INTEGRATED REPO

RT 201888

Legend

Risk Describe the risk name and the associated root causes or issues

Current risk temperature What is the current risk temperature:

Cold, Luke Warm, Warm , Hot or Boiling

Trend Has the risk exposure increased, decreased or stayed the same

How does it compare with the risk temperature from the previous assessment

Control effectiveness How effective are the current controls

Red = poor, amber = fair, green = very good

Independent assurance

Three lines of defence

1st line of defence: Management Assurance, Risk Owners (Line Managers and Employees)

2nd line of defence: Functional Assurance

3rd line of defence: Independent Assurance – Specialist Audits, Internal Audit, External Audit, Regulatory bodies

Action progress Have the action plans been completed

Red = not yet commenced, amber = in progress, green = complete / nearly complete

Owner Who is the risk owner, responsible for monitoring and reporting on the risk?

Acronyms VC - Vice Chancellor VP - Vice Principal DVC - Deputy Vice-Chancellor COO - Chief Operations Officer CFO - Chief Financial Officer

P = Partial

Y = Yes

N = No

INTEGRATED REPO

RT 201889

THE WAY FORWARDAs demonstrated throughout this report, the year 2018 has seen Wits make steady progress towards its 2022 Vision. Our commitment to excellence in teaching and learning took shape in our goals of professionalising our teaching programmes, improving academic and psychosocial support to students, reimagining our libraries, and expanding our academic offerings. Postgraduate enrolments exceeded targets, and research output reached an impressive 2000 units in 2018. The University continued to accelerate transformation throughout the University and to engage in meaningful international partnerships. Wits will continue to focus on the seven strategic priorities in pursuit of being a leading research-intensive university and a gateway to research engagement and intellectual achievement in Africa. In keeping with our values of independent inquiry, intellectual excellence and social engagement, Wits will champion the work of academics who tackle local issues while generating research for the global economy. It will continue to enhance the student experience, to nurture and promote student success, and equip the next generation of leaders. Particular attention will be paid to funding opportunities to ensure that the quality of a Wits qualification remains uncompromised.


CONTACT

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Tel: +27 (0)11 717 1000

ADMISSION ENQUIRIES

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

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integrated report 2018 · volumes, 199 771 print and electronic journal titles, and 230 online...

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