Annexure A
Annual PerformancePlan
Annexure A
Annual PerformancePlan
A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 1
ANNUAL PERFORMANCE PLAN2021
CONTENTSFOREWORD AND STRUCTURE OF THE REPORT 4
1. STRATEGIC OVERVIEW 5
1.1. Vision, Mission and Values 5
1.2. Strategic Priorities 5
2. UPDATED SITUATIONAL ANALYSIS 7
2.1. The Vice-Chancellor and Vice-Chancellor:
Designate’s Perspectives 7
2.2. The Teaching and Learning Plan (2020 – 2024) 9
2.3. The Enrolment Plan (2020 – 2025) 10
2.4. The Research and Postgraduate Affairs Plan
(2018 – 2022) 12
2.5. Council’s Objectives for 2021 14
3. LEGISLATIVE MANDATES 16
4. KEY PERFORMANCE INDICATORS AND
INSTITUTIONAL SCORECARD 18
4.1. Enrolment Targets: Key Performance Indicators
set by the Department of Higher Education 18
4.2. Earmarked Grants 21
4.3. Performance Indicators set by the Senior
Executive Team 23
5. OVERVIEW OF BUDGETS, CASH FLOW,
AND MTEF ESTIMATES 31
5.1. Budget process and overview 31
5.2. Key Assumptions 31
5.3. Consolidated Budget: 2020 – 2023 34
5.4. CashflowProjectionsofRevenueand
Expenditure: 2020 – 2023 36
5.5. Budget Capital Plan 37
6. RISK REGISTER 39
7. CONCLUSION 42
APPROVED BY COUNCIL
Date: 3 December 2020
Mr Isaac ShongweChairperson of Council
Professor Adam HabibOutgoing Vice-Chancellor and Principal
Professor Zeblon VilakaziVice-Principal and Vice-Chancellor Designate
CONTENTSFOREWORD AND STRUCTURE OF THE REPORT 4
1. STRATEGIC OVERVIEW 5
1.1. Vision, Mission and Values 5
1.2. Strategic Priorities 5
2. UPDATED SITUATIONAL ANALYSIS 7
2.1. The Vice-Chancellor and Vice-Chancellor:
Designate’s Perspectives 7
2.2. The Teaching and Learning Plan (2020 – 2024) 9
2.3. The Enrolment Plan (2020 – 2025) 10
2.4. The Research and Postgraduate Affairs Plan
(2018 – 2022) 12
2.5. Council’s Objectives for 2021 14
3. LEGISLATIVE MANDATES 16
4. KEY PERFORMANCE INDICATORS AND
INSTITUTIONAL SCORECARD 18
4.1. Enrolment Targets: Key Performance Indicators
set by the Department of Higher Education 18
4.2. Earmarked Grants 21
4.3. Performance Indicators set by the Senior
Executive Team 23
5. OVERVIEW OF BUDGETS, CASH FLOW,
AND MTEF ESTIMATES 31
5.1. Budget process and overview 31
5.2. Key Assumptions 31
5.3. Consolidated Budget: 2020 – 2023 34
5.4. CashflowProjectionsofRevenueand
Expenditure: 2020 – 2023 36
5.5. Budget Capital Plan 37
6. RISK REGISTER 39
7. CONCLUSION 42
APPROVED BY COUNCIL
Date: 3 December 2020
Mr Isaac ShongweChairperson of Council
Professor Adam HabibOutgoing Vice-Chancellor and Principal
Professor Zeblon VilakaziVice-Principal and Vice-Chancellor Designate
4 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 5
FOREWORD AND STRUCTURE OF THE REPORTThe 2021 Annual Performance Plan has been prepared according to the requirements
as set out in The Regulations for Reporting by public higher education institutions
(Government Gazette, 9 June 2014 no. 37726. The Plan sets out the intentions of the
institution for the 2021 year and is structured according to the following sections.
Section 1: Strategic Overview outlines the overall strategic orientation of the University,
including the institution’s Vision, Mission, Values and Strategic Priorities contained in the
twelve-year Strategic Framework (2010 to 2022).
Section 2: Situational Analysis highlights the current context of the University with particular
attention to key planning documents for the short to mid-term, and commentary from
the Vice-Chancellor. Included are a report from the Vice-Chancellor; overviews of the
Teaching and Learning, Enrolment, Research & Postgraduate Affairs plans. The annual
objectives of Council provide further context to the institution.
Section 3: Legislative Mandates draws attention to the regulatory framework that impacts
on the University.
Section 4: Performance Targets and Indicators specifies the particular performance
targets and objectives for the year. This includes several sources including targets and
outcomes set and funded by the Department of Higher Education, as well as the
performance indicators and objectives set by the Senior Executive Team and approved
by Council in pursuit of the broader strategic priorities. State grants, or earmarked grants
are also noted.
Section 5: Budget, cash flow and medium-term expenditure framework estimates explains
the budget process, includes a consolidated four-year budget, six-year budget capital
planandcashflowprojections.
Section 6: Risk Registerwhichdocumentsthecriticalidentifiedrisksandmeasuresputin
place to mitigate the risks.
4 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 5
FOREWORD AND STRUCTURE OF THE REPORTThe 2021 Annual Performance Plan has been prepared according to the requirements
as set out in The Regulations for Reporting by public higher education institutions
(Government Gazette, 9 June 2014 no. 37726. The Plan sets out the intentions of the
institution for the 2021 year and is structured according to the following sections.
Section 1: Strategic Overview outlines the overall strategic orientation of the University,
including the institution’s Vision, Mission, Values and Strategic Priorities contained in the
twelve-year Strategic Framework (2010 to 2022).
Section 2: Situational Analysis highlights the current context of the University with particular
attention to key planning documents for the short to mid-term, and commentary from
the Vice-Chancellor. Included are a report from the Vice-Chancellor; overviews of the
Teaching and Learning, Enrolment, Research & Postgraduate Affairs plans. The annual
objectives of Council provide further context to the institution.
Section 3: Legislative Mandates draws attention to the regulatory framework that impacts
on the University.
Section 4: Performance Targets and Indicators specifies the particular performance
targets and objectives for the year. This includes several sources including targets and
outcomes set and funded by the Department of Higher Education, as well as the
performance indicators and objectives set by the Senior Executive Team and approved
by Council in pursuit of the broader strategic priorities. State grants, or earmarked grants
are also noted.
Section 5: Budget, cash flow and medium-term expenditure framework estimates explains
the budget process, includes a consolidated four-year budget, six-year budget capital
planandcashflowprojections.
Section 6: Risk Registerwhichdocumentsthecriticalidentifiedrisksandmeasuresputin
place to mitigate the risks.
6 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 7
1. STRATEGIC OVERVIEW1.1. Vision, Mission and Values
VisionWitsaspirestobealeadingresearch-intensiveuniversity,firmlyembeddedinthetop100
world universities by 2022.
MissionThe mission of the University of the Witwatersrand is to grow its global stature as a leading
research-intensive university and a gateway to research engagement and intellectual
achievement in Africa. This it will achieve by building on the principles of intellectual
excellence, international competitiveness and local relevance. As an institution built
on principles of intellectual excellence, we are committed to providing high-quality,
internationally competitive education, founded on high academic standards, cutting-
edge research, public engagement, and productive partnerships with leading institutions
throughout the world.
Our ValuesThe legacy of the University’s successes is founded on values that we are not willing to
compromise on. These are:
• Independent enquiry and trust
• International engagement
• Intellectual excellence and integrity
• Academic freedom and institutional autonomy
• Collegiality
• Social engagement and responsiveness
• Diversity
• Accountability
• Debate and critical engagement
1.2. Strategic Priorities
The Wits Strategic Framework 2022 details the seven priorities that direct the strategy of
the University.
a) The Wits Experience
Wits commits itself to providing a distinct, intellectually stimulating, challenging and
rewarding research and educational experience to all its students, staff, alumni, partners
and guests, and all organisations that are associated with the University.
b) Research and Knowledge Leadership
Our commitment to a vibrant and stimulating balance among the pure sciences, applied
sciences, social sciences and the liberal arts remains unshakeable, and Wits will sustain
theleadershippositionitcurrentlyoccupiesinanumberofthesefields.Witswillcontinue
to build on our established track record of multidisciplinary research groups and thrusts.
c) Innovation and Social Leadership
The University will put in place systems and mechanisms to encourage a balanced
advancement of both commercial and public good innovation. The ‘institutes’ strategy
will be one avenue through which innovation is generated and rooted in social practices.
To this end, the institutes, as an integral component of the University, will explore
mechanisms to grow funding streams and support systems for researchers to concentrate
on research, publishing and other forms of dissemination, infusing into and connecting
with the economy and society.
d) Networks and Partnerships
Wits is positioned to participate in economic growth and social development agendas,
both here and elsewhere on the continent. It is through extensive networks and
partnerships (for example, through our Pan-African University Partnerships strategy) that
the University seeks to pursue its international excellence in research and teaching, and
in student and staff recruitment. The purpose is to grow a limited number of focused
partnerships, including those with an international focus, and make these resilient and
optimally productive.
e) Excellence in Governance
Wits will position itself within this reality as a research-intensive university supported by
visionary leadership, and sophisticated administrative and world-class business systems.
f) An IT-Savvy University
Wits will position itself as an IT-savvy university that uses technology to enhance all its core
processes, including providing new and innovative ways of engaging students and staff
in academic activities. While remaining committed to the tutorial-based approach to
learning, teaching and learning, processes will be reinforced through the application of
technology-enhanced pedagogy to address some of the key challenges that we face
as a predominantly contact institution.
g) Wealthy and Well-Resourced
Abundance of resources is often viewed as the second element that characterises
nearly all world- class universities - in terms of the substantial costs involved in sustaining
a complex, research-intensive institution. It is commonly accepted that (with certain
notable exceptions) governmental funding of university systems around the world has
been dwindling over the past two decades. Further, the challenge of pursuing global
competitiveness from an African context is rendered more demanding by the reality of
inadequatefinancialresources.Witswillthereforeneedtoputinplacemechanismsand
programmesdesignedtogeneratethemeansnecessarytoensureitslong-termfinancial
sustainability as an institution, as well as the proper resourcing of its scholarly and business
activities.
6 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 7
1. STRATEGIC OVERVIEW1.1. Vision, Mission and Values
VisionWitsaspirestobealeadingresearch-intensiveuniversity,firmlyembeddedinthetop100
world universities by 2022.
MissionThe mission of the University of the Witwatersrand is to grow its global stature as a leading
research-intensive university and a gateway to research engagement and intellectual
achievement in Africa. This it will achieve by building on the principles of intellectual
excellence, international competitiveness and local relevance. As an institution built
on principles of intellectual excellence, we are committed to providing high-quality,
internationally competitive education, founded on high academic standards, cutting-
edge research, public engagement, and productive partnerships with leading institutions
throughout the world.
Our ValuesThe legacy of the University’s successes is founded on values that we are not willing to
compromise on. These are:
• Independent enquiry and trust
• International engagement
• Intellectual excellence and integrity
• Academic freedom and institutional autonomy
• Collegiality
• Social engagement and responsiveness
• Diversity
• Accountability
• Debate and critical engagement
1.2. Strategic Priorities
The Wits Strategic Framework 2022 details the seven priorities that direct the strategy of
the University.
a) The Wits Experience
Wits commits itself to providing a distinct, intellectually stimulating, challenging and
rewarding research and educational experience to all its students, staff, alumni, partners
and guests, and all organisations that are associated with the University.
b) Research and Knowledge Leadership
Our commitment to a vibrant and stimulating balance among the pure sciences, applied
sciences, social sciences and the liberal arts remains unshakeable, and Wits will sustain
theleadershippositionitcurrentlyoccupiesinanumberofthesefields.Witswillcontinue
to build on our established track record of multidisciplinary research groups and thrusts.
c) Innovation and Social Leadership
The University will put in place systems and mechanisms to encourage a balanced
advancement of both commercial and public good innovation. The ‘institutes’ strategy
will be one avenue through which innovation is generated and rooted in social practices.
To this end, the institutes, as an integral component of the University, will explore
mechanisms to grow funding streams and support systems for researchers to concentrate
on research, publishing and other forms of dissemination, infusing into and connecting
with the economy and society.
d) Networks and Partnerships
Wits is positioned to participate in economic growth and social development agendas,
both here and elsewhere on the continent. It is through extensive networks and
partnerships (for example, through our Pan-African University Partnerships strategy) that
the University seeks to pursue its international excellence in research and teaching, and
in student and staff recruitment. The purpose is to grow a limited number of focused
partnerships, including those with an international focus, and make these resilient and
optimally productive.
e) Excellence in Governance
Wits will position itself within this reality as a research-intensive university supported by
visionary leadership, and sophisticated administrative and world-class business systems.
f) An IT-Savvy University
Wits will position itself as an IT-savvy university that uses technology to enhance all its core
processes, including providing new and innovative ways of engaging students and staff
in academic activities. While remaining committed to the tutorial-based approach to
learning, teaching and learning, processes will be reinforced through the application of
technology-enhanced pedagogy to address some of the key challenges that we face
as a predominantly contact institution.
g) Wealthy and Well-Resourced
Abundance of resources is often viewed as the second element that characterises
nearly all world- class universities - in terms of the substantial costs involved in sustaining
a complex, research-intensive institution. It is commonly accepted that (with certain
notable exceptions) governmental funding of university systems around the world has
been dwindling over the past two decades. Further, the challenge of pursuing global
competitiveness from an African context is rendered more demanding by the reality of
inadequatefinancialresources.Witswillthereforeneedtoputinplacemechanismsand
programmesdesignedtogeneratethemeansnecessarytoensureitslong-termfinancial
sustainability as an institution, as well as the proper resourcing of its scholarly and business
activities.
8 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 9
The move to online learning was initially opposed on social justice grounds, in that some
students did not have access to devices and data to access online learning. Rather than
prejudice the entire student body because of this, we instead procured devices and
data for those who did not have access to this, thereby ensuring that as far as possible, all
students could participate in online learning on an equal footing. Going forward, we will
continue implementing a blended learning approach in respect of select programmes,
where appropriate.
While we remain stable, we do however anticipate a shrinking revenue stream given the
existing economic challenges. The COVID-19 pandemic has further eroded the national
fiscalspace.Theeconomicfutureisuncertain,globallyandinAfrica.Thisaddspressure
toanalreadyfiscallyconstrainedhighereducationsector.Initiativestoensurethelong
term financial sustainability of the University and which enable innovative resource
mobilisation have accordingly been prioritised. We continue to be proactive in dealing
with students on issues relating to accommodation and fees and have advanced
funds to students, where appropriate. The structural problems in the system, however,
continue to exist and will constrain the University for years to come. The vast majority of
our students still fall within the ‘missing middle’ and so do not qualify for NSFAS. In terms of
student accommodation, we have managed to increase student accommodation with
assistancefromtheStatebutfinancingforprivateaccommodationsupplydoesremain
an issue, particularly in relation to students who no longer qualify for NSFAS funding.
We remain committed to reducing our undergraduate numbers whilst incrementally
increasing the number of postgraduate students; in 2020 we registered a total of 14 901
postgrads and for 2021, the target is 15 295. There is also a focus on increasing the number
of enrolments in the areas of STEM. Teaching throughput is improving and we will again
be producing more graduates this year with the total number of graduates reaching 9
200, up from 8 886.
Research output is saturating but remains just below 2000 units. 95% of Wits’ research
output was published in international journals, according to the new approved indices,
and 69% in the prestigious Web of Science (ISI) accredited journals. According to the
Web of Science, 37 of Wit’s journal articles published in 2019, were regarded as ‘Highly
Cited’. This means that these publications were considered as falling within the top 1%
of global publications with 7 publications considered as ‘Hot Papers’, placing these
publications within the top 0.1%. We are implementing several initiatives to maintain the
quantity and quality of research output rates. We will also focus on enabling socially
utile,interdisciplinary,appliedandblue-skyresearch,particularlyintheareasofArtificial
Intelligence, Big Data and Quantum Computing.
The University’s Transformation Plan has been reviewed and has shown some success
in terms of diversifying the academy. The percentage of Black academic staff moved
from 39.97% in 2013 to 50.7% in 2019 and moved from 50.58% male and 49.42% female
academic staff in 2013 to 49.42% male and 50.48% female in 2019. We have conducted a
2. UPDATED SITUATIONAL ANALYSIS2.1. The Vice-Chancellor and Vice-Chancellor: Designate’s
Perspectives
The University continues on an upward trajectory as a research-intensive institution. We
remainstablebothacademicallyandfinancially.
This year has forced us to adapt the University’s academic architecture to respond
to the disruption brought about by the COVID-19 pandemic which has resulted in the
acceleration and expansion of the University’s online and blended learning programmes.
8 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 9
The move to online learning was initially opposed on social justice grounds, in that some
students did not have access to devices and data to access online learning. Rather than
prejudice the entire student body because of this, we instead procured devices and
data for those who did not have access to this, thereby ensuring that as far as possible, all
students could participate in online learning on an equal footing. Going forward, we will
continue implementing a blended learning approach in respect of select programmes,
where appropriate.
While we remain stable, we do however anticipate a shrinking revenue stream given the
existing economic challenges. The COVID-19 pandemic has further eroded the national
fiscalspace.Theeconomicfutureisuncertain,globallyandinAfrica.Thisaddspressure
toanalreadyfiscallyconstrainedhighereducationsector.Initiativestoensurethelong
term financial sustainability of the University and which enable innovative resource
mobilisation have accordingly been prioritised. We continue to be proactive in dealing
with students on issues relating to accommodation and fees and have advanced
funds to students, where appropriate. The structural problems in the system, however,
continue to exist and will constrain the University for years to come. The vast majority of
our students still fall within the ‘missing middle’ and so do not qualify for NSFAS. In terms of
student accommodation, we have managed to increase student accommodation with
assistancefromtheStatebutfinancingforprivateaccommodationsupplydoesremain
an issue, particularly in relation to students who no longer qualify for NSFAS funding.
We remain committed to reducing our undergraduate numbers whilst incrementally
increasing the number of postgraduate students; in 2020 we registered a total of 14 901
postgrads and for 2021, the target is 15 295. There is also a focus on increasing the number
of enrolments in the areas of STEM. Teaching throughput is improving and we will again
be producing more graduates this year with the total number of graduates reaching 9
200, up from 8 886.
Research output is saturating but remains just below 2000 units. 95% of Wits’ research
output was published in international journals, according to the new approved indices,
and 69% in the prestigious Web of Science (ISI) accredited journals. According to the
Web of Science, 37 of Wit’s journal articles published in 2019, were regarded as ‘Highly
Cited’. This means that these publications were considered as falling within the top 1%
of global publications with 7 publications considered as ‘Hot Papers’, placing these
publications within the top 0.1%. We are implementing several initiatives to maintain the
quantity and quality of research output rates. We will also focus on enabling socially
utile,interdisciplinary,appliedandblue-skyresearch,particularlyintheareasofArtificial
Intelligence, Big Data and Quantum Computing.
The University’s Transformation Plan has been reviewed and has shown some success
in terms of diversifying the academy. The percentage of Black academic staff moved
from 39.97% in 2013 to 50.7% in 2019 and moved from 50.58% male and 49.42% female
academic staff in 2013 to 49.42% male and 50.48% female in 2019. We have conducted a
2. UPDATED SITUATIONAL ANALYSIS2.1. The Vice-Chancellor and Vice-Chancellor: Designate’s
Perspectives
The University continues on an upward trajectory as a research-intensive institution. We
remainstablebothacademicallyandfinancially.
This year has forced us to adapt the University’s academic architecture to respond
to the disruption brought about by the COVID-19 pandemic which has resulted in the
acceleration and expansion of the University’s online and blended learning programmes.
10 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 11
review of the Diversifying the Academy Programme, which is a secondary funding stream
and will implement initiatives to enhance this programme all the more, particularly in
areas where there is underrepresentation and in particular amongst African and Coloured
woman and in respect of persons with disabilities. We will also continue to prioritise certain
transformation aspects over the coming years such as institutional culture and curriculum
reform so that the University remains both contextually relevant and globally competitive.
Our international partnerships continue to grow. The African Research Universities Alliance
(ARUA), which the University is a member of, has grown from strength to strength. Our
partnership with the United Kingdom Research and Innovation (UKRI) Global Challenges
Fund is underway. We have also established a strategic partnership with the two institutions
in Gauteng, namely the University of Johannesburg and the University of Pretoria to
form a consortium known as the Gauteng Research Triangle. We have partnered with
Edinburgh University to submit a joint proposal to the Mastercard Foundation to support a
Joint Scholars Programme which will create a holistic educational experience to prepare
young African students with skills, knowledge, experience and networks to fulfil their
potential, empowering them to bring about positive change in their communities and
countries.
We continue to grow the University’s endowment fund and focus on raising funds in
preparation for the University’s Centenary Campaign in 2022. Under this Campaign we
aimtoraisesignificantfundsfortheUniversitytotakeitintoitsnextcentury.
Despite having to shift our entire academic programme online due to the pandemic,
we have had a successful year overall. There is no doubt that the University’s success in
thisregardisaresultofthehardwork,sacrificesandsheerdeterminationofourstaffand
students. We are fully aware of the fact that staff and students worked under challenging
conditions and it was only through our collective commitment and solidarity that we
have managed to salvage the academic year in the midst of what is one of the most
significantandunprecedentedeventsofourlifetime.
Finally, we will continue improving on our key targets and look forward to developing a
new Strategic Plan, for 2022.
Professor Adam Habib Professor Zeblon VilakaziOutgoing Vice-Chancellor Vice-Chancellor: Designate
2.2. The Teaching and Learning Plan (2020 – 2024)
The Wits Learning and Teaching Plan 2020-2024 came into effect in 2020. The document
states that, “Through the Wits student experience, both the formal curriculum and co-
curricular activities, Wits seeks to engender the following attributes in all of its students:
• Awareness of the imperative for development to be environmentally sustainable
• Concern for social justice and the dignity of all people
• Ability to engage critically with diverse perspectives and sources of information
• Commitment to high ethical standards
• Recognition of the importance of humaneness and compassion in addressing
social and technical issues
• Capacity for creative expression and innovation
• Thirst for knowledge”
There are seven focus areas in the Plan, namely,
1. Increasingflexibleandlife-longlearningopportunities
2. Enhancing academics as university teachers
3. Strengthening institutional capacity for curriculum development and renewal
4. Diversifying assessment methods
5. Expanding post-graduate education
6. Expanding innovative formal and informal learning spaces
7. Using data analytics to promote student success
As a result of the COVID-19 pandemic and the consequent national lockdown in 2020,
some of these focus areas were prioritised, and will continue to be in 2021, assisted by a
2021-2023 University Capacity Development Programme (UCDP) Grant.
In developing the Plan, it was envisaged that from 2020 to 2024 there would a steady
increase in the number of students studying in contact mode on a part-time basis or in
a fully online mode. It was also envisaged that more and more courses would shift from
being delivered only in contact mode to using a blend of contact and online modes
of delivery. The lockdown in 2020 necessitated a rapid shift from contact as by far the
dominant mode of delivery at Wits to Emergency Remote Teaching (ERT) in an online
mode. Instead of transitioning gradually to online delivery as planned, we were suddenly
thrust into having to offer all of our courses in an online mode. In 2021 we plan to build on
thisacceleratedimplementationofincreasingflexiblelearningopportunities(focusarea
1) by continuing to offer all courses in an online mode while lockdown regulations are in
place, and then moving to blended learning when they are lifted.
To advance focus area 2, we plan to implement several aspects of the Framework for
Continuous Professional Learning for Academics as University Teachers, approved in 2019.
This includes providing tailored learning opportunities for tutors, postgraduate students on
their way to becoming academics (“academic interns”), and early career academics.
In addition, through workshops, webinars, short courses and resource materials, and with
10 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 11
review of the Diversifying the Academy Programme, which is a secondary funding stream
and will implement initiatives to enhance this programme all the more, particularly in
areas where there is underrepresentation and in particular amongst African and Coloured
woman and in respect of persons with disabilities. We will also continue to prioritise certain
transformation aspects over the coming years such as institutional culture and curriculum
reform so that the University remains both contextually relevant and globally competitive.
Our international partnerships continue to grow. The African Research Universities Alliance
(ARUA), which the University is a member of, has grown from strength to strength. Our
partnership with the United Kingdom Research and Innovation (UKRI) Global Challenges
Fund is underway. We have also established a strategic partnership with the two institutions
in Gauteng, namely the University of Johannesburg and the University of Pretoria to
form a consortium known as the Gauteng Research Triangle. We have partnered with
Edinburgh University to submit a joint proposal to the Mastercard Foundation to support a
Joint Scholars Programme which will create a holistic educational experience to prepare
young African students with skills, knowledge, experience and networks to fulfil their
potential, empowering them to bring about positive change in their communities and
countries.
We continue to grow the University’s endowment fund and focus on raising funds in
preparation for the University’s Centenary Campaign in 2022. Under this Campaign we
aimtoraisesignificantfundsfortheUniversitytotakeitintoitsnextcentury.
Despite having to shift our entire academic programme online due to the pandemic,
we have had a successful year overall. There is no doubt that the University’s success in
thisregardisaresultofthehardwork,sacrificesandsheerdeterminationofourstaffand
students. We are fully aware of the fact that staff and students worked under challenging
conditions and it was only through our collective commitment and solidarity that we
have managed to salvage the academic year in the midst of what is one of the most
significantandunprecedentedeventsofourlifetime.
Finally, we will continue improving on our key targets and look forward to developing a
new Strategic Plan, for 2022.
Professor Adam Habib Professor Zeblon VilakaziOutgoing Vice-Chancellor Vice-Chancellor: Designate
2.2. The Teaching and Learning Plan (2020 – 2024)
The Wits Learning and Teaching Plan 2020-2024 came into effect in 2020. The document
states that, “Through the Wits student experience, both the formal curriculum and co-
curricular activities, Wits seeks to engender the following attributes in all of its students:
• Awareness of the imperative for development to be environmentally sustainable
• Concern for social justice and the dignity of all people
• Ability to engage critically with diverse perspectives and sources of information
• Commitment to high ethical standards
• Recognition of the importance of humaneness and compassion in addressing
social and technical issues
• Capacity for creative expression and innovation
• Thirst for knowledge”
There are seven focus areas in the Plan, namely,
1. Increasingflexibleandlife-longlearningopportunities
2. Enhancing academics as university teachers
3. Strengthening institutional capacity for curriculum development and renewal
4. Diversifying assessment methods
5. Expanding post-graduate education
6. Expanding innovative formal and informal learning spaces
7. Using data analytics to promote student success
As a result of the COVID-19 pandemic and the consequent national lockdown in 2020,
some of these focus areas were prioritised, and will continue to be in 2021, assisted by a
2021-2023 University Capacity Development Programme (UCDP) Grant.
In developing the Plan, it was envisaged that from 2020 to 2024 there would a steady
increase in the number of students studying in contact mode on a part-time basis or in
a fully online mode. It was also envisaged that more and more courses would shift from
being delivered only in contact mode to using a blend of contact and online modes
of delivery. The lockdown in 2020 necessitated a rapid shift from contact as by far the
dominant mode of delivery at Wits to Emergency Remote Teaching (ERT) in an online
mode. Instead of transitioning gradually to online delivery as planned, we were suddenly
thrust into having to offer all of our courses in an online mode. In 2021 we plan to build on
thisacceleratedimplementationofincreasingflexiblelearningopportunities(focusarea
1) by continuing to offer all courses in an online mode while lockdown regulations are in
place, and then moving to blended learning when they are lifted.
To advance focus area 2, we plan to implement several aspects of the Framework for
Continuous Professional Learning for Academics as University Teachers, approved in 2019.
This includes providing tailored learning opportunities for tutors, postgraduate students on
their way to becoming academics (“academic interns”), and early career academics.
In addition, through workshops, webinars, short courses and resource materials, and with
12 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 13
support from academic development staff in faculties and in the Centre for Learning,
Teaching and Development (CLTD), all academic staff will have the opportunity to
becomeproficientinblendedandonlineteaching.
The move to ERT in 2020, and to blended and online teaching in 2021, provide opportunities
for academic staff to rethink how they develop curricula. Academic development
staffandstaff fromtheQualityandAcademicPlanningOfficewillcapitaliseonthese
opportunities by collaborating closely with faculties to strengthen curriculum development
capacity in the university. Likewise, ERT provided the impetus to re-examine how we
assess student learning and to start moving away from high-stakes, timed examinations
as the main way of doing this. In 2021, we will continue to explore and promote diverse
approaches to assessing student learning, making use of the affordances of available
technology.
In2021wewillstrengthenthecapacityofthePostgraduateAffairsOfficeandprovide
various forms of support to postgraduate students, both academic and psycho-social.
Expanding physical spaces for learning will not be prioritised while lockdown regulations
are in place, but virtual spaces will be enhanced through the acquisition of a more
modern, more powerful Learning Management System for the entire university in 2021.
The use of data analytics to promote student success will continue through the ongoing
development of dashboards and AI persistence modelling by Business Intelligence
Services and their increased use in faculties, and the monitoring of success indicators
by the Student Success Committee. This work will be done in accordance with the Data
Governance Framework for Student Success, approved in July 2020 by the Senate
Teaching and Learning Committee, which includes principles for the ethical use of
student data.
2.3. The Enrolment Plan (2020 – 2025)
Theyear2021 sees theUniversityentering the secondyearof thefive-yearenrolment
plan. The plan charts the size and shape of the student enrolment, student success and
throughput rates,andstaffingarrangements.AlthoughCOVID-19hashadaprofound
impact in necessitating a transition to the online delivery of teaching, learning and
assessment, the impact thus far on the enrolment and cancellation patterns has not
been substantial. This experience may change in the 2021 registration period.
The drivers underpinning the plan moving forward include governmental requirements
and the National Development Plan, the Wits 2022 Strategic Framework and particularly
the imperative of being a research-intensive University within a differentiated Higher
Education system; and Financial Balancing and Sustainability.
The major targets in the plan include:
• A total enrolment headcount of 44 000 students by 2025
• Of the 44 000 students in 2025, 8 000 will be part-time and distance (online). The
University plans to grow part-time undergraduate students from a base of 1 200 in
2018 to 3610 in 2025
• Distance from a zero base in 2018 to 4840 in 2025. An effort will be made to grow
online registrations aggressively to generate additional funding
• Achieve a 45% proportion of contact postgraduate enrolments by 2022
• Achieve a 51% proportion of enrolments in Science Engineering and Technology
(SET) over the planning period.
The total UG and PG contact headcount is expected to be 38 060 in 2020. This contact
headcount total will steadily decline to 36 000 in 2025. The headcount of undergraduate
contact enrolments (excluding the UG part-time) will reduce from 23 272 in 2020 to
approximately 19 800 in 2025, whilst the headcount of contact postgraduates will
increase from 14 788 (excluding online) in 2020 to 16 200 in 2022 and thereafter remain
stable until 2025.
The transition to a higher proportion of postgraduates is being carefully managed to
ensurefinancialandorganisationalstability.Thecontactnumbersarebeingmanaged
down steadily from 2020 through 2022 controlling for the compound effect of the
reduction of the first year, first-time entering (FYFTE) students feeding through to the
second and subsequent years of study. To arrest the decline in contact UG numbers,
FYFTEundergraduatenumberswill increasefrom4150in2022to5250in2023andthen
reduce back down to 4421 in 2025.
As a research-intensive university, the institution will need to market appropriately to draw
its postgraduate applicant pool from its own undergraduate graduates, as well as from
the system as a whole (other local and international universities). The University achieved
a growth of approximately 3330 postgraduates from 2014 - 2018. Therefore, the further
increase of 1072 postgraduates from 2020 to 2022 is regarded as achievable although
the concomitant improvement in throughput graduation makes the necessary growth in
postgraduate numbers a challenge.
In linewith the reconfiguration in size and shape, the University plans to increase (1)
academic and support staff; (2) infrastructure; and (3) postgraduate funding. The
improved funding granted to the University by DHET in 2017/2018 was budgeted and
spent as intended. This funding was used on multiple line items to provide capacity
for faculties to accommodate the greater number of postgraduates. The supervisory
capacity and the administrative support base will be increased using full-time permanent
and part-time temporary staff including visiting academics. In addition to increasing the
staff and supervisory capacity, the University plans to increase infrastructure capacity
such as laboratory space and resources to accommodate the greater numbers of
12 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 13
support from academic development staff in faculties and in the Centre for Learning,
Teaching and Development (CLTD), all academic staff will have the opportunity to
becomeproficientinblendedandonlineteaching.
The move to ERT in 2020, and to blended and online teaching in 2021, provide opportunities
for academic staff to rethink how they develop curricula. Academic development
staffandstaff fromtheQualityandAcademicPlanningOfficewillcapitaliseonthese
opportunities by collaborating closely with faculties to strengthen curriculum development
capacity in the university. Likewise, ERT provided the impetus to re-examine how we
assess student learning and to start moving away from high-stakes, timed examinations
as the main way of doing this. In 2021, we will continue to explore and promote diverse
approaches to assessing student learning, making use of the affordances of available
technology.
In2021wewillstrengthenthecapacityofthePostgraduateAffairsOfficeandprovide
various forms of support to postgraduate students, both academic and psycho-social.
Expanding physical spaces for learning will not be prioritised while lockdown regulations
are in place, but virtual spaces will be enhanced through the acquisition of a more
modern, more powerful Learning Management System for the entire university in 2021.
The use of data analytics to promote student success will continue through the ongoing
development of dashboards and AI persistence modelling by Business Intelligence
Services and their increased use in faculties, and the monitoring of success indicators
by the Student Success Committee. This work will be done in accordance with the Data
Governance Framework for Student Success, approved in July 2020 by the Senate
Teaching and Learning Committee, which includes principles for the ethical use of
student data.
2.3. The Enrolment Plan (2020 – 2025)
Theyear2021 sees theUniversityentering the secondyearof thefive-yearenrolment
plan. The plan charts the size and shape of the student enrolment, student success and
throughput rates,andstaffingarrangements.AlthoughCOVID-19hashadaprofound
impact in necessitating a transition to the online delivery of teaching, learning and
assessment, the impact thus far on the enrolment and cancellation patterns has not
been substantial. This experience may change in the 2021 registration period.
The drivers underpinning the plan moving forward include governmental requirements
and the National Development Plan, the Wits 2022 Strategic Framework and particularly
the imperative of being a research-intensive University within a differentiated Higher
Education system; and Financial Balancing and Sustainability.
The major targets in the plan include:
• A total enrolment headcount of 44 000 students by 2025
• Of the 44 000 students in 2025, 8 000 will be part-time and distance (online). The
University plans to grow part-time undergraduate students from a base of 1 200 in
2018 to 3610 in 2025
• Distance from a zero base in 2018 to 4840 in 2025. An effort will be made to grow
online registrations aggressively to generate additional funding
• Achieve a 45% proportion of contact postgraduate enrolments by 2022
• Achieve a 51% proportion of enrolments in Science Engineering and Technology
(SET) over the planning period.
The total UG and PG contact headcount is expected to be 38 060 in 2020. This contact
headcount total will steadily decline to 36 000 in 2025. The headcount of undergraduate
contact enrolments (excluding the UG part-time) will reduce from 23 272 in 2020 to
approximately 19 800 in 2025, whilst the headcount of contact postgraduates will
increase from 14 788 (excluding online) in 2020 to 16 200 in 2022 and thereafter remain
stable until 2025.
The transition to a higher proportion of postgraduates is being carefully managed to
ensurefinancialandorganisationalstability.Thecontactnumbersarebeingmanaged
down steadily from 2020 through 2022 controlling for the compound effect of the
reduction of the first year, first-time entering (FYFTE) students feeding through to the
second and subsequent years of study. To arrest the decline in contact UG numbers,
FYFTEundergraduatenumberswill increasefrom4150in2022to5250in2023andthen
reduce back down to 4421 in 2025.
As a research-intensive university, the institution will need to market appropriately to draw
its postgraduate applicant pool from its own undergraduate graduates, as well as from
the system as a whole (other local and international universities). The University achieved
a growth of approximately 3330 postgraduates from 2014 - 2018. Therefore, the further
increase of 1072 postgraduates from 2020 to 2022 is regarded as achievable although
the concomitant improvement in throughput graduation makes the necessary growth in
postgraduate numbers a challenge.
In linewith the reconfiguration in size and shape, the University plans to increase (1)
academic and support staff; (2) infrastructure; and (3) postgraduate funding. The
improved funding granted to the University by DHET in 2017/2018 was budgeted and
spent as intended. This funding was used on multiple line items to provide capacity
for faculties to accommodate the greater number of postgraduates. The supervisory
capacity and the administrative support base will be increased using full-time permanent
and part-time temporary staff including visiting academics. In addition to increasing the
staff and supervisory capacity, the University plans to increase infrastructure capacity
such as laboratory space and resources to accommodate the greater numbers of
14 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 15
postgraduates. An audit of laboratory and other bottleneck resources will be undertaken
to facilitate planning. Funding to attract postgraduates, such as scholarships will also be
increased. ICT capacity will be increased to facilitate system support for online registration
of postgraduates.
2.4. The Research and Postgraduate Affairs Plan (2018 – 2022)
With the 2022 Strategic Framework positioning Wits as an internationally-leading research-
intensive university located in Africa, the 2018-2022 Research and Postgraduate Affairs
plan remains central to the University’s priorities. The University is now approaching the
endofthisfive-yearplan.Furthermore,thetotallyunexpectedandunprecedented,at
least in recent history, pandemic and the resulting multiple month shut down has entirely
disrupted the envisaged progress along the planned course of action. Thus it is valuable
toreflectonitssuccessesandweaknessesthusfar.Thisisbestdoneintermsofthetwo
strategic goals captured in the plan.
i) Research Objective: To produce increasing amounts of research with impact.
The aspiration is to produce high quality research publications that make an
impact through their quality. Impact is defined specifically as the capacity to
(a) advance a discipline – so called discovery research, (b) improve practice
and policy – so called translational research, and (c) add to economic activity
– so called innovative research. In this respect the COVID inspired lock down has
not apparently disrupted overly much the research production in 2020, however the
influenceisexpectedin2021giventheslowdownonstudentaccesstolaboratoryand
theresearchfield.Nonetheless,oneachievementthatspeakstoWits’performance
towardsthisobjectiveincludessignificantpublicationsininternationaljournals,with
96% of published journal articles being in international journals. Wits has a growing
trackrecordofinfluencingpracticeineducation,health,lawandengineering,to
name a few. Wits also successfully created one new spin-off company in 2020.
ii) Postgraduate Objective: Creating a postgraduate experience that is swift, secure
and stimulating
The steady movement of the makeup of the student body towards 45%
postgraduate students is pleasing to see especially when it has been achieved
within the framework of smooth student administration (swift), adequate student
support (secure), and growing number of student-authored research publications
(stimulating) all of which is largely unaffected by the COVID-19 pandemic.
Continued success against these goals will be achieved in 2021 through
increased focus on promoting research through international collaborations
thataresimultaneouslyequalandmutuallybeneficial.Suchrelations
• enhance reputation (through co-authored publications)
• increase the supervision base (co-supervision through ‘sandwich’ programmes)
• provide access to unaffordable research equipment (Large Hadron Collider),
and
• open doors to meaningful research funding from local, but mainly, international
sources.
To this end, it is planned in 2021 to provide increasing amounts of support to academic
researchers seeking to establish productive research-focused collaborations. This
includes paving the way through strategic relationships with key international universities
and research institutes, providing support for proposal writing project management, and
seed-funding collaboration development.
It must be stressed though that all such inter-continental and other international
collaborations are to be equal andmutually-beneficial partnerships. To this end, the
University is guided by the Montreal Statement on Research Partnerships and is in the
process of adopting the Global Code of Conduct for Research in Resource Poor Settings
which deplores ‘ethics-dumping’. Ethics-dumping refers to the practice of resource- rich
countries conducting research in resource-poor countries as a way of avoiding ethical
approvals. Wits and South Africa (as a middle income country) will occupy a pivotal role
in this by acting as both a resource- rich and poor partner depending on the status of the
other partners.
Other imperatives for 2021 will be to continue to deal with the aftermath of the COVID
inspiredlockdownanditsimpactonlaboratoryandfieldbasedresearch.Otherimportant
initiatives will be to attract and enable talented researchers and postgraduate students
by providing a conducive environment in which they can best produce their research.
The Wits strategic plan is premised on a vision that recognizes the diverse activities which
academic staff are required to perform and recognizes that an enabling environment
is fundamental to the success of Vision 2022. Research and student outputs will also be
used to generate additional resources in order to provide a sustained growth of the
research enterprise in our University to become ‘world-class’. Key focus areas to be
activelyencouragedandsupportedinclude(innospecificorder)researchinto:
• Robotics/ArtificialIntelligenceande-Research(i.e.,research
related to large and/or complex digital data sets)
• e-Health (and particularly creating a Health focused “Tshimologong”)
• Mining science and engineering
• Material science and engineering
• Livable Cities and Inequality
• Deep convergence of emerging technologies like nano-, bio-,
info- and cognitive technologies with media technology yielding
the concept called STEAM; that is, adding art to the science,
technology and mathematics combinations.
14 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 15
postgraduates. An audit of laboratory and other bottleneck resources will be undertaken
to facilitate planning. Funding to attract postgraduates, such as scholarships will also be
increased. ICT capacity will be increased to facilitate system support for online registration
of postgraduates.
2.4. The Research and Postgraduate Affairs Plan (2018 – 2022)
With the 2022 Strategic Framework positioning Wits as an internationally-leading research-
intensive university located in Africa, the 2018-2022 Research and Postgraduate Affairs
plan remains central to the University’s priorities. The University is now approaching the
endofthisfive-yearplan.Furthermore,thetotallyunexpectedandunprecedented,at
least in recent history, pandemic and the resulting multiple month shut down has entirely
disrupted the envisaged progress along the planned course of action. Thus it is valuable
toreflectonitssuccessesandweaknessesthusfar.Thisisbestdoneintermsofthetwo
strategic goals captured in the plan.
i) Research Objective: To produce increasing amounts of research with impact.
The aspiration is to produce high quality research publications that make an
impact through their quality. Impact is defined specifically as the capacity to
(a) advance a discipline – so called discovery research, (b) improve practice
and policy – so called translational research, and (c) add to economic activity
– so called innovative research. In this respect the COVID inspired lock down has
not apparently disrupted overly much the research production in 2020, however the
influenceisexpectedin2021giventheslowdownonstudentaccesstolaboratoryand
theresearchfield.Nonetheless,oneachievementthatspeakstoWits’performance
towardsthisobjectiveincludessignificantpublicationsininternationaljournals,with
96% of published journal articles being in international journals. Wits has a growing
trackrecordofinfluencingpracticeineducation,health,lawandengineering,to
name a few. Wits also successfully created one new spin-off company in 2020.
ii) Postgraduate Objective: Creating a postgraduate experience that is swift, secure
and stimulating
The steady movement of the makeup of the student body towards 45%
postgraduate students is pleasing to see especially when it has been achieved
within the framework of smooth student administration (swift), adequate student
support (secure), and growing number of student-authored research publications
(stimulating) all of which is largely unaffected by the COVID-19 pandemic.
Continued success against these goals will be achieved in 2021 through
increased focus on promoting research through international collaborations
thataresimultaneouslyequalandmutuallybeneficial.Suchrelations
• enhance reputation (through co-authored publications)
• increase the supervision base (co-supervision through ‘sandwich’ programmes)
• provide access to unaffordable research equipment (Large Hadron Collider),
and
• open doors to meaningful research funding from local, but mainly, international
sources.
To this end, it is planned in 2021 to provide increasing amounts of support to academic
researchers seeking to establish productive research-focused collaborations. This
includes paving the way through strategic relationships with key international universities
and research institutes, providing support for proposal writing project management, and
seed-funding collaboration development.
It must be stressed though that all such inter-continental and other international
collaborations are to be equal andmutually-beneficial partnerships. To this end, the
University is guided by the Montreal Statement on Research Partnerships and is in the
process of adopting the Global Code of Conduct for Research in Resource Poor Settings
which deplores ‘ethics-dumping’. Ethics-dumping refers to the practice of resource- rich
countries conducting research in resource-poor countries as a way of avoiding ethical
approvals. Wits and South Africa (as a middle income country) will occupy a pivotal role
in this by acting as both a resource- rich and poor partner depending on the status of the
other partners.
Other imperatives for 2021 will be to continue to deal with the aftermath of the COVID
inspiredlockdownanditsimpactonlaboratoryandfieldbasedresearch.Otherimportant
initiatives will be to attract and enable talented researchers and postgraduate students
by providing a conducive environment in which they can best produce their research.
The Wits strategic plan is premised on a vision that recognizes the diverse activities which
academic staff are required to perform and recognizes that an enabling environment
is fundamental to the success of Vision 2022. Research and student outputs will also be
used to generate additional resources in order to provide a sustained growth of the
research enterprise in our University to become ‘world-class’. Key focus areas to be
activelyencouragedandsupportedinclude(innospecificorder)researchinto:
• Robotics/ArtificialIntelligenceande-Research(i.e.,research
related to large and/or complex digital data sets)
• e-Health (and particularly creating a Health focused “Tshimologong”)
• Mining science and engineering
• Material science and engineering
• Livable Cities and Inequality
• Deep convergence of emerging technologies like nano-, bio-,
info- and cognitive technologies with media technology yielding
the concept called STEAM; that is, adding art to the science,
technology and mathematics combinations.
16 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 17
2.5. Council’s Objectives for 2021
TheobjectivessetbyCouncilforeachcalendaryearreflectcurrentgovernancepriorities.
They are informed by consideration of the University’s progress towards its mission and
strategic goals, and provide direction for the functioning of the Council, the Senior
Executive Team and Senior Management.
Council has prioritized the following objectives for 2021:
1. The development of a new Strategic Plan to follow on from the Wits Vision
2022 Strategic Framework
2. The Roadmap, to be developed in the course of 2021 would include, amongst
others:
• How the University would deliver on its mandate for the public good in
responding to society and its challenges
• How the University would direct its intellectual and human capital to
impact upon policy decision making and policy choices so as to facilitate
positive change within the country and the continent
• HowtheUniversitywouldensurelongtermfinancialsustainability
• How blended and new forms of learning would be embraced.
CouncilrequirestheSeniorExecutiveTeamtodefinetheabovementionedindicators
inmoredetailforinclusioninthe2021InstitutionalScorecardwhichwouldalsoreflect
the following elements highlighted by Council members:
1. Research - Wits will remain a research-intensive university, and will focus on the
following:
• Developing the research pipeline including postgrads, postdocs, young
scholars
• Continuing with discovery, applied and innovative research
• Conducting research that impacts on society
• Ensuring interaction between research and teaching.
2. Academics - teaching and learning:
• Postgraduate focused
• Enrolment plan should continue on an increased PG trajectory
• Consolidation of short courses into a one suite/offering (income generator)
• Student success to remain a priority.
3. Social impact:
• Impact on society through our teaching, research and service;
• Work closely with the public/private sector and civil society
• Buildstrategic,mutuallybeneficialpartnerships(local,international),
especially with the City of Johannesburg incl. Braamfontein, Frankenwald,
Wits Rural facility and Agincourt.
4. Internal affairs to focus on:
• Transformation
• Institutional culture
• Staff wellness.
5. Sustainability:
• Financial
• Environmental.
In recognition of its function as stipulated in the Institutional Statute, the Council further
commits itself to the following:
1. CouncilaffirmsitsresponsibilitytogoverntheUniversityasdeterminedbythe
Higher Education Act and the University’s Statute
2. Council will, through the Senior Management Team, deliberately advance the
University’s role as a public higher education institution, working for the public
good
3. Council will make decisions that promote and protect the long-term
sustainability, inclusiveness and autonomy of this institution as a research-
based university, including creating a safe environment for the expression of a
multiplicity of views
4. Council will ensure and enable academic freedom within the University and
will champion institutional autonomy
5. Council will discharge its statutory responsibilities by:
• ensuringthatmanagementgivessufficientattentiontothefinancial
sustainabilityoftheUniversity,includingsystemsoffinancialcontroland
planning, and that transparency in determining the budget is given priority,
and effectively monitored
• EnsuringthatallCouncilcommitteemembersfulfiltheirobligationswith
integrity and to the best of their ability
• Ensuring that all reports required by legislation (e.g. Annual report/
Annual Financial statements) are submitted timeously and provide
anaccurateandfactuallycorrectreflectionofthebusinessand
sustainability of the University
• Ensuring that all rules and policies, and the approval thereof, are in the
best interests of the University
• Creating a healthy environment free of prejudice, gender and race
discrimination, which provides support for all University stakeholders
regardless of their status.
6. Council will support management in its pursuit of academic excellence and
promotion of the Wits experience by:
• Monitoring the success and throughput of students
• Overseeing the agreed upon enrolment size and shape
• Encouraging an environment that is consultative and inclusive.
7. Council commits to ensure structures for interaction and engagement with
studentsoperateefficientlyandoptimallyaddressrelevantandappropriate
issues in a proactive manner
8. Council commits to take into account staff wellbeing when making decisions
or overseeing relevant policies
9. Council will continue to drive transformation as an overall and ongoing
objective; particular goals in relation to staff and curriculum will be prioritised
10. Council will ensure that the University’s mandate as a research-intensive university is
prioritised.
16 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 17
2.5. Council’s Objectives for 2021
TheobjectivessetbyCouncilforeachcalendaryearreflectcurrentgovernancepriorities.
They are informed by consideration of the University’s progress towards its mission and
strategic goals, and provide direction for the functioning of the Council, the Senior
Executive Team and Senior Management.
Council has prioritized the following objectives for 2021:
1. The development of a new Strategic Plan to follow on from the Wits Vision
2022 Strategic Framework
2. The Roadmap, to be developed in the course of 2021 would include, amongst
others:
• How the University would deliver on its mandate for the public good in
responding to society and its challenges
• How the University would direct its intellectual and human capital to
impact upon policy decision making and policy choices so as to facilitate
positive change within the country and the continent
• HowtheUniversitywouldensurelongtermfinancialsustainability
• How blended and new forms of learning would be embraced.
CouncilrequirestheSeniorExecutiveTeamtodefinetheabovementionedindicators
inmoredetailforinclusioninthe2021InstitutionalScorecardwhichwouldalsoreflect
the following elements highlighted by Council members:
1. Research - Wits will remain a research-intensive university, and will focus on the
following:
• Developing the research pipeline including postgrads, postdocs, young
scholars
• Continuing with discovery, applied and innovative research
• Conducting research that impacts on society
• Ensuring interaction between research and teaching.
2. Academics - teaching and learning:
• Postgraduate focused
• Enrolment plan should continue on an increased PG trajectory
• Consolidation of short courses into a one suite/offering (income generator)
• Student success to remain a priority.
3. Social impact:
• Impact on society through our teaching, research and service;
• Work closely with the public/private sector and civil society
• Buildstrategic,mutuallybeneficialpartnerships(local,international),
especially with the City of Johannesburg incl. Braamfontein, Frankenwald,
Wits Rural facility and Agincourt.
4. Internal affairs to focus on:
• Transformation
• Institutional culture
• Staff wellness.
5. Sustainability:
• Financial
• Environmental.
In recognition of its function as stipulated in the Institutional Statute, the Council further
commits itself to the following:
1. CouncilaffirmsitsresponsibilitytogoverntheUniversityasdeterminedbythe
Higher Education Act and the University’s Statute
2. Council will, through the Senior Management Team, deliberately advance the
University’s role as a public higher education institution, working for the public
good
3. Council will make decisions that promote and protect the long-term
sustainability, inclusiveness and autonomy of this institution as a research-
based university, including creating a safe environment for the expression of a
multiplicity of views
4. Council will ensure and enable academic freedom within the University and
will champion institutional autonomy
5. Council will discharge its statutory responsibilities by:
• ensuringthatmanagementgivessufficientattentiontothefinancial
sustainabilityoftheUniversity,includingsystemsoffinancialcontroland
planning, and that transparency in determining the budget is given priority,
and effectively monitored
• EnsuringthatallCouncilcommitteemembersfulfiltheirobligationswith
integrity and to the best of their ability
• Ensuring that all reports required by legislation (e.g. Annual report/
Annual Financial statements) are submitted timeously and provide
anaccurateandfactuallycorrectreflectionofthebusinessand
sustainability of the University
• Ensuring that all rules and policies, and the approval thereof, are in the
best interests of the University
• Creating a healthy environment free of prejudice, gender and race
discrimination, which provides support for all University stakeholders
regardless of their status.
6. Council will support management in its pursuit of academic excellence and
promotion of the Wits experience by:
• Monitoring the success and throughput of students
• Overseeing the agreed upon enrolment size and shape
• Encouraging an environment that is consultative and inclusive.
7. Council commits to ensure structures for interaction and engagement with
studentsoperateefficientlyandoptimallyaddressrelevantandappropriate
issues in a proactive manner
8. Council commits to take into account staff wellbeing when making decisions
or overseeing relevant policies
9. Council will continue to drive transformation as an overall and ongoing
objective; particular goals in relation to staff and curriculum will be prioritised
10. Council will ensure that the University’s mandate as a research-intensive university is
prioritised.
18 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 19
3. LEGISLATIVE MANDATESThe Higher Education Act, 1997 (Act No. 101 of 1997) provides the legislative framework
that determines, among others, the University’s legal standing. The Institutional Statute
gives effect to this Act and any law relating to the University, and promotes the effective
and responsible management and governance of the University in respect of matters not
expressly prescribed by law.
The University commits to complying with the broader legislative framework in addition
to the Higher Education Act and continues to ensure that its administrative structures are
set up to ensure proper compliance with all statutory responsibilities. It takes very seriously
its obligation, as a publicly funded institution, to exercise good corporate governance
in respect of all of its activities through effective leadership, which is characterised
by the ethical values of responsibility, accountability, fairness and transparency. This
encompasses:
• the creation and ongoing monitoring of an appropriate and dynamic system
of checks and balances to ensure the balanced exercise of power within the
University
• the implementation of a system to ensure compliance of the University with its
legal and regulatory obligations
• the implementation of a process whereby risks to the sustainability of the University’s
businessareidentifiedandmanagedwithinacceptableparameters;and
• the development of practices which ensure the accountability of the University to
its stakeholders and the broader society in which it operates.
Other policy and legislative prescripts impacting on the University include:
• The White Paper for Post Schooling Education and Training, approved by Cabinet
in2013definedthecountry’svisionforthepost-schoolsystem,withtheUniversity
recognizing its main role in the conducting of research as its contribution to the
main priorities as set out in this Paper
• The National Development Plan (NDP) with South Africa’s constitutional values
entrenched therein and underpinned by the need to redress the ills of the past,
and to promote non-racialism and non-sexism.
The Acts listed below impact on the everyday business of the University:
• Basic Conditions of Employment Act; Act 75 of 1997
• Broad-Based Black Economic Empowerment Act, Act 53 of 2003
• Companies Act, 2008 (Act No. 71 of 2008)
• Constitution of South Africa 1996
• Consumer Protection Act (CPA), Act 68 of 2008
• Copyright Act, Act 98 of 1978
• Electronic Communications and Transactions Act (ECTA), Act 25 of 2002
• Financial Relations Act, Act 65 of 1976 – whole act repealed except for 27 & 28
• Labour Relations Act, Act 66 of 1995
• National Environmental Management Act, 107 of 1998
• NationalQualificationsFrameworkAct,2008(ActNo.67of2008)
• Occupational Health and Safety Act, Act 85 of 1993
• Pension Funds Act, Act 24 of 1956
• POPIA Act (2013) and 2019
• Promotion of Access to Information Act (PAIA), Act 2 of 2000
• Promotion of Administrative Justice Act, Act 3 of 2000
• Regulation of Interception of Communications and Provision of Communication-
Related Information Act (RICA), Act 70 of 2002
• Skills Development Act, Act 97 of 1998
• Skills Development Levies Act, 2010 (Act No. 24 of 2010)
• SouthAfricanQualificationsAuthorityAct,Act58of1995
• Universities Act of 1995.
18 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 19
3. LEGISLATIVE MANDATESThe Higher Education Act, 1997 (Act No. 101 of 1997) provides the legislative framework
that determines, among others, the University’s legal standing. The Institutional Statute
gives effect to this Act and any law relating to the University, and promotes the effective
and responsible management and governance of the University in respect of matters not
expressly prescribed by law.
The University commits to complying with the broader legislative framework in addition
to the Higher Education Act and continues to ensure that its administrative structures are
set up to ensure proper compliance with all statutory responsibilities. It takes very seriously
its obligation, as a publicly funded institution, to exercise good corporate governance
in respect of all of its activities through effective leadership, which is characterised
by the ethical values of responsibility, accountability, fairness and transparency. This
encompasses:
• the creation and ongoing monitoring of an appropriate and dynamic system
of checks and balances to ensure the balanced exercise of power within the
University
• the implementation of a system to ensure compliance of the University with its
legal and regulatory obligations
• the implementation of a process whereby risks to the sustainability of the University’s
businessareidentifiedandmanagedwithinacceptableparameters;and
• the development of practices which ensure the accountability of the University to
its stakeholders and the broader society in which it operates.
Other policy and legislative prescripts impacting on the University include:
• The White Paper for Post Schooling Education and Training, approved by Cabinet
in2013definedthecountry’svisionforthepost-schoolsystem,withtheUniversity
recognizing its main role in the conducting of research as its contribution to the
main priorities as set out in this Paper
• The National Development Plan (NDP) with South Africa’s constitutional values
entrenched therein and underpinned by the need to redress the ills of the past,
and to promote non-racialism and non-sexism.
The Acts listed below impact on the everyday business of the University:
• Basic Conditions of Employment Act; Act 75 of 1997
• Broad-Based Black Economic Empowerment Act, Act 53 of 2003
• Companies Act, 2008 (Act No. 71 of 2008)
• Constitution of South Africa 1996
• Consumer Protection Act (CPA), Act 68 of 2008
• Copyright Act, Act 98 of 1978
• Electronic Communications and Transactions Act (ECTA), Act 25 of 2002
• Financial Relations Act, Act 65 of 1976 – whole act repealed except for 27 & 28
• Labour Relations Act, Act 66 of 1995
• National Environmental Management Act, 107 of 1998
• NationalQualificationsFrameworkAct,2008(ActNo.67of2008)
• Occupational Health and Safety Act, Act 85 of 1993
• Pension Funds Act, Act 24 of 1956
• POPIA Act (2013) and 2019
• Promotion of Access to Information Act (PAIA), Act 2 of 2000
• Promotion of Administrative Justice Act, Act 3 of 2000
• Regulation of Interception of Communications and Provision of Communication-
Related Information Act (RICA), Act 70 of 2002
• Skills Development Act, Act 97 of 1998
• Skills Development Levies Act, 2010 (Act No. 24 of 2010)
• SouthAfricanQualificationsAuthorityAct,Act58of1995
• Universities Act of 1995.
20 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 21
STUDENT ENROLMENT TARGETS FOR 2021
Indicator Actual 2019
Target 2020
Target 2021
Mid-year target
Strategies and activities to reach target/achieve objective
ACCESS
First-time entering undergraduates
5 463 5 708 5 500 5 500
• Daily, automated monitoring of real-time enrolments allows University to manage enrolments proactively.
• Senior Executive Team which includes Deans of Faculties monitors statistical trends on a weekly basis
• Reporting at Senate to create awareness
• University’s admission requirements are strictly applied
• Opportunities exist for alternate access as occasional students via the Wits Plus platform
Headcount enrolments
39 750 40 015 40 083 35860
Headcount enrolments (Foundation Provisioning)
NA NA NA NA
Headcount enrolments total UG
24 916 24 789 23 919 23 919
Headcount enrolments total PG
14 834 15 226 16 164 15 520
EnrolmentsbyMajorfieldofstudy
Science, Engineering, Technology
19 794 20 877 20 911 20 911
Business/management
7 891 7 760 7 987 7 987
Education 3 314 3 596 3 456 3 456
Other humanities
8 750 8 702 8 649 8 649
4. KEY PERFORMANCE INDICATORS AND INSTITUTIONAL SCORECARD4.1. Enrolment Targets: Key Performance Indicators set by the
Department of Higher Education and TrainingThe table below includes key performance indicators from the DHET for student enrolment,
student success, research staff, and research output.
20 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 21
STUDENT ENROLMENT TARGETS FOR 2021
Indicator Actual 2019
Target 2020
Target 2021
Mid-year target
Strategies and activities to reach target/achieve objective
ACCESS
First-time entering undergraduates
5 463 5 708 5 500 5 500
• Daily, automated monitoring of real-time enrolments allows University to manage enrolments proactively.
• Senior Executive Team which includes Deans of Faculties monitors statistical trends on a weekly basis
• Reporting at Senate to create awareness
• University’s admission requirements are strictly applied
• Opportunities exist for alternate access as occasional students via the Wits Plus platform
Headcount enrolments
39 750 40 015 40 083 35860
Headcount enrolments (Foundation Provisioning)
NA NA NA NA
Headcount enrolments total UG
24 916 24 789 23 919 23 919
Headcount enrolments total PG
14 834 15 226 16 164 15 520
EnrolmentsbyMajorfieldofstudy
Science, Engineering, Technology
19 794 20 877 20 911 20 911
Business/management
7 891 7 760 7 987 7 987
Education 3 314 3 596 3 456 3 456
Other humanities
8 750 8 702 8 649 8 649
4. KEY PERFORMANCE INDICATORS AND INSTITUTIONAL SCORECARD4.1. Enrolment Targets: Key Performance Indicators set by the
Department of Higher Education and TrainingThe table below includes key performance indicators from the DHET for student enrolment,
student success, research staff, and research output.
22 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 23
Distance education enrolments
400 1 000 1 000
• Online application and registration process to manage distance education
• Aggressive telephone and email follow up on all queries to convert to registration
• An extensive social media campaign to create awareness- particularly attractive in Covid and post Covid environment
SUCCESS
Graduates UG 4 855 4853 4679 2500
• Faculty-specificacademicunits (such as the Academic Development Unit for the faculty of Engineering of the Built Environment and the Science Success Centre) implement support programmes. These are monitored at faculty level and reported to Senate.
• A Student Success Framework was approved by Senate which will guide holistic students support, thereby impacting on student throughput and retention
• TheFirstYearExperienceprogramme focuses on increasing mentorship throughoutthefirstyear.This is closely monitored and appropriate interventions are effected timeously.
Graduates PG 5 110 6516 6794 1500
• Faculty-specificmonitoringof PG milestones to facilitate graduation in minimum time.
• DedicatedPGAffairsofficethat arranges various support initiatives
Success rate 83.26% 82% 82% NA
• Holistic student success framework using data-driven monitoring and evaluation. A Student Success Framework was approved by Senate which will guide holistic students support, thereby impacting on student throughput and retention
Undergraduate output by scarce skills
Engineering 535 548 524 NA • Prioritisation of student funding in collaboration with SETAs and industry scare-skills programmes. Also ISFAP funding directed towards degrees leading to occupations in high demand
• Faculty-specificstrategies,such as the consolidated Engineeringfirstyearwasimplemented
Life and physical sciences
534 413 399 NA
Animal and human health
640 619 655 NA
Teacher
education 523 832 834 NA
• PGCE was introduced as a part-time option to attract practicingunqualifiedteachers
Success rate 85% 85% 85% 85%
• Faculty-specificstudentsuccess intervention portal
• Capturing of interventions and monitoring by means of reports
EFFICIENCY
Headcount and FTE of permanent instructional/research professional staff
1197 1223 1235 1235• HR Interventions to improve
staffing:studentratio
% Staff with doctoral degrees
66% 64% 65% 65%• Staff bursaries in place to
facilitate and promote doctoral studies
Number of
nGap staff 9 9 14 14
• Applications for new post will be submitted on 30 November 2020
Ratio of FTE students to FTE instructional/research staff
13.42 15.93 15.72 15.72
• Managing down the undergraduate numbers to decrease workload and redistribute it so as to improve efficiencies
RESEARCH OUTPUT
Publication units
per FTE staff 1.82 2.22 2.31 2.31
• The Research Incentive System encourages publications and higher degree completions amongst staff.
• Progress is monitored regularly, allowing for early interventions
Research masters
graduates 868 885 952 952
• Extensive interventions at faculty and school level
Doctoral graduates
291 340 352 352
22 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 23
Distance education enrolments
400 1 000 1 000
• Online application and registration process to manage distance education
• Aggressive telephone and email follow up on all queries to convert to registration
• An extensive social media campaign to create awareness- particularly attractive in Covid and post Covid environment
SUCCESS
Graduates UG 4 855 4853 4679 2500
• Faculty-specificacademicunits (such as the Academic Development Unit for the faculty of Engineering of the Built Environment and the Science Success Centre) implement support programmes. These are monitored at faculty level and reported to Senate.
• A Student Success Framework was approved by Senate which will guide holistic students support, thereby impacting on student throughput and retention
• TheFirstYearExperienceprogramme focuses on increasing mentorship throughoutthefirstyear.This is closely monitored and appropriate interventions are effected timeously.
Graduates PG 5 110 6516 6794 1500
• Faculty-specificmonitoringof PG milestones to facilitate graduation in minimum time.
• DedicatedPGAffairsofficethat arranges various support initiatives
Success rate 83.26% 82% 82% NA
• Holistic student success framework using data-driven monitoring and evaluation. A Student Success Framework was approved by Senate which will guide holistic students support, thereby impacting on student throughput and retention
Undergraduate output by scarce skills
Engineering 535 548 524 NA • Prioritisation of student funding in collaboration with SETAs and industry scare-skills programmes. Also ISFAP funding directed towards degrees leading to occupations in high demand
• Faculty-specificstrategies,such as the consolidated Engineeringfirstyearwasimplemented
Life and physical sciences
534 413 399 NA
Animal and human health
640 619 655 NA
Teacher
education 523 832 834 NA
• PGCE was introduced as a part-time option to attract practicingunqualifiedteachers
Success rate 85% 85% 85% 85%
• Faculty-specificstudentsuccess intervention portal
• Capturing of interventions and monitoring by means of reports
EFFICIENCY
Headcount and FTE of permanent instructional/research professional staff
1197 1223 1235 1235• HR Interventions to improve
staffing:studentratio
% Staff with doctoral degrees
66% 64% 65% 65%• Staff bursaries in place to
facilitate and promote doctoral studies
Number of
nGap staff 9 9 14 14
• Applications for new post will be submitted on 30 November 2020
Ratio of FTE students to FTE instructional/research staff
13.42 15.93 15.72 15.72
• Managing down the undergraduate numbers to decrease workload and redistribute it so as to improve efficiencies
RESEARCH OUTPUT
Publication units
per FTE staff 1.82 2.22 2.31 2.31
• The Research Incentive System encourages publications and higher degree completions amongst staff.
• Progress is monitored regularly, allowing for early interventions
Research masters
graduates 868 885 952 952
• Extensive interventions at faculty and school level
Doctoral graduates
291 340 352 352
24 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 25
GrantEarmarked Allocation (R)
Breakdown of allocation Linkage to
performance indicators
Midyear performance indicator Budget (R) Projects
University Capacity Development Grant (UCDG)
R 24 995 000 R 24 995 000
University Capacity Development Plans implemen-tation
Promote undergraduate and postgraduate student success, staff development and programme/curriculum development in the priority areas in the University system
This grant took over the old Teaching and Research grants with effect from 1 Jan 2018 so it is in its second year of the three-year cycle. Activities in place to spend the allocation by end of the year. As at midyear, almost half of the UDCG has been spent.
Infrastructure and efficiencygrants
R 270 554 033R 270 554 033
Infrastructure requirements
New buildings extensions or alteration of existing buildings, refurbishment, renewal and replacements, ICT improvements
Grants comprise of Infrastructure &Efficiency,and Deferred Maintenance Grants. The allocation of R270 million includes R170 million from historic periods where projects are still in progress. Action plans are underway for these infrastructure projects.
Macro-Infrastructure Framework for the University Sector
R 25 488 750 R 25 488 750
Residual funds from New University Projects-Framework design for infrastructure requirements for the University Sector
Projects-Framework design for infrastructure requirements for the University Sector
R 25.489 million for the MIF-Support Team to manage the implementation of the MIF: 1/1/20 to 31/3/21
4.5. Earmarked Grants
Clinical Training Grant
R 91 779 000
R 52 212 000Clinical staffing
Access and Success Academic Excellence
The cycle runs from April-Mar 2021 and activities are in place to spend the allocation by end March 2021
R 0Non clinical academic staffing
R 27 763 000Support and technical staffing
R 3 500 000Operational costs
R 8 304 000 Equipment
Clinical training of SA Medical students returning from Cuba
R 15 714 824 R 15 714 824
Adherence with CTG Policy and used for students registered with the University for funded programmes. Funds only used for training purposes.
Access and Success Academic Excellence
Funds have not been received for current cycle, and the spending is for residual funds from 2019/20 and 2020/21. Cycle is also April 2020 to 31 March 2021.
New Generation of Academics (NGAP)
R 12 955 550 R 12 955 550
5 posts phase of the New Generation of Academics (NGAP)
Component of StaffingSouthAfrica's Universities Framework
On track to spend the allocated amount for the year.
Foundation provision grant
R 431 000 R 431 000
Ministerial approved extended curriculum programmes
Linkage to students registered
On track to spend the allocated amount for the year.
24 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 25
GrantEarmarked Allocation (R)
Breakdown of allocation Linkage to
performance indicators
Midyear performance indicator Budget (R) Projects
University Capacity Development Grant (UCDG)
R 24 995 000 R 24 995 000
University Capacity Development Plans implemen-tation
Promote undergraduate and postgraduate student success, staff development and programme/curriculum development in the priority areas in the University system
This grant took over the old Teaching and Research grants with effect from 1 Jan 2018 so it is in its second year of the three-year cycle. Activities in place to spend the allocation by end of the year. As at midyear, almost half of the UDCG has been spent.
Infrastructure and efficiencygrants
R 270 554 033R 270 554 033
Infrastructure requirements
New buildings extensions or alteration of existing buildings, refurbishment, renewal and replacements, ICT improvements
Grants comprise of Infrastructure &Efficiency,and Deferred Maintenance Grants. The allocation of R270 million includes R170 million from historic periods where projects are still in progress. Action plans are underway for these infrastructure projects.
Macro-Infrastructure Framework for the University Sector
R 25 488 750 R 25 488 750
Residual funds from New University Projects-Framework design for infrastructure requirements for the University Sector
Projects-Framework design for infrastructure requirements for the University Sector
R 25.489 million for the MIF-Support Team to manage the implementation of the MIF: 1/1/20 to 31/3/21
4.5. Earmarked Grants
Clinical Training Grant
R 91 779 000
R 52 212 000Clinical staffing
Access and Success Academic Excellence
The cycle runs from April-Mar 2021 and activities are in place to spend the allocation by end March 2021
R 0Non clinical academic staffing
R 27 763 000Support and technical staffing
R 3 500 000Operational costs
R 8 304 000 Equipment
Clinical training of SA Medical students returning from Cuba
R 15 714 824 R 15 714 824
Adherence with CTG Policy and used for students registered with the University for funded programmes. Funds only used for training purposes.
Access and Success Academic Excellence
Funds have not been received for current cycle, and the spending is for residual funds from 2019/20 and 2020/21. Cycle is also April 2020 to 31 March 2021.
New Generation of Academics (NGAP)
R 12 955 550 R 12 955 550
5 posts phase of the New Generation of Academics (NGAP)
Component of StaffingSouthAfrica's Universities Framework
On track to spend the allocated amount for the year.
Foundation provision grant
R 431 000 R 431 000
Ministerial approved extended curriculum programmes
Linkage to students registered
On track to spend the allocated amount for the year.
26 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 27
University Capacity Development Grant (UCDG)
R 24 995 000 R 24 995 000
University Capacity Development Plans implemen-tation
Promote undergraduate and postgraduate student success, staff development and programme/curriculum development in the priority areas in the University system
This grant took over the old Teaching and Research grants with effect from 1 Jan 2018 so it is in its second year of the three year cycle. Activities in place to spend the allocation by end of the year. As at midyear, almost half of the UDCG has been spent.
Infrastructure and efficiencygrants
R 270 554 033R 270 554 033
Infrastructure requirements
New buildings extensions or alteration of existing buildings, refurbishment, renewal and replacements, ICT improvements
Grants comprise of Infrastructure &Efficiency,and Deferred Maintenance Grants. The allocation of R270 million includes R170 million from historic periods where projects are still in progress. Action plans are underway for these infrastructure projects.
Macro-Infrastructure Framework for the University Sector
R 25 488 750 R 25 488 750
Residual funds from New University Projects-Framework design for infrastructure requirements for the University Sector
Projects-Framework design for infrastructure requirements for the University Sector
R 25.489 million for the MIF-Support Team to manage the implementation of the MIF: 1/1/20 to 31/3/21
Clinical Training Grant
R 91 779 000 R 52 212 000Clinical staffing
Access and Success Academic Excellence
The cycle runs from April-Mar 2021 and activities are in place to spend the allocation by end March 2021
4.3. Performance Indicators set by the Senior Executive Team
The Senior Executive Team, after consultation with various constituencies within the
University and with approval from Council, determined Internal Key Performance
Indicatorsassetoutbelow.TheScorecardgivesformandspecificitytotheobjectives
in the Strategic Plan for the current year, and also includes Council objectives and
operational milestones. The Scorecard is thus an internal tool that guides the work of
the Senior Executive Team to achieve particular outcomes that support the strategic
orientation of the University.
26 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 27
University Capacity Development Grant (UCDG)
R 24 995 000 R 24 995 000
University Capacity Development Plans implemen-tation
Promote undergraduate and postgraduate student success, staff development and programme/curriculum development in the priority areas in the University system
This grant took over the old Teaching and Research grants with effect from 1 Jan 2018 so it is in its second year of the three year cycle. Activities in place to spend the allocation by end of the year. As at midyear, almost half of the UDCG has been spent.
Infrastructure and efficiencygrants
R 270 554 033R 270 554 033
Infrastructure requirements
New buildings extensions or alteration of existing buildings, refurbishment, renewal and replacements, ICT improvements
Grants comprise of Infrastructure &Efficiency,and Deferred Maintenance Grants. The allocation of R270 million includes R170 million from historic periods where projects are still in progress. Action plans are underway for these infrastructure projects.
Macro-Infrastructure Framework for the University Sector
R 25 488 750 R 25 488 750
Residual funds from New University Projects-Framework design for infrastructure requirements for the University Sector
Projects-Framework design for infrastructure requirements for the University Sector
R 25.489 million for the MIF-Support Team to manage the implementation of the MIF: 1/1/20 to 31/3/21
Clinical Training Grant
R 91 779 000 R 52 212 000Clinical staffing
Access and Success Academic Excellence
The cycle runs from April-Mar 2021 and activities are in place to spend the allocation by end March 2021
4.3. Performance Indicators set by the Senior Executive Team
The Senior Executive Team, after consultation with various constituencies within the
University and with approval from Council, determined Internal Key Performance
Indicatorsassetoutbelow.TheScorecardgivesformandspecificitytotheobjectives
in the Strategic Plan for the current year, and also includes Council objectives and
operational milestones. The Scorecard is thus an internal tool that guides the work of
the Senior Executive Team to achieve particular outcomes that support the strategic
orientation of the University.
28 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 29
1. Enrolment and Teaching & Learning Success (30% Weight)
Indicator Source
Targets and Objectives
BaseYear-end
target
Year-end
stretch
1.1Undergraduate Enrolment - New
1stYears(full-time).
Registrar /
VP / DVC
Academic
5319 4978 4720
1.2Undergraduate Completion of
degrees.
VP /
DVC R&I
Academic
4846 4936 5010
1.3
Post Graduate Enrolment -
Honours, Masters and PhD + PG
Diplomas at NQF Level 8. All PG
Dips excluding the PGCE (NQF7)
DVC R&I
Registrar 15195 15295 15495
1.4 Online Rollout Programme VP / DVC
Academic 562 662 700
1.5
Post Graduate graduations
- honours, Masters and PhD
completion of degrees Excludes
all PG Dips
DVC R&I
Registrar 3517 4205 4415
1.5.2
Average time in years for
completion for the Masters by
research degrees beyond the
expected 2 years
DVC R&I /
Registrar2.8 years 2.5 years 2.0 years
1.5.3
Average time in years for
completion for the PhD degrees
beyond the expected 3 years
DVC R&I /
Registrar4.9 years 4Years 3 ,5 years
1.6Science, Engineering and
TechnologyProfile
VP / DVC
Academic 50.4% 51 % 51.1%
Mid-year
indicator
Strategies and activities
to reach target/achieve
objective
Explanation/Notes
4720
Management of the real-time enrolment platform at the beginning of the year.
Weekly tracking with faculties.
Reverted to 2020 targets
Initial target of 5182 which allows for attrition rate
in the course of the year.
2500
Working with faculties and
implementation of student
success initiatives.
13560
Management of the real-time enrolment platform at the beginning of the year.
Daily tracking with faculties
Achieved 15195 in 2020
436Active social media
campaign
1500
Working with faculties and implementation of student success initiatives.
used last previous two year average increase/
decrease in for base and stretch
NAWorking with faculties and implementation of student success initiatives.
Masters Completion period 2 years
NAWorking with faculties and implementation of student success initiatives.
We expect PhD to be completed in 3 years: As
above
51.5%Careful moncditoring of real-
time enrolment platform
Strategic Priority: Academic Excellence Wits is committed to providing high-quality education that is globally competitive and locally relevant. It seeks to be the preferred academic destination for talented students, staff, and scholars who value intellectual excellence and the diversity of people, places and ideas. This quest for excellence starts in recruiting and enrolling talented students, empowering them at the undergraduate level with the best knowledge available and enabling them to think critically within and beyond the classroom, in order to move South Africa forward.
Wits is committed to the creation of new knowledge from the vantage point of the global south, and to driving the development of high level and scarce skills through our postgraduate students, in order to address the problems of the 21st Century, many of which we are still to encounter. Wits will continue to drive integration of technology, advanced curricula, blended learning, digital programmes, augmented teaching and innovative learning options through our academic efforts. Key drivers to achieve this strategic priority include Wits’ commitment to increase its postgraduate numbers, to adhere to the 2020-2024 enrolment targets, and to enhance its completion rates.
28 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 29
1. Enrolment and Teaching & Learning Success (30% Weight)
Indicator Source
Targets and Objectives
BaseYear-end
target
Year-end
stretch
1.1Undergraduate Enrolment - New
1stYears(full-time).
Registrar /
VP / DVC
Academic
5319 4978 4720
1.2Undergraduate Completion of
degrees.
VP /
DVC R&I
Academic
4846 4936 5010
1.3
Post Graduate Enrolment -
Honours, Masters and PhD + PG
Diplomas at NQF Level 8. All PG
Dips excluding the PGCE (NQF7)
DVC R&I
Registrar 15195 15295 15495
1.4 Online Rollout Programme VP / DVC
Academic 562 662 700
1.5
Post Graduate graduations
- honours, Masters and PhD
completion of degrees Excludes
all PG Dips
DVC R&I
Registrar 3517 4205 4415
1.5.2
Average time in years for
completion for the Masters by
research degrees beyond the
expected 2 years
DVC R&I /
Registrar2.8 years 2.5 years 2.0 years
1.5.3
Average time in years for
completion for the PhD degrees
beyond the expected 3 years
DVC R&I /
Registrar4.9 years 4Years 3 ,5 years
1.6Science, Engineering and
TechnologyProfile
VP / DVC
Academic 50.4% 51 % 51.1%
Mid-year
indicator
Strategies and activities
to reach target/achieve
objective
Explanation/Notes
4720
Management of the real-time enrolment platform at the beginning of the year.
Weekly tracking with faculties.
Reverted to 2020 targets
Initial target of 5182 which allows for attrition rate
in the course of the year.
2500
Working with faculties and
implementation of student
success initiatives.
13560
Management of the real-time enrolment platform at the beginning of the year.
Daily tracking with faculties
Achieved 15195 in 2020
436Active social media
campaign
1500
Working with faculties and implementation of student success initiatives.
used last previous two year average increase/
decrease in for base and stretch
NAWorking with faculties and implementation of student success initiatives.
Masters Completion period 2 years
NAWorking with faculties and implementation of student success initiatives.
We expect PhD to be completed in 3 years: As
above
51.5%Careful moncditoring of real-
time enrolment platform
Strategic Priority: Academic Excellence Wits is committed to providing high-quality education that is globally competitive and locally relevant. It seeks to be the preferred academic destination for talented students, staff, and scholars who value intellectual excellence and the diversity of people, places and ideas. This quest for excellence starts in recruiting and enrolling talented students, empowering them at the undergraduate level with the best knowledge available and enabling them to think critically within and beyond the classroom, in order to move South Africa forward.
Wits is committed to the creation of new knowledge from the vantage point of the global south, and to driving the development of high level and scarce skills through our postgraduate students, in order to address the problems of the 21st Century, many of which we are still to encounter. Wits will continue to drive integration of technology, advanced curricula, blended learning, digital programmes, augmented teaching and innovative learning options through our academic efforts. Key drivers to achieve this strategic priority include Wits’ commitment to increase its postgraduate numbers, to adhere to the 2020-2024 enrolment targets, and to enhance its completion rates.
30 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 31
2. Research Output and Profile (25% Weight)
Indicator Source
Targets and Objectives
BaseYear-end
target
Year-end
stretch
2.1Accredited Research Output (measured in DHET units)
DVC Research and Innovation – Provided by DHET in December 2021 which will reflectthe2020publications
1 996 2 060 2 200
2.2Number of Journal Articles published in ISI indexed journals
DVC Research and Innovation - extracted from the Web of Science portal
2 900 3 100 3 300
2.3
Number of permanent academic staff publishing and reporting research, measured on a rolling three year average basis
DVC Research and Innovation
650 700 800
2.4
Postdoc productivity: number of accredited publications per postdoc averaged over a rolling 3 year period
DVC Research and Innovation – BIS provides these data
1.2 1.5 2.0
2.5Research Contracts Income for the Wits Group
DVC Research and Innovation – data provided by Bev Manus, WE and WHC
R 1 430 000
000
R 1 550 000
000
R 1 700 000
000
2.6Number of commercial deals concluded in 2021
DVC Research and Innovation – WE will provide the data
2 3 4
2.7Number of new spinout companies established in 2021
DVC Research and Innovation – WE will provide the data
1 2 3
Mid-year
indicator
Strategies and activities
to reach target/achieve
objective
Explanation/Notes
1360Creating a research conducive environment
Speaks to research intensity and subsidy, but is a poor indicator because it is only available once a year and speaks to the performance in the year before
2180
Creating a research conducive environment with incentive given to ISI indexed publications
Speaks to quality of research. By avoiding the proportion bit we can give real-time progress report based on the Web of Science data from the portal. The down side is one cannot reproduce the data at the month time scale
528 Performance managementSpeaks to productivity in a research intensive university. Again data is not real time and are only available once a year
1.0 Performance managementSpeaks to the pipeline and research intensity. Again data is not real time and are only available once a year.
R 1 023 000
000 Encourage funding beyond the NRF
Speaks to engagement with agencies, foundations, ‘industry’ and government. This is a real-time indicator
2IP scouts look out for opportunities that can be commercialised
This is done with the input of Wits Enterprise
2
Selecting IP with commercial opportunity so that spinout has a chance of being successful
This is done with the input of Wits Enterprise
Strategic Priority: Research and Leadership Wits is a research-intensive university that remains committed to supporting and enhancing discovery, applied and innovative research, that is globally competitive but locally entrenched. Wits is actively engaged in high quality research in the broad fields of natural science, medical and health science, social science, the humanities, and engineering and technology.
Wits seeks to produce increasing amounts of research with impact - research that changes disciplinary thinking (discovery research); research that influences policy and practice (translational research); and research that can be taken to the market to generate economic activity (innovative research). Wits further seeks to create a conducive environment in which postgraduate students and postdoctoral fellows can create beneficial knowledge. Research outputs and productivity, and the income generated from contract research remain the key indicators for tracking this strategic priority.
30 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 31
2. Research Output and Profile (25% Weight)
Indicator Source
Targets and Objectives
BaseYear-end
target
Year-end
stretch
2.1Accredited Research Output (measured in DHET units)
DVC Research and Innovation – Provided by DHET in December 2021 which will reflectthe2020publications
1 996 2 060 2 200
2.2Number of Journal Articles published in ISI indexed journals
DVC Research and Innovation - extracted from the Web of Science portal
2 900 3 100 3 300
2.3
Number of permanent academic staff publishing and reporting research, measured on a rolling three year average basis
DVC Research and Innovation
650 700 800
2.4
Postdoc productivity: number of accredited publications per postdoc averaged over a rolling 3 year period
DVC Research and Innovation – BIS provides these data
1.2 1.5 2.0
2.5Research Contracts Income for the Wits Group
DVC Research and Innovation – data provided by Bev Manus, WE and WHC
R 1 430 000
000
R 1 550 000
000
R 1 700 000
000
2.6Number of commercial deals concluded in 2021
DVC Research and Innovation – WE will provide the data
2 3 4
2.7Number of new spinout companies established in 2021
DVC Research and Innovation – WE will provide the data
1 2 3
Mid-year
indicator
Strategies and activities
to reach target/achieve
objective
Explanation/Notes
1360Creating a research conducive environment
Speaks to research intensity and subsidy, but is a poor indicator because it is only available once a year and speaks to the performance in the year before
2180
Creating a research conducive environment with incentive given to ISI indexed publications
Speaks to quality of research. By avoiding the proportion bit we can give real-time progress report based on the Web of Science data from the portal. The down side is one cannot reproduce the data at the month time scale
528 Performance managementSpeaks to productivity in a research intensive university. Again data is not real time and are only available once a year
1.0 Performance managementSpeaks to the pipeline and research intensity. Again data is not real time and are only available once a year.
R 1 023 000
000 Encourage funding beyond the NRF
Speaks to engagement with agencies, foundations, ‘industry’ and government. This is a real-time indicator
2IP scouts look out for opportunities that can be commercialised
This is done with the input of Wits Enterprise
2
Selecting IP with commercial opportunity so that spinout has a chance of being successful
This is done with the input of Wits Enterprise
Strategic Priority: Research and Leadership Wits is a research-intensive university that remains committed to supporting and enhancing discovery, applied and innovative research, that is globally competitive but locally entrenched. Wits is actively engaged in high quality research in the broad fields of natural science, medical and health science, social science, the humanities, and engineering and technology.
Wits seeks to produce increasing amounts of research with impact - research that changes disciplinary thinking (discovery research); research that influences policy and practice (translational research); and research that can be taken to the market to generate economic activity (innovative research). Wits further seeks to create a conducive environment in which postgraduate students and postdoctoral fellows can create beneficial knowledge. Research outputs and productivity, and the income generated from contract research remain the key indicators for tracking this strategic priority.
32 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 33
3. Technology and Infrastructure (10% Weight)
Indicator/performance driver Source Objectives Mid-year
indicator
3.1
Deliver ICT projects
to enable Digital
Learning
COO
• ImplementationoftheUnifiedCommunicationsProject
• Implementation of Canvas• Cybersecurity risk management• Expansion of Wits internet access to all teaching
sites
NA
3.2
Stabilization of
network and services
offered by Wits ICT
COO
• Ensure optimum achievement of network performance
• Ensure appropriate and adequate management of services
NA
3.3
Manage the multi-year prioritised maintenance and compliance programme within the timelines
determined.
COO
• UndertakeprojectstoreplaceidentifiedHVACsystems
• Ensure electrical compliance projects for identifiedbuildings.
• Undertakestructural/waterproofingprojects
NA
3.4
Manage the DHET-
funded Macro
infrastructure projects
COO
• Activate the remainder of the Wits DHET IEG 5th cycle projects for construction completion by end 2022.
• Submit funding in response to DHET 6th Cycle IEG funding application by due date.
• Adhere to DHET quarterly and annual reporting requirements.
• Progress 50% compliance on DHET 17-point asset and infrastructure compliance matrix.
NA
3.5Implement Green
initiatives COO
• Develop design performance standards and philosophyforthepossibleretrofittingofgreeninfrastructure to existing building, in support for the Wits Infrastructure Sustainability Strategy.
• Facilitate and support the development of the Environmental Sustainability Plan
• Implement waste recycling Initiatives• Promote and protect indigenous plans• Implement waste recycling Initiatives
• Promote and protect indigenous plans
NA
Strategies and activities to reach target/achieve Expla-nation/Notes
• ImplementandmanagetheUnifiedCommunicationsProjectby31December2021.• Implementation of the LMS project and management of the implementation partner by 31
December 2021.• Execute the cybersecurity roadmap, create cyber awareness and prevent cyber attacks• Expansion of Wits internet access to all teaching sites
• a) SET established task team to review ICT strategy and operating model by 1st quarter of
2021.
• b) Experts from internal and external stakeholders investigating root cause of system instability
and conducting performance tests on a weekly basis.
• c)ICTinfrastructureinvestmenttoaddressinefficienciesandstrategicgrowthorenhancements
beingdevelopedforDHET6thcyclefundingapplicationbyfirstquarterof2021
• Complete Biology building HVAC replacement• Undertake North west engineering HVAC• Undertake electrical compliance in 3 buildings per campus • Undertakewaterproofing/structuralprojectsin8differentlocations
• Activate and award work packages both construction and consulting services against concluded construction and professional services framework contract, aligned to DOAD and governance requirements.
• Conclude strategy consultation with stakeholders by end of year, aligned with the adopted 2020 Review of the 2009 Wits Spatial Development Framework.
• Ongoing monitoring of monthly project report, and quarterly annual submissions to DHET.• Deployment of the Wits IWMS system subject to award of tender, continued conditions
assessment to be undertaken by built environment professionals admitted to the Wits professional services database, submit reviewed and adopted 2020 Wits Spatial Development Frameworktothefirst2021Councilmeeting.AdoptareviewedandsimplifiedInfrastructureProcurement and Delivery Management System, embedded and aligned to the Wits IWMS system provision.
• Incorporate green initiatives as part of the scoping investigations for all approved capital works withinthecostofafinancialcostbenefitanalysis.
• In partnership with academics, develop and submit University sustainability framework• Undertake campaign and promote campus recycling encouraging students’ participation• Develop a plan outlining types of indigenous plants on Campus and how they will be
protected
• Develop a plan outlining types of indigenous plants on Campus and how they will be
protected
Strategic Priorities: An IT Savvy Institution & Wealthy and Resourced In order to fulfil its key mandate, the sustainability of the University is a priority, be it financial, infrastructural or environmental. Wits has to remain sustainable and well-resourced, as articulated in the University’s 2022 strategic vision, and must develop the necessary physical and digital infrastructure in order to advance the University’s core operations and activities including research, teaching and learning, and advancing the public good.
The key deliverables for 2021 include the enabling of ICT projects that enhance digital and online learning and teaching, campus development (including green initiatives) and financial solutions to ensure the sustainability of the University, including the generation of income through the Centenary Campaign.
32 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 33
3. Technology and Infrastructure (10% Weight)
Indicator/performance driver Source Objectives Mid-year
indicator
3.1
Deliver ICT projects
to enable Digital
Learning
COO
• ImplementationoftheUnifiedCommunicationsProject
• Implementation of Canvas• Cybersecurity risk management• Expansion of Wits internet access to all teaching
sites
NA
3.2
Stabilization of
network and services
offered by Wits ICT
COO
• Ensure optimum achievement of network performance
• Ensure appropriate and adequate management of services
NA
3.3
Manage the multi-year prioritised maintenance and compliance programme within the timelines
determined.
COO
• UndertakeprojectstoreplaceidentifiedHVACsystems
• Ensure electrical compliance projects for identifiedbuildings.
• Undertakestructural/waterproofingprojects
NA
3.4
Manage the DHET-
funded Macro
infrastructure projects
COO
• Activate the remainder of the Wits DHET IEG 5th cycle projects for construction completion by end 2022.
• Submit funding in response to DHET 6th Cycle IEG funding application by due date.
• Adhere to DHET quarterly and annual reporting requirements.
• Progress 50% compliance on DHET 17-point asset and infrastructure compliance matrix.
NA
3.5Implement Green
initiatives COO
• Develop design performance standards and philosophyforthepossibleretrofittingofgreeninfrastructure to existing building, in support for the Wits Infrastructure Sustainability Strategy.
• Facilitate and support the development of the Environmental Sustainability Plan
• Implement waste recycling Initiatives• Promote and protect indigenous plans• Implement waste recycling Initiatives
• Promote and protect indigenous plans
NA
Strategies and activities to reach target/achieve Expla-nation/Notes
• ImplementandmanagetheUnifiedCommunicationsProjectby31December2021.• Implementation of the LMS project and management of the implementation partner by 31
December 2021.• Execute the cybersecurity roadmap, create cyber awareness and prevent cyber attacks• Expansion of Wits internet access to all teaching sites
• a) SET established task team to review ICT strategy and operating model by 1st quarter of
2021.
• b) Experts from internal and external stakeholders investigating root cause of system instability
and conducting performance tests on a weekly basis.
• c)ICTinfrastructureinvestmenttoaddressinefficienciesandstrategicgrowthorenhancements
beingdevelopedforDHET6thcyclefundingapplicationbyfirstquarterof2021
• Complete Biology building HVAC replacement• Undertake North west engineering HVAC• Undertake electrical compliance in 3 buildings per campus • Undertakewaterproofing/structuralprojectsin8differentlocations
• Activate and award work packages both construction and consulting services against concluded construction and professional services framework contract, aligned to DOAD and governance requirements.
• Conclude strategy consultation with stakeholders by end of year, aligned with the adopted 2020 Review of the 2009 Wits Spatial Development Framework.
• Ongoing monitoring of monthly project report, and quarterly annual submissions to DHET.• Deployment of the Wits IWMS system subject to award of tender, continued conditions
assessment to be undertaken by built environment professionals admitted to the Wits professional services database, submit reviewed and adopted 2020 Wits Spatial Development Frameworktothefirst2021Councilmeeting.AdoptareviewedandsimplifiedInfrastructureProcurement and Delivery Management System, embedded and aligned to the Wits IWMS system provision.
• Incorporate green initiatives as part of the scoping investigations for all approved capital works withinthecostofafinancialcostbenefitanalysis.
• In partnership with academics, develop and submit University sustainability framework• Undertake campaign and promote campus recycling encouraging students’ participation• Develop a plan outlining types of indigenous plants on Campus and how they will be
protected
• Develop a plan outlining types of indigenous plants on Campus and how they will be
protected
Strategic Priorities: An IT Savvy Institution & Wealthy and Resourced In order to fulfil its key mandate, the sustainability of the University is a priority, be it financial, infrastructural or environmental. Wits has to remain sustainable and well-resourced, as articulated in the University’s 2022 strategic vision, and must develop the necessary physical and digital infrastructure in order to advance the University’s core operations and activities including research, teaching and learning, and advancing the public good.
The key deliverables for 2021 include the enabling of ICT projects that enhance digital and online learning and teaching, campus development (including green initiatives) and financial solutions to ensure the sustainability of the University, including the generation of income through the Centenary Campaign.
34 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 35
5. Fundraising (5% Weight)
Indicator/
performance driverSource
Targets and ObjectivesMid-year indicatorBase Year-end
targetYear-endstretch
5.1
Fundraising
projects - new
money raised
VP R136m R140m R144m R92m
5.2Centenary
CampaignVP
R1,9 billion (in
cash, gifts,
sponsorship and
pledges)
R2,0 billion (in
cash, gifts,
sponsorship and
pledges)
R2,1 billion (in
cash, gifts,
sponsorship
and pledges)
R1,0 billion
4. Finance (10% Weight)
Indicator/performance driver Source Objectives Mid-year
indicator
4.1 Budget 2022 CFO
• Propose and obtain approval at Finco and Council for, a break-even result for the 2022 Council Controlled budget, a Residences budget in line with the long-term break-even plan, and a zero-result budget for restricted income.
NA
4.2
Provide continuity to the strategic financeplanto deliver sustainability presented at Council Retreat.
CFO• TheBusiness,CommercialandEfficiency
responses proposed to be followed through with initiatives in 2021/2022.
NA
4.3 NA CFO• DelivertoDOHET,anunqualifiedbyauditors,set
of Financial Statements on the due date, and all grant audits on the deadline date.
NA
Strategies and activities to reach target/achieve objective Explanation /Notes
• Continue to prioritise lead gifts to the Campaign
• ConfirmkeyCentenaryprojectandpotentialmajorgiftdonorprioritisation
• Appropriately increase intensity of engagement with potential major gift donors
across all key geographies: SA, UK, US and Australia
• Continuously build the capability of Wits Executives and Campaign Ambassadors to
promote the Campaign
• Ensure funding opportunities and appropriate recognition at all levels – including
providing adequate processes and support material for Wits Faculties and Schools to
manage and promote their Centenary initiatives.
• Refinecampaignbrandandmessaging
• Develop and implement bespoke communication programme to multiple
stakeholders and donor sectors
• End 2021 with a very solid platform and story leading into the Centenary year – 2022.
In 2020
Achieved R279
includes Kirsch
Foundation
contribution of
R150 million)
Strategies and activities to reach target/achieve Explanation/Notes
• Design on most recent assumptions a model that will support a break-even budget, is fair and equitable to all stakeholders and provides for all major out of parameter costs.
Planning an outcome in line with Wits strategy, meeting student /union and academia demand for scarce resources, delivering a break-even outcome is scientificallymanaged.
• SET established task team to review ICT strategy and operating model by 1st quarter of 2021.
• Experts from internal and external stakeholders investigating root cause of system instability and conducting performance tests on a weekly basis.
• ICTinfrastructureinvestmenttoaddressinefficienciesandstrategic growth or enhancements being developed for DHET 6th
cyclefundingapplicationbyfirstquarterof2021
ThecoreriskidentifiedattheUniversity has been the challenge to follow of reduced fees and subsidies in 2021 onwards.
• Complete Biology building HVAC replacement• Undertake North west engineering HVAC• Undertake electrical compliance in 3 buildings per campus • Undertakewaterproofing/structuralprojectsin8different
locations
The year-end process requires guiding a process that is time sensitive and requires sequential
planning.
34 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 35
5. Fundraising (5% Weight)
Indicator/
performance driverSource
Targets and ObjectivesMid-year indicatorBase Year-end
targetYear-endstretch
5.1
Fundraising
projects - new
money raised
VP R136m R140m R144m R92m
5.2Centenary
CampaignVP
R1,9 billion (in
cash, gifts,
sponsorship and
pledges)
R2,0 billion (in
cash, gifts,
sponsorship and
pledges)
R2,1 billion (in
cash, gifts,
sponsorship
and pledges)
R1,0 billion
4. Finance (10% Weight)
Indicator/performance driver Source Objectives Mid-year
indicator
4.1 Budget 2022 CFO
• Propose and obtain approval at Finco and Council for, a break-even result for the 2022 Council Controlled budget, a Residences budget in line with the long-term break-even plan, and a zero-result budget for restricted income.
NA
4.2
Provide continuity to the strategic financeplanto deliver sustainability presented at Council Retreat.
CFO• TheBusiness,CommercialandEfficiency
responses proposed to be followed through with initiatives in 2021/2022.
NA
4.3 NA CFO• DelivertoDOHET,anunqualifiedbyauditors,set
of Financial Statements on the due date, and all grant audits on the deadline date.
NA
Strategies and activities to reach target/achieve objective Explanation /Notes
• Continue to prioritise lead gifts to the Campaign
• ConfirmkeyCentenaryprojectandpotentialmajorgiftdonorprioritisation
• Appropriately increase intensity of engagement with potential major gift donors
across all key geographies: SA, UK, US and Australia
• Continuously build the capability of Wits Executives and Campaign Ambassadors to
promote the Campaign
• Ensure funding opportunities and appropriate recognition at all levels – including
providing adequate processes and support material for Wits Faculties and Schools to
manage and promote their Centenary initiatives.
• Refinecampaignbrandandmessaging
• Develop and implement bespoke communication programme to multiple
stakeholders and donor sectors
• End 2021 with a very solid platform and story leading into the Centenary year – 2022.
In 2020
Achieved R279
includes Kirsch
Foundation
contribution of
R150 million)
Strategies and activities to reach target/achieve Explanation/Notes
• Design on most recent assumptions a model that will support a break-even budget, is fair and equitable to all stakeholders and provides for all major out of parameter costs.
Planning an outcome in line with Wits strategy, meeting student /union and academia demand for scarce resources, delivering a break-even outcome is scientificallymanaged.
• SET established task team to review ICT strategy and operating model by 1st quarter of 2021.
• Experts from internal and external stakeholders investigating root cause of system instability and conducting performance tests on a weekly basis.
• ICTinfrastructureinvestmenttoaddressinefficienciesandstrategic growth or enhancements being developed for DHET 6th
cyclefundingapplicationbyfirstquarterof2021
ThecoreriskidentifiedattheUniversity has been the challenge to follow of reduced fees and subsidies in 2021 onwards.
• Complete Biology building HVAC replacement• Undertake North west engineering HVAC• Undertake electrical compliance in 3 buildings per campus • Undertakewaterproofing/structuralprojectsin8different
locations
The year-end process requires guiding a process that is time sensitive and requires sequential
planning.
36 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 37
6. Institutional Culture (5% Weight)
Indicator/performance driver Source Objectives Mid-year
indicator
6.1Safety and security
initiatives COO
a) Ensure the safety and security of the university community and assetsb) Modernization of technical security systems in support of safety and security
NA
6.2 Staff wellness VP
a) Implement management support programme b) Implement the Policy on Academic Bullyingc) Maintain the online and physical wellness interventions by Kaelod) Annual wellness weeks in conjunction with Medical Aid Schemes and Brokerse) Create a conducive and collegial space
NA
6.3 Student wellness Dean of
Students
Implementation of the student mental wellness strategy, with emphasis on the provision of mental wellness services and support in a blended format
NA
6.4Campus Housing and
Residence
Dean of
Students
Implement residence life and support programmeswithanemphasisonfirstyearstudents
NA
6.5First year enrolments
in residences
Dean of
Students
The policy requiring 50% of residence beds
beallocatedtofirstyearstudentsby2021,
be amended and postponed to 2022. This is
as a result of the impact of Covid-19 and the
ongoing uncertainties in this respect.
For 2021, the target will be 40%
NA
Strategies and activities to reach target/achieve Expla-nation/Notes
a) Prevention of crime through improved response time to incidents. Implementation of targeted crime prevention initiatives. Evaluation of perception of safety and security.b) Implementation of a digital radio communication system and a digital management reporting system. Continue the investigation into the replacement of the current access control system, and the implementation of a smart technology surveillance solution.
a) Partnership arrangements between Medical Aid Schemes, Brokers and Kaelo Lifestyle
b)CollaborationwithSocialJusticeOfficesandEmployeeRelationsOfficetoimplement
the Policy on Eradication of bullying.
c) Renew service provider contract with Kaelo Lifestyle
a) Counselling services provided in blended format: face to face counselling, online counselling, online mental wellness advocacy and awareness raising campaigns, online psychiatric support b) Wits crises line and APP improved marketing of service and usagec) Blended service standards set
a) Residence Academic Advisor appointmentsb)FirstYearSupportinitiatives:orientation,academicsupport,residencelifeprogrammesc) First year seminars offered in residences system provision.
a) Marketing/ communication strategies to inform prospective students about residence
placement policy
b) Review of admissions systems and processes in support of full implementation in 2022
protected
Strategic Priority: Wits Experience Wits wants to be renowned for creating an intellectually vibrant, socially embracing and culturally diverse teaching and learning environment. Wits is committed to being student-centred and to developing an inclusive institutional culture, where the diversity of people and ideas are embraced. The University further seeks to attract, develop and retain high calibre and distinguished scholars and professional and administrative staff by offering a welcoming and collegial environment, and for cultivating a positive and lasting distinct experience for all who become associated with Wits, by promoting critical enquiry, debate, independence, accountability, and the advancement of the public good.
Wits wants to develop resilient students and staff, who are fearless in their pursuit of new knowledge and innovation, who are critical thinkers, problem posers and problem solvers who are change agents. Wits seeks to be a safe space for the entire community and a beacon of hope for South Africa. The 2021 year sees an emphasis on staff and student wellness, residence support programmes, and safety and security initiatives, including programmes that address gender-based harm.
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6. Institutional Culture (5% Weight)
Indicator/performance driver Source Objectives Mid-year
indicator
6.1Safety and security
initiatives COO
a) Ensure the safety and security of the university community and assetsb) Modernization of technical security systems in support of safety and security
NA
6.2 Staff wellness VP
a) Implement management support programme b) Implement the Policy on Academic Bullyingc) Maintain the online and physical wellness interventions by Kaelod) Annual wellness weeks in conjunction with Medical Aid Schemes and Brokerse) Create a conducive and collegial space
NA
6.3 Student wellness Dean of
Students
Implementation of the student mental wellness strategy, with emphasis on the provision of mental wellness services and support in a blended format
NA
6.4Campus Housing and
Residence
Dean of
Students
Implement residence life and support programmeswithanemphasisonfirstyearstudents
NA
6.5First year enrolments
in residences
Dean of
Students
The policy requiring 50% of residence beds
beallocatedtofirstyearstudentsby2021,
be amended and postponed to 2022. This is
as a result of the impact of Covid-19 and the
ongoing uncertainties in this respect.
For 2021, the target will be 40%
NA
Strategies and activities to reach target/achieve Expla-nation/Notes
a) Prevention of crime through improved response time to incidents. Implementation of targeted crime prevention initiatives. Evaluation of perception of safety and security.b) Implementation of a digital radio communication system and a digital management reporting system. Continue the investigation into the replacement of the current access control system, and the implementation of a smart technology surveillance solution.
a) Partnership arrangements between Medical Aid Schemes, Brokers and Kaelo Lifestyle
b)CollaborationwithSocialJusticeOfficesandEmployeeRelationsOfficetoimplement
the Policy on Eradication of bullying.
c) Renew service provider contract with Kaelo Lifestyle
a) Counselling services provided in blended format: face to face counselling, online counselling, online mental wellness advocacy and awareness raising campaigns, online psychiatric support b) Wits crises line and APP improved marketing of service and usagec) Blended service standards set
a) Residence Academic Advisor appointmentsb)FirstYearSupportinitiatives:orientation,academicsupport,residencelifeprogrammesc) First year seminars offered in residences system provision.
a) Marketing/ communication strategies to inform prospective students about residence
placement policy
b) Review of admissions systems and processes in support of full implementation in 2022
protected
Strategic Priority: Wits Experience Wits wants to be renowned for creating an intellectually vibrant, socially embracing and culturally diverse teaching and learning environment. Wits is committed to being student-centred and to developing an inclusive institutional culture, where the diversity of people and ideas are embraced. The University further seeks to attract, develop and retain high calibre and distinguished scholars and professional and administrative staff by offering a welcoming and collegial environment, and for cultivating a positive and lasting distinct experience for all who become associated with Wits, by promoting critical enquiry, debate, independence, accountability, and the advancement of the public good.
Wits wants to develop resilient students and staff, who are fearless in their pursuit of new knowledge and innovation, who are critical thinkers, problem posers and problem solvers who are change agents. Wits seeks to be a safe space for the entire community and a beacon of hope for South Africa. The 2021 year sees an emphasis on staff and student wellness, residence support programmes, and safety and security initiatives, including programmes that address gender-based harm.
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7. Transformation (5% Weight)
Indicator Source
Targets and Objectives
BaseYear-end
target
Year-end
stretch
7.1
Staffing-raceIncludes all staff on person type employee. Permanent cohort. Excludes SET members, academic co-ordinator, trainee, visiting and honorary, attorney and senior attorney, interns, professor emeriti, teaching and research assistants, external persons, psychologists, in-house counsellor and postdoctoral fellows.
VP
25% 26% 27%
Objective: Increase RSA African
and Coloured academic staff as a
% of all academic staff by 1%
7.2
Staffing–gender/raceSame note as above. Furthermore, the Carnegie research project, which is underway, will allow us to better understand the barriers and drivers to addressing the effectiveness and sustainability of equity interventions. Once this has been understood, increased targets would be considered.
VP 3% 4% 5%
7.3
Number of RSA African and Coloureds Women in Science with Doctoral degrees. Includes Lecturer to Professors with PhD’s. (Permanent and temporary).
VP 24 26 30
7.4
Number of Staff with Doctoral degrees. Includes new appointments with PhD’s (permanent and temporary). Appointments are subject to vacancies
VP/ DVC Academic
941 980 950
7.5 Curriculum ResponsivenessDVC Academic Deans
Enhance the quality and currency of curriculum design and delivery toproviderelevantandflexible
learning opportunities for diverse students
Mid-year
indicator
Strategies and activities to reach target/achieve
objective
Explanation/
Notes
26%
New appointments and promotions will include addressing underrepresented groups. Development support for RSA African and Coloureds will be provided under the Carnegie Early Career Development and the university bursary scheme.
4%Career development support for RSA African and Coloureds will be provided under the Carnegie Early Career Development.
24Vacant VCEE posts will be directed towards increasing the number of African and Coloureds Women in Science.
950
Two prong strategy to grow the number of staff with PhDs: a) set recruitment requirements in all Faculties to include a PhD (this is simpler to do in some Faculties than in others, but this is the challenge), and b) to provide space for existing staff without PhDs to complete their PhDs as soon as possible. This may include buying time off from teaching to complete research for the degree. The ECAD programme is once such programme.
a)StrengthentheQualityandAcademicPlanningOfficeinorder to provide increased support to academics and quality assurance of curricula.b) Expand the number and reach of academic development professionals in the CLTD and in faculties to support academic staff in developing courses in blended and online modes of delivery.
38 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 39
7. Transformation (5% Weight)
Indicator Source
Targets and Objectives
BaseYear-end
target
Year-end
stretch
7.1
Staffing-raceIncludes all staff on person type employee. Permanent cohort. Excludes SET members, academic co-ordinator, trainee, visiting and honorary, attorney and senior attorney, interns, professor emeriti, teaching and research assistants, external persons, psychologists, in-house counsellor and postdoctoral fellows.
VP
25% 26% 27%
Objective: Increase RSA African
and Coloured academic staff as a
% of all academic staff by 1%
7.2
Staffing–gender/raceSame note as above. Furthermore, the Carnegie research project, which is underway, will allow us to better understand the barriers and drivers to addressing the effectiveness and sustainability of equity interventions. Once this has been understood, increased targets would be considered.
VP 3% 4% 5%
7.3
Number of RSA African and Coloureds Women in Science with Doctoral degrees. Includes Lecturer to Professors with PhD’s. (Permanent and temporary).
VP 24 26 30
7.4
Number of Staff with Doctoral degrees. Includes new appointments with PhD’s (permanent and temporary). Appointments are subject to vacancies
VP/ DVC Academic
941 980 950
7.5 Curriculum ResponsivenessDVC Academic Deans
Enhance the quality and currency of curriculum design and delivery toproviderelevantandflexible
learning opportunities for diverse students
Mid-year
indicator
Strategies and activities to reach target/achieve
objective
Explanation/
Notes
26%
New appointments and promotions will include addressing underrepresented groups. Development support for RSA African and Coloureds will be provided under the Carnegie Early Career Development and the university bursary scheme.
4%Career development support for RSA African and Coloureds will be provided under the Carnegie Early Career Development.
24Vacant VCEE posts will be directed towards increasing the number of African and Coloureds Women in Science.
950
Two prong strategy to grow the number of staff with PhDs: a) set recruitment requirements in all Faculties to include a PhD (this is simpler to do in some Faculties than in others, but this is the challenge), and b) to provide space for existing staff without PhDs to complete their PhDs as soon as possible. This may include buying time off from teaching to complete research for the degree. The ECAD programme is once such programme.
a)StrengthentheQualityandAcademicPlanningOfficeinorder to provide increased support to academics and quality assurance of curricula.b) Expand the number and reach of academic development professionals in the CLTD and in faculties to support academic staff in developing courses in blended and online modes of delivery.
40 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 41
8. Impact (5% Weight)
Indicator/performance driver Source Objectives Mid-year
indicator
8.1 Research impact SET
a) Increase number of publications in the top twentyidentifiedresearchjournalsbyimpactfactor in all research focus areas. b) Increase number of patents.c) Increase number of grants with Industry and other external bodies. d) Increase number of book chapters and books with reputable publishing houses.e) Track citations of journal articles, book chapters and books.
Manage and coordinate the Wits Group more tightly as entities with impact on society
NA
8.2 Institutional Strategy VC
a) Develop Roadmap for development of a new Strategic Plan by April 2021b) After Stakeholder consultation, draft new Strategic Plan by Nov 2021
NA
8.3Graduate employability
SET
a)Tracknumberofgraduateswhofindmeaningful employment within 6 months of graduating and leaving Wits (not continuing with studies or postdoc).
NA
8.4 Cohesion SET
a) Student Affairs and GEO campus wide campaign in blended format on gender-based violenceb) Begin curriculum development for part-time, blended PGDip or MSc in Innovation that can be taken simultaneously with a PhD in any discipline at Wits.c) Coordinate research across different Schools and Faculties through Deans’ Select Committees.d) Actively develop shared research spaces to facilitate trans-disciplinary activities.
NA
Strategies and activities to reach target/achieve Expla-nation/Notes
a) Each discipline needs to a priori identify its top twenty research journals by impact factor and encourage researchers to publish in these journalsb) Enhance innovation culture at Wits.c) Faculties need to explore Research Admin capacity to assist with grant seeking.d) Develop a book publishing strategy to facilitate increased publication of book chapters and books with reputable publishing houses.e) Develop a standardised system for tracking citations for journals articles, book chapters and books comparatively over time.
a) Set up working group with assistance of external expert
b) University wide consultation process – staff / students/ alumni
c) Collation of new strategic plan
a) Each School to work with Alumni Affairs to actively track its alumni and involve its alumni in its affairs
a) Work in partnership with Wits Plus to begin to setup the new PG programme in innovationb) Set up at least 5 Deans’ Select Committees covering areas of multidisciplinary research in the university c) CPD to actively manage and plan common research areas.
Strategic Priority: Innovation and Social Leadership Wits is a national asset that punches above its weight in the world. It produces world-class research with impact, influences decision-making at a national level, leads innovation and serves society in multiple ways.
For 2021, it aspires to be develop a new University vision and strategy that will craft a future for the University, but that will also seek to influence the future trajectory of other social actors in society, both local and abroad, from its unique epistemic vantage point in the global south.
40 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 41
8. Impact (5% Weight)
Indicator/performance driver Source Objectives Mid-year
indicator
8.1 Research impact SET
a) Increase number of publications in the top twentyidentifiedresearchjournalsbyimpactfactor in all research focus areas. b) Increase number of patents.c) Increase number of grants with Industry and other external bodies. d) Increase number of book chapters and books with reputable publishing houses.e) Track citations of journal articles, book chapters and books.
Manage and coordinate the Wits Group more tightly as entities with impact on society
NA
8.2 Institutional Strategy VC
a) Develop Roadmap for development of a new Strategic Plan by April 2021b) After Stakeholder consultation, draft new Strategic Plan by Nov 2021
NA
8.3Graduate employability
SET
a)Tracknumberofgraduateswhofindmeaningful employment within 6 months of graduating and leaving Wits (not continuing with studies or postdoc).
NA
8.4 Cohesion SET
a) Student Affairs and GEO campus wide campaign in blended format on gender-based violenceb) Begin curriculum development for part-time, blended PGDip or MSc in Innovation that can be taken simultaneously with a PhD in any discipline at Wits.c) Coordinate research across different Schools and Faculties through Deans’ Select Committees.d) Actively develop shared research spaces to facilitate trans-disciplinary activities.
NA
Strategies and activities to reach target/achieve Expla-nation/Notes
a) Each discipline needs to a priori identify its top twenty research journals by impact factor and encourage researchers to publish in these journalsb) Enhance innovation culture at Wits.c) Faculties need to explore Research Admin capacity to assist with grant seeking.d) Develop a book publishing strategy to facilitate increased publication of book chapters and books with reputable publishing houses.e) Develop a standardised system for tracking citations for journals articles, book chapters and books comparatively over time.
a) Set up working group with assistance of external expert
b) University wide consultation process – staff / students/ alumni
c) Collation of new strategic plan
a) Each School to work with Alumni Affairs to actively track its alumni and involve its alumni in its affairs
a) Work in partnership with Wits Plus to begin to setup the new PG programme in innovationb) Set up at least 5 Deans’ Select Committees covering areas of multidisciplinary research in the university c) CPD to actively manage and plan common research areas.
Strategic Priority: Innovation and Social Leadership Wits is a national asset that punches above its weight in the world. It produces world-class research with impact, influences decision-making at a national level, leads innovation and serves society in multiple ways.
For 2021, it aspires to be develop a new University vision and strategy that will craft a future for the University, but that will also seek to influence the future trajectory of other social actors in society, both local and abroad, from its unique epistemic vantage point in the global south.
42 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 43
9. Operational Efficiency and Effectiveness (5% Weight)
Indicator/performance driver Source Objectives Mid-year
indicator
9.1Cleanliness and maintenance on campus
COO
a) Improve Campus Cleanlinessb) Introduce use of technology to improve Campus Cleanlinessc) Enforce quality service deliveryUndertake planned and reactive maintenance on all activities under PIMD.
NA
9.2
Service Excellence in academic administration
SETRoll out of SOP ‘s for all student facing service units, centrally, and in faculties and schools.
NA
Strategies and activities to reach target/achieve Expla-nation/Notes
a) Re-training of Staff in new cleaning methodology brought by the pandemicb) In line with cleaning industry trends, introduce improvements and innovationc) Implementation of standard operating proceduresd) Issue and complete planned and reactive maintenance work orders. Undertake proactive inspections across the property portfolio.
Set up as part of KPI’s for Heads of Units/ HOS / Deans.
Strategic Priority: Excellence in Governance, Management and Support Services It is essential that people, processes, and systems are synchronised to enable the University to operate as a world-class institution.
Wits aspires be a leader in its governance and operational efficiency. Focal points for 2021 include adopting a student-centred approach, the implementation of the performance based remuneration system, and campus cleanliness and maintenance.
42 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 43
9. Operational Efficiency and Effectiveness (5% Weight)
Indicator/performance driver Source Objectives Mid-year
indicator
9.1Cleanliness and maintenance on campus
COO
a) Improve Campus Cleanlinessb) Introduce use of technology to improve Campus Cleanlinessc) Enforce quality service deliveryUndertake planned and reactive maintenance on all activities under PIMD.
NA
9.2
Service Excellence in academic administration
SETRoll out of SOP ‘s for all student facing service units, centrally, and in faculties and schools.
NA
Strategies and activities to reach target/achieve Expla-nation/Notes
a) Re-training of Staff in new cleaning methodology brought by the pandemicb) In line with cleaning industry trends, introduce improvements and innovationc) Implementation of standard operating proceduresd) Issue and complete planned and reactive maintenance work orders. Undertake proactive inspections across the property portfolio.
Set up as part of KPI’s for Heads of Units/ HOS / Deans.
Strategic Priority: Excellence in Governance, Management and Support Services It is essential that people, processes, and systems are synchronised to enable the University to operate as a world-class institution.
Wits aspires be a leader in its governance and operational efficiency. Focal points for 2021 include adopting a student-centred approach, the implementation of the performance based remuneration system, and campus cleanliness and maintenance.
44 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 45
5. OVERVIEW OF BUDGETS, CASH FLOW, AND MTEF ESTIMATES5.1. Budget process and overview
The Senior Executive Team (SET) oversees the allocation of resources for the University
ensuring that governance processes are followed so as to promote the attainment of
the goals, strategies and objectives of the institution including medium and long term
sustainability. The annual budget process captures the growing wants and needs placed
against limited resources. The budget process starts mid-year ending in December when
the overall budget for the following year is approved by Council at its last meeting of
the year. Several meetings are held during the budget preparation process. The initial
meeting for budget roll out planning is carried out between members of the SET and
financemanagersaligningbudgetingwithstrategyandanticipatedresourcelimitations.
Parameters,assumptionsandspecifictimeframesfortheprocessarediscussedandagreed
so as to deliver a coordinated sustainable budget within the governance processes. The
ChiefFinancialOfficer (CFO)andhis teamholdaworkshopwithfinancemanagers to
discuss the budgeting approach. Budget holders in faculties and divisions supported
by financial managers prepare budgets based on the roll out plan in a consultative
process. The process within faculties and divisions includes Deans, Heads of Schools and
departmental heads as key role players.
TheCFOandfinanceteammeetwithfacultiesanddivisionstodiscusstheirbudgets in
detail once initial budgets have been prepared and thereafter brief the Vice Chancellor
andVicePrincipalonthefirstversionoftheconsolidatedbudget.Atanotherscheduled
specialmeetingofSETandfinancemanagers,thefirstversionofthebudgetispresented
following which iterations of the budgets are agreed to achieve a sustainable outcome.
ThefinalbudgetispresentedataspecialSETmeetingtoobtainapprovalforthebudget
before it is taken to the Finance Committee (FINCO) and Council. The budget is presented
at FINCO at its last meeting of the year for approval and recommendation to Council for
finalapproval.AtthelastmeetingofCouncilthebudgetispresentedandfinallyapproved.
Control of the budget is done through monitoring and reporting of budget versus actual
results during the course of the year with variances explained at meetings of SET. Reports
5.2. Key Assumptions
Council and residences budgets:Budget 2021 preparation was done under conditions of revenue uncertainty due to Covid
and lockdown effects (negative GDP growth). Breakeven budgets have been projected
forCouncilunrestrictedbudgetwithtrade-offsmadeinanticipationofflatrevenuegrowth.
Forresidencebudgets,deficitbudgetsareprojectedoverthethreeyears.Theprojections
are as per annexure 1 below. Key assumptions are as follows.
Thecurrentuncertaintyaboutgovernmentfundingunderpinnedtheassumptionofaflat
subsidy–sameas for2020.Nofirmnumber forsubsidy for2021yet.Subsidyprojections
include the gap funding grant which has been rolled into the block as per DHET ministerial
letter. A contra has been budgeted in the expenses to cater for the gap funding; the
awards will be processed internally by the university as directed by DHET with the phase
outoverthethreeyearsto2021.2021subsidygrowthisprojectedtobeflatandassumed
to grow at 5% annually thereafter. The amount of subsidy attributable to Residences in
respect of 0% fees increase for 2016 has been escalated at CPI and deducted from block
subsidy.
Tuition income projections are based on enrolment plan and university’s strategy. It is
assumed that fees will increase by 4.7% in 2021 and 5% annually over the period.
Other income is projected to drop in 2021 due to lower interest rates and capital balances
and grow at 5% over the projection period. Salary increase has been assumed to be 0% in
2021 subject to positive negotiation with organised labour and thereafter 5% on average
for both academic and professional and administration staff from 2022 to 2023.
Trade-offs had to be made in arriving at a breakeven budget for 2021 – a proportion
of vacancies were frozen, disproportionately more under professional administration staff
than academic in order to protect core academic needs.
General operating costs for 2021 were budgeted at 10% less than 2020 with the exception
of library where foreign exchange is weaker than in previous year, administered increases
for utilities andexpenseswhere contractual obligations cater for unavoidable inflation
adjustments. Bad debts provision was increased to mirror the trends in collections in line with
latestdifficulteconomicconditions.2022and2023inflationassumedtobe5%.Residences
are ring fenced and self-funding as per HE Act - all additional costs due to insourcing are
apportioned to residences accordingly. Due to insourcing costs and the limited growth in
incomeitisinevitablethatResidenceswillbeindeficit.Accommodationincomehasbeen
assumed to grow by 6.7% in 2021 and 7% annually during the projection period.
Operating costs for 2021 have been contained with the exception of utilities and thereafter
to grow by 5% on average. Lease costs incorporate the new treatment required by IFRS – the
adjustment results in a large debit to the income statement. The budgets and projections
includetheWitsJunctionresidences.Deficitbudgetsareprojectedfortheperiod.
Specifically funded activitiesUncertainties in the economy underpin the projections. A drop in income has been
projected.Inrespectofrestricted,specificallyfundedactivitiesanoverallgrowthof5%has
been projected. This category of activity has to be self-funding. It is managed according
to individual contacts with respective funders.
Cash flow projectionThecashflowprojectionbalancesfor2020to2023includeearmarkedgrants.
44 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 45
5. OVERVIEW OF BUDGETS, CASH FLOW, AND MTEF ESTIMATES5.1. Budget process and overview
The Senior Executive Team (SET) oversees the allocation of resources for the University
ensuring that governance processes are followed so as to promote the attainment of
the goals, strategies and objectives of the institution including medium and long term
sustainability. The annual budget process captures the growing wants and needs placed
against limited resources. The budget process starts mid-year ending in December when
the overall budget for the following year is approved by Council at its last meeting of
the year. Several meetings are held during the budget preparation process. The initial
meeting for budget roll out planning is carried out between members of the SET and
financemanagersaligningbudgetingwithstrategyandanticipatedresourcelimitations.
Parameters,assumptionsandspecifictimeframesfortheprocessarediscussedandagreed
so as to deliver a coordinated sustainable budget within the governance processes. The
ChiefFinancialOfficer (CFO)andhis teamholdaworkshopwithfinancemanagers to
discuss the budgeting approach. Budget holders in faculties and divisions supported
by financial managers prepare budgets based on the roll out plan in a consultative
process. The process within faculties and divisions includes Deans, Heads of Schools and
departmental heads as key role players.
TheCFOandfinanceteammeetwithfacultiesanddivisionstodiscusstheirbudgets in
detail once initial budgets have been prepared and thereafter brief the Vice Chancellor
andVicePrincipalonthefirstversionoftheconsolidatedbudget.Atanotherscheduled
specialmeetingofSETandfinancemanagers,thefirstversionofthebudgetispresented
following which iterations of the budgets are agreed to achieve a sustainable outcome.
ThefinalbudgetispresentedataspecialSETmeetingtoobtainapprovalforthebudget
before it is taken to the Finance Committee (FINCO) and Council. The budget is presented
at FINCO at its last meeting of the year for approval and recommendation to Council for
finalapproval.AtthelastmeetingofCouncilthebudgetispresentedandfinallyapproved.
Control of the budget is done through monitoring and reporting of budget versus actual
results during the course of the year with variances explained at meetings of SET. Reports
5.2. Key Assumptions
Council and residences budgets:Budget 2021 preparation was done under conditions of revenue uncertainty due to Covid
and lockdown effects (negative GDP growth). Breakeven budgets have been projected
forCouncilunrestrictedbudgetwithtrade-offsmadeinanticipationofflatrevenuegrowth.
Forresidencebudgets,deficitbudgetsareprojectedoverthethreeyears.Theprojections
are as per annexure 1 below. Key assumptions are as follows.
Thecurrentuncertaintyaboutgovernmentfundingunderpinnedtheassumptionofaflat
subsidy–sameas for2020.Nofirmnumber forsubsidy for2021yet.Subsidyprojections
include the gap funding grant which has been rolled into the block as per DHET ministerial
letter. A contra has been budgeted in the expenses to cater for the gap funding; the
awards will be processed internally by the university as directed by DHET with the phase
outoverthethreeyearsto2021.2021subsidygrowthisprojectedtobeflatandassumed
to grow at 5% annually thereafter. The amount of subsidy attributable to Residences in
respect of 0% fees increase for 2016 has been escalated at CPI and deducted from block
subsidy.
Tuition income projections are based on enrolment plan and university’s strategy. It is
assumed that fees will increase by 4.7% in 2021 and 5% annually over the period.
Other income is projected to drop in 2021 due to lower interest rates and capital balances
and grow at 5% over the projection period. Salary increase has been assumed to be 0% in
2021 subject to positive negotiation with organised labour and thereafter 5% on average
for both academic and professional and administration staff from 2022 to 2023.
Trade-offs had to be made in arriving at a breakeven budget for 2021 – a proportion
of vacancies were frozen, disproportionately more under professional administration staff
than academic in order to protect core academic needs.
General operating costs for 2021 were budgeted at 10% less than 2020 with the exception
of library where foreign exchange is weaker than in previous year, administered increases
for utilities andexpenseswhere contractual obligations cater for unavoidable inflation
adjustments. Bad debts provision was increased to mirror the trends in collections in line with
latestdifficulteconomicconditions.2022and2023inflationassumedtobe5%.Residences
are ring fenced and self-funding as per HE Act - all additional costs due to insourcing are
apportioned to residences accordingly. Due to insourcing costs and the limited growth in
incomeitisinevitablethatResidenceswillbeindeficit.Accommodationincomehasbeen
assumed to grow by 6.7% in 2021 and 7% annually during the projection period.
Operating costs for 2021 have been contained with the exception of utilities and thereafter
to grow by 5% on average. Lease costs incorporate the new treatment required by IFRS – the
adjustment results in a large debit to the income statement. The budgets and projections
includetheWitsJunctionresidences.Deficitbudgetsareprojectedfortheperiod.
Specifically funded activitiesUncertainties in the economy underpin the projections. A drop in income has been
projected.Inrespectofrestricted,specificallyfundedactivitiesanoverallgrowthof5%has
been projected. This category of activity has to be self-funding. It is managed according
to individual contacts with respective funders.
Cash flow projectionThecashflowprojectionbalancesfor2020to2023includeearmarkedgrants.
46 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 47
Council controlled - UnrestrictedSpecificallyfunded activities - Restricted
2020 2021 2022 2023 2020 2021 2022
Line item R’000 R’000
Total Income 4 767 170 4 691 634 4 926 216 5 172 526 809 483 584 276 613 490
State grants 2 151 649 2 125 754 2 232 042 2 343 644
Earmarked State Grants 239 731 106 701 112 036
Tuition and other fees 2 269 332 2 280 759 2 394 797 2 514 537
Rental income 85 969 94 110 98 815 103 756
Income from contracts, grants, donations
569 752 477 575 501 454
Residences – staff
Student accommodation fees and meals
Other income 260 220 191 011 200 562 210 590
Less: Total Expenditure 4 777 570 4 691 634 4 926 216 5 172 527 809 483 584 276 613 490
Personnel cost-academic 1 539 533 1 513 446 1 589 118 1 668 574 244 099 89 744 94 231
Personnel cost – non-academic
1 498 925 1 428 004 1 499 404 1 574 374 27 616 24 338 25 555
Contracts-cleaning 20 065 21 068 22 121 23 227
Contracts-security 25 062 26 315 27 631 29 012
Maintenance 119 095 100 624 105 655 110 938
Rates and utilities 196 136 196 136 205 943 216 240
Other operating expenses 1 141 284 1 208 917 1 269 363 1 332 831 511 703 448 174 470 583
Depreciation 237 470 197 125 206 981 217 330 26 065 22 020 23 121
SURPLUS/ (DEFICIT) BEFORE TRANSFERS - 10 400 - 0 - 0 - 1 - - -
NET TRANSFER
SURPLUS (DEFICIT) FOR THE YEAR - 10 400 - 0 - 0 - 1 - - -
5.3 Consolidated Budget: 2020 – 2023
Student and Staff Housing TOTAL BUDGET
2023 2020 2021 2022 2023 2020 2021 2022 2023
R’000 R’000
644 164 517 941 542 702 574 784 608 767 6 094 594 5 818 612 6 114 489 6 425 458
26 330 26 330 27 647 29 029 2 177 979 2 152 084 2 259 688 2 372 673
117 638 239 731 106 701 112 036 117 638
2 269 332 2 280 759 2 394 797 2 514 537
85 969 94 110 98 815 103 756
526 526 569 752 477 575 501 454 526 526
7 737 7 899 8 294 8 709 7 737 7 899 8 294 8 709
461 480 494 683 524 364 555 826 461 480 494 683 524 364 555 826
22 394 13 790 14 480 15 203 282 614 204 801 215 041 225 794
644 164 600 438 608 773 639 212 671 172 6 187 491 5 884 683 6 178 918 6 487 864
98 943 - - - - 1 783 632 1 603 190 1 683 349 1 767 516
26 833 41 755 41 119 43 175 45 334 1 568 296 1 493 461 1 568 134 1 646 541
20 065 21 068 22 121 23 227
17 239 18 142 19 049 20 002 42 301 44 457 46 680 49 014
79 574 76 620 80 451 84 474 198 669 177 244 186 106 195 412
87 405 87 405 91 775 96 364 283 541 283 541 297 718 312 604
494 112 306 343 313 218 328 879 345 323 1 959 330 1 970 309 2 068 824 2 172 266
24 277 68 122 72 269 75 882 79 677 331 657 291 414 305 985 321 284
- - 82 497 - 66 071 - 64 428 - 62 405 - 92 897 - 66 071 - 64 428 - 62 406
- - 82 497 - 66 071 - 64 428 - 62 405 - 92 897 - 66 071 - 64 428 - 62 406
46 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 47
Council controlled - UnrestrictedSpecificallyfunded activities - Restricted
2020 2021 2022 2023 2020 2021 2022
Line item R’000 R’000
Total Income 4 767 170 4 691 634 4 926 216 5 172 526 809 483 584 276 613 490
State grants 2 151 649 2 125 754 2 232 042 2 343 644
Earmarked State Grants 239 731 106 701 112 036
Tuition and other fees 2 269 332 2 280 759 2 394 797 2 514 537
Rental income 85 969 94 110 98 815 103 756
Income from contracts, grants, donations
569 752 477 575 501 454
Residences – staff
Student accommodation fees and meals
Other income 260 220 191 011 200 562 210 590
Less: Total Expenditure 4 777 570 4 691 634 4 926 216 5 172 527 809 483 584 276 613 490
Personnel cost-academic 1 539 533 1 513 446 1 589 118 1 668 574 244 099 89 744 94 231
Personnel cost – non-academic
1 498 925 1 428 004 1 499 404 1 574 374 27 616 24 338 25 555
Contracts-cleaning 20 065 21 068 22 121 23 227
Contracts-security 25 062 26 315 27 631 29 012
Maintenance 119 095 100 624 105 655 110 938
Rates and utilities 196 136 196 136 205 943 216 240
Other operating expenses 1 141 284 1 208 917 1 269 363 1 332 831 511 703 448 174 470 583
Depreciation 237 470 197 125 206 981 217 330 26 065 22 020 23 121
SURPLUS/ (DEFICIT) BEFORE TRANSFERS - 10 400 - 0 - 0 - 1 - - -
NET TRANSFER
SURPLUS (DEFICIT) FOR THE YEAR - 10 400 - 0 - 0 - 1 - - -
5.3 Consolidated Budget: 2020 – 2023
Student and Staff Housing TOTAL BUDGET
2023 2020 2021 2022 2023 2020 2021 2022 2023
R’000 R’000
644 164 517 941 542 702 574 784 608 767 6 094 594 5 818 612 6 114 489 6 425 458
26 330 26 330 27 647 29 029 2 177 979 2 152 084 2 259 688 2 372 673
117 638 239 731 106 701 112 036 117 638
2 269 332 2 280 759 2 394 797 2 514 537
85 969 94 110 98 815 103 756
526 526 569 752 477 575 501 454 526 526
7 737 7 899 8 294 8 709 7 737 7 899 8 294 8 709
461 480 494 683 524 364 555 826 461 480 494 683 524 364 555 826
22 394 13 790 14 480 15 203 282 614 204 801 215 041 225 794
644 164 600 438 608 773 639 212 671 172 6 187 491 5 884 683 6 178 918 6 487 864
98 943 - - - - 1 783 632 1 603 190 1 683 349 1 767 516
26 833 41 755 41 119 43 175 45 334 1 568 296 1 493 461 1 568 134 1 646 541
20 065 21 068 22 121 23 227
17 239 18 142 19 049 20 002 42 301 44 457 46 680 49 014
79 574 76 620 80 451 84 474 198 669 177 244 186 106 195 412
87 405 87 405 91 775 96 364 283 541 283 541 297 718 312 604
494 112 306 343 313 218 328 879 345 323 1 959 330 1 970 309 2 068 824 2 172 266
24 277 68 122 72 269 75 882 79 677 331 657 291 414 305 985 321 284
- - 82 497 - 66 071 - 64 428 - 62 405 - 92 897 - 66 071 - 64 428 - 62 406
- - 82 497 - 66 071 - 64 428 - 62 405 - 92 897 - 66 071 - 64 428 - 62 406
48 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 49
5.4.CashflowProjectionsofRevenueandExpenditure:2020–2023
2020 2021 2022 2023
Revenue (A): 5 840 490 5 855 982 6 085 911 6 377 980
State subsidy 2 172 258 2 131 066 2 194 367 2 304 085
State Earmarked Grants 229 603 131 651 131 651 131 651
Tuition fees and residence fees
2 162 947 2 359 529 2 480 687 2 608 093
Rendering of services 1 143 509 1 158 684 1 216 618 1 277 449
Interest income 132 174 75 051 62 589 56 702
Expenditure (B): 6 354 389 6 238 528 6 225 370 6 533 985
Personnel costs 3 252 143 3 252 143 3 414 750 3 585 488
Operational expenditure 2 650 526 2 280 100 2 405 076 2 537 289
Cleaning contracts 385 681 648 540 342 601 342 601
Loan Repayment / Interest expense
53 046 57 745 62 942 68 606
ICT Projects - Network 12 993 - - -
Net increase/(Decrease) in cash (A-B) -513 899 -382 546 -139 458 -156 004
Cash at beginning of year 1 783 916 1 270 017 887 471 748 013
Cash at end of year 1 270 017 887 471 748 013 592 008
Earmarked grants Balance end year 438 176 360 224 316 844 270 058
Cash at end of year - Excluding earmarked grants
831 841 527 247 431 168 321 951
48 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 49
5.4.CashflowProjectionsofRevenueandExpenditure:2020–2023
2020 2021 2022 2023
Revenue (A): 5 840 490 5 855 982 6 085 911 6 377 980
State subsidy 2 172 258 2 131 066 2 194 367 2 304 085
State Earmarked Grants 229 603 131 651 131 651 131 651
Tuition fees and residence fees
2 162 947 2 359 529 2 480 687 2 608 093
Rendering of services 1 143 509 1 158 684 1 216 618 1 277 449
Interest income 132 174 75 051 62 589 56 702
Expenditure (B): 6 354 389 6 238 528 6 225 370 6 533 985
Personnel costs 3 252 143 3 252 143 3 414 750 3 585 488
Operational expenditure 2 650 526 2 280 100 2 405 076 2 537 289
Cleaning contracts 385 681 648 540 342 601 342 601
Loan Repayment / Interest expense
53 046 57 745 62 942 68 606
ICT Projects - Network 12 993 - - -
Net increase/(Decrease) in cash (A-B) -513 899 -382 546 -139 458 -156 004
Cash at beginning of year 1 783 916 1 270 017 887 471 748 013
Cash at end of year 1 270 017 887 471 748 013 592 008
Earmarked grants Balance end year 438 176 360 224 316 844 270 058
Cash at end of year - Excluding earmarked grants
831 841 527 247 431 168 321 951
50 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 51
5.5 Budget Capital Plan
Source of Funds
Name of project
University project
reference code
Current status of project
TOTAL Cost of project over
funding cycle (2020/21 to
2022/25)
DHET Contribution
to project over funding cycle
(2020/21 to 2022/25)
Wits Infrastructure/Capex Projects
Upgrade Central Animal Facility (CAF) for Central Animal Unit at Medical School
CPP059A Planning R 4 190 140
Redevelopment Of Zola Dental Clinic, Fitout And Equipment
WFHSRDP1 Planning R 8 098 730
Wits Dining Halls| Kitchens| OHS&E Compliance Redevelopment
WDHRDP1 Construction R 13 047 179
Wits FoHS Medical School Building Redevelopment: Surgical Skills Training Unit (9th Floor)
WMSBRD3 Construction R 1 136 356
Wits FoHS Medical School Building Redevelopment: Research Pharmacy Laboratory (10th Floor)
WMSBRD4 Construction R 904 669
DHET IEG Student Housing Projects
West Campus Village Student Housing Accommodation
CHSRURP_T01 Planning R 6 933 000 R 6 233 000
Knockando Hall of Residence-Williams Block Extension Student Housing Accommodation
CHSRURP_T03 Planning R 15 587 666 R 14 187 666
Barnato Hall of Residence Extension Phase 1: Student Housing Accommodation
CHSRURP_T04 Construction R 219 937 -
DHET IEG Infrastructure and Efficiency Projects
Specialist Equipment and Software for Disability
CPP0128 Construction R 1 744 141 -
University Priority (Special) Projects: Universal Access Improvements
PPUAI01 Planning R 953 544 R 953 544
University Priority (Special) Projects: Security Upgrades and ICT
PPICTS1 Planning R 6 000 000 R 4 000 000
C1. Campus Business Continuity Programme
OPCBC0A Construction R 4 882 972 R 4 882 972
Source of Funds Year 1 Year 2 Yr 3 Yr 4 Yr 5
WITS Contribution to project over funding cycle
(2020/21 to 2022/25)
Other Contrib. over funding
cycle (2020/21 to
2022/25)
Cashflow for project YR 1 of funding cycle (2020/2021)
Cashflow for project YR
2 of funding cycle
(2021/2022)
R 4 190 140 R 4 190 140
R 8 098 730 R 8 098 730
R 13 047 179 R 13 047 179
- R 1 136 356 R 1 136 356
- R 904 669 R 904 669
R 700 000 R 6 933 000
R 1 400 000 R 14 230 639 R 1 357 027
R 219 937 R 219 937
R 1 744 141 R 1 744 141
R 953 544
R 2 000 000 R 6 000 000
R 4 882 972
50 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 51
5.5 Budget Capital Plan
Source of Funds
Name of project
University project
reference code
Current status of project
TOTAL Cost of project over
funding cycle (2020/21 to
2022/25)
DHET Contribution
to project over funding cycle
(2020/21 to 2022/25)
Wits Infrastructure/Capex Projects
Upgrade Central Animal Facility (CAF) for Central Animal Unit at Medical School
CPP059A Planning R 4 190 140
Redevelopment Of Zola Dental Clinic, Fitout And Equipment
WFHSRDP1 Planning R 8 098 730
Wits Dining Halls| Kitchens| OHS&E Compliance Redevelopment
WDHRDP1 Construction R 13 047 179
Wits FoHS Medical School Building Redevelopment: Surgical Skills Training Unit (9th Floor)
WMSBRD3 Construction R 1 136 356
Wits FoHS Medical School Building Redevelopment: Research Pharmacy Laboratory (10th Floor)
WMSBRD4 Construction R 904 669
DHET IEG Student Housing Projects
West Campus Village Student Housing Accommodation
CHSRURP_T01 Planning R 6 933 000 R 6 233 000
Knockando Hall of Residence-Williams Block Extension Student Housing Accommodation
CHSRURP_T03 Planning R 15 587 666 R 14 187 666
Barnato Hall of Residence Extension Phase 1: Student Housing Accommodation
CHSRURP_T04 Construction R 219 937 -
DHET IEG Infrastructure and Efficiency Projects
Specialist Equipment and Software for Disability
CPP0128 Construction R 1 744 141 -
University Priority (Special) Projects: Universal Access Improvements
PPUAI01 Planning R 953 544 R 953 544
University Priority (Special) Projects: Security Upgrades and ICT
PPICTS1 Planning R 6 000 000 R 4 000 000
C1. Campus Business Continuity Programme
OPCBC0A Construction R 4 882 972 R 4 882 972
Source of Funds Year 1 Year 2 Yr 3 Yr 4 Yr 5
WITS Contribution to project over funding cycle
(2020/21 to 2022/25)
Other Contrib. over funding
cycle (2020/21 to
2022/25)
Cashflow for project YR 1 of funding cycle (2020/2021)
Cashflow for project YR
2 of funding cycle
(2021/2022)
R 4 190 140 R 4 190 140
R 8 098 730 R 8 098 730
R 13 047 179 R 13 047 179
- R 1 136 356 R 1 136 356
- R 904 669 R 904 669
R 700 000 R 6 933 000
R 1 400 000 R 14 230 639 R 1 357 027
R 219 937 R 219 937
R 1 744 141 R 1 744 141
R 953 544
R 2 000 000 R 6 000 000
R 4 882 972
52 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 53
C2. Campus Sustainability, Energy EfficiencyProgramme
OPCEE0A Construction R 3 214 211 R 3 214 211
C3.CampusWaterproofingandFaçade Repair Programme
OPWFR0A Design R 4 352 552 R 4 352 552
C4. Campus Heat, Ventilation and Air-conditioning Upgrade and Repair Programme
OPVAC0A Construction R 3 877 738 R 3 877 738
C5. Campus Minor Works and Refurbishment Programme
OPMWR0A Planning R 2 057 072 R 2 057 072
C7. Campus Building Compliance | Safety & Health Environment (SHE) Programme
OPBCS0A Planning R 1 301 343 R 1 301 343
DHET Infrastructure and Efficiency Projects 2018 to 2021
Commerce, Law and Management Building Redevelopment
WCLMPURP_TO1 Planning R 87 928 022 R 42 817 327
Built Environment Precinct Expansion and Redevelopment
WEBEBEPD_TO1 Planning R 51 261 693 R 38 030 281
Wits Parktown Education Campus New Computer Laboratory Refurbishment
WECFURP_TO1 Planning R 5 096 410 R 3 745 461
Central Analytical Unit: MMU and Science Post Graduate Centre
WFSBEURP_TO1 Planning R 43 818 912 R 33 726 692
Lecture and Teaching Venue Audio Visual Equipment Upgrade
WICTIFRP_TO2 Planning R 5 010 207 -
Health Sciences Teaching & Student Resource Centre - Medical School Building Level 5
WMSBFURP_TO1 Planning R 55 592 593 R 41 466 868
Health Sciences Pharmacy Teaching Laboratory - Medical School Building Level 5
WMSBFURP_TO2 Planning R 10 000 000 R 7 757 297
Wits School of Arts: Digital Arts Building
WSOARDP-TO1 Construction R 5 089 874 -
Wits School of Arts: Fine Arts Studio Development
WSOARDP-TO3 Construction R 13 805 469 R 6 790 054
Wits Test & Examination Centre: Part 1 - Flower Hall
WETCURP_TO1 Planning R 63 413 921 R 47 240 564
Wits Test & Examination Centre: Part 2 - Solomon Mahlangu West Wing Drawing Hall
WETCURP_TO2 Planning R 7 249 288 R 4 999 609
Wits Research | Post Graduate Facilities Redevelopment Programme
Oppenheimer Life Sciences Greenhouse Phase 2
WRPGUDP_TO4 Planning R 7 500 000
Central Animal Services Unit Health Sciences Upgrade Phase 1
WRPGUDP_TO5 Planning R 21 000 000
Wits Mining Institute Post Graduate Centre
WRPGUDP_TO6 Planning R 4 500 000
Gate House MCB Post Graduate Laboratory Level 2
WRPGUDP_TO7 Planning R 4 000 000
Total R 463 767 642 R 271 634 253
R 3 214 211
R 4 352 552
R 3 877 738
R 2 057 072
R 1 301 343
R 45 110 695 R 84 947 669 R 2 980 353
R 13 231 412 R 27 609 644 R 23 652 049
R 1 350 949 R 5 096 410
R 10 092 220 R 27 422 733 R 16 396 179
R 5 010 207 R 5 010 207
R 14 125 725 R 55 592 593
R 2 242 703 R 813 495 R 9 186 505
R 5 089 874 R 5 089 874
R 7 015 415 R 4 685 137 R 9 120 332
R 16 173 357 R 63 413 922
R 2 249 679 R 7 249 288
R 7 500 000 R 7 500 000
R 21 000 000 R 21 000 000
R 4 500 000 R 4 500 000
R 4 000 000 R 4 000 000
R 190 092 364 R 2 041 026 R 401 075 198 R 62 692 45 R 0 R 0 R 0
52 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 53
C2. Campus Sustainability, Energy EfficiencyProgramme
OPCEE0A Construction R 3 214 211 R 3 214 211
C3.CampusWaterproofingandFaçade Repair Programme
OPWFR0A Design R 4 352 552 R 4 352 552
C4. Campus Heat, Ventilation and Air-conditioning Upgrade and Repair Programme
OPVAC0A Construction R 3 877 738 R 3 877 738
C5. Campus Minor Works and Refurbishment Programme
OPMWR0A Planning R 2 057 072 R 2 057 072
C7. Campus Building Compliance | Safety & Health Environment (SHE) Programme
OPBCS0A Planning R 1 301 343 R 1 301 343
DHET Infrastructure and Efficiency Projects 2018 to 2021
Commerce, Law and Management Building Redevelopment
WCLMPURP_TO1 Planning R 87 928 022 R 42 817 327
Built Environment Precinct Expansion and Redevelopment
WEBEBEPD_TO1 Planning R 51 261 693 R 38 030 281
Wits Parktown Education Campus New Computer Laboratory Refurbishment
WECFURP_TO1 Planning R 5 096 410 R 3 745 461
Central Analytical Unit: MMU and Science Post Graduate Centre
WFSBEURP_TO1 Planning R 43 818 912 R 33 726 692
Lecture and Teaching Venue Audio Visual Equipment Upgrade
WICTIFRP_TO2 Planning R 5 010 207 -
Health Sciences Teaching & Student Resource Centre - Medical School Building Level 5
WMSBFURP_TO1 Planning R 55 592 593 R 41 466 868
Health Sciences Pharmacy Teaching Laboratory - Medical School Building Level 5
WMSBFURP_TO2 Planning R 10 000 000 R 7 757 297
Wits School of Arts: Digital Arts Building
WSOARDP-TO1 Construction R 5 089 874 -
Wits School of Arts: Fine Arts Studio Development
WSOARDP-TO3 Construction R 13 805 469 R 6 790 054
Wits Test & Examination Centre: Part 1 - Flower Hall
WETCURP_TO1 Planning R 63 413 921 R 47 240 564
Wits Test & Examination Centre: Part 2 - Solomon Mahlangu West Wing Drawing Hall
WETCURP_TO2 Planning R 7 249 288 R 4 999 609
Wits Research | Post Graduate Facilities Redevelopment Programme
Oppenheimer Life Sciences Greenhouse Phase 2
WRPGUDP_TO4 Planning R 7 500 000
Central Animal Services Unit Health Sciences Upgrade Phase 1
WRPGUDP_TO5 Planning R 21 000 000
Wits Mining Institute Post Graduate Centre
WRPGUDP_TO6 Planning R 4 500 000
Gate House MCB Post Graduate Laboratory Level 2
WRPGUDP_TO7 Planning R 4 000 000
Total R 463 767 642 R 271 634 253
R 3 214 211
R 4 352 552
R 3 877 738
R 2 057 072
R 1 301 343
R 45 110 695 R 84 947 669 R 2 980 353
R 13 231 412 R 27 609 644 R 23 652 049
R 1 350 949 R 5 096 410
R 10 092 220 R 27 422 733 R 16 396 179
R 5 010 207 R 5 010 207
R 14 125 725 R 55 592 593
R 2 242 703 R 813 495 R 9 186 505
R 5 089 874 R 5 089 874
R 7 015 415 R 4 685 137 R 9 120 332
R 16 173 357 R 63 413 922
R 2 249 679 R 7 249 288
R 7 500 000 R 7 500 000
R 21 000 000 R 21 000 000
R 4 500 000 R 4 500 000
R 4 000 000 R 4 000 000
R 190 092 364 R 2 041 026 R 401 075 198 R 62 692 45 R 0 R 0 R 0
54 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 55
6. RISK REGISTER
Risk
Current Risk Tempe-rature
TrendControl Effecti-veness
Action in Progress
Risk Owner
1
Institutional finances The approximate 90% plus reliance
on subsidy and fees income will from
2021 challenge the teaching and
learning and research model being
sustained. Strategic responses of a
business review, commercial income
streamsandefficiencyinitiativeshave
beenidentified.Theimplementation
of these strategic responses is key to
the constant delivery of our model.
The risk is in the timing and fullness of
implementation.
Boiling Fair 50%
Vice-
Chancellor;
Deputy Vice-
Chancellor:
Advancement,
Human
Resources and
Transformation;
Chief Finance
Office
2
Instability in South Africa and Higher Education Funding Crises Political and economic situation
prevailing the social climate within
SouthAfrica.Publicfinancesand
stateofpublicfinances.Financial
sustainability of the country. Market
fluctuations.Cappingofstudentfees
by Government. Changing subsidy
arrangements. Impact of Covid-19.
Near
BoilingWeak 25%
Vice-
Chancellor;
Chief Finance
Office
3
Labour relations environment and disputes The impact of labour disputes on the
continuity of University activities, which
couldbeinfluencedbysectoraland
national issues and constraints. The
potential of disruption and strikes arising
out of unresolved University issues.
Near
BoilingFair 60%
Deputy Vice-
Chancellor:
Advancement,
Human
Resources and
Transformation;
Chief
Operations
Officer
4
Research funding framework challenges Covid-19 impacting the security of
funding. Changes to the NRF Funding
Framework - changing patterns in NRF
funding impacts research indicators,
including rating. Potential variance in
research productivity (output by staff
and students). Changing research
culture globally and its threats and
opportunities for cutting-edge
knowledge production. Risk that the
university is distracted from its focus on
research goals due to the Covid-19
challenges, Higher Education crises and
funding.
Near
BoilingGood 60%
Deputy Vice-
Chancellor
Research and
Postgraduate
Affairs; Deans
5
Regulatory challenges and relationship with the Dept of Health :Challenging interactions with
Government, Province, and the City.
Department of Health is an immediate
risk. Uncertainty of funding of joint
staff. Need to sustain the quality of
our training platform per regulatory
requirements. Uncertainty about
government’s higher education policy
and regulatory environment; perceived
encroaching of government policies on
autonomy of Universities. Work permit
requirements and challenges.
Near
Boiling
Very
Weak20%
Vice-Principal
and Deputy
Vice-
Chancellor
Academic;
Deputy Vice-
Chancellor:
Advancement,
Human
Resources and
Transformation;
Registrar
6
Teaching and Learning risk Impact of Covid-19 and online
teaching and learning. Impact on
students and staff. Deteriorating
quality of the teaching platform,
especially government controlled
facilities affecting quality of education
and service. Uneven throughput of
undergraduate degrees. Throughput
of PG degrees (number and time to
complete). Quality of Teaching and
Learning programmes. Curriculum
transformation.
Hot Weak 25%
Vice-Principal
and Deputy
Vice-
Chancellor
Academic;
Deputy Vice-
Chancellor:
Research and
Postgraduate
Affairs; Deans
7
Corona virus (Covid-19) Continued restricted movement on
campus, business interruption and
management of a phased and
coordinated return of staff and students.
Health risk for staff and students.
Hot Fair 40%
Council; Senior
Executive
Team
8
Technology and its disruptive potential Lack of preparation for the multiple
effects of disruptive technologies
associated with the “4th Industrial
Revolution” on how the University
operates; including how and what
we teach, how students learn and
how and what we research as well as
our management and administrative
processes.
Hot Weak 30%
Vice-
Chancellor;
Vice-Principal
and Deputy
Vice-
Chancellor
Academic;
Chief
Operations
Officer
54 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 55
6. RISK REGISTER
Risk
Current Risk Tempe-rature
TrendControl Effecti-veness
Action in Progress
Risk Owner
1
Institutional finances The approximate 90% plus reliance
on subsidy and fees income will from
2021 challenge the teaching and
learning and research model being
sustained. Strategic responses of a
business review, commercial income
streamsandefficiencyinitiativeshave
beenidentified.Theimplementation
of these strategic responses is key to
the constant delivery of our model.
The risk is in the timing and fullness of
implementation.
Boiling Fair 50%
Vice-
Chancellor;
Deputy Vice-
Chancellor:
Advancement,
Human
Resources and
Transformation;
Chief Finance
Office
2
Instability in South Africa and Higher Education Funding Crises Political and economic situation
prevailing the social climate within
SouthAfrica.Publicfinancesand
stateofpublicfinances.Financial
sustainability of the country. Market
fluctuations.Cappingofstudentfees
by Government. Changing subsidy
arrangements. Impact of Covid-19.
Near
BoilingWeak 25%
Vice-
Chancellor;
Chief Finance
Office
3
Labour relations environment and disputes The impact of labour disputes on the
continuity of University activities, which
couldbeinfluencedbysectoraland
national issues and constraints. The
potential of disruption and strikes arising
out of unresolved University issues.
Near
BoilingFair 60%
Deputy Vice-
Chancellor:
Advancement,
Human
Resources and
Transformation;
Chief
Operations
Officer
4
Research funding framework challenges Covid-19 impacting the security of
funding. Changes to the NRF Funding
Framework - changing patterns in NRF
funding impacts research indicators,
including rating. Potential variance in
research productivity (output by staff
and students). Changing research
culture globally and its threats and
opportunities for cutting-edge
knowledge production. Risk that the
university is distracted from its focus on
research goals due to the Covid-19
challenges, Higher Education crises and
funding.
Near
BoilingGood 60%
Deputy Vice-
Chancellor
Research and
Postgraduate
Affairs; Deans
5
Regulatory challenges and relationship with the Dept of Health :Challenging interactions with
Government, Province, and the City.
Department of Health is an immediate
risk. Uncertainty of funding of joint
staff. Need to sustain the quality of
our training platform per regulatory
requirements. Uncertainty about
government’s higher education policy
and regulatory environment; perceived
encroaching of government policies on
autonomy of Universities. Work permit
requirements and challenges.
Near
Boiling
Very
Weak20%
Vice-Principal
and Deputy
Vice-
Chancellor
Academic;
Deputy Vice-
Chancellor:
Advancement,
Human
Resources and
Transformation;
Registrar
6
Teaching and Learning risk Impact of Covid-19 and online
teaching and learning. Impact on
students and staff. Deteriorating
quality of the teaching platform,
especially government controlled
facilities affecting quality of education
and service. Uneven throughput of
undergraduate degrees. Throughput
of PG degrees (number and time to
complete). Quality of Teaching and
Learning programmes. Curriculum
transformation.
Hot Weak 25%
Vice-Principal
and Deputy
Vice-
Chancellor
Academic;
Deputy Vice-
Chancellor:
Research and
Postgraduate
Affairs; Deans
7
Corona virus (Covid-19) Continued restricted movement on
campus, business interruption and
management of a phased and
coordinated return of staff and students.
Health risk for staff and students.
Hot Fair 40%
Council; Senior
Executive
Team
8
Technology and its disruptive potential Lack of preparation for the multiple
effects of disruptive technologies
associated with the “4th Industrial
Revolution” on how the University
operates; including how and what
we teach, how students learn and
how and what we research as well as
our management and administrative
processes.
Hot Weak 30%
Vice-
Chancellor;
Vice-Principal
and Deputy
Vice-
Chancellor
Academic;
Chief
Operations
Officer
56 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 57
9
Transformation challenges and changes to the institutional cultureSlow evolution of the institution’s
cosmopolitan character and its ability
to achieve diversity of race, class,
gender, international. Competition from
Government and Higher Education
institutions for talented black staff.
Challenges to attract and retain staff
(academics). Volatile political climate
and confrontations between students
and university. Student leadership issues.
Lack of social cohesion as a result of
student unrest.
Hot Weak 50%
Senior
Executive
Team;
Deputy Vice-
Chancellor:
Advancement,
Human
Resources and
Transformation;
10
Infrastructure risk Technology risk. Legacy IT infrastructure.
Capacity of IT and learning systems for
the online environment. Inadequately
equipped to handle cyber-attacks.
Power outages and dependence on
generators.
Structural risk. Inappropriate
infrastructure to support strategic
plan pertaining to PG ambitions.
Inefficientuseofinfrastructure.PIMDnot
functioning optimally. Project execution
and governance risk
Warm Fair 60%
Vice-
Chancellor;
Vice-Principal
and Deputy
Vice-
Chancellor
Academic;
Chief
Operations
Officer
11
Instability in Higher Education sector in South Africainstigating instability at Wits and the
security risk it poses. Potential harm
to staff, students and third parties
from safety, health and crime-related
hazards. Potential damage to the
university’s property and assets.
Additional costs incurred to protect
staff, students and infrastructure during
times of protest and criminal activity
Warm Good 75%
Vice-Principal;
Chief
Operations
Officer
Legend
Risk The risk name and the associated root causes or issues.
Current risk temperature
The current risk temperature: Cold, Luke Warm, Warm, Hot or Boiling
Trend Whether the risk exposure has increased, decreased or stayed the same.
Control effectiveness
The effectiveness of the current controls:
Independent assurance: three lines of defence
1st line of defence: Management Assurance, Risk Owners (Line Managers & Employees)2nd line of defence: Functional Assurance. 3rd line of defence: Independent Assurance - Specialist Audits, Internal Audit, External Audit, Regulatory bodies.
Action progressThe extent to which action plans have been completed expressed as a percentage
Owner The risk owner is responsible for monitoring and reporting on the risk
56 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 57
9
Transformation challenges and changes to the institutional cultureSlow evolution of the institution’s
cosmopolitan character and its ability
to achieve diversity of race, class,
gender, international. Competition from
Government and Higher Education
institutions for talented black staff.
Challenges to attract and retain staff
(academics). Volatile political climate
and confrontations between students
and university. Student leadership issues.
Lack of social cohesion as a result of
student unrest.
Hot Weak 50%
Senior
Executive
Team;
Deputy Vice-
Chancellor:
Advancement,
Human
Resources and
Transformation;
10
Infrastructure risk Technology risk. Legacy IT infrastructure.
Capacity of IT and learning systems for
the online environment. Inadequately
equipped to handle cyber-attacks.
Power outages and dependence on
generators.
Structural risk. Inappropriate
infrastructure to support strategic
plan pertaining to PG ambitions.
Inefficientuseofinfrastructure.PIMDnot
functioning optimally. Project execution
and governance risk
Warm Fair 60%
Vice-
Chancellor;
Vice-Principal
and Deputy
Vice-
Chancellor
Academic;
Chief
Operations
Officer
11
Instability in Higher Education sector in South Africainstigating instability at Wits and the
security risk it poses. Potential harm
to staff, students and third parties
from safety, health and crime-related
hazards. Potential damage to the
university’s property and assets.
Additional costs incurred to protect
staff, students and infrastructure during
times of protest and criminal activity
Warm Good 75%
Vice-Principal;
Chief
Operations
Officer
Legend
Risk The risk name and the associated root causes or issues.
Current risk temperature
The current risk temperature: Cold, Luke Warm, Warm, Hot or Boiling
Trend Whether the risk exposure has increased, decreased or stayed the same.
Control effectiveness
The effectiveness of the current controls:
Independent assurance: three lines of defence
1st line of defence: Management Assurance, Risk Owners (Line Managers & Employees)2nd line of defence: Functional Assurance. 3rd line of defence: Independent Assurance - Specialist Audits, Internal Audit, External Audit, Regulatory bodies.
Action progressThe extent to which action plans have been completed expressed as a percentage
Owner The risk owner is responsible for monitoring and reporting on the risk
58 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 59
7. CONCLUSION
Witsaspirestobealeadingresearch-intensiveuniversity,firmlyembeddedinthetop100
world universities by 2022. As an institution built on principles of intellectual excellence,
we are committed to providing high- quality, internationally competitive education,
founded on high academic standards, cutting-edge research, public engagement,
andproductivepartnerships.Theperformanceplanningreflectedinthisreportisaligned
to these aspirations and goals, and articulates the objectives, targets and strategies to
advance the achievement of our aspirations.
Please refer any queries to [email protected].
58 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1 59
7. CONCLUSION
Witsaspirestobealeadingresearch-intensiveuniversity,firmlyembeddedinthetop100
world universities by 2022. As an institution built on principles of intellectual excellence,
we are committed to providing high- quality, internationally competitive education,
founded on high academic standards, cutting-edge research, public engagement,
andproductivepartnerships.Theperformanceplanningreflectedinthisreportisaligned
to these aspirations and goals, and articulates the objectives, targets and strategies to
advance the achievement of our aspirations.
Please refer any queries to [email protected].
60 A N N U A L P E R F O R M A N C E P L A N 2 0 2 1
CONTACT
University of the Witwatersrand
1 Jan Smuts Avenue | Braamfontein 2001 | Johannesburg Private Bag 3 | WITS
2050 | South Africa
Tel: +27 (0)11 717 1000
ADMISSION ENQUIRIESTel: +27 (0)11 717 1888 www.wits.ac.za/askwits
INTERNATIONAL STUDENT ENQUIRIESTel:+27(0)117171054/[email protected]
WITS INTEGRITY HOTLINEReport improper, unethical or illegal conduct or activities related to the University
without fear of victimisation.
+27829384559/69|[email protected]
MAILING LISTShould you wish to be placed on a mailing list to receive regular email updates
aboutWits,pleasesendanemailto:[email protected]
FEEDBACK AND QUERIESPleasedirectanyqueriesregardingthisreporttoregistrar@wits.ac.za
Annexure B
Council Self Evaluation Report
Prepared by the
Analytics & Institutional Research Unit (AIRU)
Solomon Mahlangu House, 6th Floor
Prepared for
The University SecretariatThe University Council
Report/Data Enquiries
Ms. Takalani Muloiwa Institutional Researcher & BI Analyst
[email protected] 717 1173
Dr Mxolisi MasangoHead: AIRU
[email protected] 717 4061
Council and Secretariat Enquiries
Ms. Carol Crosley University Registrar
[email protected] 717 1201
Ms. Mpho LetheyaHead: Secretariat
[email protected] 717 1221
2020 © Analytics & Institutional Research Unit
The Concept of Good Governance in Higher Education
Summary of Wits’ Good Governance Indicators
Self-Evaluation Survey Findings 2020
11
44
55
TTaabbllee ooff CCoonntteennttss
Page 01
The Concept of Good Governance
Good Governance Indicators for Councils of South African Higher Education Institutions
The number of indicators should not exceed 20
Councils are the highest decision-making bodies of public higher education institutions – in this regard,
councils are responsible for the good order and governance of institutions and for their mission, financial
policy, performance, quality of education and reputation.
As a result of various governance challenges in the South African higher education system, for the 2014-
2019 Medium Term Strategic Framework, government committed to develop governance indicators and
monitor governance practices of universities – in this regard and on 13 December 2017, the Minister of
Higher Education and Training approved the Guidelines for Good Governance Practice Indicators for Council
of South African Public Higher Education Institutions.
These Guidelines set out the principles and key elements of good governance practices, which can serve as
a valuable and practical resource to councils in their governance role, with the indicators purposefully
designed for self-assessment by councils to measure their practices in primary areas of governance.
Characteristics of Good Governance Indicators:
Overview and Aim
Indicators should be both quantitative and qualitative
Indicators should include primary areas of governance and core functions of teaching, learning, research, community engagement and the governance of institutional resources
Indicators should carry equal weighting
Page 02
Governance of institutional accountability including public reporting
Strategic Leadership, vision, mission, context and transformation, and risk management and sustainability
Governance of core functions of teaching and learning, research and community engagement
Governance of resources: Financial, human, equipment and infrastructure
Council and Committee meetings and conduct of business
Categories for Good Governance Indicators
The following categories of indicators have been used for the development of appropriate governance
indicators:
The Concept of Good Governance
Category One
Category Two
Category Three
Category Four
Category Five
Page 03
36%
77%
77%
2018
2019
2020
Response Rate per Year 2018- 2020
Response Summary
Self-Evaluation Survey Findings
Members of the Wits Council were requested to complete an online self-evaluation survey. The self-
evaluation exercise provides for a mechanism for the Council to measure practices in primary areas of
governance. The request to complete the survey was sent by email by the Registrar of the University on the
12th of November 2020. Members were given until the 18th of November 2020 to complete the survey. The
deadline to complete the survey was extended to the 23rd of November 2020 to increase the response rate
of the survey.
Survey Completion Statistics
The response rate for the survey
remained the same as in 2019 (77%).
The survey was completed by a total of
23 council members out of 30
65%
35%
Distribution of Responses by Member Category, 2020
External
Internal
The highest percentage of responses
recorded were from external members
(65%)
Wits
’ Goo
d G
over
nanc
e In
dica
tors
: 202
0 Su
mm
ary
The s
umm
ary o
f the
Wits
Goo
d Go
vern
ance
Indi
cato
rs is
bas
ed on
dat
a obt
ained
rom
the c
ounc
il self
-eva
luat
ion s
urve
y. T
he 20
20 se
lf-ev
aluat
ion s
urve
y was
com
plet
ed b
y 77%
of
all th
e cou
ncil m
embe
rs. T
he b
elow
sum
mar
y pre
sent
s ind
icato
rs b
ased
on th
e abs
olut
e pos
itive
scor
es (a
ll the
“tru
e” re
spon
ses”
).
=
Drill
Down
: Cat
egor
y 2 (C
ore F
unct
ions
)Dr
ill Do
wn: C
ateg
ory 1
(Stra
t Lea
ders
hip)
Dr
ill Do
wn: C
ateg
ory 3
(Res
ourc
es)
Drill
Down
: Cat
egor
y 4 (A
ccou
ntab
ility)
Dr
ill Do
wn: C
ateg
ory 5
(Mee
tings
)At
tend
ance
Rat
e
Over
all C
ateg
ory I
ndica
tors
100%
92%
43%
83%
70%
Q1.1
Q1.2
Q1.3
Q1.4
Q1.5
74%
91%
87%
56%
100%
Q2.1
Q2.2
Q2.3
Q2.4
Q2.5
96%
91%
100%
Q4.1
Q4.2
Q4.3
91%
87%
91%
87%
83%
78%
100%
52%
Q5.1
Q5.2
Q5.3
Q5.4
Q5.5
Q5.6
Q5.7
Q5.8
58%
54%
89%
91%
73%
65%
77%
88%
93%
70%
78%
82%
88%
96%
84%
Cat 1
Cat 2
Cat 3
Cat 4
Cat 5
2018
2019
2020
68% 87
%
52%
97%
98%
95%
Over
all
Inte
rnal
Mem
bers
Exte
rnal
Mem
bers
2019
2020
96%
91%
96%
87%
96%
100%
83%
52%
Q3.1
Q3.2
Q3.3
Q3.4
Q3.5
Q3.6
Q3.7
Q3.8
Cate
gory
1: S
trateg
ic Le
ader
ship,
visio
n, mi
ssion
, con
text a
nd tr
ansfo
rmati
on, a
nd ris
k man
agem
ent a
nd su
staina
bility
Wits
Cou
ncil
Self-
Eval
uatio
n Su
rvey
Fin
ding
s
Page
05
Indi
cato
rTr
ueMo
re tr
ue
than
false
More
false
th
an tr
ueFa
lseCo
mm
ents
1.1Co
uncil
revie
ws th
e ins
titut
ion's
st
rate
gic p
lan, s
pecif
ically
in re
latio
n to
the i
nstit
utio
n's an
nual
budg
et, a
nd ot
her
strate
gic pl
ans s
uch a
s the
acad
emic
and
finan
cial p
lans a
s well
as ri
sk
man
agem
ent a
nd ot
her s
ustai
nabil
ity pl
ans
annu
ally
100%
0%0%
0%
•Co
uncil
has r
eleva
nt co
mm
ittees
doing
wor
k on t
his an
d reg
ularly
revie
ws th
ese.
•I h
ave b
een d
eligh
ted a
t the
leve
l of s
crut
iny in
the r
eview
of W
its' s
trate
gic pl
an.
•Th
ere i
s dilig
ence
by C
hairp
erso
n to e
nsur
e tha
t this
is ad
equa
tely
atte
nded
to.
•Th
is is
alway
s don
e in r
elatio
n to o
ur pl
an, o
ur in
stitu
tiona
l sco
reca
rd an
d our
perfo
rman
ce
cont
racts
.
•Va
rious
sub-
com
mitte
es in
terro
gate
this
in de
tail,
and .
Coun
cil ap
prov
es w
ith ca
refu
l ov
ersig
ht.
•W
e do r
eceiv
e rep
orts
for r
eview
from
SET
mem
bers
, CFO
(Bud
gets)
DVC
's (R
esea
rch a
nd
Acad
emic)
and D
eans
resp
onsib
le fo
r the
relev
ant s
trate
gic an
d fun
ction
al ou
tput
s as
outlin
ed in
the s
trate
gic pl
an.
1.2Co
uncil
asse
sses
inst
itutio
nal p
olici
es
and i
nstru
ctio
nal in
itiat
ives i
n ter
ms of
ap
prov
ed st
rateg
ic go
als an
d tar
gets
92%
4%4%
0%
•As
a m
atte
r of fa
ct I h
ave n
o rec
ollec
tion o
f Cou
ncil r
eview
ing in
stitu
tiona
l poli
cies i
n the
m
anne
r sug
geste
d as a
regu
lar, e
ven i
f ann
ual, f
eatu
re of
the A
gend
a of C
ounc
il.
•as
and w
hen i
t com
es to
coun
cil.
•Co
ntinu
ous p
olicy
revie
w pr
oces
s in
prog
ress
.
•Po
licies
are a
sses
sed o
n a pe
riodic
basis
and r
eview
ed w
hen
nece
ssar
y.
•Th
is oc
curs
, but
I wor
ry ab
out w
heth
er al
l Cou
ncil m
embe
rs ar
e doin
g the
ir fair
shar
e.
1.3Co
uncil
revie
ws al
l the i
nter
nala
nd
exte
rnal
stak
ehol
der r
elatio
nshi
ps
annu
ally
43%
48%
9%0%
•Th
is is
ongo
ing an
d spe
cifica
lly du
ring o
ur a
nnua
l stra
tegic
sess
ions.
•Th
is is
done
dur
ing th
e cou
rse o
fCou
ncil's
proc
eedin
gs, b
ut no
form
al str
uctu
red r
eview
.
•I a
m aw
are o
f no d
elibe
rate
and i
nten
tiona
l pro
cess
of th
at na
ture
.
•Al
l -is
a lot
to a
chiev
e and
it is
not p
ossib
le fo
r cou
ncil m
embe
rs to
know
if AL
L ha
ve be
en
revie
wed -
if we
had t
o an
swer
this
we w
ould
need
to kn
ow al
l the i
nter
nal a
nd ex
tern
al sta
keho
lders
-it i
s suc
h a va
gue d
escr
iption
, ther
e are
so m
any s
take
holde
rs.
•Do
not
know
if th
is oc
curs
.
•Th
is is
done
dur
ing th
e cou
rse o
fCou
ncil's
proc
eedin
gs, b
ut no
form
al str
uctu
red r
eview
•On
adho
cbas
is.
Cate
gory
1: S
trateg
ic Le
ader
ship,
visio
n, mi
ssion
, con
text a
nd tr
ansfo
rmati
on, a
nd ris
k man
agem
ent a
nd su
staina
bility
Wits
Cou
ncil
Self-
Eval
uatio
n Su
rvey
Fin
ding
s
Indi
cato
rTr
ueMo
re tr
ue
than
false
More
false
th
an tr
ueFa
lseCo
mm
ents
1.4Co
uncil
revie
ws its
tran
sfor
mat
ion
stra
tegy
and
polic
ies re
gular
lyon
the
basis
offee
dbac
k on i
nstitu
tiona
l tra
nsfor
matio
n ind
icator
s/tar
gets
83%
17%
0%0%
•Th
e Cou
ncil c
an co
llecti
vely
impr
ove o
n th
e qua
lity of
conv
ersa
tion r
elatin
g to t
he
trans
form
ative
agen
da.
•Th
e Univ
ersit
y has
done
an ex
cept
ional
job of
ens
uring
that
tran
sform
ation
rem
ains t
o-of
-m
ind.
•Th
is is
high o
n the
Cou
ncil's
agen
da.
•VC
repo
rts.
•W
e can
wor
k mor
e in h
aving
a m
easu
red o
utco
mes
base
d on a
clea
r poli
cy fr
ame-
work
.
1.5Co
uncil
ensu
res t
hat a
ppro
priat
e ste
ps
are i
nstit
uted
in o
rder
to m
eet
trans
form
atio
n tar
gets
and c
omm
unica
tes
regu
larly
with
its st
akeh
older
s on i
ts en
deav
ours
in thi
s reg
ard.
70%
30%
0%0%
•Ne
ed to
cont
inue t
o re
view
the
targ
ets.
•St
ill no
t sat
isfac
tory
.
•Th
e Univ
ersit
y has
done
an ex
cept
ional
job of
ens
uring
that
tran
sform
ation
rem
ains t
o-of
-m
ind.
•Th
is is
looke
d at r
egula
rly an
d tra
cked
.
Page
06
*Not
e: P
erce
ntag
es m
ight n
ot a
dd u
p to
100
due
to ro
undin
g
Cate
gory
2: G
over
nanc
e of c
ore f
uncti
ons o
f teac
hing a
nd le
arnin
g, re
sear
ch an
d com
munit
y eng
agem
ent
Wits
Cou
ncil
Self-
Eval
uatio
n Su
rvey
Fin
ding
s
Indi
cato
rTr
ue
More
true
th
an fa
lseMo
re fa
lse
than
true
False
Com
men
ts
2.1Co
uncil
revie
ws th
e ins
titut
ion's
pr
ogra
mm
e qua
lifica
tion m
ix (P
QM) a
nd
enro
lmen
t plan
annu
ally t
o ens
ure
align
ment
to the
stra
tegic
plan a
nd na
tiona
l ob
jectiv
es -
with
the kn
owled
ge th
at Se
nate
has s
crutin
ised t
he ac
adem
ic re
quire
ments
of
these
74%
22%
4%0%
•An
impo
rtant
elem
ent o
f the
stra
tegy
of W
its an
d on C
ounc
il age
nda.
•As
a re
lative
ly ne
w fu
ll mem
ber I
wou
ld no
t give
full c
erta
inty.
•Ou
r enr
olmen
t plan
is in
deed
evalu
ated
in al
l our
Cou
ncil m
eetin
gs an
d alig
ned t
o stra
tegic
pla
n.
•PQ
M m
ay be
look
ed at
in m
ore d
etail
perh
aps.
•PR
Q an
d Aca
dem
ic De
velop
men
t sub
com
mitte
e of s
enat
e is h
ands
on.
•Th
ere i
s a fa
ir bala
nce b
etwe
en ho
w Co
uncil
and S
enat
e wor
k tog
ethe
r.
2.2Co
uncil
asse
sses
the i
nstit
utio
n's
enro
lmen
ts, t
hrou
ghpu
t and
gra
duat
ion
rate
sat le
ast o
nce p
er an
num
in lin
e with
str
ategic
targ
ets se
t for t
hese
91%
9%0%
0%•
Regis
trar a
nd D
ean o
f stu
dent
s.
2.3Co
uncil
revie
ws th
e ins
titut
ion's
re
sear
ch an
d in
nova
tion e
ndea
vour
s and
ou
tput
saga
inst s
trateg
ically
set ta
rgets
at
least
once
per a
nnum
87%
13%
0%0%
•I t
hink m
ore c
ould
be d
one i
n this
rega
rd. I
am no
t sur
e tha
t som
e Cou
ncil m
embe
rs fu
lly
unde
rsta
nd th
e im
porta
nce o
f this
.
•Sa
tisfa
ctory
.
•Th
is is
an im
porta
nt el
emen
t of W
its' ra
tings
and h
igh on
Cou
ncil a
gend
a.
•W
e prid
e our
selve
s as a
rese
arch
-inte
nsive
Univ
ersit
y and
rese
arch
prog
ress
is re
viewe
d pe
riodic
ally.
Page
07
Cate
gory
2: G
over
nanc
e of c
ore f
uncti
ons o
f teac
hing a
nd le
arnin
g, re
sear
ch an
d com
munit
y eng
agem
ent
Wits
Cou
ncil
Self-
Eval
uatio
n Su
rvey
Fin
ding
s
Indi
cato
rTr
ue
More
true
th
an fa
lseMo
re fa
lse
than
true
False
Com
men
ts
2.4Co
uncil
revie
ws th
e ins
titut
ion's
co
mm
unity
enga
gem
ents
ende
avou
rs
again
st str
ategic
ally s
et tar
gets
at lea
st on
ce
per a
nnum
56%
35%
9%0%
•Ag
ain no
t sur
e how
muc
h we d
o th
is.
•Re
viewe
d whe
n nec
essa
ry.
•W
e do t
his as
we
belie
ve w
e ar
e par
t of th
e bigg
er S
outh
Afri
can c
omm
unity
.
2.5Co
uncil
rece
ives a
nd co
nsid
ers
regu
lar re
ports
from
sena
te an
d in
stitu
tiona
l foru
m on
the c
ore b
usin
ess o
f the
inst
itutio
nand
oth
er in
stitu
tion
cultu
re
impe
rativ
es
100%
0%0%
0%
•Co
uncil
repr
esen
ted r
egula
rly by
its de
ploye
es in
IF an
d Se
nate
.
•Th
ere i
s a go
od w
orkin
g rela
tions
hip be
twee
n the
sena
te an
d the
insti
tutio
nal fo
rum
. Page
08
*Not
e: P
erce
ntag
es m
ight n
ot a
dd u
p to
100
due
to ro
undin
g
Cate
gory
3: G
over
nanc
e of r
esou
rces:
Finan
cial, h
uman
, equ
ipmen
t and
infra
struc
ture
Wits
Cou
ncil
Self-
Eval
uatio
n Su
rvey
Fin
ding
s
Indi
cato
rTr
ueMo
re tr
ue
than
false
More
false
th
an tr
ueFa
lseCo
mm
ents
3.1Co
uncil
appr
oves
the i
nstit
utio
n's
budg
et, e
spec
ially
inre
latio
nto
the
inst
itutio
n's st
rate
gic p
lan, a
nd re
gular
ly re
views
the i
nstit
utio
n's in
com
e and
ex
pend
iture
again
st the
budg
et
96%
4%0%
0%
•Th
e Cou
ncil F
inanc
e Com
mitte
e con
sider
s this
and C
ounc
il reg
ularly
revie
ws.
•Th
e pro
cess
of m
anag
ing th
e fina
ncial
fram
ewor
k of t
he U
niver
sity i
s pre
tty so
und
90%.
•Th
is is
done
cons
isten
tly an
d the
FIN
CO o
f cou
ncil p
lays a
majo
r par
t in th
is re
gard
.
•Ve
ry rig
orou
s eng
agem
ents.
3.2Co
uncil
rece
ives a
nd co
nsid
ers
regu
lar re
ports
from
inte
rnal
audi
t and
en
gage
swith
the e
xter
nal a
udito
rs at
leas
t on
ce pe
r ann
um
91%
9%0%
0%
•Co
uncil
has k
ept a
n exc
eptio
nally
clos
e eye
on th
ese,
and t
hat's
very
com
men
dable
.
•On
agen
da of
ever
y Cou
ncil m
eetin
g.
•On
e ass
umes
that
the A
udit a
nd F
inanc
e Com
mitte
e of C
ounc
il und
erta
kes t
his ta
sk. In
the
time I
hav
e ser
ved i
n Cou
ncil i
nter
actio
n with
exte
rnal
Audit
ors h
appe
ned o
nce.
•Th
ese a
re ad
equa
tely
shar
ed an
d deb
ated
. 90
%
•Th
roug
h Cou
ncil A
udit C
omm
ittee.
3.3Co
uncil
appr
oves
the i
nstit
utio
n's
annu
al fin
ancia
l sta
tem
ents
and t
akes
ap
prop
riate
step
s in t
he ca
se of
quali
fied
exter
nal a
udit o
pinion
s
96%
4%0%
0%
•CF
O an
d Aud
it and
risk c
omm
ittee o
f Cou
ncil.
•Th
ere i
s suf
ficien
t rigo
r in re
viewi
ng al
l fina
ncial
repr
esen
tatio
ns. 9
0%
•Th
is is
done
with
out fa
il and
the C
FO an
d FIN
CO of
Cou
ncil h
elpfu
l in th
is ex
ercis
e.
•W
ork d
one b
y Fina
nce C
omm
ittee a
nd re
viewe
d by C
ounc
il.
3.4Co
uncil
evalu
ates
and
appr
oves
the
inst
itutio
n's IT
gov
erna
nce s
yste
ms a
nd
polic
iesin
relat
ion to
the i
nstitu
tion's
str
ategic
objec
tives
87%
13%
0%0%
•Co
uncil
ICT
Com
mitte
e han
ds on
with
COO
and
CIO.
•Im
porta
nt ite
m on
Cou
ncil a
gend
a.
•No
t sur
e we
look a
t the g
over
nanc
e sys
tem
s.
•Th
e CI
O an
d his
team
are a
n ass
et to
the u
niver
sity a
nd to
geth
er w
ith th
e ICT
Com
mitte
e of
Coun
cil he
lp th
e Cou
ncil t
o und
ersta
nd an
d eva
luate
the i
nstitu
tion's
IT go
vern
ance
syste
m.
•Th
is ha
s hap
pene
d onc
e whe
n exe
cutiv
e Man
agem
ent p
rese
nted
prop
osals
for t
he ov
erha
ul of
the
Itsy
stem
serv
ing th
e univ
ersit
y. A
proje
ct pla
n was
appr
oved
, and
repo
rts w
ere
rece
ived r
egula
rly.
•W
ith th
e migr
ation
to di
gital
and t
he C
ovid-
19 im
pact,
ther
e was
suffic
ient d
iscus
sions
. 90
%
Page
09
Cate
gory
3: G
over
nanc
e of r
esou
rces:
Finan
cial, h
uman
, equ
ipmen
t and
infra
struc
ture
Wits
Cou
ncil
Self-
Eval
uatio
n Su
rvey
Fin
ding
s
Indi
cato
rTr
ueMo
re tr
ue
than
false
More
false
th
an tr
ueFa
lseCo
mm
ents
3.5Co
uncil
has
in p
lace l
egall
y sou
nd an
d fa
ir ap
poin
tmen
t pol
icies
for a
ll sta
ffan
d in
partic
ular fo
rthe
Vice
-Cha
ncell
or an
d me
mber
s of th
e sen
ior m
anag
emen
t
96%
4%0%
0%
•Co
uncil
very
invo
lved i
n this
, bot
h in
proc
esse
s and
ove
rsigh
t.
•M
ore c
ould
be do
ne.
•St
ill to
o ear
ly to
call -
som
e are
as of
impr
ovem
ent n
eed f
urth
er r
efine
men
t.
•Th
e poli
cies a
s guid
ed by
the H
R Di
recto
rate
and
the H
R Co
mm
ittee o
f Cou
ncil
help
Coun
cil to
be on
a leg
ally s
ound
foot
ing w
hen i
t com
es to
the a
ppoin
tmen
t of th
e VC
and
Senio
r Exe
cutiv
e Tea
m.
3.6Co
uncil
revie
ws th
e per
form
ance
of
the V
ice-C
hanc
ellor
regu
larly
each
year
wi
th a v
iew to
corre
ctive
step
s bein
g tak
en
wher
e nee
ded
100%
0%0%
0%
•Th
e Cha
ir of C
ounc
il is r
espo
nsibl
e for
an a
nnua
l per
form
ance
revie
w, bu
t Cou
ncil h
as
over
sight
thro
ugh r
egula
r rep
orts
on V
C ro
le in
strat
egy o
f Wits
.
•Th
e Cha
irman
facil
itate
s the
right
leve
l of V
C as
sess
men
t and
supp
ort.
100%
•Ve
ry m
uch s
o.
3.7Co
uncil
revie
ws an
d ap
prov
es al
l bu
ildin
g and
infra
stru
ctur
e pro
jects
as
well a
s pro
cure
ment
of se
rvice
s in t
erms
of
its de
cision
-mak
ing de
legati
ons
83%
17%
0%0%
•I s
uspe
ct th
at fo
r ver
y sm
all bu
ilding
proje
cts w
e do
not -
I think
that
we
only
look a
t thing
s ov
er a
certa
in am
ount
. Aga
in th
e use
of th
e wor
d AL
L is p
retty
diffic
ultto
ans
wer "
true"
to.
•Re
views
to ex
tent
nece
ssar
y, wi
thou
t bein
g ope
ratio
nal.
•Th
e cap
ital p
rogr
am is
revie
wed a
s req
uired
with
in th
e fina
ncial
mea
ns of
the i
nstitu
tion.
90
%
•Th
ese a
re us
ually
scru
tinize
d and
well
mon
itore
d.
3.8Co
uncil
has
in p
lace w
orkin
g whi
stle
blow
ing s
ervic
esan
d rec
eives
regu
lar
repo
rtson
alleg
ed fr
audu
lent a
nd co
rrupt
ac
tiviti
es in
the U
niver
sity
52%
30%
17%
0%
•Ag
ain -
do w
e?
•Ei
ther
ther
e hav
e bee
n ver
y few
or n
one o
f we d
on't g
et th
e full
repo
rt -w
e cer
tainl
y kno
w ab
out s
ome o
f it.
•I a
m no
t awa
re of
this
facil
ity w
ithin
the i
nstitu
tion.
•I a
m no
t imm
ediat
ely aw
are t
hat th
e univ
ersit
y has
in pl
ace a
whis
tleblo
wer s
yste
m. I
hesit
ate
to sa
y this
beca
use I
am
just
not s
ure.
•Th
is is
in pla
ce an
d Cou
ncil d
oes r
eceiv
e rep
orts
when
incid
ents
occu
r.
Page
10
*Not
e: P
erce
ntag
es m
ight n
ot ad
d up
to 1
00 d
ue to
roun
ding
Cate
gory
4: G
over
nanc
e of in
stitut
ional
acco
untab
ility i
nclud
ing pu
blic r
epor
ting
Wits
Cou
ncil
Self-
Eval
uatio
n Su
rvey
Fin
ding
s
Indi
cato
rTr
ueMo
re tr
ue
than
false
More
false
th
an tr
ueFa
lseCo
mm
ents
4.1Co
uncil
rece
ives a
nd co
nsid
ers
inst
itutio
nal r
epor
ts fr
om th
e Vice
-Ch
ance
llorin
a for
mat a
nd co
verin
g item
s as
appr
oved
by it
at ea
ch m
eetin
g of c
ounc
il
96%
4%0%
0%•
This
is do
ne in
each
and e
very
Coun
cil m
eetin
g and
in C
ounc
il Exe
cutiv
e Com
mitte
e m
eetin
gs.
4.2Co
uncil
cons
ider
s and
appr
oves
the
inst
itutio
n's an
nual
perfo
rman
ce pl
an an
d the
acco
mpa
nyin
g per
form
ance
repo
rt for
DH
ET an
d ens
ures
its tim
eous
subm
ission
to
DHET
91%
9%0%
0%•
Ever
y tim
e with
out fa
il.
4.3Co
uncil
par
ticip
ates
cons
truct
ively,
thr
ough
its m
embe
rsno
mina
ted fo
r this
pu
rpos
e, in
mee
tings
of S
enat
e and
the
inst
itutio
nal fo
rum
100%
0%0%
0%•
Mem
bers
of C
ounc
il ser
ving i
n sen
ate a
nd in
stitu
tiona
l foru
m re
pres
ent th
e cou
ncil w
ell an
d ar
e a g
ood c
ondu
it bet
ween
thes
e stru
cture
s and
Cou
ncil.
•Ve
ry go
od in
tera
ction
betw
een S
enat
e and
Cou
ncil.
Page
11
*Not
e: P
erce
ntag
es m
ight n
ot a
dd u
p to
100
due
to ro
undin
g
Cate
gory
5:Co
uncil
and C
ommi
ttee m
eetin
gs an
d con
duct
of bu
sines
s
Wits
Cou
ncil
Self-
Eval
uatio
n Su
rvey
Fin
ding
s
Indi
cato
rTr
ueMo
re tr
ue
than
false
More
false
th
an tr
ueFa
lseCo
mm
ents
5.1Co
uncil
has
in p
lace a
nd re
gular
ly us
es th
e fol
lowi
ng go
od g
over
nanc
e in
stru
men
ts: -
A se
t of in
stitut
ional
rules
co
verin
g pro
vision
s with
in the
insti
tution
al sta
ture i
n gre
ater d
etail;
-a co
de of
cond
uct;
-confl
ict of
inter
est d
eclar
ation
proc
edur
es;
-a c
ompr
ehen
sive d
ecisi
on-m
aking
de
legati
onsf
rame
work;
-a c
ounc
il pe
rform
ance
asse
ssme
nt ins
trume
nt; -
a pe
rform
ance
agre
emen
t betw
een i
tself a
nd
the V
ice-C
hanc
ellor
91%
9%0%
0%
•As
per s
tand
ard c
ounc
il age
nda s
tructu
re.
•Th
is is
adhe
red t
o.
•W
ell ex
plaine
d in t
he in
ducti
on pr
oces
s and
they
are
follo
wed.
•W
its co
uncil
is on
e of th
e mos
t con
struc
tive i
n com
paris
on w
ith m
any p
eer in
stitu
tions
5.2Co
uncil
annu
ally h
as w
orks
hops
for a
ll co
uncil
mem
bers
cove
ring t
he in
ducti
on of
an
y new
mem
bers
and a
ll stra
tegic
plann
ing
matte
rs
87%
13%
0%0%
•Al
so w
ithin
the s
trate
gic pl
annin
g mee
tings
.
•Th
ese s
essio
ns ar
e usu
ally w
ell at
tend
ed an
d ser
ve to
align
the U
niver
sity w
ith its
Cou
ncil.
•Th
is is
regu
larly
done
but h
as no
t bee
n don
e this
year
for t
he ne
w m
embe
rs.
•W
ell co
ordin
ated
and
deliv
ered
.5.3
Coun
cil h
as en
sure
d tha
t its
in
stitu
tiona
l sta
tute
and /
or in
stitu
tiona
lru
lesinc
lude m
embe
rship
criter
ia for
me
mber
s of c
ounc
il and
its co
mmitte
es an
d ap
plies
thes
e rig
orou
sly
91%
9%0%
0%•
Ther
e is a
conc
erte
d effo
rt to
addr
ess r
eleva
nt sk
illset
for C
ounc
il mem
bers
hip.
5.4Co
uncil
cont
inua
lly en
sure
s tha
t all
com
mitt
ees o
pera
te in
term
s of c
ounc
il ap
prov
ed ch
arte
rsan
d tak
es th
e ne
cess
ary r
emed
ial st
eps i
n ca
ses w
here
thi
s pro
ves t
o be
not
so
87%
13%
0%0%
-
5.5Co
uncil
has
ensu
red t
hat i
ts
inst
itutio
nal r
ules
includ
e mem
bersh
ip cri
teria
for m
embe
rs of
coun
cil an
d its
comm
ittees
and a
pplie
s the
se ri
goro
usly
83%
17%
0%0%
•Al
l com
mitte
es ev
eryw
here
in th
e ent
ire in
stitu
tion?
??Ag
ain th
e que
stion
is su
ch th
at it
is im
poss
ible t
o say
true
to.
•Th
ere i
s a C
harte
r for
each
and e
very
com
mitte
e of C
ounc
il and
thes
e are
obs
erve
d.
Page
12
Cate
gory
5: C
ounc
il and
Com
mitte
e mee
tings
and c
ondu
ct of
busin
ess
Wits
Cou
ncil
Self-
Eval
uatio
n Su
rvey
Fin
ding
s
Indi
cato
rTr
ueMo
re tr
ue
than
false
More
false
th
an tr
ueFa
lseCo
mm
ents
5.6Co
uncil
agen
das a
nd su
ppor
ting
docu
men
tatio
n are
in an
appr
opria
te
form
at ar
e deli
vere
d at l
east
7 wo
rkin
g da
ys b
efor
e eac
h co
uncil
mee
ting
with
no
or m
inimu
m of
supp
lemen
tary a
gend
as
perm
itted
78%
17%
5%0%
•It i
s tru
e alth
ough
som
etim
es th
ere a
re so
me s
uppo
rting
docu
men
ts th
at ar
rive a
fter t
he
agen
das.
•On
rare
occa
sions
we
may
get a
doc
umen
t late
.
•On
rare
occa
sions
, doc
umen
ts ar
e ava
ilable
late
r tha
n the
y sho
uld be
.
•W
ell w
ritte
n and
cons
idere
d sup
porti
ng do
cum
ents
are a
lway
s with
in th
is sti
pulat
ed tim
e wi
thou
t fail.
5.7Co
uncil
and s
pecif
ically
the
chair
pers
onen
sure
s tha
t acc
epte
d m
eetin
g pro
cedu
resa
re ad
here
dto s
trictly
100%
0%0%
0%
•Pr
oper
mee
ting p
roce
dure
s are
alwa
ys ad
here
d to.
•Th
e cha
ir also
enco
urag
es di
scus
sion a
roun
d the
bigg
er st
rate
gic vi
sion o
f the u
niver
sity.
•W
e ben
efit f
rom
havin
g an e
xcell
ent C
hairp
erso
n.
•W
ell ru
n mee
tings
.5.8
Coun
cil en
sure
s tha
t apa
rt fro
m its
own
annu
al se
lf-eva
luatio
n it i
s eva
luat
ed
exte
rnall
y at l
east
ever
y 3 ye
ars b
y pee
rssu
ch as
1 or
2 for
mer V
ice-C
hanc
ellor
s and
for
mer r
egist
rars
52%
22%
17%
9%
•Ac
tuall
y Iha
ve no
idea
but th
ere i
s not
a I d
on't k
now
optio
n -so
again
this
may
be as
siste
d by
a m
ore n
uanc
ed qu
estio
nnair
e.
•I a
m no
t awa
re of
such
prac
tice.
•I a
m un
sure
of th
is as
I hav
e not
bee
n on c
ounc
il for
a su
bsta
ntive
dura
tion t
o hav
e this
ins
ight.
•I h
ave n
ot se
rved
on th
e Cou
ncil f
or a
full t
hree
-yea
r cyc
le an
d the
refo
re ca
nnot
resp
ond t
o th
is wi
th a
ny co
nfide
nce.
•M
aybe
we n
eed t
o im
prov
e on t
his on
e.
•I h
ave n
ot w
itnes
sed t
his in
my t
erm
on C
ounc
il.
•I h
ave n
ot se
rved
on th
e Cou
ncil f
or a
full t
hree
-yea
r cyc
le an
d the
refo
re ca
nnot
resp
ond t
o th
is wi
th a
ny co
nfide
nce.
Page
13
*Not
e: P
erce
ntag
es m
ight n
ot a
dd u
p to
100
due
to ro
undin
g
Page 14
Category 5: Council and Committee meetings and conduct of business
Self-Evaluation Survey Findings
Note:
• The attendance data was extracted from the Council Return of Attendance Report.
• The average attendance rate was calculated based on the three meetings that have taken place in 2020.
• DHET requires that institutions report on both council meeting and council committee meetings, however,
this analysis excludes the council committees meeting (indicator 5.9).
Average Attendance of Council meetings, 2020
The average attendance rate for internal council members increased from 87% in 2019 to 98% in 2020 while
the attendance for the external council members increased from 52% in 2019 to 95% in 2020.
Average Attendance of Council meetings, 2020
98% 95%
External Council MembersInternal Council Members
The overall average attendance has
increased by 29% from the previous
year.
97%
68%59%
202020192018
This page has been intentionally left blank
Annexure C
Employment Equity Report
Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first
employment & labour Department: Employment and Labour REPUBLIC OF SOUTH AFRICA
EMPLOYMENT EQUITY Page 1 of 10 | EEA2 06 Feb 2020
09:12
PLEASE READ THIS FIRST SECTION A: EMPLOYER DETAILS & INSTRUCTIONS
PURPOSE OF THIS FORM
This form enables employers to comply with Section 21 of the Employment Equity Act 55 of 1998, as amended.
This form contains the format for employment equity reporting by designated employers to the Department of Employment and Labour.
WHO COMPLETES THIS FORM?
All designated employers. Employers who wish to voluntarily comply with Chapter 3 of the Act are also required to complete this form.
WHEN SHOULD EMPLOYERS REPORT?
Designated employers must submit their report annually on the first working day of October or by 15 January of the following year in the case of electronic reporting.
Employers who become designated on or after the first working day of April but before the first working day of October must only submit their first report on the first working day of October of the following year.
SEND TO:
Employment Equity Registry The Department of Employment and Labour Private Bag X117 Pretoria 0001
Online Reporting: www.labour.gov.za Helpline: 0860101018
NO FAXED OR E-MAILED REPORTS WILL BE ACCEPTED
Trade name UNIVERSITY OF THE WITWATERSRAND
DTI registration name
DTI registration number
PAYE/SARS number 7940722731
UIF reference number 1368958
EE reference number 6058
Seta classification EDUCATION, TRAINING AND DEVELOPMENT PRACTICES
Industry/Sector EDUCATION
Industry Sub Sector Higher education
Bargaining Council Other
Telephone number 0117171468
Postal address
PRIVATE Bag 3 WITS WITS
City/Town JOHANNESBURG
Postal code 2050
Province GAUTENG
Physical address
1 Jan smuts Avenue WITS WITS
City/Town JOHANNESBURG
Postal code 2050
Province GAUTENG
Details of CEO/ Accounting Officer at the time of submitting this report
Name and surname Prof Adam Habib
Telephone number 0117171101
Fax number 0117171463
Email address [email protected]
Details of Employment Equity Senior Manager at the time of submitting this report
Name and surname Neo Bokaba
Telephone number 0117171468
Fax number 0117171102
Email address [email protected]
Information about the organization at the time of submitting this report
Business type Educational Institution
Number of employees in the organization
150 or more
Is your organization an organ of State? No
Is your organisation part of a group / holding company? If yes, please provide the name.
No
Year for which this report is submitted 2019
Page 2 of 10 | EEA2 06 Feb 2020
Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first
PLEASE READ THIS FIRST
a. The report should cover a twelve month period, except for first time reporting where this may not be possible and the months covered should be consistent from year to year for the duration of the plan.
b. Employers must complete the EEA2 and the EEA4 forms and submit them together to the Department of Employment and Labour. Reports submitted by employers to the Department may only be hand delivered, posted or submitted online by the first working day of October or by 15 January of the following year only in the case of electronic reporting.
c. An employer who becomes designated on or after the first working day of April, but before the first working day of October, must only submit its first report on the first working day of October in the following year.
d. " Designated groups" mean Black people (i.e. Africans, Coloureds and Indians), women and people with disabilities who are citizens of the Republic of South Africa by birth or descent; or became citizens of the Republic of South Africa by naturalization (i) before 27 April 1994 or (ii) after 26 April 1994 and who would have been entitled to acquire citizenship by naturalisation prior to that date but who were precluded by apartheid policies.
e. The alphabets "A", "C", "I", "W", "M" and "F" used in the tables have the following corresponding meanings and must be interpreted as "Africans", "Coloureds", "Indians", "Whites", "Males" and "Females" respectively.
f. "Temporary employees" are those employees employed for less than three months.
g. Guidelines on occupational levels are provided in the EEA9 Annexure of these regulations.
h. Numerical goals must include the entire workforce profile, and not the difference between the current workforce profile and the projected workforce profile the employer seeks to achieve at the end of it's employment equity plan (EE Plan).
i. Numerical targets must include the entire workforce profile, and not the difference between the current workforce profile and the projected workforce profile the employer seeks to achieve achieve by the next reporting period.
j. All areas of the form must be fully and accurately completed and submitted by employers. Designated employers who fail to observe this provision will be deemed not to have reported.
k. Employers must not leave blank spaces, use ’not applicable’ (NA) or a ’dash’ (-) when referring to the value "0" (Zero) or the word "No".
Please indicate below the preceding twelve month period the report covers (except for first time reporting where the period may be shorter):
From (date): 01/01/2019 To (date): 31/12/2019
Please indicate below the duration of your current employment equity plan:
From (date): 01/12/2017 To (date): 30/11/2022
Page 3 of 10 | EEA2 ( UNIVERSITY OF THE WITWATERSRAND |6058 | 06 Feb 2020)
Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first
SECTION B: WORKFORCE PROFILE 1. WORKFORCE PROFILE
1.1 Please report the total number of employees (including employees with disabilities) in each of the following occupational levels: Note: A=Africans, C=Coloureds, I=Indians and W=Whites
Occupational Levels
Male
Female Foreign
Nationals
Total
A C I W A C I W Male Female
Top management 2 1 2 0 0 0 1 0 0 0 6
Senior management 5 3 5 12 0 1 1 10 10 1 48
Professionally qualified and experienced specialists and mid- management
205
48
87
321
279
80
144
391
263
131
1949
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents
337
28
25
49
581
115
89
102
28
42
1396
Semi- skilled and discretionary decision making 711 5 4 2 322 8 4 3 4 2 1065
Unskilled and defined decision making
396 1 0 0 668 0 0 1 11 7 1084
TOTAL PERMANENT 1656 86 123 384 1850 204 239 507 316 183 5548
Temporary employees 31 4 10 31 70 4 15 51 30 33 279
GRAND TOTAL 1687 90 133 415 1920 208 254 558 346 216 5827
1.2 Please report the total number of employees with disabilities only in each of the following occupational levels: Note: A=Africans, C=Coloureds, I=Indians and W=Whites
Occupational Levels
Male
Female Foreign
Nationals
Total
A C I W A C I W Male Female
Top management 0 0 0 0 0 0 0 0 0 0 0
Senior management 0 0 0 0 0 0 0 0 0 0 0
Professionally qualified and experienced specialists and mid- management
1
1
1
12
2
1
1
5
2
1
27
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents
2
0
0
1
8
1
0
4
0
0
16
Semi- skilled and discretionary decision making
4 0 0 0 1 0 0 0 0 0 5
Unskilled and defined decision making 4 0 0 0 2 0 0 0 0 0 6
TOTAL PERMANENT 11 1 1 13 13 2 1 9 2 1 54
Temporary employees 0 0 0 0 3 0 0 2 0 0 5
GRAND TOTAL 11 1 1 13 16 2 1 11 2 1 59
Page 4 of 10 | EEA2 ( UNIVERSITY OF THE WITWATERSRAND |6058 | 06 Feb 2020)
Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first
SECTION C: WORKFORCE MOVEMENT 2. Recruitment
2.1 Please report the total number of new recruits, including people with disabilities. Note: A=Africans, C=Coloureds, I=Indians and W=Whites
Occupational Levels
Male
Female Foreign
Nationals
Total
A C I W A C I W Male Female
Top management
0 0 0 0 0 0 0 0 0 0 0
Senior management 0 0 1 0 0 0 0 1 1 0 3
Professionally qualified and experienced specialists and mid- management
38
5
4
20
36
6
7
21
30
16
183
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents
69
5
5
13
107
14
9
15
15
21
273
Semi- skilled and discretionary decision making 50 0 1 2 37 4 1 3 1 1 100
Unskilled and defined decision making 27 0 0 0 88 0 0 0 0 0 115
TOTAL PERMANENT 184 10 11 35 268 24 17 40 47 38 674
Temporary employees 31 3 3 28 54 5 7 46 40 26 243
GRAND TOTAL 215 13 14 63 322 29 24 86 87 64 917
3. Promotion
3.1 Please report the total number of promotions into each occupational level, including people with disabilities. Note: A=Africans, C=Coloureds, I=Indians and W=Whites
Occupational Levels
Male
Female Foreign
Nationals
Total
A C I W A C I W Male Female
Top management 0 0 0 0 0 0 1 0 0 0 1
Senior management 0 1 2 1 1 0 0 1 0 0 6
Professionally qualified and experienced specialists and mid- management
14
4
5
15
26
10
10
18
21
15
138
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents
15
0
0
1
32
5
2
3
0
1
59
Semi- skilled and discretionary decision making 7 0 0 0 4 0 0 0 0 0 11
Unskilled and defined decision making 1 0 0 0 1 0 0 0 0 0 2
TOTAL PERMANENT 37 5 7 17 64 15 13 22 21 16 217
Temporary employees 0 0 0 0 2 0 0 3 2 0 7
GRAND TOTAL 37 5 7 17 66 15 13 25 23 16 224
Page 5 of 10 | EEA2 ( UNIVERSITY OF THE WITWATERSRAND |6058 | 06 Feb 2020)
Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first
4. Termination
4.1 Please report the total number of terminations in each occupational level, including people with disabilities. Note: A=Africans, C=Coloureds, I=Indians and W=Whites
Occupational Levels
Male
Female Foreign
Nationals
Total
A C I W A C I W Male Female
Top management 0 0 0 0 0 0 0 0 0 0 0
Senior management 1 0 0 1 0 0 0 2 1 0 5
Professionally qualified and experienced specialists and mid- management
22
5
4
33
36
7
14
35
25
8
189
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents
69
3
5
18
102
21
16
20
12
9
275
Semi- skilled and discretionary decision making 36 0 0 0 45 3 1 2 1 1 89
Unskilled and defined decision making 13 0 0 0 14 0 0 0 1 1 29
TOTAL PERMANENT 141 8 9 52 197 31 31 59 40 19 587
Temporary employees 22 4 5 37 72 2 13 60 50 36 301
GRAND TOTAL 163 12 14 89 269 33 44 119 90 55 888
Page 6 of 10 | EEA2 ( UNIVERSITY OF THE WITWATERSRAND |6058 | 06 Feb 2020)
Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first
SECTION D: SKILLS DEVELOPMENT 5. Skills Development
5.1 Please report the total number of people including people with disabilities, who received training ONLY for the purpose of achieving the numerical goals, and not the number of training courses attended by individuals. Note: A=Africans, C=Coloureds, I=Indians and W=Whites
Occupational Levels
Male Female
Total
A C I W A C I W
Top management 0 1 0 0 0 0 0 0 1
Senior management 0 0 1 4 0 0 0 5 10
Professionally qualified and experienced specialists and mid- management 43 7 14 61 148 23 95 149 540
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents
44
2
2
4
140
48
38
46
324
Semi- skilled and discretionary decision making 19 2 0 0 14 1 0 0 36
Unskilled and defined decision making 9 0 0 0 12 0 0 0 21
TOTAL PERMANENT 115 12 17 69 314 72 133 200 932
Temporary employees 1 1 1 0 5 4 0 9 21
GRAND TOTAL 116 13 18 69 319 76 133 209 953
Page 7 of 10 | EEA2 ( UNIVERSITY OF THE WITWATERSRAND |6058 | 06 Feb 2020)
Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first
SECTION E: NUMERICAL GOALS & TARGETS 6. Numerical Goals
6.1 Please indicate the numerical goals as contained in the EE Plan (i.e. the entire workforce profile including people with disabilities) you project to achieve at the end of your current Employment Equity Plan in terms of occupational levels. Note: A=Africans, C=Coloureds, I=Indians and W=Whites
Occupational Levels
Male
Female Foreign
Nationals
Total
A C I W A C I W Male Female
Top management 2 1 2 0 2 0 0 0 1 0 8
Senior management 18 2 1 17 14 1 2 10 8 0 73
Professionally qualified and experienced specialists and mid- management
667
40
90
343
526
76
144
425
285
127
2723
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents
621
23
35
73
551
137
104
164
33
38
1779
Semi- skilled and discretionary decision making 585 15 15 69 302 18 14 68 11 3 1100
Unskilled and defined decision making
407 18 16 76 581 14 14 65 3 5 1199
TOTAL PERMANENT 2300 99 159 578 1976 246 278 732 341 173 6882
Temporary employees 0 0 0 0 0 0 0 0 0 0 0
GRAND TOTAL 2300 99 159 578 1976 246 278 732 341 173 6882
7. Numerical Targets
7.1 Please indicate the numerical targets as contained in the EE Plan (i.e. the workforce profile including people with disabilities) you project to achieve at the end of the next reporting cycle, in terms of occupational levels. Note: A=Africans, C=Coloureds, I=Indians and W=Whites
Occupational Levels
Male
Female Foreign
Nationals
Total
A C I W A C I W Male Female
Top management 2 1 2 0 2 0 0 0 1 0 8
Senior management 18 2 1 17 14 1 2 10 8 0 73
Professionally qualified and experienced specialists and mid- management
667
40
90
343
526
76
144
425
285
127
2723
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents
621
23
35
73
551
137
104
164
33
38
1779
Semi- skilled and discretionary decision making 585 15 15 69 302 18 14 68 11 3 1100
Unskilled and defined decision making
407 18 16 76 581 14 14 65 3 5 1199
TOTAL PERMANENT 2300 99 159 578 1976 246 278 732 341 173 6882
Temporary employees 0 0 0 0 0 0 0 0 0 0 0
GRAND TOTAL 2300 99 159 578 1976 246 278 732 341 173 6882
Page 8 of 10 | EEA2 ( UNIVERSITY OF THE WITWATERSRAND |6058 | 06 Feb 2020)
Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first
SECTION F: MONITORING & EVALUATION 8. Consultation
8.1 Please indicate below the stakeholders that were involved in the consultation process when developing and implementing your Employment Equity Plan and the preparation of this Employment Equity Report.
Consultation Yes No
Consultative body or employment equity forum Yes
Registered trade union (s)
No
Employees Yes
Page 9 of 10 | EEA2 ( UNIVERSITY OF THE WITWATERSRAND |6058 | 06 Feb 2020)
Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first
9. Barriers and affirmative action measures
9.1 Please indicate which categories of employment policy or practice barriers to employment equity were identified. If your answer is 'Yes' to barriers in any of the categories, please indicate whether or not there are affirmative action measures developed and the time-frames to overcome them.
Categories
Barriers
Affirmative
Action Measures
Timeframe for Implementation of AA Measures
Start Date (DD/MM/YYYY)
End Date (DD/MM/YYYY)
Recruitment Procedures No No
Advertising Positions No No
Selection criteria No No
Appointments No No
Job classification and grading No No
Remuneration and benefits No No
Terms and conditions of employment No No
Job assignments Yes Yes 01/01/2020 31/12/2021
Work environment and facilities No No
Training and development No No
Performance and evaluation systems No No
Promotions Yes Yes 01/01/2020 31/12/2021
Transfers No No
Succession and experience planning Yes Yes 01/01/2020 31/12/2021
Disciplinary measures No No
Dismissals No No
Retention of designated groups No No
Corporate culture Yes Yes 01/01/2020 31/12/2021
Reasonable accommodation No No
HIV and AIDS education and prevention programmes No No
Assigned senior manager(s) to manage EE implementation No No
Budget allocation in support of employment equity goals No No
Time off for employment equity consultative committee to meet
No No
10. Monitoring and evaluation of implementation:
10.1 How regularly do you monitor progress on the implementation of the Employment Equity Plan? Please choose one.
Monthly Quarterly
Quarterly
10.2 Did you achieve the annual objectives as set out in your Employment Equity Plan for this period?
Yes No Please explain
Yes
Overall we have meet the targets. The drivers that have been designed and implemented within the institution with reference to policy, procedures and practices have ensured that equity goals and targets of the university can be promoted and achieved. The nature of these intervention have been considered comprehensively and will be further enhanced within the short term in order to address barriers identified within the institution.
Page 10 of 10 | EEA2 ( UNIVERSITY OF THE WITWATERSRAND |6058 | 06 Feb 2020)
Lefapha la Badiri . Lefapha la Mesebetsi . uMnyango wezeMisebenzi . Muhasho wa zwa Mishumo . Departement van Arbeid . Kgoro ya Merero ya Bashomi . Ndzawulo ya ta Mintirho . LiTiko leTemisebenti . ISebe lezeMisebenzi . UmNyango wezokuSebenzi Batho Pele - putting people first
I Prof Adam Habib (full Name) CEO/Accounting Officer of
UNIVERSITY OF THE WITWATERSRAND hereby declare that I have read, approved and authorized this information.
Signed on this 18th day of December (month) year 2019
At (place) : Braamfontein
Chief Executive Officer/Accounting Officer
Chief Executive Officer/Accounting Officer
EEA2 Section G: Signature of the Chief Executive Officer/ Accounting Officer
Annexure D
Institutional Scorecard
Annexure D
Institutional Scorecard
Page
1 of
14
2020
INSI
TUTI
ONAL
SCO
RECA
RD
The S
enior
Exe
cutiv
e Tea
m, af
ter co
nsult
ation
with
vario
us co
nstitu
encie
s with
in the
Univ
ersit
y and
with
appr
oval
from
Coun
cil de
termi
ned K
ey P
erfor
manc
e Driv
ers a
s set
out b
elow
in ac
cord
ance
wi
th the
Univ
ersit
y‘s vi
sion a
nd st
rateg
ic go
als. T
he su
cces
s of a
stra
tegy d
epen
ds on
thre
e com
pone
nts: d
escri
ption
of th
e stra
tegy,
meas
urem
ent o
f the s
trateg
y, an
d man
agem
ent o
f the s
trateg
y (K
aplan
& N
orton
, 200
4). P
art o
f The
Insti
tution
al Sc
orec
ard‘s
use
is to
impr
ove
the a
ccou
ntabil
ity o
f the
SET
(Sen
ior E
xecu
tive
team)
in d
riving
exc
ellen
ce a
nd im
prov
emen
t by m
easu
ring
and
mana
ging t
he id
entifi
ed dr
ivers
below
Covid
impa
ct
It is
prop
osed
that
on
acad
emic
crite
ria w
here
ther
e may
be a
dra
mat
ic im
pact
bec
ause
of C
OVID
-19 s
uch
as in
the c
ompl
etio
n of
qua
lifica
tions
and
grad
uatio
ns, t
he S
ET sh
ould
be
held
acco
unta
ble o
n th
e fra
mew
ork r
athe
r tha
n th
e act
ual t
arge
ts.
On re
sear
ch ta
rget
s, th
e SET
is co
mm
itted
to th
e orig
inal
targ
ets,
altho
ugh
ther
e are
chall
enge
s aro
und
the p
hysic
al co
llect
ion
of d
ata d
ue to
lock
down
rest
rictio
ns, t
hese
are n
ow
bein
g re
solve
d an
d th
e SET
rem
ains c
omm
itted
to th
e orig
inal
targ
ets.
On th
e stra
tegi
c goa
l of I
nfra
stru
ctur
e, th
e SET
is co
mm
itted
to th
e orig
inal
targ
ets,
altho
ugh
som
e dea
dlin
es h
ave b
een
amen
ded.
The
SET
may
not
be a
ble t
o co
mpl
ete t
he s
mar
t cla
ssro
oms p
rojec
t but
the i
nfra
stru
ctur
e for
lect
ure c
aptu
re w
ill be
avail
able
in al
l clas
sroo
ms b
y yea
r-end
Op
erat
iona
l effi
cienc
y and
Tra
nsfo
rmat
ion
goals
– SE
T re
main
s com
mitt
ed to
targ
ets,
Al
l tar
gets
rem
ain b
road
ly th
e sam
e; h
owev
er, S
ET re
ques
ts fl
exib
ility i
n th
e met
hodo
logy
on
acad
emic
goals
. W
ith th
e fin
ancia
l indi
cato
rs, C
ovid
has
requ
ired
chan
ges i
n ta
rget
s and
thes
e wer
e don
e in
relat
ion
to fo
reca
sts,
which
wer
e pas
sed
at F
inCo
.
Page
2 of
14
Stra
tegi
c Goa
l So
urce
Ta
rget
s and
Obj
ectiv
es
Covid
Impa
ct -
Revis
ed
1. Te
achin
g Effe
ctive
ness
& E
nrolm
ent (
30%
Weig
ht)
Indica
tor / p
erfor
manc
e driv
er
Sour
ce
Base
Ye
ar-e
nd ta
rget
Year
-end
str
etch
Covid
Impa
ct - R
evise
d Se
ptemb
er U
pdate
1.1
Unde
rgra
duate
Enr
olmen
t - N
ew 1s
t Yea
rs. M
id-ye
ar ta
rgets
– es
timate
d us
ing 2-
year
aver
age o
f en
rolle
d yos
1 new
to W
its
by m
id-ye
ar. T
his nu
mber
wi
ll mov
e tow
ards
the
targe
t whe
n tak
ing in
to ac
coun
t the c
ance
llatio
ns
Regis
trar /
DVC
Ac
adem
ic 53
58
4 978
47
30
Re
mains
as is
. UG
enro
lmen
ts co
mplet
ed.
5339
1.2
Unde
rgra
duate
Co
mplet
ion of
degr
ees.
Mi
d-ye
ar ta
rgets
– es
timate
d usin
g 2 ye
ar
aver
age o
f deg
ree
comp
letion
s yos
1 new
to
Wits
by m
id-ye
ar
DVC
Acad
emic
48
46
4 936
50
10
Year
-end
targ
et 48
46
4072
Gra
ds( E
xclud
ing
Dec n
umbe
rs)
1.3
Post
Grad
uate
Enro
lmen
t - H
onou
rs, M
aster
s and
Ph
D +
PG D
iplom
as at
NQ
F Le
vel 8
. All P
G Di
ps
exclu
ding t
he P
GCE
(NQF
7) m
id-ye
ar ta
rgets
– e
stima
ted us
ing 5
year
av
erag
e of P
G en
rolle
d by
mid-
year
VP / D
VC
Rese
arch
& P
G Af
fairs
/ Reg
istra
r
1470
1 14
969
1571
7 Ye
ar-e
nd ta
rget
1470
1 14
912
1.4
Onlin
e Roll
out
Prog
ramm
e DV
C Ac
adem
ic Ob
jectiv
es:
1. A
total
of fiv
e full
onlin
e pro
gram
mes a
ctive
as pe
r the
on
line p
rogr
amme
enro
lmen
t plan
.
Meas
urem
ent o
f how
subs
tantiv
e the
Univ
ersit
y has
been
able
to sh
ift Al
l cou
rses h
ave m
oved
to
an on
line m
ode o
f de
liver
y sinc
e Apr
il
Page 3 of 14
2. Three new MOOCs to be developed to emergency remote teaching, and extending online awareness
2020. BIS has created a dashboard that enables us to continually monitor, at an institutional level, the number of students that access our Learning Management System (LMS). Each course has its own site on the LMS, and lecturers are able to access student usage statistics for their own course at any time.
1.5 Post Graduate graduations - honours, Masters and PhD completion of degrees Excludes all PG Dips mid-year targets - estimated using 5 year average of degree completions by mid-year
VP / DVC Research & PG Affairs / Registrar
3517 4 205 4415 Year-end target 3517 1967 Grads
1.6 Science, Engineering and Technology Profile
DVC Academic 50.40% 51% 51.1% Year-end target 50,4% 50.2%
2. Research Output and Profile (25% Weight)
Indicator / performance driver Source Base Year-end target Year-end stretch
Covid Impact - Revised
2.1 Accredited Research Output (measured in DHET units)
VP / DVC Research & PG Affairs
1 960 2 060 2 200 All data to remain as is. The only impact Covid has had is on collection and this will receive focussed attention in June and July. To be noted all Research output and data is for 2019.
1997 submitted for 2019. Wits fully compliant. 1924 - estimate of likely approved units. Will be
Page
4 of
14
confi
rmed
in D
ecem
ber
2020
2.2
Prop
ortio
n of J
ourn
al Ar
ticles
publi
shed
in IS
I an
d IBS
S ind
exed
jou
rnals
VP / D
VC
Rese
arch
& P
G Af
fairs
86%
90
%
95%
92
.5%
Inter
natio
nal u
nits o
ther
than D
HET
(inclu
des
Scop
us)
95.7%
2.3
Numb
er of
acad
emic
staff
publi
shing
and r
epor
ting
rese
arch
, mea
sure
d on a
ro
lling t
hree
year
aver
age
basis
VP / D
VC
Rese
arch
& P
G Af
fairs
741
750
800
809
(Con
firmed
for 2
019)
2.4
Postd
oc pr
oduc
tivity
: nu
mber
of ac
credit
ed
publi
catio
ns pe
r pos
tdoc
aver
aged
over
a ro
lling 3
ye
ar pe
riod
VP / D
VC
Rese
arch
& P
G Af
fairs
1.02
1.07
1.12
1.5
2.5
Rese
arch
Con
tracts
Inc
ome f
or th
e Wits
He
alth C
onso
rtium,
Wits
Co
mmer
cial &
Res
earch
Of
fice
VP / D
VC
Rese
arch
& P
G Af
fairs
R1 4
31 19
3 275
.00
R1 51
5 748
164.0
0 R
1 605
785 7
72.00
No
t rec
eived
yet
2020
year
to da
te:
R 96
5 912
000
Made
up as
follo
ws:
WHC
= R
597 5
08 00
0 W
E =
R 39
000 0
00
Wits
R 32
9 004
000
3. Te
chno
logy a
nd In
frastr
uctur
e (5 %
Weig
ht)
Indica
tor / p
erfor
manc
e driv
er
Sour
ce
Objec
tives
Co
vid Im
pact
- Rev
ised
3.1
Deliv
er IC
T pr
ojects
to
enab
le Di
gital
Lear
ning
COO
1. Di
gitali
satio
n of p
roce
sses
thro
ugh H
R pr
oces
s au
tomati
on, p
latfor
ms fo
r wor
kflow
appr
ovals
and d
igital
sig
natur
es an
d roll
out o
f Sha
rePo
int E
xpan
sion o
f the
Smar
t Clas
sroom
Pro
ject
Infra
struc
ture f
or le
cture
captu
re to
be
prior
itised
. Con
sulta
tion r
elatin
g to
this w
ill be
done
.
1. HR
reco
mmen
datio
n of
emplo
ymen
t has
been
dig
itised
& au
tomate
d.
Wor
kflow
appr
oval
tool
Page
5 of
14
2. Ex
pans
ion of
the S
mart
Clas
sroom
Pro
ject
3. Cy
ber S
ecur
ity M
itigati
ons:
gap a
nalys
is, ro
ad m
ap an
d ex
ecuti
on by
June
2020
. 4.
Deliv
er th
e Cam
pus-b
ased
Digi
tal Le
arnin
g Cen
tre (I
CT
Libra
ries P
rojec
t) by
Mar
ch 20
20
Objec
tives
rema
in in
place
with
re
vision
of da
tes
Deliv
er th
e Cam
pus-b
ased
Digi
tal
Lear
ning C
entre
(ICT
Libr
aries
Pr
oject)
by D
ec 2
020
(K2)
is im
pleme
nted a
nd
is no
w in
prod
uctio
n. Di
gital
signa
tures
rolle
d ou
t. Sh
areP
oint u
sage
ex
tende
d to a
ll Fac
ulties
. 2.
Lectu
re C
aptur
e pro
ject is
cu
rrentl
y roll
ing ou
t with
50
venu
es ea
rmar
ked f
or
comp
letion
for 2
020.
3. Th
e cyb
er se
curity
gaps
an
alysis
comp
leted
in
April.
Mitig
ation
plan
s &
initia
tives
have
been
ini
tiated
to cl
ose t
he
gaps
. 4.
War
tenwe
iler L
ibrar
y Le
arnin
g Inn
ovati
on
cons
tructi
on co
mplet
ed in
Au
gust.
Pro
ject o
n tra
ck
for co
mplet
ion by
31
Dece
mber
2020
.
3.2
Mana
ge th
e mult
i-yea
r pr
ioritis
ed m
ainten
ance
an
d com
plian
ce
prog
ramm
e with
in the
tim
eline
s dete
rmine
d.
COO
1. Im
pleme
nt an
d com
miss
ion a
Wits
-tailo
red a
sset
mana
geme
nt sy
stem
by D
ecem
ber 2
020
2. Co
mplet
e buil
ding c
ondit
ional
asse
ssme
nts by
June
2020
to
guide
main
tenan
ce pr
ioritiz
ation
All o
rigina
l obje
ctive
s rem
ain as
is
Comp
lete b
uildin
g con
dition
al as
sess
ments
by D
ec 20
20 to
guide
ma
inten
ance
prior
itizati
on
1. Pr
oject
curre
ntly a
t tend
er
stage
& se
rvice
prov
ider
will b
e app
ointed
by D
ec
2020
, with
im
pleme
ntatio
n only
fea
sible
in 20
20 du
e to
Covid
-relat
ed de
lays.
2. Bu
ilding
cond
itiona
l as
sess
ments
in pr
ogre
ss
& wi
ll be c
omple
ted by
the
targ
eted c
omple
tion
date
of 30
Dec
2020
Page
6 of
14
3.3
Mana
ge th
e DHE
T-
funde
d Mac
ro
infra
struc
ture p
rojec
ts
COO
1. Co
mplet
e 200
9 rev
iew of
Wits
Spa
tial D
evelo
pmen
t Fr
amew
ork.
Pres
ent fi
rst dr
aft to
SET
Retr
eat in
Feb
ruar
y 20
20 an
d fina
l revie
w to
first C
ounc
il Mee
ting o
f 202
0. 2.
Imple
ment
WIT
S DH
ET IE
G 20
18 -
2021
Cap
ital W
orks
Pr
ogra
mme a
nd cl
ose o
ut pr
eviou
s fun
ding g
rant
cycle
s:
2.1. C
omple
te the
scop
ing of
the W
its D
HET
IEG
2018
- 20
21 C
apita
l Wor
ks P
rogr
amme
on hi
gh le
vel b
y Se
ptemb
er 20
20.
2.2. R
evise
the h
igh le
vel im
pleme
ntatio
n plan
for t
he W
its
DHET
IEG
2018
- 20
21 C
apita
l Wor
ks P
rogr
amme
an
d obta
in ap
prov
al fro
m go
vern
ance
stru
cture
s by 0
1 Ap
ril 20
20
2.3. S
ecur
e app
rova
l from
DHE
T for
revis
ed sc
ope o
f wo
rks fo
r the
prop
osed
Flow
er H
all T
est a
nd
Exam
inatio
n Cen
tre, W
est C
ampu
s Villa
ge an
d Co
mmer
ce, L
aw an
d Man
agem
ent B
uildin
g re
deve
lopme
nts.
2.4. C
omple
te an
d mee
t qua
rterly
DHE
T re
portin
g re
quire
ments
. 2.5
. Com
plete
and m
eet a
nnua
l DHE
T re
portin
g re
quire
ment
by 01
May
2020
3.
Prep
are n
ew D
HET
IEG
2022
- 20
25 C
apita
l Wor
ks
Prog
ramm
e in c
onsu
ltatio
n with
Fac
ulties
and o
ther
relev
ant s
takeh
older
s 4.
Comp
lete t
he hi
gh-le
vel in
vesti
gatio
n and
scop
ing fo
r pr
oject
portf
olio t
o be s
ubmi
tted t
o the
next
DHET
IEG
Fund
ing cy
cle i.e
. 202
2 - 20
25 by
01 N
ovem
ber 2
020 a
s an
outco
me of
the W
its S
patia
l Dev
elopm
ent F
rame
work
rene
wal in
cons
ultati
on w
ith F
acult
ies an
d othe
r rele
vant
stake
holde
rs.
Objec
tives
rema
in in
place
with
re
vision
of da
tes
Revis
e high
-leve
l imple
menta
tion
plan f
or W
its D
HET
IEG
2018
- 20
21 C
apita
l Wor
ks P
rogr
amme
&
obtai
n app
rova
l from
gove
rnan
ce
struc
tures
by 30
June
20. S
ecur
e ap
prov
al fro
m DH
ET fo
r rev
ised
scop
e of w
orks
for p
ropo
sed F
lower
Ha
ll Tes
t & E
xams
Cen
tre, W
est
Camp
us V
illage
, CLM
Buil
ding
rede
velop
ments
by 30
June
. Co
mplet
e and
mee
t ann
ual D
HET
repo
rting r
equir
emen
t by 3
0 Jun
e 20
20
Prep
are n
ew D
HET
IEG
2022
- 20
25 C
apita
l Wor
ks P
rogr
amme
in
cons
ultati
on w
ith F
acult
ies an
d oth
er re
levan
t stak
ehold
ers b
y 25
Sep
2020
1. W
its S
DF up
date
in pr
ogre
ss fo
r fina
l revie
w su
bmiss
ion to
the l
ast
Coun
cil m
eetin
g of.2
020.
2. On
going
, nati
onal
lockd
own i
mpos
ed a
4-mo
nth de
lay on
capit
al wo
rks pr
ogra
mme.
All
cons
tructi
on ac
tivitie
s ha
ve re
sume
d &
satis
factor
ily:
3. W
its D
HET
IEG
2018
- 20
21 sc
oping
comp
leted
, aw
aiting
confi
rmati
on of
Co
nstru
ction
Fra
mewo
rk Co
ntrac
ts by
the
Septe
mber
Cou
ncil W
its
DHET
IEG
0218
- 20
21
imple
menta
tion
prog
ramm
e rev
ised &
co
mmun
icated
, fina
l pr
oject
comp
letion
sc
hedu
led fo
r Dec
embe
r 20
23.
4. Re
vised
scop
e &
imple
menta
tion
prog
ramm
es fil
ed as
part
of 20
20 W
its D
HET
IEG
Annu
al Re
port,
await
ing
asse
ssme
nt fee
dbac
k fro
m DH
ET.
5. On
going
DHE
T qu
arter
ly re
portin
g req
uirem
ents
are a
dher
ed to
. 2.5
2020
Wits
DHE
T IE
G An
nual
Repo
rt co
mplet
ed
and s
ubmi
tted.
3. &
4. On
going
and
delay
ed, a
waitin
g 6th
Page
7 of
14
Cycle
DHE
T IE
G 20
22-
2025
fund
ing cr
iteria
from
DH
ET, v
ariou
s pre
cinct
and p
rojec
t spe
cific
prop
osals
are b
eing
prep
ared
in th
e inte
rim.
3.4
Imple
ment
Gree
n ini
tiativ
es
COO
1. Su
bject
to bu
dget
appr
oval,
imple
ment
high i
mpac
t ene
rgy
proje
cts as
per d
etaile
d Ene
rgy P
lan (W
its E
nerg
y Ef
ficien
cy an
d Bus
iness
Con
tinuit
y Pro
jects)
pres
ented
at
Septe
mber
2019
SET
Retr
eat.
1.1. I
mplem
ent a
centr
alise
d stan
dby g
ener
ator s
olutio
n for
the P
arkto
wn M
anag
emen
t Cam
pus a
nd
Knoc
kand
o Res
idenc
e. 1.2
. Com
plete
plann
ing fo
r all n
ew pr
opos
ed co
-ge
nera
tion s
ystem
s for
the R
eside
nce p
ortfo
lio by
31
Dece
mber
2020
. 1.3
. Com
plete
plann
ing fo
r new
tri-g
ener
ation
plan
t at
Facu
lty of
Hea
lth S
cienc
es B
uildin
g by 3
1 Dec
embe
r 20
20.
1.4. C
omple
te pla
nning
for p
ropo
sed n
ew ro
oftop
PV
syste
ms ac
ross
all c
ampu
ses a
nd in
itiate
proc
urem
ent to
sour
ce su
itable
PV
contr
actor
s in
prep
arati
on fo
r imple
menta
tion t
o beg
in in
2021
2.
Utilis
e env
ironm
ental
ly-frie
ndly
chem
icals
3.
Prom
ote an
d pro
tect in
digen
ous p
lants
4. Ut
ilise b
oreh
ole w
ater f
or m
aintai
ning g
roun
ds
5. Im
pleme
nt of
recy
cling
initia
tives
6.
Proc
ure a
nd ut
ilise e
co-fr
iendly
Wits
-own
ed ve
hicles
7.
Pilot
the c
ampu
s bicy
cle sy
stem
Objec
tives
rema
in in
place
with
re
vision
of da
tes
Imple
ment
a cen
tralis
ed st
andb
y ge
nera
tor so
lution
for t
he P
arkto
wn
Mana
geme
nt Ca
mpus
and
Knoc
kand
o Res
idenc
e by 3
1 Dec
20
20
Objec
tives
rema
in in
place
with
re
vision
of da
tes –
for co
mplet
ion
by 31
Dec
2020
1. Th
e cen
tralis
ed
stand
by ge
nera
tor
solut
ion fo
r both
sites
on
trac
k for
comp
letion
by
31 D
ecem
ber 2
020.
2. Pl
annin
g on t
rack
for
rooft
op c
omple
tion b
y 31
Dec
embe
r 202
0. 3.
Envir
onme
ntally
- frie
ndly
chem
icals
being
utilis
ed.
Exce
ption
s wer
e mad
e for
adhe
renc
e to C
ovid-
19 re
gulat
ions.
4.
The W
its La
ndsc
aping
Ma
sterp
lan be
ing
comp
iled f
or th
e pr
omoti
on an
d pr
otecti
on of
ind
igeno
us pl
ants.
On
track
.
Page
8 of
14
8. En
force
a pla
stic-f
ree c
ampu
s
5. Ut
ilisati
on of
bore
holes
in
abey
ance
due t
o bu
dgeta
ry co
nstra
ints.
6. On
going
and o
n tra
ck.
7. Co
ntinu
ous m
ilesto
ne
and o
n tra
ck.
8. Pr
oject
defer
red t
o 20
21 as
the n
ation
al Lo
ckdo
wn in
terru
pted
rollo
ut.
9. Pr
oject
succ
essfu
lly
imple
mente
d and
mo
nitor
ing is
co
ntinu
ous a
nd
succ
essfu
l.
4. Fin
ance
(10
% W
eight)
Indica
tor / p
erfor
manc
e driv
er
Sour
ce
Objec
tives
Co
vid Im
pact
- Rev
ised
4.1
Budg
et CF
O 1.
Deliv
er C
ounc
il app
rove
d bre
ak-e
ven b
udge
t and
re
siden
ce ap
prov
ed de
ficit b
udge
t in lin
e with
7 ye
ar br
eak
even
plan
Deliv
er a
targ
eted d
eficit
of R
150
millio
n for
Cou
ncil a
ppro
ved b
udge
t, de
rived
from
the f
orec
ast fo
r the
cu
rrent
year
, an
d a r
eside
nce
appr
oved
defic
it bud
get in
line w
ith
7-ye
ar br
eak e
ven p
lan
Deliv
er a
targ
eted d
eficit
of
+-R5
0 milli
on fo
r Co
uncil
appr
oved
budg
et,
deriv
ed fr
om th
e for
ecas
t for
the c
urre
nt ye
ar ,
and
a re
siden
ce ap
prov
ed
defic
it bud
get in
line w
ith
7-ye
ar br
eak e
ven p
lan
4.2
Asse
t Man
agem
ent
Bank
ing In
itiativ
es an
d Tr
easu
ry So
lution
s
CFO
1. Im
pleme
nt ne
w As
set S
trateg
y and
tran
sition
to ne
w Inv
estm
ent A
sset
Mana
gers
2. Im
pleme
nt Ne
w Ba
nking
Initia
tives
and T
reas
ury S
olutio
n to
conti
nue t
o imp
rove
retur
n on s
urplu
s fun
ds
Revis
it the
Ass
et St
rateg
y and
tra
nsitio
n to n
ew In
vestm
ent A
sset
Mana
gers
defer
ment
arisi
ng fr
om
Covid
19 co
nseq
uent
volat
ilities
.
Revis
it the
Ass
et St
rateg
y an
d tra
nsitio
n to n
ew
Inves
tmen
t Ass
et Ma
nage
rs de
ferme
nt ar
ising
from
Cov
id 19
co
nseq
uent
volat
ilities
.
Page
9 of
14
4.3
Finan
cial S
tatem
ents
CFO
1. De
liver
unqu
alifie
d fina
ncial
state
ments
by th
e DHE
T de
adlin
e for
2019
/2020
Or
igina
l obje
ctive
rema
ins
Origi
nal o
bjecti
ve re
mains
5. Ins
titutio
nal C
ultur
e (5
% W
eight)
Indica
tor / p
erfor
manc
e driv
er
Sour
ce
Objec
tives
Co
vid Im
pact
- Rev
ised
5.1
Safet
y and
secu
rity
initia
tives
CO
O 1.
Imple
ment
Smar
t Tec
hnolo
gy to
enha
nce s
afety
and
secu
rity by
June
2020
2. Co
nduc
t safe
ty an
d sec
urity
surve
ys qu
arter
ly
Objec
tives
rema
in the
same
with
re
vision
of da
te De
cemb
er 20
20
Cond
uct s
afety
and s
ecur
ity
surve
ys qu
arter
ly
sta
rting S
ept
2020
5.2
Staff
well
ness
VP
HR
/ Tr
ansfo
rmati
on
1. De
termi
ne th
e bas
eline
for s
taff m
ental
healt
h and
we
llnes
s 2.
Admi
nister
the W
ellne
ss W
eek a
nd re
lated
activ
ities
3. La
unch
the A
skNe
lson A
pp in
colla
bora
tion w
ith K
aelo
Lifes
tyle
4. De
velop
and I
mplem
ent O
ccup
ation
al He
alth P
olicy
for t
he
Unive
rsity
5. Inv
estig
ate a
Trav
el Cl
inic f
or U
niver
sity e
mploy
ees.
All o
rigina
l obje
ctive
s rem
ain as
is
COVI
D-19
has h
ad an
im
pact
on th
ese
deliv
erab
les, b
ut a r
eturn
to
camp
us pl
an, p
olicie
s on
remo
te wo
rking
and
quar
antin
e lea
ve w
ere
deve
loped
.
5.3
Stud
ent w
ellne
ss
De
an of
Stud
ents
1. Im
pleme
nt me
ntal w
ellne
ss st
rateg
y inc
luding
supp
ort
arra
ngem
ents
for da
y stud
ents
Al
l orig
inal o
bjecti
ves r
emain
as is
W
ellne
ss A
pp la
unch
ed in
pa
rtner
ship
with
ICAS
, Ra
nge o
f onli
ne se
rvice
s int
rodu
ced:
coun
sellin
g, ps
ychia
tric su
ppor
t, life
co
achin
g, ca
reer
servi
ces,
etc.
5.4
Ca
mpus
Hou
sing a
nd
Resid
ence
De
an of
Stud
ents
1. Re
view
resid
ence
life a
nd su
ppor
t pro
gram
mes t
o alig
n wi
th the
first
year
resid
ence
stra
tegy
All o
rigina
l obje
ctive
s rem
ain as
is
Orien
tation
revie
w an
d re
siden
ce cu
lture
revie
w wi
th TE
EO
(Firs
t Yea
r) Re
siden
ce
Acad
emic
Advis
ors
initia
tive –
2021
im
pleme
ntatio
n W
arde
n app
ointm
ents
– foc
us on
first
year
supp
ort
Page
10 of
14
5.5
First
year
enro
lmen
ts in
resid
ence
s
Dean
of S
tuden
ts 1.
Targ
et of
38%
first
year
enro
lmen
t 2.
Imple
ment
off ca
mpus
acco
mmod
ation
accre
ditati
on
polic
y
All o
rigina
l obje
ctive
s rem
ain as
is
Targ
et no
t met
- 32%
Po
licy a
ppro
ved b
y co
uncil
and c
urre
ntly
being
imple
mente
d for
20
21
6. Tr
ansfo
rmati
on (
5 % W
eight)
Indica
tor / p
erfor
manc
e driv
er
Sour
ce
Base
Ye
ar-e
nd ta
rget
Year
-end
str
etch
Covid
Impa
ct - R
evise
d
25%
26
%
27%
6.1
Staff
ing -
race
Inc
ludes
all s
taff o
n pe
rson t
ype e
mploy
ee.
Perm
anen
t coh
ort.
Exclu
des S
ET m
embe
rs,
acad
emic
co-o
rdina
tor,
traine
e, vis
iting a
nd
hono
rary,
attor
ney a
nd
senio
r atto
rney
, inter
ns,
profe
ssor
emer
iti,
teach
ing an
d res
earch
as
sistan
ts, ex
terna
l pe
rsons
, psy
cholo
gists,
in-
hous
e cou
nsell
or an
d po
stdoc
toral
fellow
s.
VP H
R /
Tran
sform
ation
Ob
jectiv
e: Inc
reas
e RSA
Afric
an an
d Colo
ured
acad
emic
staff a
s a %
of
all ac
adem
ic sta
ff by 1
%1
All o
rigina
l obje
ctive
s rem
ain as
is
25.5%
6.2.
Staff
ing –
gend
er / r
ace
Same
note
as ab
ove
VP H
R /
Tran
sform
ation
3%
4%
5%
3.8%
1
Page
11 of
14
.
6.3
Numb
er of
Staf
f with
Do
ctora
l deg
rees
Inc
ludes
new
appo
intme
nts w
ith P
hD's
(per
mane
nt an
d tem
pora
ry). A
ppoin
tmen
ts ar
e sub
ject to
vaca
ncies
.
VP/
DV
C Ac
adem
ic/
DV
C HR
/ Tr
ansfo
rmati
on
941
960
980
94
0
6.4
Curri
culum
Refo
rm
Four
mod
ules i
n eac
h of
the fiv
e fac
ulties
to be
re-
curri
culat
ed
VP
Obje
ctive
: 1.
Four
mod
ules i
n eac
h of th
e five
facu
lties t
o be r
e-cu
rricu
lated
7. Fu
ndra
ising
(5 %
Weig
ht)
Indica
tor / p
erfor
manc
e driv
er
Sour
ce
Base
Ye
ar-e
nd ta
rget
Year
-end
str
etch
Covid
Impa
ct - R
evise
d
7.1
Fund
raisi
ng pr
ojects
- ne
w mo
ney r
aised
VP
/ HR
/Tra
nsfor
matio
n R1
34m
R138
m R1
425m
R134
m – c
hang
e in f
undr
aising
lan
dsca
pe
R85 m
illion
in ba
nk
Still
to co
me:
Kirsh
– R1
75 m
illion
Mc
Alpin
e – R
65 m
illion
Se
abro
oke –
R4 m
illion
7.2
Cente
nary
Camp
aign
VP/ H
R o/T
rans
forma
tion
R1,6
billio
n (in
cash
, gifts
, sp
onso
rship
and p
ledge
s
R1,8
billio
n (in
cash
, gif
ts, sp
onso
rship
and p
ledge
s
R1,9
billio
n (in
cash
, gifts
, sp
onso
rship
and
pledg
es
R1.6
billio
n tar
get
R1.64
billio
n sec
ured
St
ill to
come
: Ra
ndy B
est -
R30
milli
on
Appe
lbaum
s?
Page
12 of
14
VP/ H
R /T
rans
forma
tion
Objec
tives
: 1.
Incre
ase i
ntens
ity of
dono
r eng
agem
ent
2. De
velop
camp
aign b
rand
and m
essa
ging D
efine
op
portu
nities
and a
ppro
priat
e rec
ognit
ion at
all le
vels
3. Se
cure
lead
gifts
to th
e cam
paign
4.
Deve
lop an
d imp
lemen
t bes
poke
comm
unica
tion
prog
ramm
e to m
ultipl
e stak
ehold
ers a
nd do
nor s
ector
s
8. Op
erati
onal
Effic
iency
and E
ffecti
vene
ss (
5 % W
eight)
Indica
tor / p
erfor
manc
e driv
er
Sour
ce
Objec
tives
Co
vid Im
pact
- Rev
ised
8.1
Targ
eted V
olunta
ry Ea
rly
Exit f
or S
elect
Staff
CO
O 1.
A co
nsult
ative
proc
ess w
ith U
nions
envis
aged
post
the
feasib
ility s
tudy a
nd af
forda
bility
: 2.
Cond
uct b
ench
marki
ng/w
orklo
ad as
sess
ment
for th
e De
partm
ents
to ma
tch th
e num
ber o
f res
ource
s to t
he
Unive
rsity’
s nee
ds by
Janu
ary 2
020
3. Ta
ke 55
-to 65
grou
p and
thos
e ind
ividu
als af
fected
by ill
he
alth o
ver e
xtend
ed pe
riods
and m
atch t
he da
ta ag
ainst
attain
ment
of op
timum
staff
leve
ls by
Feb
ruar
y 202
0.
4. En
gage
with
a hu
man c
apita
l ser
vice p
rovid
er to
solid
ify
the U
niver
sity's
objec
tive,
desig
n the
offer
to be
mad
e and
the
proc
ess t
o be f
ollow
ed by
Mar
ch 20
20
5. Un
iversi
ty to
test a
nd co
nfirm
finan
cial a
fford
abilit
y of th
e pr
oject
by M
arch
2020
. 6.
Cons
ult w
ith th
e Org
anise
d Lab
our a
nd af
fected
em
ploye
es by
May
2020
. 7.
Imple
ment
the pr
oject
by en
d of J
une 2
020.
Rema
ins as
is w
ith re
vision
of da
tes
8.2
Wor
ld cla
ss in
frastr
uctur
e an
d ser
vices
align
ed w
ith
the C
enten
ary C
ampa
ign
objec
tives
COO
1. Ma
intain
clea
nline
ss on
camp
us
2. Ro
utine
main
tenan
ce an
d rep
airs t
o buil
dings
and e
nviro
ns
( eg w
alkwa
ys) o
n cam
pus
All o
rigina
l obje
ctive
s rem
ain as
is
8.3
Perfo
rman
ce B
ased
re
mune
ratio
n
SE
T
1. Ro
llout
the P
erfor
manc
e-ba
sed r
emun
erati
on po
licy
All o
rigina
l obje
ctive
s rem
ain as
is
Page
13 of
14
9. Im
pact
(10 %
Weig
ht)
Indica
tor / p
erfor
manc
e driv
er
Sour
ce
Objec
tives
Co
vid Im
pact
- Rev
ised
9.1
Rese
arch
impa
ct SE
T 1.
Supp
ort r
esea
rch th
at co
ntribu
tes to
polic
y mak
ing a
nd
innov
ation
s tha
t hav
e bea
rings
on th
e bro
ader
econ
omica
l cli
mate
and o
ther s
ociet
al ch
allen
ges
2. Int
rodu
ce a
VC’s
Tran
slatio
n Res
earch
awar
d (sim
ilar t
o VC
’s Inn
ovati
on aw
ard i
ntrod
uced
in 20
19.
3. Es
tablis
h ano
ther c
ompa
ny ba
sed o
n inn
ovati
ve re
sear
ch
All o
rigina
l obje
ctive
s rem
ain as
is
3 VC’
s res
earch
awar
ds
includ
ing R
esea
rch,
Socia
l impa
ct an
d Inn
ovati
on
9.2
Institu
tiona
l Stra
tegy
VC
1. In
itiate
a pro
cess
to de
termi
ne a
new
strate
gy fo
r the
Un
iversi
ty go
ing fo
rwar
d pos
t 202
2.
All o
rigina
l obje
ctive
s rem
ain as
is
Star
t up c
onve
rsatio
n at
SET
Retre
at
9.3
Grad
uate
emplo
yabil
ity
SET
1. T
rack
grad
uate
emplo
yabil
ity
All o
rigina
l obje
ctive
s rem
ain as
is
9.4
Cohe
sion
SET
Identi
fy a s
eries
of in
itiativ
es ai
med a
t cre
ating
cohe
siven
ess
withi
n the
Univ
ersit
y :
HS -P
lan an
d init
iate a
pilot
urba
n dem
ogra
phy r
esea
rch si
te as
part
of
the G
auten
g Res
earch
Tria
ngle
(a co
llabo
ratio
n be
twee
n UP,
UJ a
nd W
its).
In EB
E Pr
omote
the i
mpac
t of r
esea
rch in
the c
ontex
t of
innov
ation
(and
not p
ublic
ation
alon
e)so
that
this
mater
ialize
s into
spin-
offs,
and c
ross
-cuttin
g enti
ties t
hat w
ill dr
ive In
nova
tion a
s the
ir prim
ary o
bjecti
ve
Scien
ce -
Comm
ence
with
the d
evelo
pmen
t of
a pos
tgrad
uate
prog
ramm
e in S
cienc
e and
Inno
vatio
n afte
r ha
ving e
ngag
ed w
ith fa
cultie
s of E
BE, H
ealth
Scie
nces
and
CLM
with
the pu
rpos
e of tr
aining
our P
G stu
dents
to
explo
re th
e rea
l pote
ntial
of the
ir res
earch
in th
e sen
se of
ap
plica
tion a
nd in
nova
tion
Stud
ent A
ffairs
and
GEO
- La
unch
a ca
mpus
wide
foc
used
awa
rene
ss ca
mpaig
n on
gend
er-b
ased
viole
nce
Hum
aniti
es -
emba
rk on
a Fa
culty
-wide
, enh
ance
d Hu
manit
ies G
radu
ate C
entre
semi
nar a
nd w
orks
hop
prog
ramm
e for
adva
nced
postg
radu
ate st
uden
ts an
d staf
f CL
M - in
trodu
ce a
postg
rad p
rogr
amme
on he
alth e
cono
mics
All o
rigina
l obje
ctive
s rem
ain as
is
Ga
uteng
Res
earch
Tr
iangle
: Pro
f Rog
er
Dean
e (SK
A Ch
air in
Ra
dio A
stron
omy)
appo
inted
to le
ad jo
int
Wits
-UP-
UJ re
sear
ch
entity
in A
strop
hysic
s Sc
ience
Dean
s’ Se
lect
Comm
ittee o
n Inn
ovati
on in
cl W
its
Enter
prise
, WBS
, Ts
himolo
gong
& ot
her
acad
emics
has b
een
set u
p.
A
prop
osal
is be
ing
deve
loped
in
colla
bora
tion w
ith U
Ed
inbur
gh to
the
Maste
r Car
d Fo
unda
tion t
o fun
d the
Page
14 of
14
MS
c (Inn
ovati
on) o
nline
PT
degr
ee.
Ins
tituted
a se
mina
r se
ries w
rt int
egra
ting
innov
ation
train
ing
more
form
ally i
nto th
e cu
rricu
lum, a
s well
as
vario
us ot
her in
itiativ
es.
HS
: The
Gau
teng
Rese
arch
Tria
ngle
urba
n dem
ogra
phic
surve
illanc
e site
unde
r Da
vid E
vera
tt’s
leade
rship
is up
and
runn
ing.
Hu
manit
ies se
mina
r ha
s gon
e ahe
ad
virtua
lly, a
nd ve
ry su
cces
sfully
Annexure E
Institutional Scorecard
2020 Actuals as at
31 December
INSTITUTIONAL SCORECARD 2020
ACTUALS as at 31 DECEMBER
KPI PERFORMANCE 1. Teaching Effectiveness & Enrolment 1.1. Undergraduate Enrolment 5670 UG enrolments
( Lower attrition rate 2.6% 2020 as per data provided by Business Intelligence Services)
1.2. Undergraduate Completion of degrees 5199 1.3. Post Graduate Enrolment - Honours,
Masters and PhD + PG Diplomas at NQF Level 8.
15359 PG enrolments
1.4. Online Rollout Programme Emergency Remote Teaching in an online mode has been universally implemented in courses offered in the second, third and fourth teaching blocks. ERT began on 20 April 2020, was smoothly implemented, with no loss of teaching days in the academic year. The following online programs have been rolled out: • PD Business Admin • PD Project Management • PD in Digital Business (Occasional studies) We were not able to roll out the fourth program before the addendum was signed and this happened in September 2020. This pace will pick up in 2021. Three new MOOCS were developed, namely: •Root canal preparation and •Theory for Change development •Paediatric Physical examination skill The MOOCS team are actively supporting the delivery of current and new courses through monitoring technical issues and participating in discussion forums.
1.5. Post Graduate graduations - honours, Masters and PhD completion of degrees
3477
1.6. Science, Engineering and Technology Profile
49.5%
Annexure E
Institutional Scorecard
2020 Actuals as at
31 December
2. Research Output and Profile 2.1. Accredited Research Output
(measured in DHET units)
Submitted 1 997 units on time in August 2020. Based on historic records of rate of conversion into approved units it is estimated we will receive 1 924 approved units 1477 publications in Scopus. This is already more than those published in 2019 and just below the number published in 2018. The DHET approved number research publication units approved for the 2018 and 2019 publication years were 1 878 and 1 919, respectively.
2.2. Proportion of Journal Articles published in ISI and IBSS indexed journals
Based on submitted figures - 95% of journals published in non-SA based journals
2.3. Number of academic staff publishing and reporting
Based on submitted value the indicators is 763
2.4. Postdoc productivity: number of accredited publications per postdoc
Based on submitted value the indicator is 1.4
2.5. Research Contracts Income for Wits Group Research Contracts Income for the 2020 Financial Year
R 2, 742 Billion (this includes ALL research generated by the Group and accounted for)
Made up as follows:
WHC - R 2, 464 Billion
Wits – R0, 278 Billion 3. Technology and Infrastructure
3.1. Deliver ICT projects to enable Digital Learning
1. The HR recommendation of employment has been digitised and automated. The workflow approval tool (K2) has been implemented and is now in production. Digital signatures have been rolled out. SharePoint usage has been extended to all Faculties. 2. The Lecture Capture project is currently rolling out with 50 venues earmarked for completion for 2020. 3. The cyber security gaps analysis completed in April. Mitigation plans and initiatives have been initiated to close the gaps. 3. Wartenweiler Library Learning Innovation construction completed in August. Project completed by 31 December 2020.
3.2. Manage the multi-year prioritised maintenance and compliance programme within the timelines determined.
1. Project was at tender stage and the service provider was appointed by Dec 2020, with implementation only feasible in 2021 due to Covid-related delays. 2 Building conditional assessments in progress and completed by the targeted completion date of 30 Dec 2020.
3.3. Manage the DHET- funded Macro infrastructure projects
1. Wits SDF submitted for final review to the last Council meeting of 2020. 2. Ongoing, national lockdown imposed a 4-month delay on capital works programme. All construction activities were resumed satisfactorily: 2.1 Wits DHET IEG 2018 - 2021 scoping completed. 2.2. Wits DHET IEG 0218 - 2021 implementation programme revised and communicated, final project completion scheduled for December 2023. 2.3 Revised scope and implementation programmes filed as part of 2020 Wits DHET IEG Annual Report, awaiting assessment feedback from DHET. 2.4 Ongoing DHET quarterly reporting requirements are adhered to. 2.5 2020 Wits DHET IEG Annual Report completed and submitted. 3. & 4. Ongoing and delayed, awaiting 6th Cycle DHET IEG 2022-2025 funding criteria from DHET, various precinct and project specific proposals are being prepared in the interim.
3.4. Implement Green initiatives 1.1 The centralised standby generator solution for both sites completed by 31 December 2020. 1.2 to 1.4 Planning completed by 31 December 2020. 2. Environmentally- friendly chemicals being utilised. Exceptions were made for adherence to Covid-19 regulations. 3. The Wits Landscaping Masterplan being compiled for the promotion and protection of indigenous plants. On track. 4. Utilisation of boreholes in abeyance due to budgetary constraints. 5. Ongoing and on track. 6. Continuous milestone and on track. 7. Project deferred to 2021 as the national Lockdown interrupted rollout. 8. Project successfully implemented and monitoring is continuous and successful.
4. Finance 4.1. Budget As mandated by Council the University had a
break even budget. 4.2. Asset Management Banking Initiatives
and Treasury Solutions Completed.
4.3. Financial Statements The Original deadline of 30 June 2020 was met. DHET allowance to deliver by August was not taken.
5. Institutional Culture 5.1. Safety and security initiatives 1.Proposed tender evaluated and awarded
December 2020. 2.Safety and security surveys on track for implementation. Survey questionnaire was rolled out in September 2020. Results published December 2020.
5.2. Staff wellness 1.Is being done in the context of Kaelo. 2.The wellness week was not held due to regulations on gatherings. Information packs are being sent regularly through communications to staff. 3.Was replaced by the protocols of managing COVID-19 and return to campus plan. 5.Affected by the reorganisation of the Centre for Exercise Science and Sports Medicine who would have been the partner in this activity.
5.3. Student wellness Wellness App launched in partnership with ICAS, Range of online services introduced: counselling, psychiatric support, life coaching, career services, etc. Additional training and support to PVT student accommodation providers.
5.4. Campus Housing and Residence Review Done: -Orientation review and residence culture review with TEEO (First Year). -Residence Academic Advisors initiative – 2021 implementation. -Warden appointments – focus on first year support.
5.5. First year enrolments in residences Target not met - 32% in 2020 -Policy approved by council and currently being implemented for 2021
6. Transformation 6.1. Staffing The equity profile for academic staff has
remained stable during 2020 6.2. Staffing – gender / race 3.8%
The gender profile has increased slightly. This may be due to staffing changes.
6.3. Number of Staff with Doctoral degrees 940
6.4. Curriculum Reform - Four modules in each of the five faculties to be re-curriculated
•FEBE has now successfully rolled out the Common First Year Programme. This involved not only the replanning and recurriculation of the First shifted into the Academic Development Unit – an acknowledgement of the role of this programme as not only being essential as an introductory year in Engineering in the 21st Century – but as a key component of ongoing Academic Development. This has also resulted in the complete revision of the curricular in all five School from Year of study 2-4. Significantly this is was the first time that the reviews were undertaken in all Schools involving staff, students and industry. •HS -This work was subsumed by the need to go onto ERT during this year. What has however happened is that we have continued review all curricula for content accuracy and validity. •Humanities - All general BA students are required to complete two-semester courses in one of the following languages: isiZulu or Sesotho or South African Sign Language (SASL). This re-curriculation occurred at the programme level. In addition, the Faculty of Humanities has processed multiple MADs that reflect curriculum transformation in the direction of broader epistemic inclusion and decolonisation. •Science - In effect all modules in the Faculty of Science needed to be re-curriculated during the transition to emergency online teaching. Following previous QQR reviews, all mathematics modules at 2nd and 3rd year level have been reformed, and this process is on-going. There have been significant changes to the statistics modules, and also chemistry modules over the past two years. •CLM – CLM Faculty has successfully transitioned its extensive UG and PG programmes to ERT. Extensive revisions completed to curriculum in law, accountancy, governance and business school. New PG programmes introduced in digital business, African philanthropy, energy leadership, health economics. •The following new programs and name changes have been accredited by the CHE and will be fully operational from 2021:
• Bachelor of Nursing • Advanced Diploma in School
Management and Leadership
• Bachelor of Arts in Theatre and Performance
• Master of Arts in Theatre and Performance
The following new innovative programs have been developed and will be fully approved in 2021:
• Master of Management in African Philanthropy - PQM approved. CHE accreditation pending
• Postgraduate Diploma in Digital Business (Distance) - Senate approval pending
• Postgraduate Diploma in Energy Leadership - PQM approved. CHE accreditation pending
7. Fundraising 7.1. Fundraising projects - new money
raised R279 million raised in 2020 (including the Kirsh Foundation contribution of R150 million)
7.2. Centenary Campaign R1.693 billion secured in cash, gifts, sponsorships and pledges which amounts to approximately 93% of the 2020 year-end target.
7.3. The Centenary Campaign brand has been developed, including the case for support, internal branding, a prospects database and a webpage: http://wits100.wits.ac.za/ Donor recognition levels/tiers have been developed and are in the approval process. Engagement with alumni and donors have intensified. Despite the lockdown, several webinars were held including two for alumni from around the world which attracted over 750 attendees. The Kirsh and McAlpine Foundation contributions have been secured as lead gifts in 2020. A detailed stakeholder engagement strategy is being developed for implementation from 2021.
8. Operational Efficiency and Effectiveness 8.1. Targeted Voluntary Early Exit for Select
Staff Established TVEE Committee Project Plan (Parked subject to Organised Labour buy-in. Deadlock reached due to medical aid related issues). Profile of Covid-19 vulnerable operational staff to be submitted to VCO, SET and Council.
8.2. World class infrastructure and services aligned with the Centenary Campaign objectives
Cleanliness programme set out with weekly monitoring and monthly surveys. Level of service reduced due to Covid-19 restrictions and institutional phased return to campus readiness plans. Routine maintenance plans in place and being executed, engagements forums with the schools and faculties and actions tracked. Building condition assessments completed in December 2020. A multiyear priority maintenance plan developed and rolled out over 3 to 5 year phases in line with academic, compliance and budget considerations.
8.3. Performance Based remuneration This has been implemented. The majority of staff have finalised performance contracts online and in a paper based form.
9. Impact 9.1. Research impact 3 VC’s research awards including Research,
Social impact and Innovation. 9.2. Institutional Strategy Discussions commenced at SET Retreat. 9.3. Graduate employability The graduate employability data is collected
during the graduation ceremonies using a short paper-based questionnaire. However, due to the Covid-19 pandemic this approach was not implemented in 2020. Instead, an online data collection approach will be utilized and targeted to all students who qualified to graduate this year. We therefore anticipate a drop in the response rate for the 2020/2021 academic year. -Positive feedback from Universum survey (global leader in the field of employer branding and talent research) presented annual findings in July
9.4. Cohesion • Gauteng Research Triangle: Prof Roger Deane (SKA Chair in Radio Astronomy) appointed to lead to joint Wits-UP-UJ research entity in Astrophysics Science. • Engagements underway with USAf for establishing a joint PhD + MSc(Innovation) pilot programme at Wits. Budget request has been submitted to DHET by USAf in this regard. • Deans Select Committee on Innovation incl Wits Enterprise, WBS, Tshimologong & other academics has been set up. Cuts across multiple Faculties. • A proposal is being developed with U Edinburgh to the Master Card Foundation to fun the MSc (Innovation) online PT degree. A special focus of these programmes will be trans-disciplinary research at the PG level – with an
emphasis on Transformational Leadership and tacking future challenges. • COVID-19 saw the rapid and collaborative roll-out of multi-faculty design and production initiatives, drawing research and design skills into real innovation and fabrication facilities – with Wits Designs for PPE being specifically optimised for sharing with other Institutions, NGOs and Private Industry. • Instituted a seminar series wrt integrating innovation training more formally into the curriculum, as well as various other initiatives. • HS: The Gauteng Research Triangle urban demographic surveillance site under David Everatt’s leadership is up and running. • Humanities seminar has gone ahead virtually, and very successfully. • Range of GBV interventions hosted: - Student Leadership training - GBV Focussed initiatives during Orientation (presentations and self-defence classes) - 4 Online GBV webinars in collaboration with the SRC
Annexure F
Council Objectives for 2020
Including Statement on Transformation and Sustainability
COUNCIL OBJECTIVES FOR 2020
Council has determined that for 2020, the following objectives would be prioritized:
Overseeing the initiation of the development of a long term Strategic Plan beyond 2022, which wouldframe the University of the Witwatersrand in the forefront of Higher Education going forward. Therollout of the Academic Learning and Teaching Plan 2020- 2024 ) and the Research Plan ( 2019 –2022) would be the first steps to this development
A review of Governance Structures and Council succession planning A review of selection process for senior appointments and succession planning of the Vice-
Chancellor and the Executive Team
The Council objectives should be seen in the context of the Strategic Framework of the University which espouses its vision and mission, as well as the values and principles of the University’s institutional intent.
Council further commits itself to the following objectives:
Council affirms its responsibility to govern the University as determined by the Higher EducationAct and the University’s Statute.
Council will, through the Senior Management Team, deliberately advance the University’s role asa public higher education institution, working for the public good.
Council recognises –- The centrality of the University to South Africa’s long-term development goals, and that
critical engagement and debate is a central role of the University;- That the University, in addition to creating new knowledge and engaging in blue sky
research, can and should play an important role in redressing inequality and responding tothe immediate needs of society;
Council will make decisions that promote and protect the long-term sustainability, inclusiveness andautonomy of this institution as a research-based university, including creating a safe environment forthe expression of a multiplicity of views.
Council will discharge its statutory responsibilities by:- Ensuring that management gives sufficient attention to the financial sustainability of the
University, including systems of financial control and planning, and that transparency indetermining the budget is given priority, and effectively monitored;
- Ensuring that all Council committee members fulfil their obligations with integrity and to thebest of their ability;
- Ensuring that all reports required by legislation (e.g. Annual report/ Annual Financialstatements) are submitted timeously and provide an accurate and factually correct reflectionof the business and sustainability of the University;
- Ensuring that all rules and policies, and the approval thereof, are in the best interests of theUniversity;
- Ensuring compliance with the senior appointment procedures as determined by theUniversity, to serve the best interests of the University;
- Creating a healthy environment free of prejudice, gender and race discrimination, whichprovides support for all University stakeholders regardless of their status;
Council will champion the realisation of enabling access to the University for all academicallydeserving students by –- Deploying its intellectual resources towards finding the best funding solutions;
- Working with management and/or students, to engage government and other organizationsin order to address the systemic challenges in education.
Council will ensure and enable academic freedom within the University and will championinstitutional autonomy.
Council will support management in its pursuit of academic excellence and promotion of the Witsexperience by –- Monitoring the success and throughput of students;- Overseeing the agreed upon enrolment size and shape;- Encouraging an environment that is consultative and inclusive.
Council commits to ensure structures for interaction and engagement with students operateefficiently and optimally address relevant and appropriate issues in a proactive manner.
Council commits to take into account staff wellbeing when making decisions or overseeing relevantpolicies.
Council will continue to drive transformation as an overall and ongoing objective; particular goalsin relation to staff and curriculum will be prioritised.
Council will ensure that the University’s mandate as a research-intensive university is prioritised.
Over and above this, Council has approved an Institutional Scorecard, which identifies the Key Performance Indicators for 2020 (Annexure D), and which are premised on the strategic priorities of the University. These are included in the Annual Performance Plan (Annexure A).
SUSTAINABILITY
Building a sustainable future for Wits
The University of the Witwatersrand is a research-intensive institution committed to academic and research excellence that impacts on society and advances the public good. In order to fulfil its mandate, the sustainability of the University is a priority, be it financial, infrastructural or environmental. Wits has to remain sustainableand well-resourced, as articulated in the University’s 2022 strategic vision, must develop the necessary physical and digital infrastructure to remain sustainable and must empower the Wits community to prioritize sustainability in context of the environment in which it exists.
Wits obtains its funding from the state, student fees and third stream income – the latter primarily comprising of funds committed to contract research and specific projects. Cognizant the factors in the funding environment and the higher education sector, Wits has crafted two major projects to ensure that it remains financially sustainable and able to fulfill its mandate. To this end, funds from the development of land (Frankenwald) owned by the University will be placed into an endowment fund to support talented students who may befinancially disadvantaged. The second project, the Wits Centenary Campaign aims to raise funds for student support, research and infrastructural development.
The University of the future seeks to be 45% postgraduate by 2025 and will enjoy a significant digital teachingfootprint that includes blended learning options, which in turn will create access for more students. At the same time Wits will empower students and scholars to think locally and to act globally around sustainability. Technologywill be intrinsically infused in research development and new knowledge creation on a campus that is geared to serve curious, innovative scholars who are both problem-posers and problem-solvers. Project Quantum, a University-wide networking project was implemented to ensure that Wits is an ICT- savvy university and that the Wits community enjoys high-speed access to the Internet and data access. Wits is also re-imaginingboth its physical and digital infrastructure to reduce its environmental impact, for example through adopting an energy efficiency strategy that includes the use of renewable energy options.
The international context for a sustainability strategy in higher education is embedded in the Taillores Declaration (1990) which raises the concern “about the unprecedented scale and speed of environmental pollution and degradation, and the depletion of natural resources”. It states further that universities “have a major role to play in education, research, policy information, and information exchange” to achieve sustainability-focused outcomes. As complex organizations themselves, universities can model for the community how an organisation committed to sustainability should operate. In addition, universities have the opportunity to provide their communities with graduates who have the necessary knowledge and skills to help transform their workplaces and to live as responsible local and global citizens.
Wits is committed to building a sustainable University through prioritizing sustainability and cross-cutting teachingand research; through thought leadership; and through building a green campus. To this end, Wits is in theprocess of building capacity and a coalition of like-minded people and teams to curate the numerous activitiesthat are being undertaken in this area. This includes academic and research activities related to sustainability-linked teaching; existing campus and facilities initiatives; Wits’ new energy strategy and efficiency programmes including rooftop solar PV installations; green buildings; building management systems; indoor lighting retrofits; sustainable hot water systems for residences; water, storm water and waste water assessments; food security programmes; transport systems; green procurement policies; land and waste management and the overall and health and wellbeing of the Wits community.
Transformation is a core element of the University of the Witwatersrand’s institutional mandate, is central to all aspects of the University’s operations, and flows into all the performance indicatorsof Wits’ institutional scorecard.
Wits is committed to creating an environment conducive to teaching, learning and research at the highest levels. To this end, the University adopted a transformation agenda framed by the national development goals, equity legislation, the United Nations Millennium Declaration and Wits’ location on the African
continent. At the heart of the process of transformation are the values enshrined in the South African Bill of Rights and the Constitution and a Wits experience driven by a culture of human rights and inclusivity.
Wits adopted an accelerated transformation programme in 2015 which outlines the commitment of the University to eight transformation priority areas including transforming the academy; reforming curricula through integrating diverse sources of the best forms of knowledge from within South Africa, Africa and across the world; implementing a new language policy; insourcing vulnerable workers; developing a supportive, inclusive institutional culture; adopting an inclusive naming policy to rename Wits’ places and spaces; facilitating access to higher education and promoting a diverse and cosmopolitan residence experience. In addition, the transformation committees at the school, faculty and divisional levels have been established.
The University has made significant strides in mainstreaming some of the transformation priority areasand a revised plan is under discussion for implementation over the next five years.