REPORT OF THE CHIEF OPERATING OFFICER TO COUNCIL Compiled by L van Huyssteen & M Hanekom November 2017 https://www.sun.ac.za/afrikaans/management/Pages/operations-and-finance.aspx
We warmly thank the many capable professional, administrative and technical colleagues who have contributed over the past 10 years to the effective and efficient functioning of Operations and Finance.
“Neither great leadership, nor brilliant strategy matters without operational excellence.” (Sadun, Bloom & Van Reenen, 2017 *).
Operations and Finance is an environment in which initially seven divisions, that previously reported to three separate heads in the Rectorate, have been merged. The rational for the merger was to ensure that an integrated and seamless, cross-cutting support service be provided to the academic project, the core business of Stellenbosch University (SU), as well as to other Professional and Administrative Support Services (PASS) divisions of SU, and also to each other. Thus, the Chief Operating Officer (COO) is in charge of a multidimensional Responsibility Centre (RC), which focuses on value creation and addition for the business of SU. All activities in this RC are orientated to contribute to SU's future focus, as well as to create and maintain a systemically sustainable institution. As an enabler for most campus operations, the RC plays an operationally significant role in supporting the University to achieve its strategic goals. Operations and Finance's most important roles and responsibilities are summarized as follows: 1. Strengthening of the business processes for financial sustainability i Budget and planning for a sustainable financial future On the basis of accurate financial planning and judicious budgeting by the Finance Department, the SU budget for 2018 to 2023 supports the institution's integrated strategic planning. ii. Provision, maintenance and renewal of functional, sustainable facilities The Facility Management Division is actively involved in the maintenance, renovation and upgrading of outdated facilities, sites and premises, and when necessary the construction of new buildings, sport grounds and open areas. iii. Streamlined Maties Sport as an important strategic asset Following the approval of the strategic sports framework, followed by a business plan for sport and recreation for 2015 to 2019, all key role players are in agreement on SU's sport and recreation priorities. The business plan is backed up by an appropriate financial framework to ensure continued sustainability of Maties Sport. A report back on a strategic partnership between SU and a partner in the private sector on a spatial plan for sport and recreation is included elsewhere in the council pack. vii. Commercialization of Intellectual Property and revenue generation from SU assets that can be commecialised These activities take new products and services to the market and create jobs through which SU's social impact is broadened across a wide front. 2. Integrated planning, budgeting and reporting The University's integrated budget model, in a co-ordinated and systemic manner, responds to SU's many strategies and calculates approved business inputs and outputs, guaranteed subsidy grant unit values and operational targets for a rolling six-year period to ensure stability in implementation and better planning. It is done for the five income streams of SU, as set out elsewhere in the Council documents under the Budget. 3. Commercialisation of intellectual property and creation of business opportunities Innovus, the whole-owned private company of SU, is responsible for entrepreneurial development and support, as well as for innovation and technology transfer at the University. Innovus is responsible for SU's innovation portfolio and protection of SU's intellectual property through patenting, licensing and the establishment of spin-out companies. The responsibility for the commercialization of SU’s assets resides under Innovus. 4. The pursuit of environmental sustainability Facility Management plays a prominent role in all sustainability activities in the fields of energy, water, waste, travel & transport, biodiversity & landscape, equipment and green construction. 5. Operation of the transport and parking system within the Campus Mobility Plan Both Vehicle Services and Facilities Management are part of the implementation of the extensive Mobility Master Plan as well as for the provision and maintenance of parking areas. 6. Selling dormant assets Later in this report, the actions taken with regard to property management are summarised. An offer has been accepted for the sale of Huis Kerkenberg at Tygerberg, amounting to R22,3m. The offer is in line with the SU's independent valuation of the market value of the property. Council approved at the end of 2015 that the property be sold for security reasons. Ministerial approval, as required by Section 20 (5) of the Higher Education Act, was obtained for the sale of the property.
* By Raffaella Sadun (Prof of Business Administration at Harvard Business School); Nicholas Bloom (William Eberle Professor of Economics at Stanford University and a Co-director of the Productivity, Innovation and Entrepreneurship program at the National Bureau of Economic Research); and John Van Reenen (Professor in MIT’s Department of Economics and its Sloan School of Management) – Harvard Business Review, October 2017. 1. FACILITIES MANAGEMENT http://www0.sun.ac.za/fasiliteitsbestuur/index.htm
Compiled by Ms Nicolette van den Eijkel, Chief Director: Facilities Management
The value proposition for the Stellenbosch University Facilities Management Division (SUFM) is to provide sustainable and accessible facilities and services that ensures the successful provision of infrastructure for teaching, learning, research, accommodation, administration, sport and recreation.
SUFM employs 200 people and delivers its services through a blended model of in house staff and outsourced service contracts and professional consultants. We look after more than 400 buildings with approximately 800 000m2 of floor space located within four municipalities (Stellenbosch, City of Cape Town, Worcester and Saldanha).
SUFM continually strives towards its Vision:
“As the custodians of the physical environment, the Facilities Management Division provides sustainable, accessible, innovative and future focused, internationally recognised facilities and services that enable exploration and excellence for our diverse community of stakeholders.”
FM.1. FINANCE & BUSINESS MANAGEMENT
SUFM reports annually on all funding received from both internal and external sources, as well as the application thereof, see the Facilities Management Funding Report 2016 (Annexure 1).
The total funding for 2016 amounted to R639m, an increase of R14m from 2015. Even though the allocations from the central budget and Strategic Fund increased, contributions and allocations from the DHET, Housing and Commercial Services and contributions from faculties and departments’ own funds decreased.
SUFM has spent 82% of the total funding in 2016 (versus 70% in 2015). The large unspent balance under Facilities Services is mainly due to Property Service’s upgrading projects in progress. Projects carry over to the next financial year because of the window of opportunity for work during the December recess, and as at the end of December an amount of R96m was already committed for projects planned during 2017. Balances carried forward: In the past large amounts of money have been carried over to the following financial year due to various reasons. Depending on the type of projects and retention periods, Property Services are aiming to achieve an 80% spending of their allocated funding. A more integrated approach is currently being implemented at SUFM, and this should result in better planning and execution of projects. The main area where there is a backlog of funds is the maintenance upgrading projects, and additional capacity was contracted to aid with a big portion of the projects planned for the coming year and those still outstanding from previous years.
FM.1 The SUFM enablers amounted to 13.9% of the available funds (12.7% in 2015). This results from security expenditure that increased from R8.1m to R10.7m in 2016. The expenditure on systems increased extensively after it came to light that the shared ESRI licence for ArcGIS was not legal, as well as the payment of outdated AutoCAD licences. High consultancy fees (R1.8m) had been incurred during the year to assist with the systems investigation, which resulted in the procurement of a new Integrated Workplace Management System (Planon) as well as assistance with the new Project Methodology definition and roll out.
The value add increased considerably from the previous year: 68% vs 57% of the available funds. This was mainly due to the higher completion on Small Capital Works and Capital Projects.
The section on FUNDING shows the different sources of funding allocated to Facilities Management: Central Budget, Strategic Funds, DHET, Housing and Commercial Services and contributions from Faculties’ and Department’s Own Funds.
The section on ENABLERS shows the different Operating, Equipment and Personnel expenses within Facility Management, financing the daily operations of the Division. Consultants and Contractors, in addition to our own full time staff, help deliver efficient customer service in order to serve as enablers for the core activities of the University. The net available financing carries through as value add to the University's infrastructure and Facilities Management Support Services.
FM.2. VIABLE SOURCING PROCESS
In the negotiations between the Unions and Stellenbosch University (SU) during the course of 2015 regarding insourcing and outsourcing, the parties agreed to a process of Viable Sourcing. Viable Sourcing is defined as a system and process whereby the University, in a transparent manner, taking into account input of various stakeholders, decides on the optimal vehicle for the provision of required services to the University. To this end, SU is committed to a process of Viable Sourcing when a required services contract is due for renewal or a requirement for a service arises.
SUFM commenced with the Viable Sourcing process for the following eight contracts:
Cleaning services - Worcester Campus Maintenance of sports grounds – Stellenbosch Campus Security services - Stellenbosch, Tygerberg, Bellville Park Campuses and Neelsie Student Centre Integrated waste management services - Stellenbosch, Tygerberg and Bellville Park Campuses Landscape and horticultural maintenance services - Stellenbosch, Tygerberg and Bellville Park and Worcester Campuses Heating, ventilation and air conditioning (HVAC) maintenance services - Stellenbosch Campus Building fabric and plumbing maintenance services - Stellenbosch Campus Maintenance - Tygerberg, Bellville Park and Worcester Campuses
FM.2 The process requires a concurrent engagement with stakeholders, an internal costing of potential insourcing of the service and testing the market via a Request for Proposals (RFP). The Sourcing Committee then evaluates the inputs from Stakeholders and evaluates the factors relating to the human dignity of workers and costing, amongst others and recommends to the Rectorate the preferred option of sourcing the service.
The viable sourcing process for the above services will be completed and the new sourcing strategy implemented by 1 March 2018.
Schematic Presentation of the Viable Sourcing Process
FM.3. PROJECT PHAMBILI
Due to shortcomings in the current SUFM system’s functionality (InforEAM) and lack of support from the vendor, SUFM was forced to investigate alternative solutions. Other factors influencing the necessity to change included the questionable quality of current data due to manual calculations and reporting, and the eminent replacement of SU’s financial system making the project and task management system in Natural Adabas redundant.
After an extensive search, Request for Information (RFI) and RFP process the Dutch Integrated Workplace Management System, Planon, was selected to provide solutions for Maintenance, Capital Project Management, Lease Management and Reservations. Possibilities to provide more university-wide solutions are being investigated as future phases are to be implemented.
The project name “Phambili” (meaning “progressive” or “leading”) was chosen, as our newly acquired integrated facilities management system places us at the forefront of changing the way facilities are managed at tertiary institutions in South Africa and will drive major benefits for SU as a result of efficiencies as well as: Integration - FM data stored in one database allowing information to be shared across all SU divisions and departments, and integration with financial systems. Innovation - newer technology improving service delivery; opportunity to modernise processes and increase efficiencies; providing visual dashboards, reduce rework and manual processing.
FM.3 Integrity - accessibility of data to all stakeholders across campus and a “single source of truth”; better governance and workflows based on global best practices; reliable benchmarking.
SUFM, IT and Finance have formed a close-knit project management team to investigate issues such as master data and integration (financial and other information). SUFM spatial data will be accessible and will integrate with various other SU systems, which is also part of Project Phambili. Subsequently, our utilities management service was also replaced by a new service provider that will enable live and accurate monitoring of electricity and water usage. This will speed up the billing process to end users and will assist in lowering demand for water. The data will be retained centrally to be used for computations within Planon’s Sustainability Module planned as a further phase in future.
The old and archaic Building Management System is being replaced by modern software that will enable SUFM to monitor and adjust mechanical equipment such as air handling units remotely to derive more efficiencies, saving money and frustrations to the occupants of buildings.
The replacement of systems in a complex environment such as SU, where full integration is a new concept, proved to be quite challenging. The initial timelines were optimistic and where the completion of the first phase (maintenance, leases and reservations) had been planned for June 2017, it will now be completed in March 2018.
FM.4. PROPERTY SERVICES
SU has more than 400 buildings in its portfolio in which it conducts its business. These facilities serve as enablers for SU’s, Teaching, Research, Social Impact, as well as Professional and Administrative Support Services (PASS).The varied portfolio includes a number of Heritage listed buildings, such as the 120 years old Ou Hoofgebou, CL Marais and newer buildings such as the Knowledge Centre at the Faculty of Engineering and the IT Building on the main campus of SU. The same level of service is provided on the Tygerberg Medical Campus, Bellville Business School and Worcester campuses. Buildings are the most visible assets above ground, however, bulk site services below ground also represents a substantial portion of these assets, which requires maintenance. These include electricity, water supply, sewer, and storm water and fire infrastructure.
The Property Services Department within SUFM is the custodian of all infrastructural assets and their mandate is to minimise the risk and optimise the life cycle of all infrastructural assets and equipment. This department is committed to deliver at the optimum value through both SU staff and contracted services providers by meeting SU’s legislative obligations in a sustainable way. This includes a review of the type of plant, equipment and technologies required to attain the desired outcomes in support of the academic project.
In order to meet our mandate we reviewed how best to deliver this responsibility with the current blended service delivery model. We have introduced an Operational Execution Strategy focused on the current bouquet of services, which includes Planned (50 %), Reactive (30 %) and Proactive (20%) maintenance, Landscaping and Utility Services to attain operational excellence and a good quality service. Property Services mitigates our risks by employing all available resources in an efficient, effective and sustainable manner while ensuring the longevity of the plant equipment and
FM.4 assets. Property Services wants to move from a “service delivery organisation to a service assurer”.
The primary driver of the Asset (Plant) Provision Strategy is Total Cost of Ownership and aligns to the institution’s Campus Renewal Strategy. This in essence answers the question of the type and size of the infrastructure required to meet the changing demands in legislation in an environmentally and financially sustainable way. This includes all plant, equipment and technologies with the clear intent of enhanced capacity and performance, while simultaneously reducing the Institution’s environmental impact – (GHG, Ozone Depleting Particles, and Carbon footprint). Bulk infrastructure such as Electrical, HVAC and Water supply will be installed to support a 2050 time horizon.
Consolidated Plant Provision Strategy (Do more with less) dictates how all these new assets, plant and equipment will be provided. This will follow a philosophy that will ensure that all plant and equipment is consolidated, agile, flexible and resilient to be able to adapt to this new fast changing institutional environment.
Systemic Sustainability is a key strategy for the Institution and our Sustainable Green Plan, which details and aligns to our commitment to Environmental Sustainability. Strategies in the Sustainable Green Business Plan includes the Water Optimization Strategy, Biodiversity and Urban Landscape Strategy, Waste Recycling Strategy and a new Environmental Management Plan and Strategy. These all form an integral part of the Institution’s sustainable objective to reduce Green House Gases by 35 % by 2023 including a comparative reduction in SU’s carbon footprint.
To achieve the aforementioned objective, improved measurement and management of our limited resources and fossil fuels are required. To this end, we have implemented an electronic Utilities Management System. This Utilities Management System will include the measurement of Electricity, Solid Waste, and Liquid Waste. All water supplied, gases, diesel, petrol, etc. will also be measured. We will be able to accurately report and intervene (via the BMS) on these utilities to ensure optimal use of all limited resources.
In June 2017, the Occupation Health and Safety function was moved to Property Services Department, in order to improve organisational efficient and consolidate the risk under the GMR( 2)1. This presented an opportunity to review the approach to Health and Safety and align with national and international trends and legislation.
SUFM is designing a new Quality Assurance Strategy. The starting point for this system is a set of Design Criteria Documents and Standards for all assets and equipment. This will form the basis on which all-new assets and new equipment is provided and procured. We are starting to develop this strategy and will archive a higher level of maturity in 2018.
We have made substantial progress with the implementation of the Property Services Strategy – (50 % Planned: 30 % Reactive: 20 % Proactive Maintenance) to move from Reactive maintenance to Planned maintenance. The commitment to continuous improvements and improved service delivery for our clients as reflected in the Turnaround report and as indicated below. The figures for 2017 are as at end August 2017.
FM.5
There has been a substantial improvement in the turnaround time of work orders for reactive maintenance between 2011 when it was 49 days to 2017 where it has reduced to 11 days.
FM.4.1 Utilities Management
Utilities is one of the largest financial commitments of any institution and escalating costs places additional pressure on operating expenditure. SU is continuously looking for ways to optimise these utilities in a responsible and sustainable manner. This leads to the need for continuous improvement on both the supply and demand side of these utilities. In addition, in 2011, the University adopted a Green Business Plan, which intent is to determine the University’s environmental impact and give a
FM.6 holistic view of our supply chain and GHG. This requires that we monitor, measure and report on the institution’s environmental impact on limited fossils fuels.
The vision is to be able to have a complete view (via dashboards) of the University’s impact on the environment. Property Services will to be able to define the performance of every building in the University by their consumption of all utilities. This aligns to the commitment that the country has made when it signed the Paris agreement as noted above.
During 2017, SUFM followed a RFP process to appoint a service provider for Utilities Management and Terra Firma Solutions was appointed as from 1 August 2017 for the management of:
Electricity Water (effluent and grey water) Gas Diesel & Petrol Waste (solid, paper, toxic, radioactive, batteries & e-waste)
FM.4.2 Intelligent Building Management System (BMS)
A building management system (BMS) is a computer-based control system installed in buildings that controls and monitors the building's mechanical and electrical equipment such as ventilation, lighting, power systems, fire systems, and security systems.
Our previous BMS was antiquated, was no longer able to integrate with the latest versions of the operating system, and stopped functioning. Property Services commissioned Mechanical Consulting Engineers to investigate and design a new BMS Master Plan.
The new Tridium BMS system consolidates building management services into one management system: Irrigation Emergency power services (generator sets, UPS) Power Factor Control Plumbing & drainage (sump pumps, etc.) HVAC services (VRV inverters etc.) Electronic services (smoke detection, electronic doors, etc.) Fire systems Equipment (freezer alarms, etc.)
The first phase of this project is currently being commissioned and should be completed by the first quarter of 2018.
FM.4.3 Electrical Master Plan
The purpose of developing an Electrical Master Plan is to facilitate the provision of electrical power in the most economical and energy efficient manner to all SU campuses. The SU campuses comprise Stellenbosch main campus, Tygerberg Medical campus, Bellville Park Business campus, Mariendahl Experimental farm, Worcester campus and Saldanha Military campus. This Electrical Master Plan underpins the University’s Spatial Master Plan. The master plan has four primary objectives:
FM.7 Ensure implementation of a Consolidated Plant Provision Strategy; that is to migrate from a splintered plant provision strategy to a consolidated strategy. Develop a FM Consolidated Plant Provision Strategy that defines the future strategies of how electricity is to be generated from sustainable sources (Photovoltaic Systems (PV)), supplied and distributed on all SU campuses. Ensure the implementation of the latest technologies in plant infrastructure and automation. Introduction of the SU new SMART ELECTRICAL MICRO GRID.
The Electrical Master Plan has been crafted to define and develop design criteria, set standards and specifications to ensure that electrical requirements for current and future developments / projects are met in the most economical and energy efficient manner, within the latest regulatory environment. The plan further details the future strategy for sustainable provision and usage of electricity on all campuses, which is the implementation of co-generation and plant consolidation. Plant consolidation is envisaged to centralise the plant infrastructure in order to centralise the provision of normal and emergency electrical power. The sustainable provision of electricity is achieved through a co-generation strategy as an alternative energy sources (PV, Biogas, etc.).
At a micro level, this plan details the specifications for the types of equipment to be sourced and the technologies it should incorporate to enable integration into a building management system.
Densification driven by the growth in the annual number of student’s enrolment, addition of staff and acquisition of more equipment in offices, laboratories, student residences and shops has resulted in an increase in the overall load demand. This additional demand is exerting strain on the supply equipment, which contributes to a reduced operating lifespan of ageing plant infrastructure and quicker deterioration of electrical supply plant and equipment.
The condition of the infrastructure has deteriorated due to ageing, increased electrical loads and reduced equipment reliability, which has resulted in an increase in both reactive and planned maintenance. The Municipality has limited supply capacity available at the bulk points of the University. This presents a risk to SU as a possible future shortfall in electrical power supply might limit future densification and expansion. The current electrical infrastructure is ageing and this represents a risk of sudden equipment failure and this could result in a potential disruption in power supply to our buildings. These disruptions in power supply may result in disruptions to our core business.
SU provides backup / emergency power to academic and non-academic buildings to sustain its core business and critical services during power outages and/or load shedding periods. The emergency power is provided through diesel generators. Universal Power Supplies and battery pack light fittings have been installed to facilitate the provision of power for short periods of power outages. There are currently 52 generators on main campus, two at the Bellville campus and 6 at the Tygerberg campus. This follows a splintered Plant Provision Strategy with limited building specific solutions, leaving the rest of campus at risk and without backup power. However, these backup plants had to be installed under emergency conditions, with limited funding and a prioritisation exercise for buildings and the specific activities that could not be interrupted.
The new Master Plan for each campus will follow the Consolidated Plant Provision Strategy, which will establish consolidated Generator Plants on the respective campus. This will inter alia result in reducing the 52 generators to 12 on the Main Campus housed in three new Consolidated
FM.8 Generator Plants located in strategic locations on campus. The same strategy will be employed on Bellville, Tygerberg and Worcester campuses.
The future strategy of SU is to consolidate the electrical supply infrastructure and to increase co- generation through renewable power sources to 20 % of all energy used by SU. Co-generation is proposed to reduce our dependence on Eskom bulk electricity in order to reduce our carbon footprint and electricity cost. Co-generation through solar energy generation and biogass will be pursued. The first project to be executed will be the PV project to the LSS (Neelsie) and the power generated will be fed into the new Smart Micro Grid that allows power to be distributed across campus. The Neelsie Student Centre Rooftop Photovoltaic System Feasibility Study is being done by Centre for Renewable and Sustainable Energy Studies, Faculty of Engineering.
FM.4.4 HVAC Master Plan
The rationale for developing a Mechanical Strategic Plan is to ensure that tempered cool and hot air is provided in the most sustainable, economical and efficient manner. This Strategic plan will set directives and guidelines through the Design Criteria document and set standards for the implementation of district cooling plants. District heating or cooling is a system for distributing heat generated in a centralised location for residential and academic heating requirements such as heating and cooling of buildings.
The primary objective of the HVAC Master are:
Through FM Consolidated Plant Provision Strategy: Migrate from a splintered plant provision strategy to consolidated provision strategy. Optimise maintenance regimes and operational efficiencies through the implementation of District Cooling (DC) plants. Realise cost effectiveness and total cost of ownership. Ensure that the risks are mitigated. Ensure system flexibility through DC plant implementation to cater for future space requirements.
We have commissioned a new Precinct HVAC Master Plan, which differs from a District Plan as it services small areas due to limited space within university buildings. Five Precinct Plants are planned for the Main Campus, with one each on the other campuses. These will be constructed and commissioned in phases over the next five to seven years as funding is made available.
At the Bellville Campus a HVAC Plant from Deep Water Source Cooling (DWSC) is being planned. This is a form of HVAC cooling, process and comfort space cooling, which uses a large body of naturally cold water to reduce heat. It uses water at 4 to 10 degrees Celsius drawn from deep areas within lakes or a quarry. DWSC systems are in use at Cornell State University in the USA.
FM.4.5 Environmental sustainability
Systemic Sustainability is one of the University’s focuses and Environmental Sustainability is an integral part of SUFM. SU’s commitment to the environment extends well beyond traditional concepts and firmly believes that it is both environmentally and economically responsible to carefully examine the use of any natural resource. The vision for the future is that this is an institution with
FM.9 efficient water and energy use, which is carbon neutral, no waste to landfill, whilst increasing the biodiversity and reduce pollution to levels that can be rendered harmless by natural systems.
The SU Green Business Plan, which includes the information compiled in the document “Strategy for Creating an Environmentally and Ecologically Sustainable Campus at Stellenbosch University 2013 - 2018” is used as the guideline. This document is in the process of being revised for the period 2018 – 2022 and with wide consultation and acceptance, it will serve as the new Green Business Plan and Strategy for SU.
There are efficiency plans for each of the elements of energy, water, waste, travel and transport, equipment and computers, green building, leadership and biodiversity and landscape. Specific goals and objectives have been compiled for each of the elements as the result of research and consultation with experts. Projects are defined, researched, evaluated and implemented in an effort to achieve the goals.
The focus in 2017 is to develop the process of the SU Green Business Plan to focus on the elements water, waste and renewable energy and measurement and collection of sound data. The intention for 2018 is to significantly improve the measurement and collection and analyses of data from utilities per building. The focus will continue on water and renewable energy and waste.
Lighting, heating, ventilation and air conditioning are key elements required to maintain a comfortable, convenient healthy and productive environment at the University. However, these activities contribute to the increased usage of energy on our campuses, inevitably contributing to the release of carbon and greenhouse gas emissions into the atmosphere. SU is primarily dependant on electricity supplied by Eskom. The result is that this is the biggest contributor to the University’s carbon footprint. Energy consumption is measured and recorded per building and department on a monthly basis. Extra meters were installed for sub metering to provide accurate data for analysis to develop management indicators and planned interventions. A new service provider was appointed to provide a holistic approach to metering and data capture and analysis.
SU has implemented a number of initiatives in both renewable energy and energy efficiency. Investigation for the feasibility of installing a 393 kW PV System on the roof of the Neelsie Student Centre was completed and in the process of financial approval before implementation will commence. Investigations of PV systems on the rooftops of other buildings on campuses are also in progress.
The efficient use of water is a priority in the Western Cape, as both population and development increase, more demands are placed on the limited supply of fresh water. A drought has been officially declared in the province and like any other institution SU has to save water. However, being a university, it is not only water restrictions that have made us reduce potable water consumption, but rather our commitment to sustainability. This commitment to environmental sustainability and the management of water resources is vital part and already started early in 2016 when we prepared a Sustainable Water Optimization Plan and a Sustainable Irrigation Plan. It is anticipated that when implementing these interventions, 63% of the University’s potable demand can be saved. The greater Cape Town area, including Stellenbosch, is currently experiencing water shortages as dam levels are critical and the area declared as a disaster area. A Drought Response Plan has been developed, with weekly contingency committee meetings held to measure results. SU works in close collaboration with the Municipality of Stellenbosch in this regard.
FM.10 Implementation of the Sustainable Water Use Optimisation Plan include actions such as: Weekly reading of water meters to measure and run awareness campaigns, including competitions between student residences. Install water efficient fittings on all campuses to reduce demand with 30%. Reuse grey water from showers and hand basins to flush toilets, irrigate and recharge the underground aquifer. Use alternative sources such as boreholes and rainwater to supplement the hot water supply. Run awareness programs, including poster, articles, newspaper and radio messages. Continuous identification and repair of leaks and water wastage on campus by dedicated plumber teams and leak detection equipment to reduce the usage. Implementation of bulk electronic meters to measure the water usage of each building.
Example of a newly installed electronic device to measure bulk water use
Creating a Potable Water and Sewage and Irrigation Master Plan for infrastructure resilience planning and reducing of operational cost. Installation of fat traps is in process of implementation to increase quality of waste water disposed. Permeable paving and grass blocks are used in several parking areas and roadways so that water will infiltrate the soil and feed into the underground aquifer. The more efficient computerized irrigation system and filter system was expanded to cover now the total landscape area. This is an effort to reduce the volume of water used on campus. Probes are also installed to measure the soil water content scientifically and to improve scheduling and control of irrigated water. The collaborative river programme between SU and Stellenbosch Municipality and stakeholders has resulted in ongoing control of invasive vegetation along the Eerste River that abounds SU property. SU has installed meters on all the pumps from the Eerste River in an effort to better manage our water usage for irrigation and cooling. Project Validation and Verification of all water sources, including the Eerste River, by the Department of Water Affairs and Sanitation is in process.
FM.11 An Integrated Waste Management Program customised for SU, has been implemented to sort, reduce re-use and recycle waste. The aim is to sort waste at the source into different streams for the material to be recycled or disposed of correctly and thus minimize the waste to landfill sites. This has been ongoing since 2015 with internal bins provided to the Residences in 2016. All the biomass from the landscapes and sport fields are collected and composted. This is being reused in the gardens of SU.
The three bin system was expanded across campus in the landscape and in all residences to improve sorting of waste at the source.
An estimated volume of 6 000m3 green material will be composted for the year 2017. The food waste generated from the kitchens and three bin system is treated with the bokashi system and reused as compost. For the year 2017, a total estimated volume of 128 000kg food waste will be diverted away from landfill to compost. At Tygerberg, the green food waste is a source to the worm farm and the compost and worm tea used in the gardens. The Biogas digester at the Welgevallen Farm helps to minimize the amount of effluent from the farm. All general waste is sorted on SU campuses. In 2017, an estimate of 2.5 million kilogram (2 500 tonnes) general waste was generated on all campuses of which 40% was diverted away from landfill. Water fountains are installed as an integral part of landscaping projects to reduce the consumption of plastic water bottles by staff and students. Waste plans are developed for all approved events and all the refuse of events are sorted for recycling for most of the big events, 95% of the waste was recycled. Chemical waste, that was disposed of correctly, accumulates to 38 110. 34 Tonnes of biological waste incinerated. A total of 16 648 light bulbs was crushed and toxic elements prevented from entering the atmosphere. Three waste drop-off sites for recycling have been developed.
The Stellenbosch Mountain, Duthie Reserve, Koloniesland and the Eerste River and Krom River are managed as Conservation and Biodiversity areas, with the emphasis on fire management, recreation, sport, research, conservation and for an increase of biodiversity.
Interventions undertaken in this regard during 2017 were:
The ongoing removal of invasive species. Erosion control on Stellenbosch Mountain. Installation of information boards. Clearing of rivers as part of Adapt the River program together with the municipality and Wildlands. Building of world-class Mountain Bike Track, in harmony with the veld, for World championship.
FM.12
Examples of two typical landscapes on the Tygerberg Campus, demonstrating Sandveld fynbos, water wise species and species endemic to the area
Special focus is on the inclusion of indigenous and endemic vegetation in SU landscapes to reflect the natural biome. In this regard the following has received attention:
Plant and tree selection in landscape projects and major upgrades continue to reflect the ecology and microclimate of the specific sites to reduce the water requirements of the landscape. Installation of owl and bat boxes on the Tygerberg and Stellenbosch campuses improved pest control and increased biodiversity. The use of Falcons for bird control has proven to be successful. Composting and on-site chipping, which produces mulch are used in the landscapes as a sustainable practise. Design of landscapes changed to capture run-off water and to allow infiltration into soil. Landscapes changed to be used functionally for learn, live and recreational spaces, thus creating a positive experience of SU’s campuses. Implemented a program to eradicate all invasive species on campus according to the NEMA regulations. At Tygerberg, 160 trees were planted as part of the green committee carbon offset program. At Tygerberg, 1 hectare Cape Flats Fynbos was established and the Eco walk lengthened by 400 meters. At Engineering, WAT offices, and other areas disturbed due to building projects, the gardens were established with indigenous plants.
FM.5. SU EVENTS APPLICATION & COMPLIANCE
With the increasing number of requests for use of SU facilities for events, including gatherings, demonstrations, petitions and protests over the last two years (approximately 80 significant events per annum), SUFM has taken on the role on behalf of the campus community, to ensure that in terms of national regulations and local authority bylaws governing events, gatherings and the like, all events on the SU campus comply with the said requirements.
In early 2015, we commenced with a process to standardise the SU application process for events and gatherings and to engage with the local authorities to the revised SU process with their processes and application requirements. A joint workshop was held in February 2017 with role
FM.13 players from SU faculties, departments, Maties Sport, Commercial Services, the student community and the Municipality’s Events Committee and SAPS to inform them of the revised SU events application process and how this aligns with the local authority application and approval process.
By September 2017, the following has been achieved to ensure that SU applications for events and gatherings comply and remain aligned with the local authority and SAPS:
All events applications is received centrally at SUFM. All events is registered and receive a registration certificate and event number (compulsory requirement for local authority approval). A central electronic register of events has been created. Weekly event application meetings are held with event organisers and other role players to ensure compliance. SUFM performs the role of assisting all event organisers to prepare their event applications to the local authority events committee and SAPS. SUFM facilitate the appeal process between the local authorities, SAPS and the event organisers, in cases where event applications have been declined. Regular awareness sessions are held with SU environments and the local authorities and SAPS. A guideline and procedures handbook has been developed and will be available to event organisers, either in hard copy or electronically. With the implementation of the above, we have improved our relationships with Stellenbosch Municipality and SAPS, as well as minimising the risk to the University.
To support the above, the Policy on the Use of University Spaces has been amended and is supplemented by the revised rules with regard to events, gatherings, demonstrations, petitions and processions. The revised policy document is in the consultation phase and will be presented to Council for approval in 2018.
FM.6. SPATIAL DEVELOPMENT FRAMEWORK SOUTH OF THE EERSTE RIVER
It is of vital importance for SU to implement an Integrated Spatial Development Framework South of the Eerste River for the future development of physical facilities, including land-use for normal sport, high performance sport facilities, accessibility, recreation, conservation of heritage and culture and sustainability to enable the development of a leading and competitive sports environment. This Spatial Development Framework addresses the long term (20 – 30 year) vision for world class sport and recreation physical facilities. The Framework was submitted to the Rectorate in February 2017 and was approved in principle. This framework will be used as a guide for future development of facilities.
The study covered the Coetzenburg area south of the Eerste River and stretches from Vergenoeg Sports Grounds in the east to Markotter Sports Grounds in the west as well as the mountain areas. Other sport and potential recreation areas, such as the Lentelus Sport Fields, JS Marais Park, Brummer Park and the Welgevallen Agricultural Complex were also considered in the framework. Integration with the Remgro properties to the west of the R44 directly adjoining the study area, was also included in the planning of the framework.
FM.14 FM.7. BELLVILLE PARK CAMPUS: DEVELOPMENT RIGHTS
The SU Council had previously instructed that SU must “sweat dormant assets”. The vacant property at Bellville Park has great potential to unlock value.
In November 2015, the Rectorate approved the process to proceed with the acquisition of development rights and alienation of a certain portion of the land. After negotiations between the City of Cape Town and SU, a MOA was signed in December 2015 that serves as a framework within which the process for the acquisition of development rights must take place.
The process for the acquisition of development rights for the Bellville Park Campus site has progressed to a stage where all specialist studies in support of the Basic Environmental Impact Assessment have been completed and submitted to City officials for evaluation. The only major reaction came from the City Transport officials, that the standalone Traffic Impact Assessment (TIA) produced for the Bellville Park study area, should be enhanced to incorporate the transport implications of the extended and wider Bellville area. As this requirement was outside the scope of the Bellville Park Campus study area, the City agreed to finance the additional cost of R1,5m for this study. Funding has yet to be transferred to SU for the appointment of consultants. The approval and transfer of the funding through the City’s procurement processes are extensive and time consuming and has a serious negative impact influence on the progress of the project. As a result of the R1,5m funding and the conditions thereto, the Development Agreement between the SU and the City of Cape Town is being amended and will be finalised and signed in due course. The subdivision of the Hospital Precinct has progressed well. Only one objection from the Toboggan owner has been received. This is being formally addressed by SU with a positive outcome expected in due course.
Negotiations with the Life Health Care Group on the purchase of one of the sites, within the Hospital Precinct, are progressing well and pro-forma contracts between parties have been exchanged.
FM.8. STRATEGIC INFRASTRUCTURE PROJECTS
The following strategic infrastructure projects of 2017 are of particular importance due to their potentially significant impact on the successful academic offering of the University:
The Tygerberg maintenance backlog project has recently been concluded and the final cost is R276 425 655. All project documents are currently being prepared for handover to the Property Services Division in Facilities Management, who will henceforth again assume full responsibility for maintaining the facilities. The lessons learnt from this project have also been fully documented, and are currently being integrated with the Campus Renewal Project so as to avoid a repeat of the same mistakes.
The concluding report on this extensive project has been included under the communications from the Executive Committee of Council. For the sake of completeness, the document is attached as Annexure 2.
FM.15 Council in September 2017 approved the construction of the new Learning and Teaching Centre with a project value of R255,6 million, and the contractor has been on site since 1 November 2017. Completion is planned for January 2020. Council graciously undertook to cover the approximately R16 million capital shortfall should this not be obtained through fundraising.
New Learning and Teaching Centre
Also in September, Council approved the continuation of the Fisan Building project at Tygerberg. Full attention is now being devoted to this project. The planning and tender phases are expected to be completed towards the end of 2018 for construction to commence in January 2019.
Fisan Building
Work on the Engineering complex as part of the Campus Renewal Project continues apace. The first output of this project is the R46,5 million repurposing of the old Information Technology building for Industrial Engineering. It has already commenced, with completion planned for April 2018. The total cost of all work planned for the Engineering complex is estimated at R723 million.
The new Pavement Laboratory for Civil Engineering is entering the final design phase, and construction is set to commence in May 2018.
Planning of the new FIRGA and electronic classrooms of Mechanical Engineering, as well as a general upgrade to laboratories (all departments), is also well under way. Statutory compliance is among the main priorities.
The Campus Renewal Project at Bellville Park has been divided into four tender packages that are to be implemented in phases. Construction is set to commence in November 2017, with a planned phased completion date of April 2019. The R12,5 million first phase comprises services infrastructure and external works in preparation for the partial upgrade and repurposing of the Business School (USB) main building. The preliminary estimate for all four project phases is R136,25 million, and the final funding plan for the project is being drafted.
FM.16
Architect’s representation of the new lecture hall addition at USB
The repurposing of the Tygerberg library is well on the go. The project is funded from Campus Renewal funds and amounts to R34,8 million. Completion is planned for February 2018.
The fire repair and renewal project at the Van der Sterr building, including information and communications technology (ICT), was completed earlier this year, just in time for the commencement of classes. The approved project budget was R110 887 643. The upgrade of the remaining lecture halls and computer user areas that were utilised for the duration of the project is now being planned.
Construction on the Drama building renewal project, including ICT, continues. Occupation of the new facilities is planned for the end of February 2018. The total project budget is R96 031 076.
Architect’s representation of the new small theatre that is being added to the HB Thom Theatre
The renewal and densification of the Arts building advanced up to the concept stage during 2016, but is currently being revised following the appointment of the new dean and the repositioning of the Faculty based on its new strategy. The addition of the annex, which is regarded as the first phase, is currently being revised after the Faculty and Heritage Western Cape’s comments were obtained. The estimated cost is approximately R28 million.
The renewal of the Chemistry first-year lecture halls, including ICT, is currently receiving the final touches. A first trial run with the new facilities in September was successful, and formal occupation is planned for the start of the 2018 academic year. The upgraded lecture halls offer modern technology, including a multifunctional seating configuration that enables various lecturing options. Together, the two lecture halls now offer an additional 83 seats, and also
FM.17 include an upgraded foyer and modern ablution facilities. In addition, universal accessibility of the building has been improved with the installation of a new lift as well as wheelchair ramps. The total project value is R26,6 million.
Lecture hall in the Chemistry first‐year building
Three Campus Renewal Project initiatives in Admin A, B and C are in the construction phase. The tender for the repurposing of the ground level of the Admin A east wing is currently being approved. The projects include the repurposing and densification of spaces for the Development and Alumni Relations, Human Resources, Social Impact and Transformation, as well as Legal Services divisions.
The total value of the projects is approximately R43 million, which is largely funded by the Campus Renewal Project. The projects in Admin B and C have a total available Campus Renewal budget of R22,4 million, of which R20,47 million has already been committed. Of this amount, R1,5 million is being funded from Facilities Management’s capital budget for Admin B, including the Rectorate. The total cost for the repurposing of Admin A amounts to R22,6 million, which is funded from the R100 million total allocated Campus Renewal budget for Admin A.
In terms of sports facilities, a number of key projects have made good progress and are being funded from Maties Sport’s Campus Renewal funds: o Upgrades to the Lentelus sports fields – the new grass pitch as well as the upgrade to the existing fields – are currently taking place at a cost of R10,6 million. Yet the current water crisis poses a challenge to the project and is delaying work. The project is expected to be completed by May 2018. o Construction on the R10,3 million Lentelus clubhouse and ablution facilities continues and is set for completion by February 2018. o The Coetzenburg athletics stadium project, including improvements to the change rooms, offices and ablution facilities, is well under way. This R19,9 million project is expected to be completed by January 2018. o Tenders for the reconstruction of the Coetzenburg athletics track as well as the hockey courts have been approved and construction will commence soon. The respective total project values are R20,6 million and R11 million, and the respective completion dates have been set for February 2018 and December 2017. o The R6,8 million lighting project at the Coetzenburg C field is in the construction phase and will be completed by 15 December 2017.
Phase 2 of the ICT campus main fibre route project has been concluded, and the new fibre route is currently being connected. The installation of this new backup route was a priority to
FM.18 ensure the optimal functioning of the planned new ICT infrastructure in buildings. At the same time, new fibre junctions have been installed on campus so as to serve existing buildings via two separate routes, which will reduce the risk of service interruptions. In addition, various ICT projects have commenced in a number of buildings, and are in the construction phase. Those in buildings such as the Old Main Building and the Schumann have been completed, while construction on the Mike de Vries, Merensky, AI Perold and De Beers buildings is set to be completed by the end of November 2017. Projects totalling R2,74 million are currently being executed in the Mike de Vries, De Beers and Science buildings in an effort to address the risk of fire detection. Completion is planned for November 2017.
Challenges regarding renewal and upgrading projects
The challenges experienced and dealt with in 2017 are as list below. These challenges will impact similar projects in the coming years and will have to be managed within the framework of the individual projects:
The lack of decanting space for the implementation of projects. The costs of external rental space adds additional costs to the specific project budgets. The lack of appetite of departments to accommodate projects given their rigorous academic programmes and daily activities. With the densification of buildings and spaces, there is a growing shortfall of campus parking. This has a direct impact on the issuing of occupation certificates. Approval of the Campus Mobility plan is urgently required to address this challenge. Dr Barbara Pool and Facility Management are working closely with the Municipality and have made progress with the development and approval of the latest parking plan. Latest regulations and statutory requirements: SU buildings mostly built to meet Standard Building Regulations at the time of construction and the incorporation of the latest regulations and modern demands makes for very challenging projects.
FM. 9. UNIVERSAL ACCESS
Universal access is one of the highest priorities for all upgrading projects in buildings and lecture facilities. Wheelchair friendly toilets and lifts are one of the greatest challenges in existing facilities.
Facilities Management is now spearheading the development of an Access Policy framework. Framework reviewed in 2017 for approval by SU Council shortly.
In the case of lecture theatres, access, technology, location for students with wheelchairs, visual as well as hearing impairments are prevalent. In the last 2 years Facilities Management managed to upgrade four existing student hostels with regards to inclusive toilets as well as dorm rooms with en- suite bathrooms earmarked for persons with disabilities, this includes a lift installed at the Ou Hoofgebou.
New buildings all meet the universal access regulations. To date (2016-2017) there has been a total of R6m spent by Facilities Management on disability accommodation and project expenditure.
FM.19 FM.10. CAMPUS SECURITY
FM.10.1 Security Strategy: Four Pillars
Our security strategy is based on four pillars: physical security operations, focusing on crime prevention and law enforcement; liaison and awareness campaigns directed at the campus community; partnerships with external stakeholders; and utilisation of technology to support operations and interventions.
FM.10.2 Physical Security
Stellenbosch University maintained a stable and acceptable level of security at all its campuses. There was a downward trend in crime during the first semester 2017. It is the result of additional security deployed at all campuses from the end of 2016. Security Services and Crime Prevention had been awarded an additional R5.5m since the last quarter of 2016 in order to keep the campus safe under trying conditions. This funding was allocated to a variety of security services on all four campuses. The presence of additional security staff on campus in the aftermath of the 2016 protests had a further positive effect on first semester crime statistics.
FM.10.2.1 Stellenbosch Campus Two major security interventions contributed to a safer Stellenbosch Campus. The major intervention comprises additional security capacity deployed gradually since late 2016. During June 2017, Security Services were expanded at a total cost of R5.5m per annum. Areas of extended security capacity include night-time guard services in Hofmeyer and Claassen streets, Bloemhof, Three Sisters, Skuilhoek parking areas, Rooiplein, and the Study Hall, as well as additional guards at Coetzenburg. Additional capacity was deployed to meet the increasing demand for security escort services. Although this intervention had already commenced in 2016, the effect was only visible after six months. Over and above this intervention, the presence of the private security services (on standby for potential protest-related disruptions), also contributed substantially to forcing crime trends downwards. Among the minor interventions was a renewed internal focus on basic best practices for the sake of improving visibility, response time and general conduct.
FM.10.2.2 Tygerberg Campus Security capacity at Tygerberg Campus received special attention during the past year. Additional contract security staff was deployed at high-risk areas on campus. This included security escort capacity between the Campus and Tygerberg Hospital, as well as towards the train station. These additional guards were part of the above-mentioned R5.5m additional expenditure on security. Four additional permanent posts were added to the organisational structure to restore the balance between in-house and contracted security at Tygerberg Campus. The position of a permanent manager was re-instated. Tygerberg Campus also received additional crucial safety infrastructure. These improvements included the installation of 17 additional security cameras across the entire Tygerberg premises, as well as a new freezer alarm system.
FM.10.2.3 Bellville Park Campus The Rector’s Management Team expressed their concern about the risks resulting from illegal land invasion at the undeveloped Bellville Park grounds. The concern was about legal, security and reputational risks, as well as the humanitarian challenges of people trying to make a living there. A specialised security service provider was appointed for a trial period at the end of 2016. During the trial period, it was established that the combination of patrols on horseback, as well as security patrol
FM.20 dogs, had the required outcomes, as it was possible to keep the grounds free of illegal occupation and related risks. The graph below illustrates the flow of activities regarding the removal of building material, while supporting the SAPS to remove trespassers and assisting with patrols.
Statistics regarding building material or shacks removed/trespassers removed/patrols conducted overtime 80 70 69 60 50 Actions 46 45
of Material/shacks removed
40 30 30 Trespassers removed 2628 29 28 28 2826 27 20
Number Patrols Bellville Park 10 11 12 0 00110 11
An additional benefit from this contract is the fact that the horses are stabled at the Maties Equestrian Club in Coetzenburg, they occasionally could be used to patrol the Stellenbosch Mountain.
FM.10.3 Communication and awareness interventions
Campus Security has always acknowledged the fact that even the best security operations will fail in the absence of a vigilant campus community that remains alert to security and safety risks. Promoting awareness through continuous communication and marketing initiatives is therefore one of the strategic pillars that support institutional security and safety strategies. These interventions include the following: The primary medium of communication with the campus community was adapted for our changing times. Whereas five years ago communication and awareness could be driven by meetings, reports and posters, the current trend is social media, complemented by the more traditional methods of communication. Campus Security uses the University’s Twitter handle as opposed to a unique Twitter account to reap the benefit of some 40 thousand followers. General awareness information and specific theme-based information, such as tips for staying safe at examination time, are presented to the campus community presented in the graphic design that promotes readability and the Maties brand. The conventional medium of Awareness Talks on MFM 96.2, as well as direct information sessions during first year welcoming, also forms part of the safety awareness campaign. Security and Safety tips are also displayed on large screens in the Neelsie Student Centre. Targeted safety tips are directed at staff and students prior to examinations and recess periods.
FM.21 A very successful “Meet Security” event was held in August with Stellenbosch Law Enforcement, SAPS, Stellenbosch Security Initiative (SSI), G4S and our in house team. Students were encouraged to interact with the team and were then given a voucher for a free coffee.
In the past six months, we succeeded on the Tygerberg Campus to enhance conventional safety awareness initiatives via a state-of-the-art security campaign aimed at the unique needs of Tygerberg students. A creative strategy document was issued during April 2017 that not only addresses the needs of the various groups and the mediums to be used to reach the campus community, but also presents security staff as appreciated members of the Tygerberg community. The Impromptu electronic billboard notice below is one example of the outcomes of the Tygerberg security awareness strategy.
FM.10.4 Law enforcement and legal interventions
The SU management team and Campus Security are proud of the strong supporting relationship between the University and external partners. While the relationship with the SAPS is longstanding, the University is also a proud founder member of initiatives such as Stellenbosch Watch and Stellenbosch Safety Initiative (SSI). Campus Security participates with fellow security and law enforcement service providers in the review and planning of security operations. The SSI is a community based organisation focused on making Stellenbosch a safer town in which to live and study. The Monitoring and Advisory Committee on Crime (MACC) offers an effective platform for productive interactions and coordinated actions between SU Executive Management, Campus Security, Student Affairs, Student Discipline and external law enforcement partners, including the SAPS, Municipal Law Enforcement, the Stellenbosch Mayoral Committee, Traffic Services and Stellenbosch Public Prosecutors.
However, the contributions of Campus Security towards law enforcement are not confined to liaison and communication only, but also entails participating in operations and providing camera footage
FM.22 when necessary. During the past six months, Campus Security staff also testified in no fewer than 29 criminal cases.
The interaction between Campus Management, Campus Security and external partners at Tygerberg, Bellville Park and Worcester campuses illustrates productive and supporting interaction between internal and external partners. Tygerberg Campus hosted a high-level SAPS and universities liaison meeting during June 2017. Over and above the financial contribution made annually to the Voortrekker Road City Improvement District, Tygerberg Campus participates and actively supports the City Improvement District Initiatives in the Tygerberg and Bellville areas. The Bellville SAPS frequently visits the SU operations centre at Tygerberg Campus, thereby strengthening relations at operational level. The following is an example of the appreciation for SU’s security staff sterling services:
FM.10.5 Social impact and wellness interventions
Campus Security at the Stellenbosch and Tygerberg campuses understands the complex nature of crime resulting from social and wellness challenges. Most security services, such as security escort services, contribute towards student wellness, while ad hoc wellness and support services involve the rendering of a variety of wellness services, e.g. assistance with a flat motor car battery, directions to people who are lost, and emergency transport and assistance to intoxicated individuals. Campus Security is in partnership with external role-players concerning the management of security concerns that result from social and wellness challenges. In this regard, Campus Security as a member of the Stellenbosch Safety Initiative, liaises with and supports Stellenbosch Municipality in managing complex issues associated with loitering. Although not all people who live off the streets are linked to crime, their presence creates opportunities for criminals. The SU partnership with the Voortrekker Road City Improvement District assists in managing these issues and the social challenges they present.
FM.23 FM.10.6 SUFM 2017 Mandela Day
Each year the SUFM team devotes their time and expertise to assist a project on Mandela Day. This year, the Kuyasa Horizon Development programme in Kayamandi was chosen as a project and the staff, along with teams of service providers, went to assist. Kuyasa (meaning “daybreak") aims to uplift the local community by empowering the youth via feeding schemes, learning centres, sport, performing arts and leadership development.
More than a hundred people worked together to repair broken roof tiles, conduct electrical repairs to faulty plugs and lights, paint the front of the main building and library space, remove rubble and work on the garden, among other things. A successful clothing collection drive was also organised.
We were very proud of the contribution that the Team made to Kuyasa. 120 People worked on site on the day and the rest of the week to finish all the work that was planned.
Nkosinathi Sixabayi, a pastor at the Khanya Community Ministry in Kayamandi and Director of Kuyasa Horizon Empowerment said: “The turnout today is overwhelming, we are speechless. We always want to do these things, but don't have the people with the skills to do it. The amount of resources invested in making this possible is really such a blessing. It is amazing. "
FM.10.7 In celebration of women
On 31 August 2017, the women of SUFM celebrated the end of Women’s Month with a “Celebration of Women” event. Tonia Overmeyer, the Dean of Students, facilitated a discussion on the women in our lives who need to be celebrated. Out of the 200 people employed in SUFM only 35 are female. There can be challenges in being female in what is typically considered a male industry, so we spent time unpacking some of the challenges and how they can be approached. For some women who have been employed at the University for over 20 years it was their first experience of such an event. The overwhelming response was that we need to have more opportunities for women to share and learn from each other.
FM.24 FM.11. REPORT ON PROPERTY DEVELOPMENT OPPORTUNITIES FOR STELLENBOSCH UNIVERSITY
Compiled by Prof Stan du Plessis, Chief Operating Officer Designate
The purpose of this report is to inform Council about property related developments currently under discussion in the Responsibility Centre of the Chief Operating Officer. This report is divided into two sections, viz: 1. Sweating existing assets; and 2. New opportunities for potential developments.
FM.11.1 Sweating existing assets
On 7 March 2017, the RMT approved the first phase in the development of SU’s Bellville Park property. A Memorandum of Agreement with the City of Cape Town was signed on 10 December 2015 to allow the necessary changes to the title deed of the property, which would allow the university to develop the property in collaboration with the city.
Specifically, the RMT approved the sale of 4,5ha to form what will be a called a “Hospital Precinct” in the property with the purpose to allow the construction of two private hospitals. The development of the Hospital Precinct will provide the capital required to unlock further development on the property, including a substantial Academic Precinct, a large section of protected and environmentally sensitive veld, as well as a section for mixed-use development labelled as Commercial Precinct. With this plan, SU will maintain the original vision of academic activity on Bellville Park, protect scarce indigenous veld in an otherwise densely populated area, as well as unlock the monetary value of the property.
The City of Cape Town is currently evaluating the Basic Environmental Impact Assessment and SU awaits the City’s funding for a standalone Traffic Impact Assessment. Public notification of the development of the hospital precinct proceeded smoothly and the single objection (from the owner of the Toboggan Course on the Bellville Park property) will be dealt with. Negotiations with the Life Health Care Group with respect to one of the two sites in the Hospital Precinct has reached an advanced stage.
In Stellenbosch, the university is currently considering the potential development of the property in Mostert’s Drift, called Koloniesland. This is a valuable property and can unlock substantial capital for the university if developed wisely. However, the property, especially the section bordering the Meulsloot, has recently been the subject of some controversy in the local community and the university is collaborating with the Municipality to resolve the matter. It is not wise to plan further for the development of Koloniesland until the controversy has been resolved.
FM.11.2 New opportunities for potential developments
A couple of potential developments will also affect the university’s updated Master Plan for Physical Facilities.
On the 16th of May 2017, the Rector’s Management team approved, in principle, a project to relocate the USB (University Stellenbosch Business School) to a suitable site close to Stellenbosch.
FM.25 This approval was subject to the following: 1. That adequate capital be raised in collaboration with the Development and Alumni Relations office for the acquisition of the required land and the construction of the buildings required by the USB, USB-ED and Institute for Future’s Research (IFR). 2. That the implementation of the project be conditional on a business model for the USB, USB- ED and IFR, which would ensure financial sustainability for the three entities as well as the maintenance of a new facility at Stellenbosch. 3. The development be consistent with the University’s Master Plan for Physical Facilities. 4. The project be developed with the full co-operation of the Stellenbosch Municipality
The following locations close to Stellenbosch are being considered for the of the USB, but they also offer opportunities beyond the USB relocation project.
The first new development involves the donation of 30ha of land next to Klapmuts and close to Stellenbosch. The donated land forms part of a much larger development on the Western edge of Klapmuts. An improved transport link with Stellenbosch will be required to unlock the property’s potential and the university has emphasised this point in discussion with the developers. The donation of the land has not been accepted yet, as the financial obligations and land use rights must still be discussed and agreed.
A second potential development on the Fleurbaix and Libertas Farms north of Stellenbosch Golf Course and Techno Park. The university is currently discussing the possibility that a section of the proposed larger development be made available to the university. The rezoning of the land has not yet been completed.
While the Klapmuts property is a donation, the university will have to purchase the Fleurbaix property. The Development and Alumni Relations office is involved to raise sufficient donations to enable the potential transaction.
A third development opportunity close to Stellenbosch is on municipal land between Paradyskloof and Brandwacht. The university has indicated interest in the development and might be able to negotiate for the use of the land without necessarily purchasing the property.
FM.26 FACILITIES MANAGEMENT - FUNDING REPORT 2016
Work Places Reports Requests Reports Residences Study Areas SUFM Helpdesk
FUNDING Property Services Risk and Protections ENABLERS (Current year allocations plus balances of previous year) Services
Utilities 2016 2015 Campus Planning 2016 2015 SOURCE OF FUNDING APPLICATION OF FM FUNDS R'000 R'000 Consult Process R'000 R'000
STRATEGICS/OSP 140 565 79 709 60 974 55 064 STAFF COSTS Sustainability Projects FACILITIES Soft Services MANAGEMENT DEPARTEMENT OF EDUCATION 10 103 32 808 3 221 2 165 CONSULTANT COSTS
Gardens and Landscaping CENTRAL 361 359 343 169 Execute Manage Space Management 18 442 15 815 CONTRACTORS COSTS
HOUSING AND COMMERCIAL SERVICES 51 300 68 183 5 265 4 416 OPERATING COSTS Sports Facilites Property Projects
FACULTIES AND DEPT CONTRIBUTIONS 75 358 101 170 226 1 520 EQUIPMENT COSTS
675 173 SYSTEM COSTS VALUE ADD TOTAL 638 685 625 039 R434 110 ('15 - R355 367) 88 804 79 153 TOTAL (68% (57%) OF FUNDING) SPENT 82% 70% 13.9% 12.7% OF FUNDING
FACILTIES SERVICES SCW CAPITAL PROJECTS (Maintenance of buildings & grounds, Soft Services) (Small Capital Works)
2016 Amount Accumulative 2016 Amount Accumulative 2016 Funds 2016 Amount Balance b/f 2015 Rental Balance b/f 2015 Budget 2016 Balance b/f 2015 Accumulative Nett Faculty Spent Nett Faculty Spent Nett Faculty allocated Spent (R'000) (R’ 000) (R'000) (R’ 000) (R'000) (R’ 000) (R’ 000) (R’ 000) (R’ 000) (R’ 000) (R'000) (R’ 000)
AgrScience 8 847 14 963 12 820 10 990 AgrScience 310 703 710 303 AgrScience - 6 387 5 082 1 304
Economic & Management Science -15 400 5 927 22 769 -32 243 Economic & Management Science 91 1 141 1 197 34 Economic & Management Science 15 145 104 239 85 664 33 719
Health Science 27 647 19 998 15 984 31 662 Health Science 641 1 467 1 916 193 Health Science 19 919 88 837 49 758 58 999
Housing and Commercial Services 7 450 40 490 23 244 24 696 Housing and Commercial Services 955 13 682 14 637 0 Housing and Commercial Services 10 180 29 902 26 317 13 766
Engineering 27 672 18 566 16 253 29 985 Engineering 441 1 000 1 394 47 Engineering 27 867 13 887 19 107 22 647
Art & Social Science -4 623 14 442 8 263 1 556 Art & Social Science 222 863 661 424 Art & Social Science 13 177 90 758 20 956 82 979
Natural Science 23 499 19 105 15 003 27 601 Natural Science 213 1 024 1 052 186 Natural Science 9 684 39 578 17 767 31 495
Education -3 585 4 683 5 713 -4 614 Education 504 81 2 583 Education 2 044 - - 2 044
Law -3 309 1 221 5 263 -7 351 Law 63 45 3 105 Law - - - -
Sport 5 140 12 584 6 850 10 874 Sport - 172 172 - Sport 1 125 7 955 3 307 5 773
Support & Other Services 24 695 29 428 22 895 31 228 Support & Other Services 2 709 2 584 1 967 3 326 Support & Other Services 21 738 52 095 22 454 51 379
Theology 340 773 711 402 Theology 24 80 72 31 Theology 4 638 4 311 4 149 4 800
2016 Totals 98 373 182 179 155 766 124 787 2016 Totals 6 173 22 842 23 783 5 232 2016 Totals 125 516 437 949 254 561 308 905
2015 Balances 80 812 170 953 153 392 98 373 2015 Balances 5 530 13 925 13 283 6 173 2015 Balances 152 984 161 224 188 692 125 516
FM.27 ANNEXURE 2
M E M O R A N D U M
Facilities Services Tel: (021) 808-4177 Fax: (021) 883-2634 E-mail: [email protected]
TO: Prof Leopoldt van Huyssteen, Chief Operating Officer
FROM: Ms Nicolette van den Eijkel, Chief Director Facilities Management
RE: TYGERBERG BACKLOG MAINTENANCE PROJECT CLOSE OUT REPORT
DATE: 09 October 2017
1. Introduction In July 2016 a progress report was presented to Council on the progress of the Tygerberg Backlog Maintenance Project. This is the close out report for the project which has now been completed.
2. Background The Tygerberg Backlog Maintenance Project originally arose from the compelling need to address health and safety and compliance risks, maintenance and upgrading relating to the buildings’ external facades and roof, infrastructure and building equipment. Although the project had to address these risks and compliance issues, it was also critical that within the project some renewal took place to ensure that the Faculty of Medicine and Health Sciences can maintain its status as a large contributor towards research, and operate as a world class facility, with modern and efficient infrastructure and equipment. Furthermore, the inclusion of space optimisation within the Backlog Project would create an opportunity for the faculty to achieve their mandate and goals relative to teaching and learning.
As reported in previous reports, Phases 1 and 2 of the project were completed on 31 March 2015. Phases 3 and 4 (Clinical & Education Buildings) were due for completion in December 2016. This was not achieved as minor work on finishes and commissioning of certain equipment had to be extended into early 2017 for Floors 7 and 8 of the Clinical building, as well as for a new P3 laboratory in the Education building, before snagging and quality control could be executed.
3. Phases 3 & 4 (Clinical and Education Buildings) In June 2016, the Faculty requested a new P3 laboratory (Pathogen or Protection level – levels of containment range from the lowest biosafety level 0 to the highest at level 4) for the Centre for Tuberculosis Research, Division of Molecular Biology and Human Genetics in a newly identified locality in the Education Building. The request was for the P3 laboratory to be built within the Backlog Project. The work commenced in August 2016 and completion
FM.28
was only achieved by February 2017 due to the numerous complexities of the air- conditioning and extraction systems and equipment which had to come from Europe. The laboratory was completed on time for the Health Professions Council of South Africa’s accreditation of the MB ChB programme. By the end of December 2016, the remainder of the Education building had been completed and snagging, with regard to minor defects and quality control was carried out during the period January to March 2017.
During January 2017, there was however still minor work that had to be completed in the Clinical Building. This was completed at the end of February 2017. During the period March to May 2017, snagging and quality control was carried out on the Clinical building.
Due to the size of the project and the large volume of documentation required for final handover for the various trades within the scope of the project, a floor by floor per building phased approach was agreed to and a handover program was implemented between July and September 2017 for both buildings. Final sign off and handover of the project was done on 06 October 2017.
4. Lessons Learnt
Listed below are a few of the important and high level lessons learnt:
4.1 The impact of decanting and recanting occupants within the building while keeping the faculties and departments operational was unfortunately not adequately considered. It was therefore not possible to achieve the initially proposed timelines of 18 months per phase. 4.2 Drake and Scull (now Tsebo) were appointed as the principal agent, contract managers and employer of the contractors for the Backlog Project. Drake and Scull were also responsible for establishing the specifications and documentation in terms of the project brief, as well as appointing the necessary consultants. Although it is understood why the decision was made at the time to appoint Drake and Scull, this situation has the potential to create a conflict of interest and is therefore not common within the building industry. However, the arrangement worked well for the specific project.
4.3 The project execution and delivery period had to be extended, as the following impacted on the volume of work which was outside of the original intent of the backlog maintenance, compliance and safety: 4.3.1 User requirements; 4.3.2 Tenant requirements; and 4.3.3 Painting, replacement of carpets, etc.
4.4 Many frustrations were encountered during the project relative to the role determinations, line of communication and mandates of the role players such as:
4.4.1 Role of the End User; 4.4.2 Role of the Facilities Manager; 4.4.3 The absence of a dedicated Project Manager from Facilities Management; and 4.4.4 Role and input from the Division Planning and Development.
These learnings have been debated at length with the project team and agreed on best practices in this regard and are being implemented in the Campus Renewal Project.
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5. Project Costs
Total Project Cost (backlog maintenance & tenant/faculty requests) R 276 425 655
Cost of new/upgraded equipment & infrastructure to ensure compliance R 148 354 199 (53,7% of total project cost)
Cost of external facade panel repairs, external painting, roof and windows R 28 122 019 (10,1% of total project cost)
Cost of internal builders work, floor & wall finishes, ceilings, etc. R 24 373 063 (8,8% of total project cost)
Cost of IT cabling & infrastructure R 27 039 559 (9,8% of total project cost)
Faculty contributions R 26 663 015 (9,6% of total project cost)
Professional & Management fees R 21 873 800 (8,0% of total project cost)
There was a final saving of R 1 808 473 on the project.
6. Conclusion
The final handover and sign off of the project was done on 06 October 2017.
The project was completed in budget, with a final saving of R 1 808 473.
With the completion of this project, the Faculty of Medicine and Health Sciences are able to conduct their teaching and learning programmes in a world-class facility with modern and efficient infrastructure and equipment.
From the Tygerberg Backlog Project, it will be of utmost importance for the success of the wider Campus Renewal Project, that the lessons learnt at the post-mortem session held in June 2017, are taken into account by all role-players (affected faculties/departments, Facilities Management and consultants) during the planning, execution and close out of future projects.
Annexure 1 attached shows a few before and after photos of the various phases of the backlog project.
Nicolette van den Eijkel Chief Director: Facilities Management
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ANNEXURE 1
TYGERBERG BACKLOG PROJECT BEFORE AND AFTER PHOTOS
Electrical Switchgear – Before Electrical Switchgear - After
HVAC System – Before HVAC System - After
Lift Motors - Before Lift Motors – After
Roofs - Before Roofs - After
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Bathroom – Before Bathroom - After
Pharmacology – Before Pharmacology - After
Typical passage – Before Passage Type A – After Passage Type B - After
Lecture Hall – Before Lecture Hall - After
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2. INNOVUS http://www.innovus.co.za/?lang=english
Compiled by Ms Anita Nel, CEO Innovus and Senior Director: Innovation and Business Development and the Innovus and Suncom teams
I.1 Introduction
The first board meeting of Innovus Technology Transfer (Pty) Ltd was held on 2 September 2009, not long after Innovus’ internal reporting line was changed to the Executive Director: Operations and Finance, Prof Leopoldt van Huyssteen, and a new strategy for technology transfer at Stellenbosch University (SU) was drafted under his leadership.
In the eight years under the current Board of Directors, Innovus flourished, has expanded its operations and has grown into a vibrant entity that constantly delivers remarkable success stories for SU, its researchers, students and staff members. Licence income has grown from R897 000 per annum to R6.1m to date in 2017. Short courses have established themselves as a reliable and well-managed source of income for many academic environments showing substantial growth since 2009 in income generated for the University and in the number of short courses presented by the institution
The value of our shareholding in the Innovus Group of Companies also showed excellent growth and new spin-out companies like the Stellenbosch Nanofiber Company (SNC), Custos Media Technologies, Bridgiot, and CubeSpace have regularly been making headlines in the startup press, making us proud. During the past eight years, Innovus supported (and in many cases, directly facilitated) investments exceeding R100m into five of our spin-out companies. Innovus companies create jobs and currently employ 256 people who bring newly developed SU products and services to the market. SU has also produced more innovations than any other entity in South Africa over the past eight years.
The opening of the Stellenbosch University Nedbank LaunchLab (Pty) Ltd (LaunchLab) business incubator and especially our strategy to broaden access to this world-class facility to entrepreneurs from outside our campus, was a game changer. The LaunchLab has become a very prominent hub in the growing entrepreneurial ecosystem of the Western Cape and beyond this region. It is an exciting environment with a large amount of energy offering benefits to start-ups and facilitating valuable relationships with not only entrepreneurs and startups, but also investors, mentors and large corporates.
Innovus’ Board of Directors has carefully and wisely guided Innovus through the turbulent and challenging moments that we inevitably faced from time to time. The Board was most forgiving when mistakes were made and also allowed Innovus to venture into unchartered territories and to take on new challenges, for example, when a decision was made that Commercial Services should join the Innovus stable to establish Innovus as a comprehensive platform for the University’s fifth income stream.
I.1 In 2018, Innovus Technology Transfer (Pty) Ltd will be 9 years old, whilst the University will be celebrating its 100-year existence. In this short time Innovus has become a leader in our field on the African continent and has enabled us to stand tall in the international arena.
The reports below touch on only some of the activities in the Innovus and Stellenbosch University Commercial (SUNCOM) (Previously Commercial Services) activities and gives some indication of the nature and extent of the environment.
I.2 Summary of some highlights and important events in 2017 Selling Innovus’ shareholding in Diacoustic Medical Devices (Pty) Ltd; The spinout company, Cargo Telematics, attracted an investor; CubeSpace income grew significantly in the past year; Bridgiot successfully concluded a pilot school’s project with Shoprite and have subsequently signed an agreement with Shoprite to implement their systems in 100 schools. Bridgiot is also piloting their smart water meter with Honeywell who wants to incorporate the smart technology into their standard water meters supplied to municipalities for installation at houses; Custos is currently raising further investment after a very successful year to date; Sharksafe reached the final three South African projects in the global Cleantech challenge which Innovus entered them into; they will be pitching to investors in San Francisco next year; Innovus' brand new website was launched in Quarter 2; Transfer of Commercial Services to the Innovus environment has been very successful and rebranding of the environment as well as new initiatives are being undertaken; Plans are on track to open three new Maties Shops before the end of January 2018, one being in the town centre; An MoU with the Friends of the Botanical Gardens society was signed after a delay of two years; Innovus presented a highly successful oral submission of SU’s concerns from an innovation perspective about the Copyright Amendment Bill in Parliament to the Portfolio Committee of Trade and Industry; Innovus commented on behalf of SU on the National Draft of the Intellectual Property Policy of the Department of Trade and Industry; Steady progress has been made towards opening a Consultancy Unit for SU to support staff and retired academic staff to consult to industry and government; Implementation of Maties Milk turnaround strategy started in October 2017; LaunchLab successfully signed on Mercedes Benz as a new industry partner; The outcome of the LaunchLab’s Paid Media challenge with MultiChoice that started in 2016 culminated in MultiChoice signing a contract with EightStreet Stories in June 2017 to deliver video content to them; In August 2017, Santam announced Jonga as the winner of the LaunchLab’s Safety Challenge that started in 2016 and Santam will provide further funding to allow Jonga to pilot their safety solution; Gift Drop, one of the LaunchLab’s ATTACQ Retail Challenge winners obtained funding from ATTACQ went to market in September 2017;
I.2 LaunchLab had many valuable engagements with Nedbank executives during the last quarter of 2017 and they have also been actively scouting for start-ups for them; SocioNovus has successfully concluded and signed a MOU with EOH as commercial partner. The MOU secures funding to the value of R600k that was committed by EOH to assist in the establishment of SocioNovus. A successful presentation session was held in August 2017 at the LaunchLab where a number of inventions and innovations housed at the LaunchLab was showcased to senior representatives of EOH.
In 2017 Innovus has again been breaking new ground in supporting the university, as well as researchers and students with their inventions and entrepreneurial ideas.
I.3 Brief Reports on Selected Projects and Activities within Innovus and SUNCOM
Innovus and SUNCOM has a wide variety of extremely diverse activities, mostly divided in four categories: Technology Transfer (i.e. protecting, managing and commercialising the university’s intellectual property) – which includes a comprehensive patent portfolio, licenses and a group of spinout companies; The Nedbank Stellenbosch University LaunchLab business incubator; The SU Shortcourses and Copyright Division; Protection and commercialization of the SU trademark portfolio; and General Commercialisation o All SU accommodation (hostels, houses, apartments); o Neelsie Student Centre (renting office); o Matie Shops; o Botanical Garden; o Maties Milk Dairy; and o Ad hoc commercial opportunities in collaboration with Faculties and Professional Support Services.
Across this broad spectrum, Innovus and SUNCOM are involved in a large number and variety of projects. Some are highlighted below.
I.3.1 The University Technology Fund (UTF) Innovus is the lead driver raising the UTF, a fund that will invest in University technologies on the African continent. Once the UTF is successfully established, institutional sub-funds will be set up. SU’s sub-fund will invest solely in SU projects. Tasks completed this quarter a. Meeting with potential investors in London, Cape Town and Johannesburg; b. Development of the Fund Financial Model Framework; c. Benchmarking of Innovus’ performance against historic AUTM (Association of University Technology Managers) data; d. Analysis of the historic Innovus pipeline to determine: o Conversion of disclosures to development phase projects;
I.3 o Conversion of development projects into investment phase project/spin- outs; o Average funding needs in development and investment stages; and o Development and investment phase timelines.
Next steps/current focus Finalise the Fund Model with inputs from the AUTM benchmarking exercise, and historic Innovus pipeline. Further engagement with potential investors.
I.1.2 Innovation Bridge The Innovation Bridge Technology Matchmaking and Showcasing Event is an initiative of the Department of Science and Technology (DST). It is aimed at enabling linkages and networking between South African and international innovators, industry, public and private technology development and commercialisation funding partners. The event aimed to encourage and accelerate the utilisation and commercialisation of existing and new knowledge and technologies that have been developed in publicly-funded South African research and technology development institutions. Innovus exhibited three of its Seed Funded Technologies at the event namely: SharkSafe Barrier, Smart Water Meter (now called Dropula) and the Biofiltration Effluent Tower. The event was a tremendous success and Innovus was able to showcase its technologies and to attract attention from funders and industry. New contacts were established and a greater awareness of the innovation within Stellenbosch University was created.
I.3.3 Innovation Summit The SA Innovation Summit 2017 was held in September 2017 at the Cape Town Stadium. Innovus and the LaunchLab successfully recruited 50 student volunteers for this event. The purpose of the Volunteer Programme was not to provide jobs but rather to facilitate engagement in the wide variety of activities that the Summit offered, so helping young people to develop the knowledge, skills, and attitudes that are considered to be essential for their career development. The experience they gained from being part of the programme included teamwork, communication, leadership, flexibility and responsiveness. The student volunteers were challenged to be creative and innovative, by means of defining problems, coming up with new ways of dealing with these problems, and then adhering to a chosen course of action. The student volunteers had an energising and motivational, made new friends, gained life experience and were able to be part of something greater with a real impact on the life and well-being of South Africans in the long run.
I.4 Selected New Technologies at SU
SU is a leading innovator on the African continent. In 2017 the small Innovus technology transfer team worked with SU researchers to make significant progress to develop these technologies and bring them closer to the market.
I.4 I.4.1 Chandy – an adjustable, multifunctional wooden stand-desk/chair combo. Professor Quinette Louw, Dr Sjan-Mari van Niekerk and Mr Dominic Fisher of the Division of Physiotherapy at the Faculty of Medicine and Health Sciences are responsible for this innovation. The Chandy functions as a seat pan for sitting on when doing seated work as well as a work surface for use during standing. In addition, the work surface is able to slide out to the left and right in order to increase the work surface for left- and right-handed users. Due to this unique dual functionality, the Chandy allows and encourages movement and position changes during desk-based work. The height-adjustability of the Chandy allows for anthropometric matching of users from a young age to adolescence and young adulthood. An additional slide out panel provides a book/document stand by sliding into grooves along the top edge of the work surface. A provisional SA patent and registered design application are both being drafted for the Chandy. (Fig. I.1.4.1)
Fig. I.4.1.1
Fig. I.4.1.2
I.5 I.4.2 SurgiTrack Professor Andre van der Merwe and Dr Dedan Opondo,a Kenyan citizen, of the Department of Urology at SU’s Faculty of Medicine and Health Sciences, approached Innovus regarding the commercialisation of a particular software package that they have developed. The software package, which they call SurgiTrack, can be used to prioritise patients that need to undergo surgical procedures. There is a dire need in the public health sector in particular, for a proper system of patient surgery prioritisation and management, and this software package will address this need. A potential commercial partner has been identified, and discussions are under way regarding the further development, funding and commercialisation strategy of this innovation. The software is currently being tested at Tygerberg Hospital's Urology Department. The project was awarded TIA Seed Funding and Stone Three Venture Technologies was appointed to further develop this software innovation towards a commercial product. This is progressing well and should be completed by the end of November 2017.
I.4.3 Clever / Smart Kettle The Clever Kettle is a new design for a faster and more efficient The project is progressing well and is on track for completion within the expected timeframe. A first prototype (without the spiral funnel) has been produced and is in the process of being tested. Initial boiling time and durability tests were below expectations but showed an immediate 35% improvement with minor adjustments to the design. A critical milestone is to ensure a secure and robust joint between the glass and the copper inner piece. The challenge to find a suitable silicone-based solution remains.
Details of the current prototype and the final design are depicted in Figures I.4.3.1 to I.4.3.3 below. The (pyrex-standard) glass dome was manufactured by a local glass- blower, who specialises in scientific equipment and has a proven track-record. The copper inner piece (heat transfer spiral) was also manufactured by a local coppersmith using a 3D printed mould piece onto which the copper will be hand- beaten to form the spiral. The intellectual property involves the spiral shape of the heat transfer component. A provisional patent and design specification are currently in the process of being filed.
I.6
Fig. I.4.3.1: First complete prototype
Fig. I.4.3.2: The Final Concept
Fig. I.4.3.3: Final Concept handle detail
I.4.4 Pool Back-flush Water Recovery System This project is making good progress in the laboratory of Prof Lingam Pillay, in the Department of Process Engineering, in the Faculty of Engineering. The labwork to
I.7 refine the membrane size for the pressurised system is completed, but further testing is necessary to optimise the configuration for upscaling.
Field testing of the system in situ at the Paul Roos Gymnasium swimming pool is progressing according to plan. The required water quality of the filtered pool water is well within specification and the flow rate through the pressurised filter unit looks promising, but more testing of alternative filter configurations and design is being undertaken to optimise the flow rate of the system.
I.5 Information on selected companies in the Innovus group
I.5.1 Stellenbosch Nanofiber Company The company, headed by the founder and CEO, Dr Eugene Smit, announced that they successfully passed a required ISO 13485 and ISO 9001 annual surveillance audit in September 2017. Compliance with these international standards are key requirements for SNC to be able to manufacture nanofibers for medical device applications and certify that their nanofiber based products are manufactured in compliance with this critically important international standards for Good Manufacturing Practices.
SNC also announced that they have successfully registered a trademark in the USA for their tissue engineering scaffold product, now known as FiberScaff-RPE®. Furthermore, the National Eye Institute of the National Institutes of Health in the USA, is using this product as a key component in a regenerative medicine therapy that they are currently developing for creating replacement retinal pigment epithelium tissue for the eye, using induced pluripotent stem cells. This therapy will be evaluated in Phase 1 clinical trials in humans next year following highly successful animal tests.
SNC is currently manufacturing the world's first commercially available wound dressing for second degree burn wounds made from electrospun fibers and this product has shown remarkable accelerated healing rates in various clinical evaluations locally. Furthermore, SNC is developing advanced wound care products with several other companies in the USA, Europe and New Zealand and is aiming to become a world leader in the development and manufacture of advanced wound care dressings using electrospun fibers. Their biggest highlight for September 2017 was the successful closing of a R20m additional investment round with their current investors and which includes Stellenbosch University (Innovus), PSG Alpha and Rational Expectations. This capital will be used to support and accelerate SNC’s growth in the market for advanced wound care using electrospun fibers.
SNC announced that they will be hosting the Electrospin2018 International Conference on Electrospinning taking place at STIAS in Stellenbosch from 16 to 18 January next year. This is the premiere event for the presentation and discussion of the most recent scientific and technological advances in the field of electrospinning. It will be the 5th International Conference on Electrospinning, following in the successful footsteps of the previous conferences which took place in Otranto, Italy (2016), San Francisco, USA (2014), Jeju, South Korea (2012), and Melbourne, Australia (2010). Please visit the conference website for more information: https://sncfibers.com/electrospin-2018/
I.8 I.5.2 Bridgiot
Bridgiot has developed the Geasy (smart geyser controller) and the Dropula (smart water meter). Bridgiot has received good media coverage with their water solutions during the past 2 months. This was due to the launch of the first NB-IoT (Internet of Things) network in Africa in partnership with MTN and ZTE via a base station on the Engineering Building and several radio and television interviews with Prof Thinus Booysen regarding the water savings achieved at several schools with the help of the Bridgiot Smart Water Meter solution.
Bridgiot’s Smart Water Meter solution has already been installed at Stellenbosch Primary School, Stellenbosch Secondary School, A.F. Louw Primary School, Hector Peterson Secondary School as well as Eikestad Primary School. Rhenish Primary’s Smart Water Meter solution had been installed in 20 October 2017. The installations at A.F. Louw and Hector Peterson schools were sponsored by Shoprite. At the Hector Peterson School they managed to reduce their average daily water consumption from about 50kl per day to less than 10 kl per day. Shoprite was so impressed with the savings achieved at these schools that they have offered to sponsor the top 100 water-using, no-fee schools for a period of one year, on condition that the Western Cape Education Department agrees to utilise the savings achieved at these schools to deploy the Bridgiot solution at more schools within the Western Cape. A meeting was recently held with representatives from the Office of the Premier of the Western Cape Government, Shoprite and Bridgiot to try and kick start and accelerate this initiative. In principle, it was agreed at this meeting that an initial pilot project will be performed at twenty no-fee schools.
Below is a screen capture of the Bridgiot real-time dashboard that is provided to schools to assist them with managing and better understanding their water usage:
I.9 Looking at business involvement, Bridgiot managed to install their Smart Water Meter solution at ten of the Shoprite Hungry Lion stores. On the consumer side Bridgiot managed to sign a MoU with Honeywell, distributor of the Elster Kent water meters, to perform a pilot at ten households at the Stellenbosch gated estate of Brandwacht aan’t Rivier.
Although Bridgiot have managed to enter into several agreements that will help generate income, funding to attract and retain talent and to substantially accelerate growth in order to compete in the market place remains a serious challenge.
On 8 November 2017, the CEO of Shoprite, Mr Pieter Engelbrecht, announced in a radio campaign that their trial with Bridgiot was such a huge success that they will now roll this out to 100 schools and challenge other corporates to do the same.
I.5.3 Custos
Custos Media Technologies helps producers and distributors of videos, eBooks, and other electronic media to prevent and detect digital piracy. Custos achieves this through a novel combination of block-chain and forensic watermarking technologies. The company has a selection of products in the market (aimed at varying sizes of media clients), has a steady flow of early-stage revenue, paying clients on three continents, and is now starting to upscale sales.
Over the last quarter, the company achieved the following milestones: • The pilot with a Japanese client has been launched into full commercial use by their end-client. • Through the Custos’ licensee in London, the company is now collaborating with NASDAQ-listed anti-piracy giant Digimarc. Digimarc has labelled Custos for Ebooks as “the future of forensic watermarking”. • International press coverage has moved into prominent business and trade press, and Custos was featured in Quartz, TorrentFreak, and News.com. The African Business Review named Custos as one of the Top 10 startups on the continent. • Custos has completed the prestigious 12-month Grindstone Accellerator Programme run by Knife Capital and was named one of the Top 3 companies in the 2017 programme. • Custos’ software-as-a-service product for smaller video producers, screenercopy.com, has had its full commercial launch, and is now open for sign-up to independent film studios, film schools, and other producers across the world. • Through the Screener Copy product, Custos is protecting all new major feature films in South Africa, and the product has effectively eradicated screener-stage piracy in the local market. • The Custos team has grown to 11 staff members, and has recently recruited two new star developers and an experienced Chief Technical Officer. • Stellenbosch University has agreed to assign Custos’ core IP to a separate holding company which, significantly minimises the risks regarding Custos’ prospects for future investment and trading.
Custos has a proven, scalable product in the market, and a strong technical team. However, the company now needs to expand its ability to move into a range of markets across the
I.10 world. In order to accelerate sales, Custos is raising a small investment round (R7.5m) with the primary aim of growing the company’s sales force.
I.5.4 CubeSpace (currently being incorporated)
Since June 2017, CubeSpace has made steady progress in brand awareness, marketing, sales, production, and the process of formally spinning-out from the university. The founders are Prof Herman Steyn and one of his former students, Mike-Alec Kearney) will be the first CEO of the company. The key activities in each of these aspects are discussed below:
I.5.4.1 Brand and Marketing The CubeSpace brand has been further consolidated over the past 3 months by their attendance of the largest global nano-satellite conference, the Small Satellite Conference, in the USA where CubeSpace displayed their products alongside large international companies like NASA, SpaceX, Virgin Galactic and Space Dynamics Laboratory. The conference had a total participation of 2550 people from 800 organizations across 40 countries. Multiple new connections were established, potential clients were identified, and most importantly, the CubeSpace brand was further introduced to the American market, which is the largest CubeSat market globally.
CubeSpace also attended the International Astronautical Congress in Adelaide, Australia. This conference had a total attendance of approximately 4 500 delegates and included a keynote speech by Elon Musk. The focus of the conference is usually on large satellites, but this year, other than in previous years, there was a much larger section assigned to small satellites. This was partly due to a decision of the Australian Government to officially launch the Australian Space Agency. The establishment of this agency will also mean a large investment in the young space industry in Australia and will potentially create a new client base for CubeSpace. The conference gave the CubeSpace team the opportunity to meet students and professors from universities planning to participate in CubeSat missions, as well as liaise with the management of small companies planning on entering the Australian space industry.
I.5.4.2 Sales The total value of quotations sent to clients within the last 3 months exceeds the combined value of quotations for the past two years. This growth in sales opportunities is as a result of a large number of new potential clients contacting CubeSpace directly due to marketing efforts over the past year, and this is combined with return customers placing follow-up orders as they progress to the next phases of their respective long term projects/ constellations. One of the largest orders was placed by a client with whom the team invested many engineering hours over the past year without requiring any remuneration. Spending this amount of time on this key client was a calculated risk/investment, which resulted not only in good working relations with the client, but also in successful implementation of the first phase of their project, and ultimately a massive return in the form of multiple follow-up orders.
I.5.4.3 Production During the past three months CubeSpace delivered an integrated ADCS system, as well as
I.11 a large number of ADCS parts. Orders for larger quantities of ADCS parts are becoming a regular occurrence, calling for a more streamlined production process. To achieve this, component storage has been re-organised and more detailed production procedures have been defined. To keep up with the current trend, it is critical to employ another technical team-member and relocate to larger, more functional facilities that are designed specifically with production in mind.
I.5.4.4 Spin-out CubeSpace Satellite Systems (Pty) Ltd has been established, a bank account has been opened, and the company has started operating largely independent from the university infrastructure. A licensing agreement between SU and CubeSpace has also been negotiated. The next step is to finalize the Shareholders Agreement and to formally appoint a Board.
CubeSpace’s outlook for the next three months is good and all indications are that the production team will be very busy and will also be attending a number of conferences. It is imperative that a plan of action for scaling the production team and production facility is developed and implemented as soon as possible. A possibility for consideration, would be to utilise one of the unused peripheral buildings near the LaunchLab and to create a production facility that is designed with CubeSpace’s unique production needs in mind.
I.5.5 Cargo Telematics
Cargo Telematics is making steady progress towards commercialising the Cargo Strap Monitor device. In the past 12 months they obtained funding, the company’s structures were established, the Cargo Strap Monitor was developed and patents were put place. Currently, the main focus is to get the Cargo Strap Monitor ready for field testing with a pilot customer by 1 March 2018. The investment and skills acquired from EMSS Antennas, as well as the Seed Funding acquired from TIA, is helping to accelerate the development of the Cargo Strap Monitor. The team intends to get the product into market towards the end of 2018.
Fig. I.5.5.1: Computer Aided Design (CAD) rendering of the Cargo Strap Monitor
I.12 Highlights of the project’s progress over the past 12 months include: Acquired R425 000 Seed Funding from TIA; Cargo Telematics acquired its first investor, EMSS Antennas. EMSS Antennas invested R320,000 in Cargo Telematics to help accelerate the development of the Cargo Strap Monitor; Conducted first field test with Cargo Strap Monitor Alpha prototype. The results from the test were very positive; Patent filed in USA, Australia, Europe and South Africa; and Acquired office space at the LaunchLab, Stellenbosch.
I.6 Stellenbosch University Commercial (SUNCOM) activities
SUNCOM has recently joined Innovus to consolidate the University’s fifth income stream in one unit with a strong board of directors overseeing the activities.
I.6.1 Maties Shops
The Maties Shop Project is making good progress, with four new shops opening their doors soon: The existing Maties Shop, in the Neelsie Student Centre, is currently being renovated and is scheduled to open during the first week of December 2017. . It will be a comprehensive store, incorporating the copy and print facilities and selling a wide range of University-branded products as well as the University’s own distinctive products (for example, Maties Milk and plants from SU’s Botanical Garden); The Stellenbosch University Store will open at the end of January 2018 in one of the wings of Gallery University Stellenbosch (GUS) in Dorp Street. This flagship store will also be selling both University-branded and unique University products and will mostly be aimed at the local and tourist markets. This store will also be working closely with SU’s Visual Arts Department and intends stocking student, staff and departmental alumni art and jewellery. The Museum Shop is also expected to start trading before the end of January 2018. It will be a small shop located in the Stellenbosch University Museum in Van Ryneveld Street. The existing Botanical Garden Shop is also scheduled for an upgrade. Although it will stock many product ranges from the other SU stores, its main focus will be on health and plant products.
I.13 Below are schematic representations of the new “look and feel” of the university stores:
Fig. I.6.1.1
Fig. I.6.1.2
I.14
Fig. I.6.1.3
Fig. I.6.1.4
I.6.2 Maties Milk
Maties Milk has been running at a financial loss and a turnaround strategy was initiated in August 2017.
I.15 Maties Milk was taken over from the Department of Animal Sciences in 2012 by SUNCOM (then Commercial Services). An initial business plan was drawn up by the Faculty of AgriSciences in conjunction with industry consultants. However, subsequent operational costs have shown the dairy to be far less profitable than was originally projected.
The main reasons for reflecting a loss can be attributed to the following factors: a. Minimum salary levels of unskilled/entry level workers at the dairy, as employees of SU, are more than double that of farm workers in the industry; b. The dairy does not have any noteworthy grazing areas (like most dairy farms) and therefore feed has to be bought; c. The 1 litre milk sachets, which are sold below cost price, form the bulk of the milk sales. A number of factors contributed to the negative gross margin, including very high fodder costs due to drought conditions in 2016 and a strategic pricing decision to build market share; and d. No funding from any SU research activities flows back to the dairy, which effectively means that the dairy is subsidising research activity.
I.6.2.1 Tasks completed to date a. Analysis of fixed and variable cost for 2016 and 2017 YTD; b. Developed a profitability projection model for different product types - raw milk (1l sachets, 500ml bottles, 1l bottles, 2l bottles and yoghurt); c. Comparison of wholesale pricing of other milk brands; and d. Discussion with various agricultural experts at SU and Free State University.
I.6.2.2 Strategy going forward The following aspects have been identified: Increase the pricing of 1 litre milk sachets by 10%-15%, depending on the retail partner, to align pricing with competitive brands for example Darling – effective date 15 October to 1 November 2017; Expand the volume and market share of 2 litre milk bottles, which is far more profitable than 1 litre sachets – effective date 15 October 2017; Change the herd size strategy from ‘build/increase’ to ‘maintain’ as each calf consumes in access of R750 of fodder per month. The ‘excess’ calves will be sold– effective date 1 November 2017; Start production of processed milk products (yoghurt, cream, Amasi, flavoured milk) as the margins on these products are considerably higher than raw milk. Yoghurt production is planned to become a commercial product from 1 December 2017; and Position Maties Milk as a boutique dairy with high quality end products and matching pricing strategy.
I.6.2.3 Current focus is to: a. Complete yoghurt product line research (costing, packaging, Capex requirements, marketing, etc.); b. Get feedback from industry specialists on herd genetics and milk production per cow per day; c. Investigate collaboration between the Mariendahl and Welgevallen Experimental Farms to produce fodder or grazing; and
I.16 d. Review effect of price increase strategy on sales volumes.
I.6.3 Stellenbosch University Consulting Unit
The feasibility of a formal consulting unit at Stellenbosch University that will utilise academic expertise has been initiated. This consulting unit will contribute to SU’s 5th revenue stream.
A differentiation between consulting and research activity should be made in that consulting’s main purpose is advising regarding technical issues and problem solving, whereas research is the creation of new knowledge (with IP usually being created). Consulting services has the potential for recurrent business.
Several universities, for example, Oxford University, University College London, Cambridge University and University of Pretoria have a formal consulting service with a centralised co- ordination point between industry and academia. These university consulting services typically administer sales, marketing, costing, pricing, contract negotiation, and collection and funds disbursements.
These formal consulting initiatives are great precursors for: a. Building and strengthening strategic relationships with industry; b. Staying in touch with industry needs and trends; c. Identifying future research focus areas; d. Generating additional revenue for academia, faculties, departments and SU; e. Marketing and networking opportunities for academia; and f. Community service by universities.
These consulting units also have the ability to do ’consortium consulting’, where a multi- disciplinary academic team can be assembled for larger engagements.
SU allows up to 20% of academia’s time to be spent on ‘outside’/consultation work. Many academic staff make use of this concession, but when doing so in their personal capacity, they may not use SU’s logos, name, resources or liability insurance. These ‘outside’/consultation initiatives could also potentially lead to issues regarding conflict of interest, ownership of intellectual property, non-compliance with SU policies, tax liabilities for academia and incorrect costing/pricing structures.
I.6.3.1 Tasks completed to date Research and analyse consulting units at other universities. Research and explore costing and pricing models of consulting units at other universities. Development of a high-level business plan, which includes: o Business concept: . Business idea and mission; . Value propositions (both internal for academia, and external for industry) and market position; . Revenue model; and . Customer segmentation.
I.17 o Customer relations: . Networking; . Marketing plan; . Sales and service processes; . Communication and PR; and . Branding. o Operations: . Financial model/projection; . Funding; . IT systems needed; and . Facility needs. o Organisation: . Legal entity and Board; . Employees and organisational structure; . Business processes for delivering services; and . Legal and SU policies.
I.6.4 Commercialisation of Arts
The Arts at SU, by their nature of being a social science, is experiencing a substantial financial pressure. On the other hand, there exists commercial opportunities alongside the academic project. A project has been initiated to build out the 5th revenue stream within the Arts.
The three Arts Departments, viz Drama, Music and Visual Arts, as well as other arts and culture initiatives (Botanical Garden, Gallery University Stellenbosch, SU Museum etc) have various assets that could be applied commercially to increase additional revenue for SU. The assets include the HB Thom Theatre, Endler and Fismer Halls, GUS Museum ‘back rooms’, SU Museum ‘courtyard’ and the Old Conserve to mention a few. This commercial application should be implemented in such a way so as not to impact on the academic offering.
Examples of the current application of SU assets for commercial use include: Conference venue (the Endler); and Post- production and editing of films and TV content (currently undertaken by SU’s Department of Music).
I.6.4.1 Tasks completed to date a. Research and develop an understanding of the Arts landscape at SU; b. (Co)drafting of a strategic plan for SU’s Woordfees; and c. Identification of potential commercial opportunities within the Arts at SU, including: o Large conferences that extend across SU facilities in more than one department or Arts area; Weddings and wedding pictures; o Hiring of the choir, orchestra or musicians; o Dolby sound recording studio; o Music short courses; o Creation of merchandise by visual arts for sales in SU store;
I.18 o Telematic services; o Opening of SU stores at GUS and SU Museum; o Creation of an SU music label; o Summer and Winter Schools within the Arts departments; o Development of an ‘art bank’ by SU Museum to rent out art; and o Costume rental (using Drama Department’s Wardrobe).
I.6.4.2 Next steps/current focus a. Requests for proposals for coffee shops at HB Thom and SU Museum courtyard to be sent out b. Development of a business plan with pertinent objections to build out post- production and editing services within SU’s Department of Music. c. Launch the University Store at the GUS Museum; and d. Use model/methodology developed with post- production and editing services and replicate this with other Arts commercialisation initiatives.
I.6.5 Botanical Garden
SU’s Botanical Garden, with its rich history and world-class offering, has also being experiencing financial pressure, and a project was initiated to increase the revenue from activities in and around the Botanical Garden.
The Botanical Garden serves as a cultural hub in Stellenbosch and receives over 200 000 visitors per year. This pedestrian traffic has partially been capitalised upon and the Botanical Garden has its own restaurant and shop.
The Botanical Garden has also acted as a hub for various local groups including the Stellenbosch Horticultural Society, Boland Bonsai Kai, Succulent Society and the Botanical Society. The conversion of the potting shed and recording studio to accommodate the restaurant and shop meant that these areas typically used by these groups were no longer available. This affected the involvement of the groups and caused a subsequent decrease in their collection activities for the Botanical Garden.
I.6.5.1 Strategy going forward The Botanical Garden should be the cultural hub of SU and it needs facility changes in order to accommodate the various stakeholders, which in turn, will potentially lead to an increase in income. These needs are summarised as follows: a. A facility for various societies and groups to meet; b. A facility to host large groups of tourists, learners/schools and other parties; c. A larger restaurant with a commercial kitchen; d. The shop and restaurant should be located next to each other to ‘cross-pollinate’; e. Physical infrastructure to gain access to the Old Conserve without impacting on the Bureau of Economic Research (the Old Conserve could also generate funds through commercialisation, e. A ‘dual purpose’ space where art exhibitions and conferencing can be hosted.
There are plans to build a facility between the current restaurant/old recording studio and the Bureau of Economic Research. It is envisioned that this new building would host the
I.19 conference facility/art exhibition, the new (larger) restaurant and also be used for direct access to the Old Conserve. This will also enable the reallocation of the existing shop to the current restaurant/old recording studio, which in turn will free up the existing shop to host large groups and as a meeting place for societies and groups.
The Botanical Garden, with its unique offering and close geographical proximity to town, could also further tap into the large volume of tourists that frequently visit Stellenbosch, it would be an excellent example to bring the town into the university
In addition to these facility opportunities, the Botanical Garden also has many rare plants and the addition of an online shop would be an ideal mechanism to supplement the income of the current shop.
I.6.5.2 Tasks completed to date a. An analysis of various stakeholder need has been done; b. Friends of the Garden MOU has been signed. This group will assist in fundraising for the Botanical Garden; and c. An access control system has been installed and visitors now pay a nominal entry fee. d. This further alleviates security problems in the garden and also creates awareness of the Garden.
I.7 Innovus Tech Transfer Office Benchmarking
Innovus’ Technology Transfer Office was benchmarked against the Association of University Technology Managers’ (AUTM) annual survey data from 2000 to 2015. This AUTM survey includes more than 180 universities in the USA and is considered to be the Gold Standard globally.
When considering these data comparisons, it is very important to understand that university research is at the mercy of the agenda of the funder. A large portion of funding received at Stellenbosch University (SU) comprises grant funding to address social needs (for example for topics including prevention of teenage pregnancies on the Cape Flats, alleviating the issues of TB patients, etc.,). In the USA, research funding is in many cases geared towards sustaining a technology industry (NASA, Tesla, IBM, etc.) – in the latter case, such research funding is far more driven towards innovation and thus patent driven, than in the South African case. However, as is evident from the figures below, SU and Innovus are performing far above expectations.
The AUTM survey data was normalised to make it comparable with SU’s research expenditure data. Great care was taken to ensure that the correct definitions were used for the benchmarking.
It should be noted that Innovus outperforms normalised AUTM data on two key metrics, both dependent on the number of disclosures received in particular: a. Licences and Options issued, and b. Spin-out companies formed.
I.20 Fig. I.7.1 below shows the comparison between SU and the normalised AUTM data for the SU’s research expenditure for the period 2011 – 2015. At SU, this research expenditure resulted in 217 disclosures (vs 128 for an average American university), which yielded 114 (vs 77) new patent applications, which in turn resulted in 65 (vs 36) licences and options issued and the formation of ten (vs less than five) new spinout companies. Fig. I.7.2 shows the results for 2016.
Fig. I.7.1: Comparison between SU and the normalized AUTM data for the SU’s research expenditure for the period 2011 – 2015.
Fig. I.7.2: Comparison between SU and the normalized AUTM data for the SU research expenditure for 2016.
For the 2011-2015 period, as well as 2016, Innovus produced more than double the number of Licences and Options and Spin-out companies per Research Dollar expenditure when compared to the participating universities in the AUTM survey.
I.21 In Fig. I.7.3 the Research Expenditure per disclosure in USD is shown (using the annual Rand/USD exchange rate) indicating the research expenditure per invention disclosure. The local figures look skewed, but the decrease in 2016 is due to a weak Rand/USD Exchange Rate in this period. In Fig. I.7.4 below, this was corrected by using Rand values only, making the graph looking more stable.
Fig. I.7.3: Comparison between SU and the AUTM data for research expenditure per disclosure in USD.
Fig.I.7.4: Research expenditure per disclosure for SU in Rand.
I.22 The second-tier analysis breaks the number of disclosures down to dependent variables, namely number of patents it yielded, then the number of licences and options as well as the number of newly formed spin-out companies, as per the figures below. Fig. I.7.5 indicates new patent applications (that include only the 1st filing of patentable subject matter in the USA, and only 1st Provisional Patent Applications in South Africa to avoid double counting).
Fig. I.7.5: The Number of new Patent applications per Invention Disclosure received by the TTO.
In Fig. I.7.6 below, more detailed graphs are provided of the SU new patent applications compared with AUTM figures per annum.
Fig. I.7.6: The Number of new Patent applications per Invention Disclosure received by the TTO.
I.23 The sharp decline in patent activity at SU is a result of a deliberate decision in 2014 to drive down patent applications from 2015 onwards as a result of lack of funding.
Fig. I.7.7: Comparison between SU and AUTM on the Number of Licences per new Patent Application for the period 2000 – 2017 (year to date).
Due to the decrease of new patent applications vs licence agreements signed, Innovus figures in Fig. I.7.7 have surpassed AUTM figures significantly. It is important to note that the lack of new patent applications will catch up with Innovus in the next 2-3 years and will drive these figures down again.
I.24 Fig. I.7.8 below shows the number of licence agreements concluded per Disclosure and, as per the explanation below. These figures will decrease again due to the sharp decline in Innovus’ ability to apply for new patents due to its financial disability in the past years.
Fig. I.7.8: Comparison between SU and AUTM on the number of licence agreements signed per invention disclosure for the period 2000 – 2017 (year to date).
Fig. I.7.9 gives an indication of the annual breakdown of the data of licence agreements per invention disclosure as a comparison between SU and AUTM data.
Fig. I.7.9: Annual breakdown in the comparison between SU and AUTM on the number of licence agreements signed per new invention disclosure for the period 2000 – 2017 (year to date).
I.25 Initially, since 2008, Innovus increased patent activity to win the trust of researchers and to increase the SU pool of innovations. This has paid off in the increase in licence agreements per disclosure ratio that followed on that strategy. In Fig. I.7.10 below, the % of new invention disclosures that yielded new Spin-out companies shows how well Innovus is performing on this scale as well, when compared with AUTM data.
Fig. I.7.10: Comparison between SU and AUTM on the % new invention disclosure leading to the formation of new spinout companies for the period 2000 – 2017 (year to date).
Innovus has been performing remarkably well in this regard too. In fact, Innovus outperforms AUTM by almost 30% when it comes to Spin-out companies as a percentage of Disclosures.
I.26 Lastly, if the effect of full time equivalent staff employees in the performance of the TTO is brought into the picture, Innovus suffers from a lack of experienced staff members as can be seen in the figures below. Other factors come into play as well, as discussed below this figure.
Fig. I.7.11: Comparison between SU and AUTM on the number of new invention disclosure per full time Technology Transfer Officer.
Innovus has experienced a slowdown in disclosure rate in 2017. This is a national trend in South Africa and various factors, including uncertainty about decreased NRF funding, are thought to be contributing to this issue.
In Fig. I.7.12 below, it is clear that SU trails behind AUTM in this respect.
Fig. I.7.12: Comparison between SU and AUTM on the number of new patent applications per full time Technology Transfer Officer.
I.27 However, despite these figures, Innovus is still on par with AUTM when the number of licence agreements executed per full time technology transfer staff member is calculated as presented in Fig. I.7.13 below.
Fig. I.7.13: Comparison between SU and AUTM on the number of new licence agreements executed per full time Technology Transfer Officer.
I.8 Conclusion
Despite funding challenges and a variety of other factors (including inexperienced staff) that are expected to influence the performance of Innovus negatively, this benchmark report with AUTM (the Gold Standard) clearly shows that Innovus is punching far above its weight in terms of generating invention disclosures from research expenditure as well as the conversion of these disclosures into transactions. SU can be proud of its performance in technology transfer.
I.9 Technology Innovation Agency (TIA) Seed Fund
Stellenbosch University has raised R16.4m from 2014-2017 from the TIA Seed Fund to support 41 SU technology transfer projects. A summary of the TIA Seed Fund for the period from 2014 to date is provided in Table 1 below.
I.28 Table 1 TIA Seed Fund summary for Stellenbosch University
I.29 I.10 Innovus and Commercial Services (SUNCOM) in Numbers
The following figures highlight some of the Innovus and SUNCOM activities, giving an indication of the extent of the activities in the environment.
Fig. I.10.1
I.30
Fig. I.10.2
Fig. I.10.3
I.31
Fig. I.10.4
Fig. I.10.5
Fig. I.10.6
I.32 3. FINANCE
Compiled by Manie Lombard, Chief Director: Finance http://admin.sun.ac.za/admin/Finance/new/index.htm
Finance Division management (from left to right): Riaan Basson (Director: Purchasing and Provision Services), Annemi Murray (Director: Financial Planning and Budgeting), Brendon Grindlay-Whieldon (Controller), Werner Abrahams (Deputy Director: Student Fees and Debtors), Caro Olivier (Deputy Director: Funds and Asset Management), Elizebeth de Beer (Deputy Director: Financial and Management Systems), Pieter Wever (Deputy Director: Transport Services), Manie Lombard (Chief Director: Finance), and Faiza Majiet (Director: Financial Services)
F.1 Value proposition and composition
The focus of the Finance Division (140 posts and an annual budget of R47,7 million) is to support Stellenbosch University (SU) in pursuing the institutional goals by ensuring that the required services and information are provided to facilitate SU’s financial sustainability by implementing effective business processes and effectively and efficiently appropriating financial information.
The Division provides this service to a wide spectrum of stakeholders (clients), including: SU Council and relevant subcommittees of Council; SU management; Staff in faculties and other Professional and Administrative Support Services (PASS); Students and their parents; Department of Higher Education and Training;
F.1 Local government; Donors and other funders; Suppliers.
The Finance Division’s clients and their needs form the core of the Division’s activities, where these activities include: Day-to-day financial transactions and management; Financial planning and budgeting; Financial reporting; Provision services; Management of student fees and loans; Financial management of all SU assets, including cash flows; and Driving the implementation of the Mobility Plan.
The Division is also involved in a number of task teams as an outcome of the Institutional Planning Forum (IPF) that took place in February 2017, the most important of which is the Budget task team. Other task teams include the: Feasible Contracting task team; Indirect Cost Recovery Rate (ICRR) task team; and Bursary and Loans task team.
A schematic representation of the operational composition of the Finance Division is shown below:
Transport Financial Services Services
Purchasing and Student Fees and Provision Debtors Services
Funds and Asset Financial and Management Management Systems
Financial Planning and Chief Director: Financial Asset Finance Controller Management
Figure F.1: Operational composition of the Finance Division
F.2 Financial Planning and Budget DIRECTOR: FINANCIAL PLANNING AND BUDGET Remuneration Annemi Murray CA (SA) Internal Audit
DEPUTY DIRECTOR: FUNDS Funds and Asset AND ASSET MANAGEMENT ` Management Caro Olivier Information Technology BComHons Other Support Services – Financial Management Facilities Management
DIRECTOR: PURCHASING AND PROVISION SERVICES Purchasing and Tenders Riaan Basson BCom (Law), LLB Financial Services and Diverse Payments DIRECTOR: FINANCIAL SERVICES Financial Reports and
External Audits (SA)
Faiza Majiet CA (SA) Financial Reporting and CA Management Research
DEPUTY DIRECTOR: DIRECTOR: Vehicle Pool VEHICLE SERVICES FINANCE Lombard Pieter Wever
CHIEF B Econ Removal Services Manie
Student Fees and Loans DEPUTY DIRECTOR: STUDENT FEES EN DEBTORS Debtors Werner Abrahams CA (SA) Assistant: Lourens
Debt Collection
Elzette Maintenance and Development: Financial
Personal DEPUTY DIRECTOR: System, incl. Kuali Financial Development FINANCIAL AND MANAGEMENT SYSTEMS Training Elizebeth de Beer HED, BAHons, MA Creditors
CONTROLLER Brendon Grindlay‐Whieldon CA (SA)
Figure F.2: Operational structure of the Finance Division
F.2 Goals
At a strategic session of divisional heads in the Finance Division held on 24 April 2017, the following goals were set for the short and long term:
1. Planning and support for the implementation of SUNFin (previously Kuali Financials (KFS)), as well as the larger System Renewal Plan (SRP) according to approved information and
F.3 communication technology (ICT) goals, with special focus on financial integration and the accompanying internal controls.
2. Further refining of the integrated budget model in terms of all five money streams of SU according to the approved SU Budget Model, with due allowance for the matters investigated by the task team.
3. Further refining integrated financial reporting (including the half-yearly report) in terms of the Guidelines for Reporting by Higher Education Institutions.
4. Performing a gap analysis to facilitate the implementation of King IV under the approved project plan for that to ensure compliance as part of integrated reporting and sound corporate control principles at SU.
5. Effectively recovering outstanding student fees and loans and complying with the requirements of the National Credit Act 34 of 2005.
6. Anchoring and further refining the integrated assurance plan in collaboration with Internal Audit and other role players.
7. Investment management: Executing decisions of the Investment Committee on the restructuring of SU’s long-term investment strategy and mandate, with the focus on specialist foreign investment mandates.
8. Investigating cashless environments as an alternative to current practices with a view to sound financial management and security.
9. Managing cash flow, and aligning cash-flow projections with Council approvals for the ICT project and Campus Renewal Plan.
10. Rolling out financial management information for effective financial planning and management decisions in close collaboration with the Institutional Research and Planning (IEP) Division.
11. Improving communication with staff and clients (internal and external), including the updating and translating of the Division’s web page.
12. Communicating about the new BBBEE code and managing the impact of the new requirements.
13. Preparing for the quality audit (implementing measurement guidelines).
14. Implementing the SunRekords Project in the Finance Division.
15. Effectively aligning with SU’s new Institutional Intent and Strategy in the revision phase for submission to Council in November 2017, including the existing Institutional Plan and the goals and management indicators contained therein.
16. Anchoring systematic sustainability, as well as social impact and transformation goals in die core business/goals of the Finance Division.
17. Further extending the integrated transportation plan to address SU’s (and the town’s) mobility challenges.
F.3 OVERVIEW OF 2016/2017
The Finance Division was able during the year to fill a number of critical senior positions that became vacant for various reasons. These include the position of Deputy Director: Student Fees and Debtors, that of Deputy Director: Funds and Asset Management, as well as the newly introduced position of
F.4 Controller. Additional capacity was made available through the appointment of two new accountants who were seconded to Maties Sport and Innovus respectively.
Following approval by the RMT, it was decided to transfer the Commercial Services Division, which previously resorted under the Finance Division, to Innovus, with the Director: Commercial Services now reporting to the Senior Director: Innovation and Business Development. Both divisions report to the Chief Executive. The aim of the restructure was to extend SU’s fifth money stream activities and follow an integrated management approach.
The #FeesMustFall campaign and the activities of the subsequent Presidential Commission resulted in many additional challenges and requests, especially at Student Fees. However, owing to sound collaboration between the relevant Finance Division environments, other SU divisions and stakeholders, these challenges could be dealt with and managed effectively.
Despite the many challenges, the Division was able successfully to deliver on the goals that were set in the previous planning cycle. Most goals extend over various years and the annual focus is on refining, further integration and optimising of processes. What follows is feedback on the progress in terms of selected core goals, as provided in the previous year’s plan and reported on by the Chief Executive to Council in December 2016:
F.3.1 Planning for implementing Kuali Financials (KFS) according to approved ICT goals
The investigation into the new operating system, Kuali Financials (KFS), now SUNFin, as part of the larger System Renewal Project (SRP) under the comprehensive ICT project is progressing well. The key risk that needs to be addressed involves the outdated financial operating system currently used by SU and for which technical support is increasingly hard to find. A project manager was subsequently appointed in August 2016. He has a critical role in coordinating the SUNFin, Phambili (Facilities Management) and Student System (Kuali Student) projects. The planned implementation timeline for the SUNFin project is 2017 to 2019, with January 2020 being the target date for changeover.
F.3.2 Further refining the Integrated Budget Model in terms of all five SU money streams in accordance with the approved SU Budget Model
The budget process was characterised by various challenges resulting from the 2016 #FeesMustFall campaign. The budget approved by Council in November 2016 is a non-sustainable budget and provides for deficits over the planning horizon of 2018 to 2022. The proposed changes to higher education funding that are expected because of the new subsidy formula and the outcome of the Presidential Commission on student fees will determine which real interventions will have to be made in 2017 to address these projected deficits according to the current set of assumptions and activities.
The request by the IPF in February 2017 was that the SU’s budget model should be refined also in terms of the appropriation factor, cost drivers and operational targets. A task team was appointed to investigate whether these were the most appropriate criteria or whether other indicators should rather be used. Following the IPF request, the Budget task team’s terms of reference were extended and the activities have since commenced. Certain actions should by now have had an impact on the 2018 budget. The outcome of the current budget process already offers a more sustainable budget for 2018 to 2023, as submitted to Council.
The indirect cost recovery rate (ICRR) for all third- and fifth-money stream revenue represents another focus area. A task team was established for this purpose (in collaboration with the Research Development Division, the owner of the ICRR policy). Every endeavour should be made to recover the full rate currently set at 17%, while the rate level also needs to be revised once again.
F.5 F.3.3 Further refining integrated reporting (including the half-yearly report) in terms of the Guidelines for Reporting by Higher Education Institutions
The second Integrated Annual Report for 2016 was published in collaboration with Corporate Communication and, like the Half-yearly Report, was positively received.
F.3.4 Developing a fully integrated assurance plan in collaboration with the Internal Auditors and other role players
The SU’s risk management processes were revised and further refined with the help of Deloitte. The Risk Management Policy approved in November 2015 and the subsequent Risk Management Framework and Plan approved by Council’s Audit and Risk Committee (ORC) on 17 October 2016 now form the basis of the SU’s integrated assurance plan. The integrated assurance plan was developed in collaboration with Deloitte and other role players and served at the ORC on 18 May 2017. This version will be refined regularly and used as a basis for the SU’s anchored risk management model. The proposals for setting risk appetite will be discussed at the additional November 2017 meeting of the ORC scheduled to focus primarily on risk management matters. Approval of the proposals will take the SU’s risk management model to an advanced level of maturity. A further focus area involves communication and training on the use of the revised SU Institutional Risk Register and Risk Management.
F.3.5 Investment management: Executing the decisions of the Investment Committee
The Investment Committee of Council granted approval on 16 November 2015 that R1 billion of the SU’s long-term investment portfolio be transferred to a new third long-term investment portfolio. The said portfolio will invest in growth assets only, with eight new specialist asset managers for foreign investments.
In addition, a new medium-term portfolio with the current fund managers Allan Gray and Coronation was approved on 23 May 2016 for the management of funds required for the Campus Renewal Plan over the next three to five years.
F.3.6 New BBBEE code and management of the impact of new requirements
The University’s BBBEE evaluation was finalised and SU currently has a level 8 grading, after it was expected that SU would not receive a grading under the new code. A Universities South Africa (USAf) task team was appointed in the meantime to look into risks to the sector and recommendations with a view to negotiations with the Department of Trade and Industry.
F.3.7 Some statistics that indicate the scope of the Finance Division’s activities:
Item 2012 2016 % increase
Total SU revenue (R’m) 3 642 5 311 +46
Property, books & equipment (R’m carrying value) 3 842 4 783 +24
Investments (R’m) real yield p.a. over 15 yrs 9,6% 4 930 7 893 +60 Active cost points 11 201 14 066 +26
Km travelled using SU vehicles 3 300 000 4 250 000 +29
F.6 F.4 ALIGNMENT TO SU INSTITUTIONAL PLAN
F.4.1 Broaden access Although the Division is not directly involved in the University’s recruitment and selection activities, it does have an important support role in management and financial accountability relating to enrolment planning. The outcome of enrolment planning reflects in the budget models and allocations of subsequent years. The subsidy allocation may also be affected (in the form of a penalty) if SU were to move outside the approved limits. In addition, SU will no longer receive additional subsidies in instances where the number of enrolled students exceeds the number agreed upon with the Department of Higher Education and Training. The Finance Division plays an important role in providing faculties with management information to manage their planning and pipelines, and to determine the impact of these on their subsidy and student fee estimates. Over the past few years, faculty enrolment of students matched the planned targets more closely. The Finance Division currently renders a service to the student community on how to manage payment options and outstanding debt. Over the past year, Student Fees introduced proactive actions to assist students with financial challenges and thereby achieve the SU institutional goal of broadening access. A number of measures that offer alternative payment options to students were put in place and rendered positive results over the past two years, especially in terms of improving processes during registration. Further actions include improving student awareness about the various policies on student fees via posters, e-mails and sms reminders; continually refining and improving processes; and updating policies and guideline documents on managing and recovering student debt. Despite pressure from the #FeesMustFall campaign, outstanding student debt could be kept at manageable levels.
Communication and discussions with students and student communities were increased during the budgeting process. Over the past few years, representatives from the Finance Division delivered presentations on a wide range of topics at various forums aimed at empowering students with information to enable them to provide meaningful inputs in the budget process. Topics included, among other things, information on the SU’s budget model, the composition of student fee adjustments, as well as general information about the SU’s financial statements and sustainability situation.
F.4.2 Campus renewal plan Facilities Management is responsible for the management of the Campus Renewal Plan, while the Finance Division has an important role in managing the allocated funds (in accordance with Council resolutions) and cash flows. This takes place in collaboration with the SU’s investment consultants Willis-Towers-Watson and the Investment Committee of Council.
F.5 SYSTEMATIC TRANSFORMATION
F.5.1 Strategy and alignment
The Finance Division is committed to increasing the diversity of its staff corps in accordance with the SU’s strategic focus on diversity in order to make the SU relevant and accessible to the broader South African community.
Where positions become vacant, every endeavour is made to fill them with due allowance for diversity. Although we were reasonably successful over the past year at appointing persons at senior level, this remains a huge challenge. Despite having followed recruitment procedures for all senior positions (post levels 8 to 6), it would seem to be difficult for the environment to attract candidates from the CBI group, mainly because of the SU’s salary offering. The Finance Division endeavours, within the budget constraints, to make appointments at 90% of the base remuneration levels (BRL). However, experience has shown that especially senior staff in the financial sector are able to
F.7 negotiate much better packages in the private sector. Where the Division is in fact able to appoint people, many of them use this as a stepping-stone to the labour market and begin to explore other options within two years. Often no suitable positions are available elsewhere in the Division, which means the environment loses its staff after a relatively short time.
F.5.2 Targets
Despite the increases in volume and transactions, stricter legislation and reporting, and tighter audit requirements that SU had to deal with, staff numbers in the Division remained constant over the past few years.
Currently there are 140 positions in the Division, with 6 vacant posts that are in the process of being filled. A total of 13 staff members will be retiring in the next five years. Follow-up planning is in process for the critical areas.
Figure F.3 shows the current staff composition by gender. Of the 134 filled positions, 50% are women and 50% are men.
Staff composition per gender (31.08.2017)
50.4% 49.6%
Male Female
Figure F.3: Composition of the Finance Division staff corps by gender
Figure F.4 shows the current staff composition by race. Of the 134 filled positions, 62% are CBI and 38% white.
Staff composition per race (31.08.2017)
1%
38%
56% 5%
White African Coloured Indian
Figure F.4: Composition of the Finance Division staff corps by race
F.8 Considering the US’s targets for the various SMIs (Strategic Management Indicators), the following table indicates how the Division currently compares to the set targets:
Finance 2017 2018 Division at present (2017)
Composition of permanent 47.60% 49.40% 61.94% staff (% CBI)
Composition of permanent 57.60% 58.40% 50.00% staff (% women)
F.6 RISK MANAGEMENT
The Finance Division is committed to the overall implementation of the SU’s risk management policy and model. Continued communication and awareness raising are dealt with in the various Finance sections and the daily activities include the policy implementation.
Insufficient capacity to comply with the expectations (volumes, legislation and regilations) and the effect of this on staff wellness are some of the major risks that could lead to the Division, like other PASS environments, not fully delivering at set goals. Retaining key personnel, as well as extending and retaining the knowledge base in the various environments, presents similar challenges.
At macro level, the Finance Division plays an important support role in ensuring the overarching financial sustainability of the University as an institution. This includes proper financial planning and budget processes, as well as sound corporate control to ensure unqualified audits.
The revision of the formula for state funding was registered as a financial risk to SU from the Division because of the substantial impact such a revision may have on the financial sustainability of the University. Since the draft proposal of the Department of Higher Education and Training discussed at the workshop of the higher education sector on 11 and 12 May 2017 contains a number of ambiguities, the impact of the new subsidy formula could not be determined in full. The SU’s 2017 Budget approved by Council on 28 November 2016 was not a financially sustainable budget, and involved deficits beyond 2018. Two task teams were established early in 2017: one focusing on the Indirect Cost Recovery Rate (ICRR) and calculations aimed at refinement and a possible recovery rate increase, while a second one looked into various aspects of the budget model, including the impact of the new subsidy formula. The results of the two task teams and the budget process meant that a sustainable budget could subsequently be submitted to Council for the six- year period 2018 to 2023. Certain task team outcomes have already been considered for the 2018 budget. However, the impact of the new subsidy formula is expected only by the 2021 budget (year n+2 base).
F.7 CONCLUSION
In terms of the primary goal of the 2018 ‒ 2023 planning cycle, i.e. financial sustainability, the Finance Division focuses on facilitating sound long-term financial planning and budget processes, and establishing appropriate policies and procedures to ensure proper corporate management and cost-saving initiatives, a strategic purchasing process aimed at sustainability (institutional and environmental sustainability), as well as proper management systems and financial reporting.
F.9 4. MATIES SPORT http://www.sun.ac.za/english/sport/Pages/default.aspx
Compiled by Ms Ilhaam Groenewald, Chief Director: Maties Sport
The changing diversity of Maties Sport’s coaching and management staff, opportunities for internationalisation created by Maties Sport representatives’ presence at the Summer Universiade (World Student Games) in Taipei and the news that Maties cricketer Kyle Simmonds has been drafted into a professional cricket outfit are some of Maties Sport’s major highlights for 2017.
Simmonds’ selection for the Stellenbosch Kings team to compete in the Global T20 Cricket League, as well as athlete Justine Palframan’s silver medal in the 400m at the Summer Universiade illustrate that Stellenbosch University’s student-athletes can achieve major success on and off the field.
Ms Ilhaam Groenewald, Chief Director: Maties Sport, continues to play a leading and influential role in South African and tertiary sport circles, not only at Stellenbosch University (SU) and SARU, but also as President of University Sports South Africa (USSA).
The annual Maties Sport Awards evening highlights student-athletes’ achievements over the year and is the culmination of 12 months of hard work, dedication and commitment, not only by the students themselves, but also by Maties Sport’s management, coaches and support staff. Cyclist Frankie du Toit and hockey player Keenan Horne were named Maties Sport’s Sportswoman and Sportsman of the Year for 2017, while Dyan Buis and Anruné Liebenberg were named Parasport Sportsman and Sportswoman of the Year. Their coach, Dr Suzanne Ferreira, was named coach of the year for individual sport.
The Steinhoff Maties Rugby team – winner of the 2017 USSA tournament, WP Grand Challenge and WP President’s Cup and runner-up in the 2017 Varsity Cup competition – is the team of the year, and the team’s coach, Hawies Fourie, is the 2017 Coach of the Year for team sports. Maties Cycling Club was announced as the Club of the Year.
A total of 42 students were awarded full colours, which meant they represented South Africa at international level, while 61 students were awarded half colours. These are students who were selected for provincial teams.
MS.1 Context Maties Sport is committed to support the institutional intent and strategy by pursuing excellence, developing students holistically, and striving to fulfil the transformation objectives of SU through the socio-cultural phenomenon of sport. It is important to realise that student-athletes – especially high-performance (HP) athletes – face unique challenges. Our mission is to foster excellence in both the academic and sport performances of talented student-athletes by following a holistic approach.
We report below against SU’s Institutional Strategies where appropriate, and on how Maties Sport’s objectives are aligned with these strategies.
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Maties Sport’s staff members with Prof Leopoldt van Huyssteen (COO of Stellenbosch University) and Prof Stan du Plessis (COO, designate).
MS.2 SU Institutional Strategy: Broadening access MS.2.1 Increasing participation in recreational sport Maties Sport aims to promote engagement in an active lifestyle among students and staff. It supports institutional wellness and sport initiatives and increased its offering by adding two new sport codes this year: Volleyball and Cheerleading. In July, the Maties Cheerleading squad competed in its first national tournament and came second. They also performed at Varsity Cup and Varsity Sports events. The Recreational and Active Lifestyle Unit (RALU) organised, among other things, a welcoming event for first-years in January and was also responsible for the International Day of University Sports (IDUS) celebrations.
The International Week of University Sport (IWUS) coincided with Africa Week from 18-22 September and was kicked off with a Western Cape Intervarsity Showcase on Saturday, 16 September. The sport codes on the Intervarsity programme included: Sevens rugby, netball, football, basketball, beach volleyball, cross-country and table tennis. The following week, Maties joined the International University Sports Federation (FISU) and tertiary institutions across the world in celebrating the International Day of University Sport (IDUS) on 20 September. Among others, this day aims to confirm the importance of sport in universities and the role of universities in the community as responsible actors for consolidating and developing quality physical and sport education at the service of citizens.
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Maties Sport’s mascot Pokkel welcomed first-years to Matieland in January 2017.
MS.2.2 Accessible facilities: Maties Gymnasium introduced its new all-access area this year. In an effort to be accessible to everyone, including people with physical disabilities, exercise machines have been installed that can be adjusted for people in wheelchairs or people whose range of movement is limited. Maties Gymnasium, on the Stellenbosch Campus and on the Tygerberg Campus, is a private company, SUSPI, in the portfolio of SU’s private companies. The COO is the Chairperson of the Board of SUSPI.
MS.3 SU Institutional Strategy: Maintaining excellence
MS.3.1 Achieving a dominant position within focus sports at tertiary, regional and national level Maties Sport aims to achieve a dominant position within focus sport codes at tertiary, provincial, and national levels, thus contributing to the sport excellence of South Africa. This entails top three positions for University Sport South Africa (USSA), Varsity Cup and Varsity Sports competitions.
MS.3.1.1 Athletics: Maties athletes dominated the Boland Senior Athletics Championships in March and represented the University at two Varsity Athletics meets. At Athletics South Africa’s Senior National Track and Field Championships in Potchefstroom, Nienka du Toit won gold in the heptathlon. Justine Palframan and Keegan Fourie won silver in the 400 m and high jump respectively, while Samantha Pretorius (long jump), Kian-Lee du Toit (pole vault) and Leandré Ketch (heptathlon, girls under 18) all won bronze. Maties ended the local athletics season with five gold, three silver and two bronze medals and an overall fourth spot in the USSA athletics championships. Our SA student champions are: Juan de Swardt (pole vault); Justine Palframan (200m); Jean-Maré Senekal (400m hurdles); Nienka du Toit (heptathlon) and the 4x400m men’s relay.
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Maties’ Justine Palframan and NWU-Pukke’s Caster Semenya compete in the 400m item at the annual USSA Athletics competition
MS.3.1.2 Cricket: A very young Maties Cricket team ended third in the 2017 Varsity Cricket competition. Maties ended the group stages at the top of the log, but lost to old foe UP-Tuks in the semi-final. The competition was won by NWU-Pukke. Maties Cricket also emerged as Boland league champions, and went on to beat two other local clubs in a three-way play-off to advance to the national club championships, where they ended third. At the annual USSA competition held in Pretoria at the beginning of October, Maties was denied a chance to compete for a place in the final when their semi-final fixture against UP-Tuks was cancelled due to inclement weather. They ended fourth in the competition.
MS.3.1.3 Cycling: Maties Cycling successfully defended their USSA title and were crowned champions for a third consecutive year. Both the men’s and women’s team won the road competition after riders from Maties won every stage. At the recent Varsity MTB competition, the Maties women continued their domination of the event by winning the title for the second consecutive year. The Maties men’s team narrowly lost out to UCT, who claimed the win. Stellenbosch is one of two new venues on the UCI World Cup Calendar and Coetzenburg will play host to the season opener for cross-country cyclists in March 2018. Maties Sport aims to establish SU as a preferred destination of major events and the Chief Director liaises with key organisations on an ongoing basis to achieve this objective. Amongst a number of other initiatives, she met with the leadership of the Cape Epic. After this, discussions between Maties Sport, Grand Stand Management and SU Facilities Management led to the approval of Stellenbosch as the host of a UCI MTB event.
MS.3.1.4 Hockey: Maties Hockey’s women’s team kicked off the Varsity Sports competition with a bang and ended the group stages in second place. They beat NWU-Pukke in the semi-final to progress to the final against UP-Tuks, which they narrowly lost 1-0, earning them a second place in the competition. Later the year, the Steinhoff Maties Hockey teams (men and women) were both crowned
MS.4 champions of the WP Grand Challenge (WPGC). The women’s team won the WPGC for the 16th time in the past 17 years and for the seventh consecutive year. The men’s team won the league for the fifth time in a row, continuing the historic winning streak that started in 2013.
Maties’ Heather McEwan celebrates a goal during the Varsity Hockey tournament.
MS.3.1.5 Netball: After a disappointing USSA competition where they ended fifth, Maties Netball approached the Varsity Netball competition held from 27 August to 9 October with renewed energy. After two narrow losses against UP-Tuks and NWU-Pukke and an exciting victory over Kovsies during the group stages of the competition, Maties were third on the log. They travelled to Pretoria to take on UP-Tuks in the semi-final of the competition. They were defeated, and ended the competition in third place.
MS.3.1.6 Rugby: Maties had an excellent season in this year’s Varsity Cup and made it to the final. Although they lost to UP-Tuks in the final with a score of 28-21, Maties players walked away with three of the tournament’s most coveted awards: Captain Craig Barry was named both back of the tournament and captain of the Varsity Cup dream team, while Kobus van Dyk was named both forward and overall player of the tournament. Moreover, Van Dyk was called shortly after the tournament to join the Stormers touring New Zealand. After coming second in the Varsity Cup tournament, the team went one better at the annual USSA tournament, claiming the title after beating NWU-Pukke 19-13 in the final played at the Wits stadium. In local competitions, Steinhoff Maties beat Hamiltons 36-29 to win the Super League A Top 6 Presidents Cup Final. The team scored over 1000 points in the WP Grand Challenge to win this competition as well. They won 24 out of 29 matches in the 2017 season.
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Steinhoff Maties Rugby captain Braam Venter receives the 2017 USSA trophy.
MS.3.1.7 Rugby Sevens: The Steinhoff Maties Sevens team won seven out of seven matches to defend their USSA Sevens title. The team has now won five of the last seven USSA Sevens Tournaments. They also qualified for the Varsity Sports Sevens tournament, which will be held in Durban from 1-3 December as the number 1 ranked team.
MS.3.1.8 Swimming: At the annual USSA competition, Maties Swimming’s women team won their category, while the men came second, giving Maties a second place overall. Earlier this year, Maties swimmer Emma Chelius delivered standout performances at the South African National Swimming Championships, winning three silver medals and qualifying for the Summer Universiade (World Student Games) in two events. Marli Jacobs won bronze in the 200 m butterfly, while Maties Swimming’s Para- athletes Hendri Herbst (S11), Alani Ferreira (S13) and the up-and-coming Christian Sadie (S7) all achieved qualifying times for the Para Swimming World Championships.
MS.3.1.9 Basketball and Football: The USSA Basketball competition was hosted by SU for the first time, while another first was the participation of the men’s and women’s Maties Football teams in the USSA Football National Club Championships.
MS.3.1.10 Other USSA highlights: The Maties Water Polo men’s team won the USSA competition held in Johannesburg during the first weekend of October after beating UCT 5-4 in the final. The women’s final against UCT ended in a draw (5-5) and had to be decided with a penalty shoot-out. They lost on penalties 3-2. Over the same weekend, the Maties Canoeing women’s team won the USSA title while the men’s team came second. Earlier this year, the Maties gymnastics team ended second overall to NWU- Pukke and Maties Badminton, Maties Judo and Maties Tennis were all third at their respective USSA tournaments.
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The Maties Water Polo men’s team won the USSA Water Polo competition in October.
MS.3.1.11 University Stellenbosch Yacht Club (USYC): The USYC beat sailing teams from UCT, UCT, UKZN, DUT, Rhodes, UP and Wits to be crowned Winter Intervarsity Match Racing Champions once again.
MS.3.1.12 Parasport: Maties Parasport athletes achieved several national records and qualifying times for the 2017 World Para-Athletics Championships at the South African National Championships for persons with disabilities.
MS.4 SU Institutional Strategy: Maintaining excellence
MS.4.1 Increasing the percentage of competitive sportsmen and women who achieve academic success Maties Sport’s high-performance athletes achieved a first-year throughput rate of 86%. Several athletes, including former Maties Rugby captain Beyers de Villiers, squash player and 2016 Maties Sportsman of the Year Daniel Smith, and Maties Hockey stalwart Keenan Horne, graduated at the March graduation ceremonies. Student-athletes are students first and athletes second. Maties Sport therefore celebrates their academic achievements and strives to create an enabling environment where student-athletes can flourish both academically and on the sports field. This process is driven by the Maties Sport High Performance (HP) Unit, which has made substantial strides with specific reference to the provision of an evidence-based programme, Integrated Medicine and Science support programme (IMAS), to HP student athletes. The Maties HP programme consists of three main categories: Performance Management, Performance Enhancement and Athlete Empowerment. The High Performance programme is focused on the player as a sportsman/woman and a student. At its heart, the High Performance programme is about attracting and retaining top athletes and coaches to an inclusive holistic and elite training environment that will offer them the opportunity to achieve at national and international levels.
MS.7 MS.5 SU Institutional Strategy: Enhancing social impact MS.5.1 Building social capital Maties Sport, in cooperation with the Office for Student Recruitment and Career Counselling, has launched its School Sport Partnership Project, an ambitious recruitment initiative in 10 high schools in the immediate Stellenbosch vicinity. Schools were asked to identify 10 of their Grade 9 learners who they believe may have both the sport potential to play for Maties and the academic potential to gain admission to SU. Learners who appear to have potential will be guided toward a programme for their sport and academic development that could lead to admission to Stellenbosch University. The goal is to ensure that every year, 100 learners from local high schools become involved in an active pipeline of talent for Maties Sport clubs. The Maties Sport community interaction schools programme was presented during the April and July school holidays. In April, more than 40 learners from local schools attended the three-day programme intended for sport coaching of children aged five and older. In July, more than 60 learners from the Stellenbosch Youth Outreach Centre attended the two-week programme presented in collaboration with Maties Gymnasium and various sport clubs. In addition, learners from local primary schools were invited to serve as “anthem kids” during the local Varsity Cup and Varsity Sports matches.
Young fans support Maties Netball in the Coetzenburg Centre during the Varsity Netball competition.
Several future Maties cricketers were invited to skills training sessions at the Maties Cricket Club. The long-term plan is to create a year-long development programme that will focus on both cricket skills and academic performance to ensure access to the University – particularly for those from previously disadvantaged areas. A total of 241 learners from schools across the country also attended the annual holiday camp of the Maties Hockey Club in April. The aim was to assist players with technical skills development and expose them to the University’s facilities and other elements such as vision training. The learn-to-swim programme presented by Maties Swimming reaches up to 300 participants between the ages of 6 and 10 from local schools. Maties Swimming also assists Maties Sport’s Community Interaction Unit with water safety programmes.
MS.8 MS.6. SU Institutional Strategy: Expanding Internationalisation
MS.6.1 Developing world-class sportsmen and women The USSA team to the 29th Summer Universiade (World Student Games) held in Taiwan in August included the following Maties Sport student-athletes: Justine Palframan (athletics), Samantha Pretorius (athletics), Jan-Louis Maritz (tennis), Emma Chelius (swimming) and Lwazi Madi, Nic Downes, Jason Evezard, Jordan Rumbelow, Lood Rabie and Cameron Sugden (all water polo). Sports managers Candice Appollis-Williams, Faizel Simon and Hadley Volkwyn, water polo coach Vaughn Marlow and swimming coach Cedric Finch also accompanied the team. Palframan, a gold-medal winner at the previous Summer Universiade in 2015, was chosen as the team’s flag bearer. Ilhaam Groenewald, Chief Director: Maties Sport, attended as President of USSA, and Mr Jerry Laka, Deputy Director: Support Services at Maties Sport, served as South Africa’s chief of mission. Justine, who travelled to Taiwan from London, where she represented South Africa in the 200m and 4x400m relay at the IAAF World Championships, won a silver medal in the 400m at the Universiade.
MS.6.2 Other international Sport Achievements: The following highlights are indicative of the extent to which Maties Sport is internationalised: Maties rugby player Ernst van Rhyn was named captain of the South African Under-20 Team for the World Rugby Under-20 Championship in Georgia in June. Fellow Matie, Wikus Groenewald joined him in the training squad of 28. Maties Netball’s Stephanie Brandt was included in the Baby Proteas team for the Netball World Youth Cup held in Botswana from 8 to 16 July. The South African team finished sixth. Maties Water Polo player, Lood Rabie, was selected as a member of the SA Water Polo Team to compete at the 17th FINA World Championships in Hungary at the end of July, while Maties Swimming’s Emma Chelius represented South Africa in the pool. Christine Abrahamse, Georgia Moir and Jason Evezard were selected for SA’s Under-20 Teams in the FINA World Junior Water Polo Championships in August and September. Five Maties Water Polo Club members were also selected to represent South Africa at the EU Nations Championships in Poland in May. They were Lwazi Madi, Nicholas Schooling, Lood Rabie, Jason Evezard and Nicholas Downes (non-travelling reserve). Nine members of the Maties Parasport Club travelled to London to participate in the World Para Athletics Championships from 14 to 23 July. Maties athletes ended up winning 12 (i.e. 80%) of Team SA’s 15 medals: o Charl du Toit (HonsBEd student): two gold medals and one silver
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Maties Parasport athletes Charl du Toit and Dyan Buis both won gold medals at the 2017 World Para Athletics Champs.
o Dyan Buis (HonsBEd student): two gold o Ilse Hayes (alumna): two silver o Anruné Liebenberg (BEd student): two silver o Reinhardt Hamman (club member): silver o Arnu Fourie (alumnus): bronze o Zanele Situ (club member): bronze Three Maties Hockey players were selected for SA teams competing in the World Hockey League semi-finals in July: Tarryn Glasby, Nicole la Fleur and Daniel Bell. Keenan Horne, Tarryn and Nicole were also part of the SA hockey men’s and women’s teams that won the African Cup of Nations tournament in October. Bowler Mihlali May and former Maties coach Andrew Wylie were members of the USSA Cricket team that won the Future Cup. Maties cricketer Kyle Simmonds delivered several Man of the Match performances for the South Africa Emerging Team against Zimbabwe ‘A’ recently. He was also selected for the Stellenbosch Kings Team that will compete in the Global T20 Cricket League. Catherine Pellow-Jarman (duathlon) and Taryn-Maie Wille (triathlon), participated in the 2017 ITU Multisport World Championship Festival held in Canada.
Taryn-Maie Wille and Catherine Pellow-Jarman represented SA at the 2017 ITU Multisport World Championship Festival in Canada.
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Maties cyclist Frances du Toit was crowned as the SA U23 Cross-Country Champion and was selected to represent South Africa at the World XCO Champs in Cairns, Australia.
MS.7 SU Institutional Strategy: Systemic transformation
MS.7.1 Increasing the SU diversity profile Maties Sport recognises that a hybrid model for recruitment and retention is necessary to offer all our student-athletes a quality university experience, with successful graduation as the most important outcome. This hybrid model views participation in competitive and high performance sport as yet another reflection of the University’s commitment to diversity and excellence, which contributes towards a holistic student experience. For 2017, 33% of women and 28% of men in Maties Sport’s high-performance teams are from the ACI (African, Coloured and Indian) groups. Maties Sport’s objective is that all HP sport teams will have an ACI representation of 40% by 2020. This is an improvement on the 11% representation of ACI groups in HP sport codes in 2014. A total of 39 high-performance Integrated Medicine and Science (IMAS) bursaries were awarded in 2017. The recipients include 27 students from ACI groups. An IMAS bursary is awarded to athletes who have shown exceptional performance in their sport, and assists beneficiaries to enhance their performance through integrated interventions across the areas of sports medicine, performance enhancement and empowerment.
Representation of ACI groups in HP sport codes 100 90 80 70 60 50 40
Representation 30 20 10 0 2014 2015 2016 2017
ACI White
Maties Sport welcomed several new colleagues, significantly changing the diversity profile of its staff profile. Desmond Crowie, former coach of Milano United, joined as coach of the Maties Student Football Team, Hadley Volkwyn now serves as sport manager for athletics, and Matie alumnus Maurice Fisher is the new athletics coach. Former Proteas netball captain, Zanele Mdodana, joined SU full-time as head coach of Maties Netball, while basketball received a boost with the appointment of Kimathi Toboti, who also coaches the South African senior women’s team, and Masibulele Ntlali, coach of the South African Under-20s.
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Desmond Crowie, former coach of Milano United, was appointed as coach of the Maties Soccer club.
MS.8 SU Institutional Strategy: Systemic sustainability
MS.8.1 Delivering an excellent university sport experience To enable sustainable performance, it is important that we retain and raise the percentage of competitive sportsmen and sportswomen who achieve academic success. The PACER programme, and specifically PACER Performance Lifestyle Coaching (PLC), is reaching more and more high-performance (HP) student-athletes. PACER is an acronym for Persistence, Achievement, Commitment, Effort and Resilience, and the programme aims to empower student- athletes through holistic personal development. PLC sessions start with a professional assessment of performance challenges in order to initiate appropriate and individual interventions. In comparison 2016, the number of student-athletes accessing PLC sessions has increased substantially. The increase is possibly due to growing awareness of performance lifestyle coaching and its benefits, as well as more efficient monitoring. Student-athletes who are struggling academically are identified and referred by sports managers. Student-athletes can also be referred by coaches or trainers, or they can access the service on their own accord. Stellenbosch University’s sports residence, Huis Neethling, is home to 97 student-athletes, most of whom play their sport at university, provincial and even national level, while also studying towards a degree. The residence was allocated to Maties Sport in 2016 after a decision by SU Management to create a dedicated sports residence. Huis Neethling provides an enabling environment where student-athletes’ academic and sport commitments are both taken into account, while also offering an opportunity for student-athletes to participate in annual campus festivities. The Maties App, which was launched by RALU in 2016, reached the final judging phase of the MTN App of the Year. With nearly 600 entrants across 12 categories, this is a significant achievement. Maties was shortlisted in the Best Breakthrough Developer Category. The app aims to improve communication with students. February 2017 saw the implementation of the Maties Sport communications strategy, which was developed through an inclusive process in the second half of 2016. The strategy involves a fresh
MS.12 and dynamic approach to social media and other electronic communication platforms, along with the development processes to grow these platforms and position them as the official and authoritative voice of Maties Sport. New to Maties Sport is the use of videography and trending communication methods such as electronic posters and e-mail signatures. Reach and engagement (interaction) on the various social media platforms have also increased significantly. The Maties Sport Facebook Page’s following doubled in 2017, increasing from a stagnant ±2000 followers in January to almost 4000 followers in October. In May 2017, one post reached more than 80 000 people. Its following on Instagram and Twitter is also growing. The spotlight fell as much on the fans as the players this year, with Maties Sport launching a drive to encourage #MatiesMVFs (Most Valued Fans) to support their teams when they play at home. Five of these #MatiesMVFs’ enthusiasm for Varsity Cup games attracted so much attention that they received a sponsorship to support their team in the Varsity Cup final against FNB UP-Tuks in Pretoria.
#MatiesMVFs had great fun supporting the Maties teams in 2017.
MS.9 SU Institutional Strategy: Executing the campus renewal project Several high-profile events were hosted at Coetzenburg in 2017 and it was once again a preferred training venue for many international sportsmen and women in December and January. More than 100 international athletes travelled to Stellenbosch as part of their pre-season preparation for the World Athletic Championships later this year. These included official training squads from Holland, Sweden and France. Two international hockey teams – the Dutch men’s team and the women’s team of Belgium – trained in Stellenbosch in January, while Olympic medal winners from Germany and England used the facilities in February.
MS.13 The Olympic-size swimming pool at Coetzenburg continues to draw numerous international teams to Stellenbosch for training camps in association with Stellenbosch Academy of Sport (SAS), which generates a revenue stream for SU. The swimming pool was funded by the University with a generous contribution from the Remgro Group and was opened in 2014. In terms of the agreement a part of the pool’s capacity is made available SAS to rent on a preferential basis. In 2015, extensive upgrading and repair work was done to the indoor pool at the Maties Gymnasium after its outlet pipe broke. Upgrades included: maintenance work on the glass-fire cover, fixing leaks, treating the walls and roof beams, etc. For the development of sport – especially high-performance sport – the provision of appropriate facilities is vital. For this reason, a strategic Spatial Development Framework (SDF) for sport and recreation facilities at SU has become a priority. The sports and recreation SDF will serve as a framework for the future development of sport facilities. More information on the Physical Facilities for Maties Sport and Recreation is presented in the report of the Division of Facilities Management. The first step has been taken to further raise the standards of SU’s sporting facilities with the closing of the Coetzenburg athletics track for extensive maintenance work. The athletics track is almost ten years old, and certain areas have deteriorated to such an extent that the track no longer allows for training and competitions. Work has also commenced at the Lentelus sports fields, which entails construction of a club house, a new grass football pitch as well as upgrades to the existing fields. Physical Facilities Projects under construction: Athletics Stadium upgrade; Lentelus: new cloakrooms and clubhouse; fields upgrade; floodlight installation at Lentelus B field; and Coetzenburg: floodlight installation at the C rugby field; athletics track upgrade.
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