UJ 2011 UJ
ANNUAL REPORT I strive for excellence and skilful knowledge, therefore I choose the University of Johannesburg.
2011 ANNUAL REPORT
WWW.UJ.AC.ZA THE 2011 UJ ANNUAL REPORT IS PUBLISHED BY INSTITUTIONAL ADVANCEMENT’S CORPORATE COMMUNICATION DIVISION CONCEPT, DESIGN & LAYOUT BY THE NEW BLACK (UJ ALUMNI) University of Distinction
The University of Johannesburg, one of the largest, multi-campus, residential universities in South Africa, seeks to achieve the highest distinction in scholarship and research within the higher education context. Born from the 2005 merger between the former Rand Afrikaans University (RAU), the Technikon Witwatersrand (TWR) and the Soweto and East Rand campuses of Vista University, the University of Johannesburg’s unique academic architecture reflects a comprehensive range of learning programmes, leading to a variety of qualifications, from vocational and traditional academic to professional and postgraduate, across the four campuses – Auckland Park Kingsway, Auckland Park Bunting Road, Doornfontein and Soweto. The campuses vary in size and each has its own character and culture, contributing to the Institution’s rich diversity.
The University of Johannesburg has benefited from a large pool of researchers bringing together various fields of expertise and research focus areas. The University provides the ideal ground for interdisciplinary research and currently has more than 99 rated researchers. Five of these researchers are A-rated – all of whom are recognised as world leaders in their field. UJ is also home to 22 research centres.
The University fosters ideas that are rooted in African epistemology, but also addresses the needs of South African society and the African continent as it is committed to contribute to sustainable growth and development. We continue to build a culture of inclusion, embracing South Africa’s rich histories, cultures, languages, religions, genders, races and social and economic classes. Additionally, the University encourages a culture of service as part of the university student experience and it proudly pursues a four-language policy of English, IsiZulu, Afrikaans and Sesotho sa Leboa.
Our staff and students come from over 50 countries in Africa and around the world. The University has also built links, partnerships and exchange agreements with leading African and other international institutions that further enrich the academic, social and cultural diversity of our campuses. It is also the recipient of the highest levels of external financial support from donors and partners all over the world. This demonstrates the high esteem in which we are held internationally.
IN ITS MISSION, UJ COMMITS ITSELF TO THE FOLLOWING: Quality education; Leading, challenging, creating and exploring knowledge; Supporting access to a wide spectrum of academic, vocational and technological teaching, learning and research; Partnerships with our communities; Contributing to national objectives regarding skills development and economic growth.
THE VALUES GUIDING ALL UNIVERSITY ACTIVITIES INCLUDE: Academic distinction; Integrity and respect for diversity and human dignity; Academic freedom and accountability; Individuality and collective effort; and Innovation.
Contents
04 Report from Chairperson FACULTY REPORTS MANAGEMENT AND of Council ADMINISTRATION 38 Art, Design and 06 Vice-Chancellor and Architecture 75 Support Services Principal Report to Council 40 Economic and 76 – Human Resources Financial Sciences 77 – Institutional Planning GOVERNANCE 42 Education and Quality Promotion
16 Performance Council 44 Engineering and the 78 – Institutional Advancement and Council Committees Built Environment 83 – Information and 17 Senate Report to Council 46 Health Sciences Communication Systems (ICS) 17 Executive Management 48 Humanities Committee (MEC) 84 – Operations 50 Law Governance 86 – Registrar’s Portfolio 52 Management 17 Governance of 92 – Transformation Office Student Structures 54 Science
18 Convocation Report to Council 96 ENVIRONMENTAL STUDENT LIFE SUSTAINABILITY 18 Institutional Forum 58 Student Affairs Report to Council 63 Arts and Culture 18 Statement on Risk FINANCIAL SUSTAINABILITY Management 64 Sport 100 Financial Governance 19 Institutional Risks and Revenue
STAKEHOLDER 100 Financial Expenditure ENGAGEMENT ACADEMIC SUPPORT 101 Intellectual Property SERVICES and Commercialisation
22 Teaching and Learning 101 Financial Performance
25 Development and Support 102 Independent Auditor’s Report to The Council 28 Library and of the University Information Centre (LIC) of Johannesburg 29 Internationalisation 103 Annual Financial 30 Research and Innovation Statements
34 Community Engagement Report
ROY MARCUS (PROF.) CHAIRPERSON OF COUNCIL
are maintained. This is ensured through a University, meeting the challenges of a Report well-designed performance management comprehensive education model, addressing system which is now delivered down challenges facing merged institutions in From Chairperson to all levels within the institution. terms of harmonisation processes, tackling complications in terms of cultural integration, of Council The migration of the performance as well as having to find ways to improve management system into the lower facilities at the Soweto and Doornfontein levels of the organisation has been an campuses, are just some of the additional OVERVIEW important step forward. Accent is placed burdens which the University’s executive on ensuring that the key deliverables team has to work under. 2011 will go down as another important of the organisation are kept uppermost year in the history of the University of in the minds of management. To this Academic institutions globally are measured Johannesburg. It was a year in which the extent, the performance management on their research prowess. In this area the institution committed itself to a growth path system placed emphasis on a number University of Johannesburg has made which will further enhance its positioning as of strategic issues, including academic significant progress during this period. It is an important player in the higher education excellence; prowess in research, integration pleasing to note that not only has the arena, both locally and internationally. The and sound financial management; and research output improved significantly but Council has much pleasure in presenting this above all, the provision of opportunities the University has continued to attract report which provides a Council viewpoint for many South Africans to gain access high-rated research workers by virtue of the on the organisation, its progress during to tertiary education. The University of environment created within the institution. the year under review and a reflection on Johannesburg takes pride in its endeavours As the University becomes more recognised the strategic intent which the institution to provide support for competent yet in the marketplace, the number of international proposes to follow over the next decade. highly disadvantaged South Africans who contacts has significantly improved and there have limited access to financial means. is growing evidence of a closer collaboration The Council pays particular attention between the University and the South African to ensuring that its relationship with The performance management system business community. Council is encouraged management is based on a firm forms the basis of one of the elements of the by the constant revisiting and testing of the understanding of the roles of the various remuneration package which is determined University’s mission to ensure that as an parties. In particular Council studiously on an annual basis by the Remuneration institution of higher learning it is relevant in avoids being involved in the day-to-day Committee of Council. This Committee terms of the particular challenges facing management of the organisation and comprises solely external members who are South Africa. To this end the increased therefore sees its role as an oversight body the Chairpersons of the Council Portfolio engagement by the University across all in which particular attention is paid to Committees, with the Vice-Chancellor in communities in South Africa is a significant some of the key strategic and policy issues attendance when necessary. The salaries indicator of the growing acceptance of the required to ensure that the University of for members of the ELG are reviewed on University as an important player in the Johannesburg continues delivering on its an annual basis. This review is informed by evolution of South Africa. mission and its unique positioning. These an annual survey conducted on behalf of are the key factors which have made this the remuneration committee by a specialist Evidence of the recognition of the University University one of the most successful consultant. The survey takes into account by the broader community is demonstrated academic institutions in South Africa. both the current packages paid at a sample by the various portfolios which executive of local universities, as well as a view of management and academics play in important The relationship which exists between salaries paid in the private and public local and international bodies. Council has Council and the executive management of sectors. The University of Johannesburg's taken particular note of the role which the the institution is extremely healthy, where model takes into consideration a wide range Vice-Chancellor has played, not only in the each party is willing to engage in robust of activities which an executive in a modern- stewardship of the institution, but in the debate, ensuring that the interests of all day university needs to be assessed against. positioning of the institution both locally and stakeholders are maintained at all times. internationally. He has been singled out by It is important to note that, during the For example, UJ takes into consideration many prestigious bodies and has been year under review, Council has continued the unique circumstances under which the invited to sit on a number of important to play an active role in ensuring that a executive management of the University of global forums. This enables UJ to participate culture of delivery pervades all functions Johannesburg has to operate. in a number of critical international meetings, and nothing but the highest standards In particular, running a multi-campus thereby creating important linkages and
UJ ANNUAL REPORT 2011
04 affording the University opportunities to facing the University in terms of the racial important step forward and will ensure gain insights into how academic institutions profile of its academic community. that the institution will be able to make an around the world are evolving. The Council even greater impact in terms of producing has had no hesitation in re-appointing the Racial and gender equality within the graduates who will be better geared to Vice-Chancellor for another five-year term institution is of vital interest to Council. making a contribution to the economic and wishes to place on record their sincere As such, in its engagement with management, and social development of South Africa. appreciation to him for his dedication and Council has approved targets to achieve professionalism. Through his leadership, equality at all levels. The whole issue of Much of the thinking around the decision the University of Johannesburg has defied attaining acceptable levels of equity is not as to how best to migrate towards the new all sceptics. He has been able to forge a new, easy in an academic environment within strategy was stimulated from the findings vibrant institution which is a place of choice South Africa. This reality must be seen in the from a sabbatical undertaken by the for both academics and students. light of the competition which the University Vice-Chancellor. During his three-month faces to attract talented young black people sabbatical leave, the Vice-Chancellor visited The challenge facing all academic institutions into the organisation. Council is satisfied with key academic and research institutions in South Africa is the relatively small pool of the progress which has been made in meeting around the world. He was able to look at academics that can be recruited. This these targets. The institution is focusing on some of the success stories and through problem is exacerbated by the realities of more effective recruiting processes and this, Council and management have been competition from the private sector and is making good progress to create an able to reflect on how best the University of Government who provide attractive environment where people within the Johannesburg can mould itself to become opportunities for South Africans to pursue institution are also considered for more an organisation of even more substance. careers other than those in academia. The senior positions. All of these practices are The migration path which has been competition for academics of a high calibre conducted within the context of nothing but determined is inspirational. While there are is thus on the increase and universities have the highest standards being maintained. some challenges, of which funding is high little option but to do all they can to recruit on the agenda, this new strategic intent will and retain these individuals. The ability to One of the biggest challenges facing have a domino effect on the institution. attract high-quality academics further academic institutions in South Africa reinforces the fact that the institution has is financial integrity. This is evidenced created a unique environment. However, the by the number of institutions that are CONCLUSION AND WAY FORWARD realities of this dilemma are such that the under curatorship. The effective financial institution cannot rely on recruiting methods management of the institution is high The University is now well-positioned alone. Council has supported the institution on the agenda of the Council. There is a to move to the next stage of its in terms of two important strategies. delicate balance between the level of tuition development. The technology thrust Firstly, the concept of ‘growing our own fees and the ability of the institution to promises to further differentiate the timber’ where the University has been able balance its finances through the judicious institution and align it even closer to the to obtain generous funding from South African management of all resources. In this regard national challenges facing South Africa. industry to provide opportunities for young the institution has once again demonstrated people to enter into doctorate programmes that it has a mature approach to financial On behalf of Council I wish to congratulate with a view to them taking on full-time management. The challenge is to ensure the executive management for a highly employment as academics. A review of that adequate financial resources are successful year. The University of The Next Generation Scholars Programme provided for the institution to achieve its Johannesburg is not immune to the indicates that it is working well and promises goals in terms of academic excellence, the challenges facing South Africa, both in to deliver a new cadre of academics into provision of resources such as equipment terms of its own particular environment the institution. and facilities, as well as ensuring that the and the realities of a global recession. academic pay scales are such that the However, in spite of these challenges, Secondly, Council is encouraged by the University is able to retain key staff. It is management has been able to steer the University’s drive to improve the qualification pleasing to note how the institution has once organisation in a remarkable way. It has standards of academics in the employ of again been able to deliver nothing but the been our privilege to be part of a motivated the organisation. Here the institution-wide highest standards without any compromise team who has continued to stimulate Master’s Degree Programme for academics is to the financial integrity of the institution. new thinking and, above all, delivered shifting the staffing qualification profile in the exceedingly well on all their targets. right direction. The drive to improve the On an annual basis Council engages with qualifications of existing academics has also the executive management in a review of All of this would not be possible without created a new mind-set within the institution performance over the previous 12 months the full support of Council. I wish to which is important in terms of re-energising and, perhaps more importantly, reflects on place on record my appreciation to the the University. where the organisation should be focusing members of Council who have provided its energies in terms of taking the next wisdom and guidance. This University The other complicating factor in terms of quantum leap forward. Some important is privileged to have a group of people academic staffing is the reality of the aging decisions which were taken at the end who are truly dedicated to ensuring academic population. The University is not of 2010 now need to be implemented. that the University continues to deliver alone in this challenge in which the notion of In particular, the University determined programmes and graduates that are ‘bulging retirements’ weighs heavily on the that it needs to align itself more with meaningful and highly relevant. minds of both the executive management some of the biggest challenges facing and the Council. Council, in its interaction South Africa. In this alignment process the ROY MARCUS (PROF.) with management, has given much thought institution made a bold decision to focus Chairperson Council as to how best to minimise the fallout. Much more attention in the technology arena. consideration is being given to re-looking at the retirement age. The decision to provide a Council has approved the strategic intent more flexible approach to the retirement age that the institution proposes to take in has been taken by Council. This is not a carte terms of a committed technology thrust. blanche increase in retirement age but one This must not be misconstrued that all based on the circumstances which prevail the organisation will be doing is focusing and is heavily dependent upon both the on engineering and sciences. Such a quality of the academics under consideration technology thrust needs to soften the hard as well as the realities of the challenges issues of technology with the realities of the social context. Nevertheless, it is an
05 Report
IHRON RENSBURG (PROF.) VICE-CHANCELLOR AND PRINCIPAL
through its Executive Leadership Group, below Master’s Degree; Doornfontein Campus Vice- comprising the Vice-Chancellor, Deputy Project Delivery; Waste Management; Human Vice-Chancellors, Registrar, Executive Deans Resources Efficiency and Effectiveness; and Executive Directors and Council, now and Percentage of Undergraduate Degree Chancellor has in place a mature and well-established Applicants that have registered with tradition of predetermining short-, medium- M-Scores above 20 or Admission Points and Principal and long-term institutional goals, and Scores (APS) above 35. This Vice-Chancellor’s purposefully working toward these through review provides a summative overview of Report to Council a system of performance contracting, these achievements, while further detail is incentivisation, monitoring and reporting provided in the rest of the report. A combined In 2011 we continued our focus on the of its executives and senior managers. figure, reflecting the strategic thrusts, University’s strategic thrusts, continuing This system was expanded to all levels of performance targets and scores obtained, to develop and implement our plans for staff within the academic and professional as well as the institutional risks, has reference. campus differentiation and internationalisation, and support roles in 2011. building support for the next decade’s strategic thrusts, and engaging the institution Annually, short-term goals, informed by our VISION, MISSION AND VALUES REVIEW and Council on the review and revision of our medium-, and long-term strategic objectives Vision, Mission and Values Statement. or thrusts, are distilled and key elements During 2011, now unfettered by the immediacy extracted as short-term Key Performance of the merger of January 2005, the University In previous annual reports we noted that, Areas and Indicators or predetermined considered it important to revise its vision, during the period 2005 to 2009, Council, objectives. These are debated and approved mission and values statement which was the Executive Leadership Group and I annually by Council, and collectively constitute developed within the cauldron of a contested focused attention on securing progressive the University’s Institutional Scorecard or merger. Accordingly, Council discussed yet sustained institution building, renewal ‘gauge’ of performance. Thus, our systems presentations in this regard and approved and transformation so that UJ could be were well developed for the entry of the formulations below for further university positioned for sustained performance, Auditor-General into the auditing space of dialogue and buy-in, with the intention of and so that the institution could make a universities during 2011. This entry had concluding this matter at Council’s June 2012 significant contribution to the goals of the commendable public accountability concerns meeting. This is a very important development national higher education system. Thus 2005 in mind, albeit with some concern for its for the University and relates closely to its to 2006 saw the institution focus on securing redefining of the contours of university 2020 strategic goals or ‘thrusts’. a successful merger; in 2007 the focus was autonomy, and the Auditor-General’s concern, on renewing research; in 2008 it was to lay among others, for predetermined objectives. Vision: the foundations for renewal and improvement Overall, the University has once again An international University of choice, anchored of UJ’s teaching and learning programmes; sustained the previous years of high in Africa, dynamically shaping the future. in 2009, inspired by our progress, we focused performance and achieved well against its especially on the theme of Living the UJ Values. combined targets, recording an overall Mission: In 2010 we turned our attention to developing achievement of 85.6%. Inspiring its community to transform and and implementing UJ’s campus differentiation serve humanity through innovation and the and internationalisation strategies. Areas of relative overachievement include: collaborative pursuit of knowledge. Master and Doctoral Enrolment; Science, We also spent considerable time reflecting Engineering and Technology (SET) Conversation: on and agreeing with senior academics, Enrolment; Undergraduate Success Rate; Learning together; making wise decisions other university leaders and our Council – Accredited Research Output; Number of collectively; meaningful engagement; mutual taking into consideration a review of our first Active Researchers; Financial Stability or respect; and consultative leadership; five years – on developing and agreeing Operating Surplus/Loss; Reserves prior to the University’s strategic thrusts and key International Financial Reporting Standards Imagination: performance indicators for the next decade, (IFRS) Adjustments; UJ’s Culture Programme Shaping the future; independent thinking; ending 2020. During 2011, we also spent and Impact; Stakeholder Awareness and cosmopolitan; evolving identity; ambition considerable time building support and Association with the UJ Brand; and and drive; and an entrepreneurial approach; momentum behind our thrusts and key Leadership Credibility. Areas of relative performance indicators for the next decade underachievement include: Overall ending 2020. In this regard, the University, Enrolment; Honours Enrolment and Enrolment
UJ ANNUAL REPORT 2011
06 “Increasingly, global universities, including UJ, are also rising up to their corporate citizenship responsibilities; for example determining and putting in place measures to reduce their carbon footprint.”
Regeneration: our own institutional responsibilities in respect albeit briefly, at Zurich University, the Hong Introspection for renewal; innovation of ‘corporate citizenship’ and sustainability. Kong University of Science and Technology for the common good; positive change; Thus, in this report we pay special attention (HKUST), and the University of Technology and sustainable development through to each of these five dimensions of corporate Malaysia. I share here some of what I learnt: creative contribution; citizenship/accountability – (1) environmental, (2/3) social-active citizenship-community • Nurturing a successful higher education and Ethical Foundation: engagement, (4) economic-research- science and technology innovation system Treasure academic freedom; balance in innovation-graduate output and (5) is critical to national social, economic and pursuit of knowledge; act with courage governance-leadership-audit-risk-committee- cultural ambitions, and requires considerable and earn trust; act responsibly by being functionality. Specifically, in respect of the vision, purposefulness and investment, fair, consistent and transparent; act in the environment, we report elsewhere that in especially at the national level. public interest; and actions commensurate the short term our approach is focused on with Ubuntu. improved energy, water and waste • Recruit top talent only. management. In this regard, UJ is helping to shape the minds and values of a new • Selecting the right international SUSTAINABILITY AND CORPORATE generation of leaders and decision-makers academic partnerships and networks CITIZENSHIP by integrating an environmentally, socially offer immense value to reputation and, and economically sustainable consciousness hence, global ranking. This review is also being undertaken at a time into all aspects of the University lifecycle of growing global significance and greater through innovation, communication, • Search for the right balance between vision, coherence around the concept of corporate community engagement and implementation. strategy, performance and the collegial citizenship, since corporates or institutions tradition, and steward institutions wisely. must take accountability for their place, role, This is being done by creating opportunities insertion and impact on their local societies that encourage collaborative research and • Nurture a collegial culture yet draw wisely and markets, as well as on the wider planet. practices; adopting innovative technologies upon management approaches. Hence, corporate citizenship goes hand- and approaches to sustainable practices at in-glove with corporate accountability. UJ; and including long-term commitments • Research and teaching are non-divisible Increasingly, global universities, including that integrate economic, social and and integral to each other. UJ, are also rising up to their corporate environmental objectives in decision-making. citizenship responsibilities; for example determining and putting in place measures TEACHING AND LEARNING AND to reduce their carbon footprint. VICE-CHANCELLOR SABBATICAL – ENROLMENT MANAGEMENT: SOME KEY MESSAGES: STEADY GROWTH OF STUDENT Corporate citizenship relates closely to, and NURTURING AND SUSTAINING SUCCESS RATES, AND, IN TURN, impacts on, sustainable development, a term EXCELLENCE FROM THE PERIPHERY GRADUATE OUTPUT first used by the Brundtland Commission which coined what has become the most often- Recently, I spent a short sabbatical visiting a We received the Department of Higher quoted definition of sustainable development number of leading universities. I was concerned Education and Training’s (DHET’s) approval as development that, "meets the needs of the about how I should steward the University of of UJ’s 2011 to 2013 enrolment plan well present without compromising the ability of Johannesburg beyond its initial post-merger into the second half of 2011. Below I future generations to meet their own needs”. phase to sustained excellence. Accordingly, provide in summary form a review of our key Thus corporate citizenship comprises four key I conducted focused visits to four public achievements. Further detail is provided in pillars, namely, environmental, social, economic universities that in the last 20 years have the reports of each faculty as well as the and governance. Others have argued that come to be ranked among the top 50 reports of the professional support divisions. a further pillar of sustainability/corporate research universities: the University of British citizenship is “engagement, active citizenship Columbia (UBC), Warwick University (WU), Of the total applicants of 80 000 received and civil society”. In this review, and as Hong Kong University (HKU) and the National for enrolment in 2011, 13 000 of the 20 000 incorporated within UJ’s Institutional Scorecard, University of Singapore (NUS). I also visited, students who were offered places eventually we take seriously all of these dimensions of as my control, an institution with a much registered at the University, which is an corporate citizenship/sustainability, and longer track record of sustained research improved registration rate. Significantly, importantly, we will in the years ahead continue excellence: the Swiss Federal Institute of this year more than 80% of our students to improve our reporting to take full account of Technology, Zurich (ETH-Z), and spent time, registered on-line – a marked improvement
07 Report
from 2010, meaning that students, especially real South African experience. Another small and Learning Committee) utilised regular seniors, did not have to come to our campuses step is the enrolment of a critical mass of best practice presentations to continue to register. A major concern remains our white students in our residences. building capacity around FYE thinking. ability to cope with increasing numbers of Active faculty committees were also established late applications after the announcement of In order to progressively improve the in most faculties. Regular reporting on the the National Senior Certificate (NSC) results, graduation rates of our postgraduate expanded tutor programme against the UJ and additional logistical measures were students, we established the Postgraduate Policy on Tutors and Tutoring also promoted developed for this purpose in January 2012. Centre to lead and coordinate our collective best practice. New initiatives focused on efforts in this regard, and for which we have marketing and publicity, both among staff Undergraduate enrolment reached 43 986 or very high expectations in the medium term. and students. The growing impact of the 105% of target enrolment, and postgraduate Thus the positive postgraduate enrolment FYE project can be seen in a further enrolment 6 541 or 97% of target enrolment. growth must be accompanied by improved improvement in undergraduate first-year Science, Engineering and Technology graduation rates. Notably, due to our efforts success rates, from 75.1% at the end of enrolment was marginally above our target in this regard, there are initial results to note. 2010 to 76.4% FTE funded credits by the end of 29.9%. Total enrolment reached 50 527 Firstly, doctoral degree output has already of 2011, with residence students outperforming or 104% of target enrolment, thus exceeding shown improvement to 68, from 51 in 2010. commuter students by 6%. significantly our planned enrolment target. Secondly, NGS degree output has grown to The overall higher-than-planned enrolment 394 from 369 in 2010. In respect of the UJ Library and Information high yield – 2 027 students above target – Centre (UJLIC), 2011 was characterised by a is ironically the consequence of a much Thirdly, honours degree plus other general increase in activities. Overall UJLIC more active and focused management of postgraduate below master’s degree performed satisfactorily and strategic the registration process, and also in part output has grown to 1 983 from 1 830 in objectives were met, but certain areas will due to the higher pressure for access to UJ. 2010. Specifically, we intend for the UJ 2012 need to be addressed in 2012. One of the However, it is our plan to bring enrolment in institutional scorecard to list and monitor first priorities for 2012 is the optimisation and 2012 to our target of 48 900 students. undergraduate and postgraduate outputs revisiting of space for enhanced support and rather than inputs. service to students, lecturers and researchers. International student headcount enrolment The acceleration of the move to e-strategy reached 2 356, up on the 2010 total (2 216). As expected with the ongoing and rapidly will receive urgent attention by UJLIC and This is more the result of historical trends, and changing profile of the UJ student body and stakeholders in faculties and other UJ specific and targeted efforts are now being the resultant increasing debt risk, demand divisions. The partnership with the Post implemented to achieve our long-term target for loans from the National Student Financial Graduate Centre will be continued and the of doubling off this base our international Aid Scheme (NSFAS) soared, and, within existing cooperation in terms of information student enrolment. During the year under its NSFAS allocation plus an additional skilling, writing skills, workshops on research review, over 360 students received the R20 million of university funds set aside tools, copyright and plagiarism will be Special Honours Bursary, a key mechanism for this purpose, UJ was able to support extended. A pilot project on circulating for contributing to the increase in honours’ approximately 8 500 students. Because e-books is planned for 2012. The project enrolments, and two of these students were of limited funds, we regrettably declined will investigate and report on accessibility awarded the prestigious Mandela Rhodes applications from 450 other students. A core of current UJ e-Book collections on portable Foundation (MRF) Scholarship. Most faculties project to improve student success is our devices and the state of end-user devices reached or exceeded target enrolment, First-Year Experience (FYE), an on-going and their availability/usability in South Africa. except for Health Sciences (91%) and initiative which seeks to create a holistic Management (99%). Campus enrolments and encompassing student experience Parallel to the recognition of our Top followed this faculty trend: APB had 9 330 and a conducive environment for first-year First-Year Students, we have now launched headcount enrolment, APK remained high students. By involving the University as a our Top Senior Students Programme – with 27 514, Soweto with 5 567 enrolments whole in FYE, the transition into higher those with an average of 75% or higher. and DFC fairly stable at 8 057. Total black education becomes deliberately invitational, This programme will include a range enrolment was up to 84% from 82%. White with the goal of ameliorating the high rates of academic and social activities. enrolment consequently went down a further of dropout typically experienced during the 2% or by 1 000 students. This continuing first year of higher education. Following the Our New Generation Scholars Programme, decline in white enrolment remains a deep initial successful phase of implementation by far the largest and most significant concern. In 2005 white enrolment was 29%. during 2010, the second phase during 2011 programme of its kind in Africa to nurture A programme was launched in this regard saw continued progress both through and new academics and scholars, entered its advocating our view that attending ‘white beyond the original seven initiatives. A key third year. Nineteen NGS students have enclaves’ is detrimental to our Constitutional focus was to establish structures which graduated in 2010 and 2011 and a further values and goals and that UJ offers the would embed FYE increasingly strongly 19 are expected to graduate from 2012 most diverse and cosmopolitan university in the institution. The UJ FYE committee to 2014. Fifteen of the master’s students environment thereby providing a much more (a subcommittee of the Senate Teaching have thus far been selected to continue
…within its NSFAS allocation plus an additional R20 million of university funds set aside for this purpose, UJ was able to support approximately 8 500 students.
UJ ANNUAL REPORT 2011
08 “There is now a high level of research activity as measured by output and the number of active researchers, which is well ahead of target of 400 (actual:497).”
on to the doctoral programme. Nineteen Ms Tracey McKay (Faculty of Science). strategy has focused on creating a nationally doctoral students are expected to graduate UJ was also informed that Professor Dawie and internationally competitive and in 2012 and a further 18 from 2013 to de Villiers (Faculty of Law), a 2010 Vice- sustainable research effort focusing on our 2015. It is anticipated that the number of Chancellor’s Distinguished Teacher, had people and infrastructure, incentivised doctoral graduates may increase if the been honoured with a commendation from through limited additional institutional Faculties of Science and Humanities select the Higher Education Learning and Teaching investments. One of the results is that UJ now the final group of students to continue Association of Southern Africa (HELTASA) ranks among the Top 6 residential universities on the doctoral programme. Doctoral at national level. in terms of accredited research output. graduates are also being prepared for their compulsory terms as UJ academics. Eighty There is now a high level of research activity per cent of doctoral graduates will be black STUDENT LIFE as measured by output and the number of thus boosting our black academic staff active researchers, which is well ahead of the share by 3% off the current base of 30%. The Office of Student Affairs continued to target of 400 (actual: 497). UJ has achieved be a major impetus in the University’s vision, ISI field ranking success with the percentage The Staff Qualifications Programme, initially mission, core values and strategic thrusts, of international to national publications focused on enabling all permanent academic aspiring to be student centred and learning recorded (64.5%) as slightly ahead of target staff to hold at least a master’s qualification focused in creating a distinctive student life (64%). We have a good National Research or equivalent, is an essential initiative to experience at UJ. As an integral component Foundation (NRF) ratings trajectory, with position UJ as one of Africa’s finest institutions. of the University vision we attempted to 99 academics now rated. We now also have The programme makes available a variety of create and facilitate connections between a critical mass of postdoctoral fellows (77) support, including some research funding, an and among the various opportunities for with the intention of raising this to 100 during extensive and well-attended programme of learning as well as motivate students to 2012. All these are essential elements of our research development workshops and writing devote their personal time and energy to success and of the future sustainability of our support, and some teaching relief during the purposeful activities. In keeping with the research thrust. These achievements have writing-up phase of the research. During University mission and strategic thrusts also resulted in moderate success in the 2011 participants’ progress was again carefully our purpose is to cultivate a rich living number of NRF Chairs awarded to UJ in the monitored, and 36 staff members had the and learning community in which students current round a total of 4 of the 62 Chairs, master’s degree conferred by the end of develop a commitment to personal and for African Diplomacy and Foreign Policy, 2011 and a further 10 had submitted their intellectual growth, leadership and service. Education and Care in Childhood, dissertations for assessment. The majority of This mission is pursued by collaborating Indigenous Plant Use and International Law. the 75 staff members still required to complete with academic colleagues, support services A further very positive outcome of our a master’s qualification have made good staff and community partners to develop research thrust is the growth in research progress and will most likely complete during quality services and programmes. output derived from our technological focus 2012, the final year of the project. Given the areas, and many scholars in these fields are success of this master’s support programme now among the University’s leading research for our staff and the importance of increasing SIGNIFICANT RESEARCH OUTPUT productive academics. the proportion of UJ staff who hold a doctoral GROWTH AND NEXT PHASE degree, we developed and are implementing The University now has a total of 22 a Staff Qualifications Programme for Doctoral UJ’s accredited research output has Research Centres with some existing within Support. In this regard, we provided support now reached a new peak at 610.90 units, the faculties and others as standalone for research proposal development for 52 up 87% on its 2005 output, far exceeding entities - details are provided later in the staff members with the aim of increasing the the target of 537 units. This is a most Annual Report. cohort to 105 by 2013. remarkable achievement reached well ahead of this target set for 2015. Below In light of this progress, it is now our The Vice-Chancellor’s Teaching Awards, I provide in summary form a review of view that we should progressively shift which were awarded for the fourth time in our key achievements. Further detail is our focus and refine our incentive system 2011, are a much valued acknowledgement provided in the reports of each faculty from quantity of research output to and incentivisation for teaching and learning. as well as the report of the research research impact. A number of additional Nominees submit a reflective teaching professional support division. indicators, including a focus on NRF-rated portfolio (itself an important developmental scholars, publishing in high impact / first tool) which speaks to the award criteria and The 2010 research outcome – which always class journals, and citations are being presents associated evidence. In 2011 tracks a year behind the actual year of the considered in this regard. We are also Distinguished Teaching Awards were given performance review - is the result of our intent on enhancing our international to Professor Ben Marx (Faculty of Economic desire to, in the initial period, establish UJ collaborations by, in particular, facilitating and Financial Sciences), Professor Nathalie as a thoroughly research-focused university. access of our rated scholars to networks Hyde-Clarke (Faculty of Humanities) and Thus during the past five years, our research involving the top 100 to 500 universities.
09 Report 2012 will see the University have a special focus on Africa, the purpose of which is to position, network and raise our visibility…
Other related measures include: creating INNOVATION, TECHNOLOGY INTERNATIONALISATION individual websites for rated scholars; TRANSFER AND COMMERCIALISATION, participation in international committees; AND THE DOORNFONTEIN In order to further raise our international forming of or participation in global research CAMPUS DEVELOPMENT profile and to draw significant value and consortia; responding to international benefit from internationalisation, the past funding calls; attracting more international During 2011 our focus was on conceptualising year has seen us successfully focus our students; attracting more high-profile and developing our approach to raising the efforts on building up a formidable international postdoctoral fellows and quality and attractiveness of our leading Internationalisation Office. We now have visiting professors; and establishing more technology programmes to top students, in place a well-established and well- world-class laboratories. and the related technology innovation, connected international relations executive design, transfer and commercialisation director, Dr Pinkie Mekgwe, who is ably These activities form a part of our plan to cycle. This work is closely related to our supported by the heads of the Study Abroad further enhance the international reputation redevelopment of DFC and the consolidation Programmes and International Student of our scholars and research. of our vocational offerings in the Engineering, Recruitment. We also have in place a substantial Built Environment, and Health Sciences faculties. plan which is already in its first phase of During 2011, the Vice-Chancellor’s implementation. Our objectives for the next Distinguished Award for Outstanding The initial part of this work has now been three years include: Researcher of the Year went to Professor completed, and proposals have been Bheki Mamba (Faculty of Science), developed and positively received by • UJ presence in at least two reputable while the Vice-Chancellor’s Distinguished the National Skills Fund (NSF) and the UJ global networks such as Universitas 21. Award for Most Promising Young Trust Fund. These proposals relate to the Researcher of the Year went to Dr Ernst establishment of DFC as a primary hub • A strong UJ African footprint, namely, Joubert (Faculty of Science). of Engineering offering; and presents a (1) a presence in at least four reputable model to address the shortcomings of African research networks, (2) broader the current system of work-integrated African university partnerships in terms learning (WIL) – a key system blockage of student mobility with universities in the delivery of engineering skills. with strong community outreach, and (3) engagement in Africa’s development Four centres are the initial focal points of this discourses and policies. programme – cyber security, automation, energy and water. Thus during 2012, our • A more diverse student community, primary focus will be on the funding and namely, more students from under- establishment of the work-integrated represented countries. learning, and the design centres. A second significant project for us to take further • Engagement with BRIC countries (Brazil, during 2012 is to complete all outstanding Russia, India and China), both in terms of work leading to the full commissioning of the partnerships and student recruitment. photovoltaic manufacturing plant. Importantly, The following four dimensions have this project has now attracted further significant reference: investors in the Industrial Development -- Recruiting the best and brightest Corporation (IDC), which now has 49% students shareholding in the intellectual property -- Establishing a varied Study Abroad holding company, Photovoltaic Technology Programme (including special focus Intellectual Property (PTIP), and the on Soweto) Development Bank of Southern Africa -- Establishing significant strategic (DBSA), a significant potential investor in partnerships, for example United the commercial company, Thin Film Solar Nations structures like the African Technology (TFST). Should we be successful Institute for Economic Development in this major project, the scene will be set for and Planning (IDEP), the International exporting outputs from the manufacturing Criminal Tribunal for Rwanda (ICTR) plant to significant external markets. and UN Women -- Innovations focused on away- programme offerings, the establishment of language centres, research consortium building and an international leadership platform.
UJ ANNUAL REPORT 2011
10 2012 will see the University have a special fee-payers, schools and learners, alumni, and engagement of UJ’s Top 100 VIP Alumni focus on Africa, the purpose of which is to members of the Convocation, donors and who are being approached to become position, network and raise our visibility; prospective donors, bursars, local and Goodwill Ambassadors for the institution; nurture strategic partnerships; establish international foundations/trusts, sponsoring a programme to introduce current collaborative programmes, including short companies, corporates, municipalities, undergraduates and postgraduate students term programmes; increase student and government, peer institutions and local to the benefits of joining the Alumni Network; scholar mobility; and implement student and international media. Additionally the cleaning of the alumni database for recruitment drives. there are a number of engagements targeted engagement, which comprises with stakeholder groups reflecting work some 150 000 names; and the establishment Two important internationalisation events undertaken in community engagement of a new alumni portal to be fully functional for UJ are noted below, while further events in the faculties. Most of this stakeholder during 2012. are listed in the remainder of the report. engagement is managed through the Given extensive lobbying and controversy, Institutional Advancement Division which Convocation we were able to manage the University of deals directly or indirectly with the The Convocation met during its Annual Johannesburg / Ben-Gurion University (BGU) University’s stakeholders as part of its core General Meeting in February where its relationship with vision and determination. business. Many of these engagements President presented her report and the are undertaken on a daily basis. Vice-Chancellor gave an overview of the Specifically, UJ ended its bilateral relationship previous year’s performance. with BGU, while individual researchers Community Engagement continued the collaboration in water nano- Four key indicators guided our activities Brand and Marketing technology, which was subsequently extended in 2011. Firstly, to market community In terms of brand recognition, UJ was again to include scholors from the University of engagement policies across the institution voted second ‘coolest’ university for the third California, Los Angeles (USA) and Ghent through strategic engagement with all time in a row in the annual Sunday Times’ University (Belgium). university stakeholders; secondly to monitor Next Generation Survey last year. all community engagement projects across In Washington, D.C., at a function hosted by the institution; thirdly to manage Community A brand-tracking research measure, which the South African ambassador to the USA, Engagement Board meetings; and, fourthly was put in place in 2008 and has been we and our partners, Harvard University, to manage the initial development of the UJ repeated each year, tests UJ’s advertising announced our partnership in education Student Volunteer Programme. Community messaging and creative execution and leadership development at our Soweto Engagement at the institution received informs all UJ’s advertising campaigns. Campus. This visit also enabled meetings a scorecard rating of 8, which indicates The research shows that UJ has done with the presidents and provosts of five adequate performance against set exceptionally well in establishing its brand leading historically black universities – performance indicators. countrywide in the short period of its Howard, Morgan State, Hampton, Morehouse existence, and while there were numerous and Spellman – an opportunity which During 2011 UJ was running 292 active references to the Rand Afrikaans University opens the door for new student exchanges community engagement projects – these (RAU) and Technikon Witwatersrand (TWR) and academic partnerships. We also underwent a review, received many in the wake of the merger, this has almost visited the President of the New School, accolades, and the review recommended disappeared as the UJ brand has gathered New York, and consolidated an important that each project include an evaluation to be traction. The intention now is to migrate the new academic partnership, which has implemented in 2012. A key focus for 2012 to brand from ‘cool’ to ‘stature’ without losing resulted in the establishment of a new 2014 is to expand our current programme to traction among learners who are considering joint study abroad programme at UJ on all UJ students so that each completes 20 coming to UJ for their undergraduate Democracy and Diversity. hours of community service per year. Once studies. Brand recall results for 2011 were implemented in 2012/2013 this would result measured at 34%, up from 25.4% the in UJ students contributing one-million previous year. This is noteworthy as actual STAKEHOLDER ENGAGEMENT – hours a year in community service. media spend remained the same from 2010 ALUMNI, CONVOCATION, BRAND AND to 2011 at R6 million. It is also encouraging MARKETING AND COMMUNICATIONS Alumni as it suggests that the brand is becoming During the year under review, the Management established and is delinking from rand Building and maintaining relationships Executive Committee approved the ten-year spend. Corporate identity is being driven with stakeholder groups is central to the Strategic Plan for Alumni Affairs. It was and maintained across all four campuses and business of the University. Stakeholder operationalised immediately and built on corporate identity guidelines are accessible engagement impacts directly on UJ’s some of the work done by the Alumni Office to all UJ staff via the Intranet. An intensive brand awareness and brand resonance. in the past. These initiatives include: the Brand Internalisation Programme is also The stakeholder groups include, among establishment of eight alumni affinity groups underway for staff to better understand their others, engagements with staff, students which are pioneers in the University’s efforts role in the UJ brand experience. Last year and prospective students, parents and to reach out to its alumni; the identification saw a range of workshops and industrial
“Building and maintaining relationships with stakeholder groups is central to the business of the University.”
11 Report
“Following on the astonishing demand for first-year places at UJ which was positive for UJ’s brand, the academic opening and the rededication of SWC was an outstanding success and provided good brand value for UJ.”
theatre projects to embed the brand within Communications of KwaZulu-Natal with declines of 29% and the University. Social media platforms (for Internal communications is essential to 28% respectively), while others seem to be example Facebook, Twitter and Mxit). The maintain institutional rhythm, momentum becoming the institutions of choice for white hope now is to develop mobile applications and buy-in from our staff. Thus, in addition to students (the University of Pretoria is up by that will be integrated into the marketing, the activities listed above, and in the 10%, North-West University is up 18% and and particularly student marketing, efforts. remainder of this report, I conduct regular Stellenbosch University is up 20%). Institutional events have increased campus visits, during which the full Executive exponentially at UJ and these play a seminal Leadership Group accompanies me to these At UJ specifically, total white student part in the overall stakeholder experience important conversations with staff. We also enrolment in 2011 was 7 761 (2007: 10 853), of the University. These equally play an have active internal communications through with first-time entering students at 1 852 important role in brand building. Last year the regular issuing of the Staff Newsletter (2007: 2 984), total undergraduate at 5 614 over 100 institutional events were and the Vice-Chancellor’s Letter. Furthermore, (2007: 8 266) and postgraduate at 2 005 professionally managed. I provide Council and Senate with quarterly (2007: 2 536). In terms of faculties, white reports that provide updates on the student enrolment is down in eight of the Following on the astonishing demand for University’s momentum and progress with nine faculties. first-year places at UJ which was positive for reference to the UJ Institutional Scorecard, UJ’s brand, the academic opening and the while the Council’s Annual Strategy Having reviewed these findings, the executive rededication of SWC was an outstanding Workshop reviews and assesses institutional examined in detail the situation at UJ and success and provided good brand value for momentum and progress. have arrived at some preliminary conclusions, UJ. For the second year, student marketing namely, (1) that despite the perception that took forward our innovative Orange Carpet the quality of education has declined since Campaign. This campaign offers personal, DECLINING WHITE STUDENT black students formed the vast majority of early and fast-tracked admission to students ENROLMENT the student body, standards have in fact with a Grade 11 average of 80%. Some 500 remained steady or improved in many top students from our feeder schools and In light of the decline of white student instances, (2) that UJ’s positioning should their parents attended this function. Last enrolment in undergraduate programmes address prejudice prevailing in our society; year’s yield of top students was excellent, at UJ, and our concern to maintain a diverse (3) that it is regrettable that certain institutions in no small measure due to this campaign – and cosmopolitan student body, we have position themselves as homes for white an astonishing 60% of all first years have now completed an initial study of this matter students; (4) that UJ’s own positioning is Admission Points Scores (ADPs) of 30 or at both system and institutional levels. correct, namely, it primarily serves the higher, while 500 had Admission Point mainstream of society, across all racial and Scores of 45 or higher. At system level, our findings are that there class groups; (5) that given its responsibility has been a marginal decline in the size of to nurture a sustainable institution, and given Our Open Day was well managed and the white 18 to 24 year-old group over the that an increasing share of its students are students well controlled on SWC, APB and period 2005 to 2011 but that this has been drawn from the working and lower middle DFC. The same cannot be said for APK where less than 1%. The participation rate of this classes, UJ should recruit equally actively close to 30 000 students and parents arrived, group in public higher education, however from the elites in our society; and (6) that resulting in severe overcrowding and flow has declined from 60% to 57%. It could notwithstanding these conclusions, where problems. This will be corrected in 2012 with be that more white students are enrolling appropriate, the University should consider the programme extended over two days, with in private higher education institutions. and introduce measures to maintain a critical the Saturday limited to students accompanied mass of white students. by parents. Several ceremonies provided The decline in white student enrolments excellent opportunities to consolidate our is much greater at postgraduate than strong brand and stakeholder relationships. undergraduate levels, raising questions as SUSTAINABLE RESOURCE These events included the launch of the to whether more white students are going MANAGEMENT AND UTILISATION, landmark SWC Law Clinic; our showcase overseas for postgraduate study. There is AND CAMPUS EQUIVALENCE graduation ceremonies; the UJ-SABC local little change in the number of white students government election debates broadcast entering the system which suggests that the The strategic goal related to “institutional weekly on SABC TV and Radio; the UJ- undergraduate decline is occurring after the efficiency and governance” has reference Harvard Reception hosted at the South first year of study. Shifts in white student to the strategic thrust “sustained excellence”. African embassy in Washington D.C.; and enrolments are not experienced uniformly The operating context and governance, several functions with UJ alumni. across the system. In fact there is a highly as well as the performance review of the differentiated pattern at the level of following support services, are reflected individual institutions. Some institutions in this thrust and reported on in some show progressive loss of white students detail later in this Annual Report: Financial (particularly marked at UJ and the University Governance and Revenue, Financial
UJ ANNUAL REPORT 2011
12 Expenditure; Institutional Planning and Quality to the Audit and Risk Committee, as were Promotion; Institutional Advancement; internal audit findings and associated risks. Information and Communication Systems; Operations; Human Resources; the Operations Division Registrar’s Portfolio including Academic Overall our performance in the Operations Administration, Central Administration, Division still lags the institutional performance, Corporate Governance, General and more attention will be focused to change Administration and Health and Wellness; this situation during 2012. The implementation and the Transformation Unit. of UJ’s Information and Communication Technology (ICT) programme for the next External Audit and Financial Results decade is now underway with its 29 projects. Once more UJ’s audit was completed on time Our energy efficiency programme aimed at on 31 March 2012, reflecting outstanding a 10% energy reduction was not achieved performance of all concerned, and in (actual: 3%), while our waste management particular that of the financial divisions. target of 14% was also not reached (actual: The 2012 Audited Financial Statements are 9.76%), although both programmes are now unqualified, and, again, provide a set of solid well underway on all campuses, and I am results. These results show a surplus of confident that we will meet our 2012 targets. R207 million (2010: R233 million, 2009: UJ’s occupational health and safety profile R146 million), and includes all activities of has improved to a credible 84% compliance, the University. With reference to budgeted almost double that of three years ago. items, the University recorded a surplus of R76 million (versus a budgeted loss of Human Resources Division R87 million and an institutional target surplus Overall, the divisional performance of of R25 million). The main drivers of this Human Resources is on the increase, and has turnaround include higher-than-planned reached the adequate status. The division enrolment, savings on utilities bills, staff was once more successful in achieving a turnover and vacancies. satisfactory collective bargaining outcome (annual adjustment of 7.25%) with the labour Total income, including all three categories unions. Institutional employment equity of income, namely, Council controlled – targets remain a key focus, and have been unrestricted; specially funded – restricted; reached for academic staff (30.3% versus and student and staff accommodation – target of 30%). restricted, together with investment income and fair value adjustments for 2011, was IHRON RENSBURG (PROF.) R2.598 million (2010: R2.44 billion, 2009: Vice-Chancellor and Principal R2.1 billion) against expenditure of R2.390 billion (2010: R2.15 billion, 2009: R1.94 billion). Reserves prior to International Financial Reporting Standards (IFRS) adjustments exceeded target, reaching more than R800 million; other income to subsidy income exceeded target at 46.7%; and, unencumbered income was on target at R52 million. Significant future commercial income is still dependent largely on progress with the rolling out of UJ’s thin film photovoltaic manufacturing plans as encapsulated within the PTIP – the intellectual property holding company – and TFST – the commercialisation company – initiative. Thus more effort will be focused during 2012 on making substantial progress on this matter. Furthermore, during the year under review the institutional risk register was reviewed and updated and presented
The 2012 Audited Financial Statements are unqualified, and, again, provide a set of solid results.
13
Governance
PERFORMANCE COUNCIL AND COUNCIL COMMITTEES SENATE REPORT TO COUNCIL EXECUTIVE MANAGEMENT COMMITTEE (MEC) GOVERNANCE GOVERNANCE OF STUDENT STRUCTURES CONVOCATION REPORT TO COUNCIL INSTITUTIONAL FORUM REPORT TO COUNCIL STATEMENT ON RISK MANAGEMENT INSTITUTIONAL RISKS
15 Governance Performance Council and Council Committees
COUNCIL GOVERNANCE
The Council membership status, aligned with the UJ Statute, is reflected in the table below. Two new external members of Council were appointed on 1 January 2011: Prof. G.F.R. Ellis (academic) and Mr M. White (corporate governance, information technology governance and auditing), both representing the category related to broad spectrum of competencies. Mr Andile Ngcaba was co-opted as an external member of the Planning and Resource Committee.
UJ COUNCIL MEMBERSHIP STATUS 2011 STATUTE REQUIREMENTS MEMBER STATUS TERM OF OFFICE
Five external persons appointed by Minister Prof. R.D. Marcus (5 years) 1 July 2009 - 30 June 2014 (2nd term) Mrs N.J. Siwani (4 years) 1 July 2008 - 30 June 2012 (2nd term) Ms K. Nyoka (5 years) 1 August 2010 - 31 July 2015 (2nd term) Dr D.S.S. Lushaba (5 years) 1 May 2007 - 30 June 2012 Ms Z. Nzalo (5 years) 1 May 2007 - 30 June 2012
Three members convocation Ms G.M.B. Coetzer (5 years) 1 July 2009 - 30 June 2014 (2nd term) Mr B.E. Hoboyi (4 years) 1 August 2008 - 31 July 2012 Mr D.M. Manganye (4 years) 1 August 2008 - 31 July 2012
Ten members who collectively represent a broad Mr T.J. Dikgole (5 years) 1 July 2008 - 30 June 2013 (2nd term) spectrum of competencies Dr P. Mjwara (5 years) 1 July 2009 - 30 June 2014 (2nd term) Mr M.J.N. Njeke ((5 years) 1 July 2009 - 30 June 2014 (2nd term) Dr W.P. Rowland (5 years) 1 August 2008 - 31 July 2013 (2nd term) Mr K.B. Sibiya (5 years) 1 July 2008 - 30 June 2013 (2nd term) Ms K. Thoka-Mogari (5 years) 1 July 2008 - 30 June 2013 (2nd term) Mr C.R. Gebhardt (5 years) 1 August 2008 - 31 July 2013 (2nd term) Mr F. Baleni (5 years) 1 August 2009 -31 July 2014 Prof. G.F.R. Ellis (5 years) 1 January 2011 – 31 December 2015 Mr M. White (5 years) 1 January 2011 – 31 December 2015
Vice-Chancellor and Principal Prof. I.L. Rensburg Membership by virtue of office
Two Deputy Vice-Chancellors Prof. J.H. Kriek Membership by virtue of office Prof. A. Parekh Membership by virtue of office
Two members of Senate Prof. R.P. Ryan (3 years) 1 August 2010 - 31 July 2013 Prof. J.C. Sonnekus (3 years) 1 August 2010 - 31 July 2013 (2nd term)
Two academic employees Prof. M. Modiba (3 years) 1 October 2009 - 30 September 2012 Mr D.H. Joubert (3 years) 1 September 2010 - 31 August 2013
Two non-academic employees Ms T. Kwinana (3 years) 1 September 2010 - 31 August 2013 Mr D. Bvuma (3 years) 1 September 2010 - 31 August 2013
Two students (SRC) Mr K. Selepe 2011 Mr M. Monareng 2011
Registrar (Secretariat) Prof. M. Muller Membership by virtue of office
MEC members (invited) Prof. A. Habib Membership by virtue of office Dr P.Z. Njongwe Membership by virtue of office Prof. D. van der Merwe Membership by virtue of office
“The Senate, which functions in accordance with sections 23 to 33 of the UJ Statute, had a membership of 223 in 2011.”
UJ ANNUAL REPORT 2011
16 Each committee has an approved charter and functions in accordance with this charter and subsequent scope of authority as delegated to it by Senate.
COUNCIL AND PERFORMANCE SENATE • Deputy Vice-Chancellor: Strategic Services; COUNCIL COMMITTEES AND SENATE COMMITTEES • Registrar. The following council committees The Senate, which functions in accordance are operational: with sections 23 to 33 of the UJ Statute, had a membership of 223 in 2011. Attendance MEC COMMITTEES • Executive Committee of Council in 2011 was excellent and all meetings were (also serving as the Remuneration quorate. Senate held four meetings: The following MEC Committees Committee of Council); 23 March, 22 June, 19 September and were operational in 2011: • Audit and Risk Committee of Council; 22 November 2011. Senate delegated the • Development Committee of Council; authority to approve the Higher Education • Management Executive Committee • Human Resources Committee of Council; Qualification Framework (HEQF) Category Academic (MECA); • Finance Committee of Council; and the A HEQF alignment to Senex. A total of • Planning and Resource Committee 855 qualification Category A submissions • Management Executive Committee of Council. were approved by Senex and submitted to Operations (MECO); the Higher Education Quality Committee (HEQC). Note: Category A refers to • MEC Business Information Committee programmes that require few or no changes (BisCom) – the Committee was dissolved Senate Report to align them with the HEQF, such as name in July 2011 and its functions incorporated changes, National Qualifications Framework- into MECO; to Council (NQF) level changes and changes that are of a minor or technical nature that do not • MEC People with Disabilities Committee; affect the curriculum. Each committee SABBATICAL LEAVE OF has an approved charter and functions in • MEC Risk Management Committee; VICE-CHANCELLOR accordance with this charter and subsequent scope of authority as delegated to it by • MEC Registration Management Committee Sabbatical leave was approved by the Senate. Senate approved the proposal on – the name of the committee was Council Remuneration Committee in the delegation of authority for Senate and changed to MEC Enrolment Management 2010 to be taken in 2011 for the following Senate committees, resulting in the creation Committee in October 2011; executives: the Vice-Chancellor and of a Vice-Chancellor’s (VC’s) Circular. Principal, Prof. Ihron Rensburg and the • HIV/AIDS Committee. Deputy Vice-Chancellor: Human Resources and Institutional Planning, Prof Derek van der Merwe. Council appointed the Deputy Executive Vice-Chancellor: Finance, Prof Henk Kriek Governance of to act as the Vice-Chancellor and Principal Management during the Vice-Chancellor’s sabbatical Student Structures leave from August to the end of October. Committee (MEC) Three meetings of the Student Services Governance Council (SSC) were scheduled. One meeting SENATE GOVERNANCE was not quorate. No performance review was conducted. The SSC focused on Senate functions in accordance with the COMPOSITION he following: UJ Statute and the charter approved by Senate. The following Senate Committees • Vice-Chancellor and Principal • Promotion of Academic are operational: Faculty boards, the (Chairperson); Ethos and Student Charter; Executive Committee of Senate (Senex), the Senate Academic Freedom Committee, • Deputy Vice-Chancellor: Academic; • Bus shuttle services; the Senate Higher Degrees Committee, the Senate Language Committee, the • Deputy Vice-Chancellor: Finance; • Textbooks; Senate Teaching and Learning Committee, the Senate Quality Committee and the • Deputy Vice-Chancellor: Human • Internet wireless connection; University Research Committee. Resources and Institutional Planning; • UJ strategy for the management • Deputy Vice-Chancellor: Research, of late applications and walk-ins; Innovation and Institutional Advancement;
17 Governance
Risk management focuses on managing academic, institutional and financial risks.
• Residence vacation policy; Institutional Forum Statement on • Academic appeals and the role of the Report to Council Risk Management SRC during the management of late applications and registration; The Institutional Forum (IF) functions in terms of Section 31 of the Higher Education Act OVERVIEW AND RISK MANAGEMENT • Examination timetable 2012 and in terms of Chapter 5 of the UJ Statute GOVERNANCE CONTEXT (presentation by academic (2010). The Institutional Forum consists of administration); two external members of Council, two The Finance Division is responsible for members of the Management Executive coordinating the risk management process at • Proposed amendments to the Committee, the executive directors of the University. Since the first risk assessment SRC Constitution; Human Resources and Student Affairs, two in 2007, the University has institutionalised members of Senate elected by Senate, four the process and each faculty and non- • Delay of NSFAS in availing funds members representing permanent full-time academic/professional support service for textbooks. academic employees that are not otherwise division is required to analyse, assess, members of Senate, six members representing evaluate and rate its operational and permanent full-time non-academic strategic risks on a continual basis. All risk employees, two members of the Student amendments are tabled at the Management Convocation Representative Council, two members of Executive Committee (MEC) Risk Management each recognised union and one member Committee (RMC) to ensure that no risks are Report to Council representing employees with disabilities. re-rated without confirming that the re-rating has no other influences on the integrated The Annual General Meeting of the The Registrar was appointed as chairperson risk management process or the institutional Convocation was held on 24 February 2011 of the IF for 2011. The IF held four ordinary risk register. and the meeting was quorate. A treasurer (quarterly) meetings, as well as six special and secretariat (in accordance with the meetings to consider recommendations from This Committee also ensures that the Constitution of the Convocation) were selection committees on senior management mitigating strategies for all the listed risks elected. The President of the Convocation, appointments and to consider the ELG are continually revised and updated. Ms G.M.B. Coetzer, presented the Convocation Review Committee reports in order to The minutes of the MEC RMC, as well as the report and the Vice-Chancellor and Principal, provide advice to the Council on such updated Risk Register, serve at the MEC for Prof. Ihron Rensburg, presented his report recommended appointments or a further deliberation and consideration, after which focusing inter alia on alumni initiatives, the term of office (or not) for selected members the final Risk Register is considered by the status of UJ, enrolment figures, graduate of the ELG. Council’s Audit and Risk Committee. output, success rates and the academic, Risk management is also an integral part of research and overall performance of the the annual performance criteria of the University in 2011. Registrar, all executive deans and executive directors. It focuses on managing academic,
“This Committee also ensures that the mitigating strategies for all the listed risks are continually revised and updated.”
UJ ANNUAL REPORT 2011
18 “The University’s risk management process requires of each executive dean and executive director to formally consider and evaluate his/her respective identified risks, the related ratings and mitigating strategies at least twice a year, in order to ensure that the risks are still valid and up to date.”
institutional and financial risks. The University’s Institutional Risks • Postgraduate enrolment targets; risk management process requires of each executive dean and executive director to The following material risks were listed on • Decline in white students below the formally consider and evaluate his/her the University of Johannesburg’s Risk critical mass. respective identified risks, the related Register for 2011 (with a rating of 15 or ratings and mitigating strategies at least above) and the interventions or mitigating • Institutional planning and business twice a year, in order to ensure that the risks strategies are justified throughout the UJ disaster recovery; are still valid and up to date. The process Annual Report: also allows a manager to evaluate the risks in • Lack of integrated business disaster an environment when circumstances change. recovery awareness. A decision was taken by the Audit and Risk ACADEMIC RISKS Committee of Council (ARCC) at its last meeting in 2011 that the minutes of the MEC • Quality of first-year intake FINANCIAL RISKS RMC must also serve at the ARCC for noting (undergraduate students); and for consideration when necessary. • Increase in doubtful debt; • Relocation of the Faculty of Engineering and the Built Environment and Faculty of • Increased electricity cost; Health Sciences to DFC; • Financial sustainability. • Loss of high-performance employees;
• Postgraduate students throughput rate; AUDIT AND RISK COMMITTEE OF COUNCIL (ARCC) • Undergraduate students throughput rate; The Audit and Risk Committee of Council • Sufficient and appropriate learning and had three meetings as scheduled annually. teaching spaces; The meeting was always quorate and the attendance was good with the exception • Succession planning (expected of one external member of Council and and unexpected); one co-opted external member. The ARCC considers all the internal and external • Central Management Information System: audit reports and the Risk Register of access, data integrity and development; the University.
• Business continuity: Information Technology Systems;
The Finance Division is responsible for coordinating the risk management process at the University.
19
“Regarding library systems, Phase I (isiZulu) of the Multi-Language Search Interface Project of UJLink was signed off on 10 October 2011. This is a first in the world.” Academic Support Services
TEACHING AND LEARNING DEVELOPMENT & SUPPORT LIBRARY & INFORMATION CENTRE (LIC) INTERNATIONALISATION RESEARCH AND INNOVATION COMMUNITY ENGAGEMENT
21 Academic Support Services UJ is a comprehensive university, implying that academic programmes are offered from undergraduate diploma to doctoral qualifications.
• Faculty of Humanities; The leadership team of the Executive Teaching and Director, Professor Elizabeth de Kadt; the • Faculty of Law; Operational Director of ADS, Professor Jenny Learning Clarence-Fincham; and the Director of the • Faculty of Management; APPI Division, Ms Trish Gibbon, focused activities on the following core thrusts: OVERVIEW • Faculty of Science. • Managing the implementation and impact The University of Johannesburg is a The academic programmes are offered of national higher education policy comprehensive university, implying that across four campuses: Auckland Park directives and recommendations, with academic programmes are offered from Kingsway Campus (APK), Auckland Park regards to UJ qualifications, admissions, undergraduate diploma to doctoral Bunting Road Campus (APB), Doornfontein articulation, etc.; qualifications. Senate and Senate Committees Campus (DFC) and the Soweto Campus are responsible for the governance related to (SWC). Although the official Campus • Developing and implementing the Academic the academic programme delivery. Programme Profile was approved by Council Policy and establishing, implementing and in 2008, compliance with this will only fully monitoring the necessary procedures The Registrar is responsible for the governance materialise once the upgrading of DFC has and processes; and quality of academic administration relating been completed and the consolidation of to the academic lifecycle of the student, from the Faculty of Engineering and the Built • Planning and managing student enrolment application to graduation. The following Environment and the Faculty of Health and monitoring student success rates and governance is related to teaching and learning: Sciences has materialised. The UJ throughput; Enrolment Plan for 2011 was refined per • Programme qualification mix (PQM); faculty and the planned enrolment figures • Assisting with aspects of faculty were approved in accordance with the coordination and committee management; • Academic architecture; above institutional specifications. In addition to this, each faculty calculated the planned • Contributing to curriculum and programme • Distinctive campus programmes; enrolment figures per qualification for development and enhancement; planning and monitoring purposes. • Enrolment Plan 2011; • Specific projects, such as the HEQF Category A alignment process, the • Senate and Senate Committees; TEACHING AND LEARNING: NON- First-Year Experience (FYE) Project, ACADEMIC AND PROFESSIONAL Orientation and the National Benchmark -- Teaching and learning SUPPORT GOVERNANCE STRUCTURES Tests, the Staff Qualifications Project and -- Academic Development and Support; the roll-out of the teaching and learning -- Library and Information Centre; The following divisions are relevant: strategy and UJ Teaching Philosophy; -- Internationalisation (instated Academic Development and Support, Library in September). Information Centre, Internationalisation and • Delivery of academic development and Central Academic Administration. support (including both professional development and psychosocial support) ACADEMIC ARCHITECTURE to staff and students; ACADEMIC DEVELOPMENT The following nine faculties are operational: AND SUPPORT • Evaluating the impact of these various undertakings. • Faculty of Art, Design and The academic development and support Architecture (FADA); portfolio, constituted by the large Division of Academic Development and LIBRARY AND INFORMATION • Faculty of Economic and Support (ADS) and the much smaller CENTRE (LIC) Financial Sciences (FEFS); Division of Academic Planning and Policy Implementation (APPI), acts as the core The Executive Director: Library and Information • Faculty of Education; professional support services for teaching Centre reports to the Deputy Vice-Chancellor: and learning – targeting both the student Research, Innovation and Institutional • Faculty of Engineering and and the academic employees. Advancement. The main LIC is located on the Built Environment (FEBE); APK, with decentralised services available on all four campuses. • Faculty of Health Sciences;
UJ ANNUAL REPORT 2011
22 The focus for 2011 was on the following: ACADEMIC ADMINISTRATION 68 400 in 2010 for the 2011 intake. This reflects an increase of approximately 20 000 • A relevant, acknowledged and well- The Director: Academic Administration applications compared to the previous year. balanced core information collection, reports to the Registrar. Each faculty has The applicant headcount, however, was including the advancement of scholarly a head of faculty administration reporting 52 804 as opposed to 76 664 in 2011 and communication; to the relevant executive dean. However, 64 688 in 2010 reflecting a decrease of a dual governance system exists and the approximately 20 000 in 2011. • Optimum access to information resources; Registrar is ultimately accountable for the quality of academic administration. The When processing the applications for • Integrated information resources and three annual external student data audits undergraduate first years, the following services with academic programmes; are submitted to DHET via the Registrar’s categories in relation to admission status Office. Academic Administration governance were utilised: • Information literacy and lifelong is divided into the following units: Faculty learning skills; Coordination, Academic Structure, Higher a. Admission: These are applicants that are Education Management Information System in possession of a National Certificate • A comprehensive and diverse Coordinator, Registration Logistics, Student or National Senior Certificate and fully client service; Enrolment Centre, Timetabling, Graduations comply with the admission criteria of the and the International Compliance Office. relevant qualification. An applicant with • Attracting, developing and retaining The following governance committees extraordinary academic performance demographically representative human report to the Senate Executive Committee reflected in the Grade 11 results may also resource expertise; (Senex): Faculty Coordination Committee, be granted admission in this category. Registration Committee, Timetable Committee • Establishing and maintaining good and Graduation Committee. Each committee b. Conditionally admitted: The admission financial practices; operates in accordance with the relevant is based on the applicant’s Grade 11 charters approved by Senex. results, but reflecting good academic • Partnerships through collaboration performance and therefore exceeding and cooperation; the minimum admission criteria. This INSTITUTIONAL ACADEMIC (TEACHING admission status is, however, also subject • Information research and development; AND LEARNING) PERFORMANCE to the final Grade 12 results, including the endorsement requirement. • Contributing to community Undergraduate Applications and Admissions engagement initiatives. The University has experienced a steady c. Conditionally admitted subject to increase in undergraduate applications, with space: The applicant does or may In aligning the LIC with the strategic thrusts a total of 27 215 applications in 2009 for the comply with the minimum admission of the University and the above strategic 2010 intake, of which 8 119 were conditionally criteria based on Grade 11 results, objectives, the five-year strategic plan for admitted. The undergraduate applications but the academic performance is the development of LIC, which will take received and processed in 2010 for 2011 not that good and therefore the the LIC forward as a modern, leading and admissions reflect a significant increase from application reflects a degree of risk. globally acknowledged academic library 27 215 to 63 400 on 30 November 2010, of and which addresses the dilemma of which only 33% were provisionally admitted d. The final category is ‘declined’, modernisation and historical deficiencies, based on their Grade 11 results. By close of implying non-compliance with the was approved by the MEC in early 2010 and the University on 13 December 2010, a total admission criteria. A total of 70% of the implementation of this five-year plan of 64 691 applications had been processed the applications were declined. gained momentum in 2011. and 20 468 had been provisionally admitted. At the end of January 2011, a total of 68 829 A total of approximately 16 000 applications (headcount of applicants) were undergraduate (first-time entrants) INTERNATIONALISATION processed for the 2011 registration period. applicants were granted admission in one Many applicants submitted more than two of the above three admission categories This executive portfolio was initiated in application forms, resulting in a total of for approximately 13 000 places. (Note: 2011, given the strategic importance related 102 128 formal application forms having been the enrolment number in accordance with to internationalisation at the University. processed for the 2011 registration period. the Enrolment Plan is slightly exceeded The division for Internationalisation was to counteract the number of dropouts/ reconstituted in September 2011 and enlarged In 2011 the University of Johannesburg termination of studies.) to more seamlessly execute internationalisation processed close to 85 300 applications as a key strategic thrust of the University. (as reflected on 14 December 2011) for studies at UJ in 2012 as opposed to the
Executive Deans
23 Academic Support Services
STUDENT ENROLMENT PROFILE ENROLMENT FIGURES PER CAMPUS, 2006 TO 2011 CAMPUS 2006 2007 2008 2009 2010 2011 The enrolment plans for each campus, as approved by Senate, continued to be APB 7 297 7 722 8 120 10 157 10 132 9 443 implemented in 2011. Programmes that APK 24 975 23 884 25 980 27 809 26 334 27 763 moved from APB to SWC in 2012 progressed DFC 8 795 8 252 8 444 8 337 7 509 7 915 with their second intake and others were initiated in 2012. This accounts for the ERC 442 232 shift in enrolment primarily from APB to SWC 1 374 1 646 1 912 3 013 4 340 5 365 SWC. At least another three programmes TOTAL 42 883 41 740 44 456 49 316 48 315 50 486 will be initiated on SWC in 2012, resulting in these figures continuing to grow. The more general over-enrolment in 2011 is HEADCOUNT ENROLMENT FIGURES PER FACULTY, 2005 TO 2011 reflected in the APK Campus enrolment FACULTY 2006 2007 2008 2009 2010 2011 figures again approaching the level of the 2009 intake on this Campus. It must be Art, 832 849 954 1 092 1 112 1 197 Design and noted than departmental/faculty transfers Architecture impact on historical data (2006 to 2010). Economic 8 357 8 130 9 102 10 798 10 877 11 328 (Note: audited student data may differ and Financial due to historical changes and registrations Sciences for assessment purposes only.) The total Education 5 660 4 955 5 197 5 000 4 957 5 040 enrolment in 2011 exceeded the planned target of 48 589 by 1 897 headcounts. Engineering 7 460 7 592 7 715 8 436 7 871 8 360 There was under-enrolment in two faculties, and the Built Environment Health Sciences and Management, while over-enrolment is reflected in FEBE Health 3 291 3 236 3 540 3 671 3 533 3 431 Sciences (approximately 1 400), with Science and Education over-enrolling by more than 500 Humanities 4 960 4 934 5 516 5 867 6 284 6 655 and FEFS contributing to just less than 500. Law 1 698 1 517 1 481 1 575 1 517 1 623 Initial indications that senior students were Management 7 953 8 052 8 569 9 871 9 236 9 320 not returning in the expected numbers, led to over-enrolment of first-entry students Science 2 670 2 474 2 382 3 005 2 928 3 532 and the University experienced a significant Other/ 2 1 0 number of late registrations of students occasional requiring only one or two modules to TOTAL 42 883 41 740 44 456 49 315 48 316 50 486 complete their qualifications. Although the cycle of registration has been changed to registering senior undergraduate students UNDERGRADUATE AND POSTGRADUATE HEADCOUNT PERCENTAGE OF first, the economic profile of students has ENROLMENT FIGURES resulted in a significant increase of late ENROLEMENT 2006 2007 2008 2009 2010 2011 registrations. This trend is impacting on TYPE the process of enrolment management. Undergraduate 84% 85.2% 85.3% 86.7% 86.9% 86.9%
Postgraduate 15% 14.5% 14.5% 13.1% 12.9% 12.8% The proportional mix of undergraduate and postgraduate enrolments remained the same Occasional 1% 0.3% 0.2% 0.2% 0.2% 0.3% in 2011 as it had been in 2010. The decline in the proportion of postgraduate students is 2006 2007 2008 2009 2010 2011 a function of increases in total enrolment, particularly at undergraduate level, and 1 577 1 613 1 870 1 955 2 213 2 355 masks what has been a real increase in the 3.7% 3.9% 4.2% 3.9% 4.49% 4.66% numbers of postgraduate enrolment.
The enrolment of international students has strategy includes an undergraduate student level did not reach the planned target of shown a steady growth in real terms and as marketing strategy targeting schools with 4 234, rising only marginally above 2010 a proportion of total enrolment. An Executive high numbers of White learners. figures. This is to be accounted for largely Director: Internationalisation was appointed by the decline in enrolments for programmes in 2011 to lead the strategic thrust in Undergraduate success rates have shown at this level in the Health Sciences as a this regard. steady improvement over the past three consequence of the restructuring of years and are now at their highest levels since qualifications for the health professions. The University consciously seeks to maintain 2006. This is an indication of the success of a student profile that reflects the diversity various interventions to provide support for of the South African population and, for students both in and outside the classroom. this reason, carefully monitors trends in UJ continues to support students with population group distribution in the student disabilities through the Office: People with body. Indian and Coloured students have Disabilities (PWD), which is located within the maintained a consistent share of the total Centre for Psychological Services and Career student population in 2006 to 2011, while Development (PsyCaD). White student numbers have decreased. The Black student number now constitutes In the period 2006 to 2011, the number of 77% of the student enrolment figure. The students enrolled for doctoral studies grew University is consciously putting strategies by 17.4% and in the master’s programmes the in place to maintain a reasonable proportion growth has been 20.9%. From a relatively of White student enrolments. The decrease small base in 2006, postdoctoral fellows have in White student numbers has been listed more than doubled in number. Enrolments in as an institutional risk. The intervention postgraduate programmes below master’s
UJ ANNUAL REPORT 2011
24 Development successful Orientation Programmes, with excellence in teaching and learning, and high attendance. The larger faculties sought to an optimal student experience. and Support to address the challenges of late selections and more sporadic attendance by means of an extended Orientation Programme THE VICE-CHANCELLOR’S THE FIRST-YEAR EXPERIENCE PROJECT on the first three Monday mornings of DISTINGUISHED AWARDS the teaching semester, with varying FOR TEACHING EXCELLENCE The core project led by the Executive degrees of success. Student awareness of Director during 2011, the First-Year Orientation has clearly grown, judging by These Vice-Chancellor’s Awards, which were Experience (FYE), is an on-going initiative the number of hits on the new O! Week awarded for the fourth time in 2011, are a which seeks to create a holistic and website and the average attendance much valued acknowledgement and encompassing student experience of 70% of entrants. Two core issues are incentivisation of dedication to teaching and a conducive environment for to be taken forward: the sequencing of and learning. first-year students. Orientation and registration; and the advisability of ensuring student attendance Following the initial successful phase of by making Orientation credit-bearing. STAFF QUALIFICATIONS PROGRAMME implementation during 2010, the second phase during 2011 saw continued progress Following on a decision in 2009 that all both through and beyond the original seven NATIONAL BENCHMARK TESTING (NBT) permanent academic staff must hold at initiatives. A key focus was to establish least a master’s qualification, the Staff structures which would increasingly embed UJ entrants were once again informed Qualifications Programme was established FYE in the institution such as the UJ FYE that they should write National Benchmark to support staff in this endeavour. During Committee and active faculty committees. Tests, and by mid-February 2011 around 2011 participants’ progress was again 6 000 entrants had written these tests. carefully monitored. Thirty-six staff members New initiatives focused on marketing and The underlying purpose of this initiative is had had the degree confirmed by the end publicity, both among staff and among to enable teaching staff to gain a better of 2011 and a further 10 had submitted their students. The growing impact of the FYE understanding of the competencies of dissertation for assessment. The majority project can be seen in a further improvement entrants, in terms of academic literacy, of the 75 staff members still required to in undergraduate first-year success rates, quantitative literacy and mathematics, so complete a master’s qualification have made from 75.1% at the end of 2010 to 76.4% FTE that first-year curricula can be more precisely good progress and are most likely expected funded credits by the end of 2011, with aligned. The resulting body of NBT data to complete the project during 2012. residence students outperforming commuter was analysed by a research group which students by 6%. During 2012 the focus will investigated possible correlations between Given the success of this master’s support remain on building a still higher level of staff NBT performance and subsequent academic programme, a Staff Qualifications involvement, and an in-depth evaluation of performance at UJ. They concluded that Programme for doctoral support was FYE will take place. the use of NBT results (together with conceptualised and approved by the NSC results) would indeed allow more Senate for implementation during the precise selections and placements to be coming decade. A core component is the ORIENTATION 2011 made. This matter will be debated further UJ Santrust Pre-Doctoral PhD Proposal during 2012: any proposal to make NBTs Development Programme, which runs Orientation 2011 (now known as UJ O! compulsory for all entrants will need to over seven weeks during the course Week) became firmly located within address the very considerable logistical of a year. Two Santrust cohorts were ADS and under the aegis of FYE. As difficulties as well as the cost implications. established, each with 25 to 30 members in the previous year, Orientation was of staff; Cohort 1 commenced the Santrust marketed as compulsory, and was Programme in November 2011, Cohort focused around academic expectations, THE UJ TEACHING 2 will commence in January 2012. while also offering a social orientation AND LEARNING REPORT to the campuses and their facilities. Faculty specifities were accommodated Following on the first publication in 2010, TRANSFORMATION IN THE by means of flexibility around core a second enhanced UJ Teaching and ACADEMIC DEVELOPMENT orientation principles. Core elements Learning Report was produced during 2011, AND SUPPORT PORTFOLIO of each faculty programme included a as a companion volume to the annual UJ general introduction to the University Research Report. This forty-page report Transformation has remained a constant and its facilities; an academic orientation presented examples, drawn from the work underlying theme during the year. The to departments; PsyCaD’s Survival Skills of faculties and the academic development extent to which the core focus of the work of for First Years; and academic skills. and support portfolio, of the wide variety the Division of Academic Development and The smaller faculties once again ran very of initiatives which are contributing to Support is transformational in nature was
Student awareness of Orientation has clearly grown, judging by the number of hits on the new O! Week website and the average attendance of 70% of entrants.
25 Academic Support Services UJ was one of only five universities to submit completed templates of all its programmes within the timeframe for ‘early bird’ submissions.
again underlined through the development The new process will see the Unit’s staff with individual Edulink/Blackboard modules of the UJ Transformation Plan, to which working with academics on the development increased from 4 478 in 2010 to 5 990 the Executive Director contributed as a of programmes from the very start to promote in 2011. member of the Transformation Steering a deep engagement with curriculum issues, Committee. The Division makes a major including paying attention to curricular CenTAL’s Instructional Designers contributed and direct contribution to two of the logic and coherence in relation to to the professional development of lecturers five UJ Transformation themes, namely, programme purposes. through face-to-face support in module design, academic excellence; and a student- the facilitation of over 100 workshops and centred and caring institution, as In relation to policy, the Division conducted a assistance in the use of Edulink/Blackboard. evidenced by the assumptions underlying thorough review of the University’s Academic the ADS approach mapped out in the Programme Policy. This has been put on hold Student development and support included ADS Strategic Plan 2010 to 2012. until recommended changes to the HEQF access to and training in the use of the LMS. are implemented. During the First-Year Orientation sessions, approximately 8 171 students (6 500 in DIVISIONAL FOCUS AND The Division of Academic Development and 2010) underwent the Computer Proficiency PERFORMANCE Support (ADS) Assessment, 3 174 (4 075 in 2010) attended In this its fourth year of existence, the Division the Computer Skills Training and 7 291 (4 800 The Division of Academic Planning and Policy (with approximately 120 permanent and in 2010) attended the Edulink/Blackboard Implementation (APPI) fixed-term contract staff) has established Training. Students also received further 2011 saw the start of the process of itself as a vibrant and coherent structure training and support through a two-day alignment of all UJ programmes with the consisting of four Centres: the Centre for workshop, extended sessions as requested provisions of the new HEQF. UJ was one of Technology Assisted Learning; the Academic by lecturers, support in the computer only five universities to submit completed Development Centre, the Centre for laboratories and one-on-one training templates of all its programmes within the Professional Academic Staff Development sessions. timeframe for ‘early bird’ submissions. and the Centre for Psychological Services and Career Development (PsyCaD). Under The Academic Development Centre (ADC) The beginning of the year also saw the the leadership of the Operational Director, Under the leadership of Dr Pauline finalisation and submission of the UJ Enrolment Professor Jenny Clarence-Fincham, Machika, a core ADC goal for 2011 was Plan 2011 to 2013 to the Department of Higher considerable progress has again been made to position itself more centrally within Education and Training. This plan responds to in strengthening the identity of ADS as a the University, as a centre which offers issues such as improving success rates and coherent division, and in contributing to students a positive and supportive graduate output in general. The Minister successful teaching and learning. environment conducive to both their social approved the UJ Enrolment Plan in July 2011, and academic development, and which and with some minor adjustments, this plays a crucial role in facilitating academic was confirmed by the University Council DIVISIONAL PERFORMANCE success. ADC has ensured provision of in August. academic development support on all four The Centre for Technology-Assisted campuses, though some further work is A number of new tools for cohort analyses learning (CenTAL) required for this to become fully equitable. were developed for the University by Under the leadership of the Acting Director, Information Data Statistical Consultation. Dr Wilma Elston, CenTAL’s vision has been to ADC’s extended diploma programmes, The software will allow for sophisticated promote the integration and innovative use academic literacies and learning student tracking in terms of progression, of educational technologies in teaching, development modules, the Writing Centres, time to completion, course changes and learning and assessment practices and to as well as the Tutor Development Unit, dropout. This kind of analysis will provide support the administration and teaching have been notably successful, promoting invaluable information to faculties and processes at UJ. At the beginning of 2011 the access for success to students from departments about areas for possible new version of the LMS, Blackboard Learn previously disadvantaged groups. ADC has intervention. 9.1, was fully implemented. The technical also collaborated with a number of higher team faced a number of difficult challenges, education institutions and forums regionally, The Unit for Programme and Curriculum but most of these problems were resolved nationally and internationally, in order to Development continued to work with prior to the June examinations. benchmark and inform practice. The change faculties on the development of new in strategic focus from student development programmes. Quality oversight was provided In 2011 there has again been a substantial to student and staff development, and the by the Programme Working Group and a growth in student module registrations on consequent realignment of strategic goals, total of 44 programmes were approved and Edulink/Blackboard (291 994 in 2010 and has resulted in significant benefits this year. submitted to Senex. 311 159 in 2011). The number of academic staff, tutor and teaching assistant linkages
UJ ANNUAL REPORT 2011
26 The Centre for Professional Academic 2011 saw good progress being made in the were written; excellent progress was made Staff Development (CPASD) deepening of relationships with faculties, on the UJ Best Practice Guide for WIL; Under the leadership of its Director, support structures, student organisations and fields were added on the Integrated Dr Riëtte de Lange, the Centre for and residences. Tertiary Software System to allow for Professional Academic Staff Development more complete placement statistics. made considerable progress in establishing The Office: People with Disabilities itself as an active and visible site of holistic The Office: People with Disabilities (PWD) professional development by providing is presently located within the Academic high-quality learning opportunities, Services Unit in PsyCaD, with a second guidance and support for all academic staff. reporting line through to the MEC Subcommittee: People with Disabilities. The UJ Staff Qualifications Programme (SQP) The Office aims to address the barriers that was established during 2009, with the goal of students may be confronted with, so that supporting all permanent academic staff who effective learning and development can be had not yet achieved a master’s degree to provided and sustained. In addition, the complete this qualification by the end of 2011. Office strives to raise the awareness of staff During 2011, support offered included a total as well as the student population regarding of 45 research developmental workshops. the needs and assistance of people with disabilities. During 2011 the focus was The need to enhance postgraduate on providing an integrated and seamless supervision led to collaboration with the UJ service to the approximately 194 students Postgraduate Centre and to the presentation who had declared a disability. Support of workshops on postgraduate supervision. was provided for students with mobility/ Evaluation of teaching by students remained functional, chronic health, mental health, a priority. CPASD conducted a total of 733 hearing, visual, communication and learning evaluations of teaching, 231 evaluations of impairments. A donor grant of R50 000 modules and 10 postgraduate supervision was secured from the Fuchs Foundation, evaluations by students and developed a which will be used for the purchase of fully on-line request system for teaching and equipment. The Committee: PWD adopted module evaluations, which was implemented a revised definition of disability for UJ, and in 2011. now the Office advocates for barrier-free access for not just physical but also for The Centre for Psychological Services learning and psychological impairments. and Career Development (PsyCaD) 2011 saw the Centre’s Quality Audit During 2012, student requests for and the development of the required concessions will be managed through improvement plan. PsyCaD’s vision is to a newly established Concessions contribute to the academic project of UJ Committee, which draws on faculty by delivering world-class psychosocial expertise, and the Office will be involved services to UJ students, staff, faculties, in the planned UJ infrastructure audit. as well as to members of the public. The Office: Work-integrated Learning PsyCaD is also accredited by the Health The Office: Work-Integrated Learning Professions Council of South Africa (HPCSA) (WIL) is also located within the as an internship training organisation for Academic Services Unit in PsyCaD. the professional development of intern counselling psychologists, intern educational 2011 saw the implementation of the new psychologists and intern psychometrists. UJ WIL Forum, which has several purposes: to report regularly on WIL placement The PsyCaD Quality Audit provided PsyCaD statistics; to maintain awareness of national staff members with an opportunity to reflect (and international) developments which and critique on their practices and processes. may impact on WIL; and to capitalise on The audit process confirmed that the opportunities to advance WIL and UJ. integrated structure and holistic approach of PsyCaD is unique amongst institutions of The Forum gave added impetus to the higher education in the country. management of WIL at UJ: a WIL website was established and bi-monthly newsletters
“The need to enhance postgraduate supervision led to collaboration with the UJ Postgraduate Centre and to the presentation of workshops on postgraduate supervision.”
27 Academic Support Services
Library and • UJ is currently the only institution running than 200 theses and dissertations from the its Lexus-Nexis & Juta Law databases pre-cursor institutions were uploaded. Information Centre on a local virtual machine and server. Integrated Library Management System (LIC) (ILMS) makes for patrons to only login to CLIENT SERVICES any UJLink service once and then be able to access all UJLink services during that The UJLIC Client Services Division The UJ Library and Information Centre specific browser session. implemented the new library structure, (UJLIC) consists of four portfolios reporting the Faculty Librarian Model of Information to the Executive Director: Library and • Hosting of the Administration Information Service Delivery, which placed the Information Centre, namely Client Services, Hub (intranet filing) for LIC staff. Division on the brink of a new era of Collection Management, LIC Systems; service delivery focusing on faculties and Administration. • Ability whereby LIC will be able to receive rather than campuses. The use of the academic requests for items to be library and all its services and facilities The year under review produced many purchased electronically instead of has stabilised over the last two years. highlights, including the finalisation of the per delivered paper card/form. HR report on the LIC structure; completion of the conversion to the Dewey Decimal Library PCs were opened up for social STRATEGIC FOCUS AND PERFORMANCE Classification System; the completion of networking since the University is on the isiZulu interface of UJLink, the UJLIC Facebook, and many lecturers use social UJLIC focused on supporting the sustained catalogue, and the acceptance of the networking as part of the ‘learning to be’ excellence of academic programmes, proposal for the change to a thin client process. In the Acquisitions, Cataloguing research and community engagement. model; and mobile library applications. and Physical Processing Department there The strategic objective of the Client Remarkable progress has also been made was an increase in cataloguing and the Services portfolio remained to increasingly with the use of new technologies, and number of book orders, as well as the embed all services in the teaching, learning specifically with Web 2.0. concerted efforts to move to electronic and research activities of the University. resources. Several collections were UJLIC partnered with the Postgraduate Regarding library systems, Phase I (isiZulu) re-located to other campus libraries. Centre (PGC) in joint workshops for of the Multi-Language Search Interface postgraduate students. Workshops Project of UJLink was signed off on 10 Regarding the Bindery, the implementation on copyright, plagiarism, referencing October 2011. This is a first in the world. of the outcomes of the feasibility study techniques and report writing tools, started. The tender process to purchase including RefWorks, were also offered. Research, proposals and ground work new machinery is in progress and is due regarding a pilot project called Streaming for completion in 2012. The study also Equivalence of all campuses was a Video @ UJ was concluded in 2011. had a positive effect on the morale of strong focus of LIC. Library hours were Installation and configuration will commence staff and this, together with having all standardised on all campuses, and an early in 2012. Regarding student desktop vacancies filled, led to a massive production agreement was reached with the students support, a Thin Client Model, an autonomous, increase of 49% compared with 2010. that Saturday opening hours will be embedded clients running on its own, extended to 18:00 during exam times. independent of any server but at the same In the Archives, Institutional Repository The UJLIC hosted an Open Access (OA) time with the ability to be administered from and Special Collections Department Seminar at the APK Library to celebrate a single point, was found to be a cost- (AIRS), highlights included the launch of International OA Week 2011 to promote effective solution. the ‘Highgrove Florilegium’ publication the understanding and use of an alternative in May 2011; digitisation of special publishing model that makes scholarly Apart from the above major projects, the collections and outsourcing, for example and research literature widely available. following new services were also introduced: images of The Van Warmelo Collection Once the process for uploading content and beadwork; the Employment Bureau on UJDigispace has been streamlined and • Programme Registration: it is now of Africa (TEBA) collection and specifically challenges with copyright overcome, this possible for library patrons to register for the ‘Umteteli wa Bantu’ newspaper, the will become an important branding tool. library training or related events on-line. Witwatersrand Native Labour Association (NLA) Collection (in process) and the Native • Institutional Repository (IR) backup server: Recruiting Corporation (NRC) Collection a second server has been installed in ICS’s (in process). A very high priority of the Disaster Recovery Room to ensure further institutional repository, UJDigispace, was redundancy of the IR service. to increase the content and to improve the web rankings by webometrics. More
“The study also had a positive effect on the morale of staff and this, together with having all vacancies filled, led to a massive production increase of 49% compared with 2010.”
UJ ANNUAL REPORT 2011
28 Internationalisation PERFORMANCE
Between September and December OVERVIEW 2011, the following was achieved:
Through internationalisation, the University • A fully resourced office established; of Johannesburg is poised to enhance its scholarly engagement and impact • Study Abroad Programme structured; on national, regional and continental transformation agendas. Internationalisation • New partnerships developed; at UJ entails the cultivation of an international environment on campus, • Relationships with local embassies where students and staff from around developed; the globe are fully integrated into UJ life; internationalisation of the academic • Recruitment of exchange students; curriculum, including through dialogue with the international community about • Support to the Student Enrolment issues of national-global importance; as Centre regarding International Student well as the development of international applications processing. partnerships and implementation of international collaborations involving Welfare work was carried out throughout the research, student and staff mobility, and year, and included social interaction, such leading toward the enrichment of the as the International Festival, and on-going University’s research and teaching, in student support in the form of recruiting pursuit of excellence in scholarship and and training student buddies and facilitating enhancement of UJ’s international profile. meetings between UJSRC and UJISS.
In 2011, the Division for Internationalisation was reconstituted and enlarged to more STAKEHOLDER ENGAGEMENT seamlessly execute Internationalisation as a key strategic thrust of the University. A number of delegations from abroad were received throughout the year, primarily for From September 2011, under the leadership purposes of exploring collaboration with UJ. of an Executive Director, the Division was The UJ MEC also visited several institutions structured to subsume units for: in the United States of America to explore possible partnerships. Approximately 30 • International Partnerships; international institutions and embassies were visited during the reporting year and • Study Abroad; several new agreements have been signed and some were renewed. New UJ-initiated • International Marketing and Recruitment; discussions were entered into with the United Nations Institute for Development • International Student Welfare. and Economic Planning, encompassing foundation plans for many collaborations. The latter part of 2011 thus forms an important watershed and foundation period for a reconfigured Internationalisation structure and programme for UJ.
A number of delegations from abroad were received throughout the year, primarily for purposes of exploring collaboration with UJ.
29 Academic Support Services
Research and rated researchers increased from the low conduit for institutions to submit strategic 60s to 99; the number of postdoctoral research information to the DST. The RIMS Innovation fellowships grew significantly from the consortium currently consists of 32 higher mid-20s to 77; and there are now 497 active education institutions and science councils, researchers contributing to accredited of which UJ is one of 16 institutions having OVERVIEW research outputs. deployed one or more of the RIMS modules in their live environments, and one of the Sustained excellence in research and first institutions to have submitted data from innovation forms one of the core business RESEARCH STRATEGY AND RIMS for integration into the BI warehouse strategic thrusts. The Research and RESEARCH POLICIES for DST and institutional reporting. A Innovation Division (RID) provides strategic successful dual-submission trial during and operational support for research at The following policies and strategies 2010 paved the way in 2011 for the Research UJ. The functional activities of the RID are used for the governing of research Output Module (ROM) to be rolled out to all are measured through key performance and innovation at the University: nine of UJ’s faculties after extensive group indicators with goals and targets defined and one-on-one training was conducted. annually according to the University’s • UJ Academic Regulations (sections Trained staff in each faculty are now able to research strategy. The nine faculties are related to postgraduate research); capture and submit their faculty’s outputs the key drivers of this strategic thrust. to RID. Research outputs produced in • UJ Research Strategy; 2011 will be reported to the Department For the 2011 academic year, the key of Higher Education and Training (DHET) performance indicators are: • Research Policy; via RIMS in 2012. ROM was also extended to allow the capture and reporting of • Accredited research output; • Student-Supervisor Policy; UJ-registered patents, as well as non- subsidy research outputs in the future. • Proportion of international • Guidelines for Authorship; to national research publications; In May 2011 UJ was represented at the • Policy on Intellectual Property InfoEd User Group Meeting in New York, • Number of active researchers; and Commercialisation; USA, and formed part of a selected delegation representing the South African • Number of NRF-rated researchers; • Policy on the Classification consortium tasked with, among other of UJ Research Structures; system enhancements, enabling extended • Number of postgraduate institutional and national reporting student enrolments. • Policy on Postgraduate Studies. capabilities by incorporating individual researcher, detailed demographic and Four of the above key performance departmental level criteria into the indicators are listed in the Institutional RESEARCH INFORMATION reporting system. Scorecard for 2011 (measured through MANAGEMENT SYSTEM (RIMS) 2010 publications), namely accredited The Proposal Tracking Module, first research output with a target of 537 units, UJ is one of the founding consortium implemented in 2010, was extended to the proportion of international to national members of the South African Research include not only internal funding sources, publications set at 64:36, the number of and Information Management Programme but also national and international sponsors, active researchers with a target of 400, (RIMS), the objectives of which are twofold. in preparation for full roll-out during 2012, and the number of honours and below The first is to provide common RIMS for when all University Research Committee master’s students with a target of 4 234, publicly-funded research institutions to applications, as well as locally and nationally as well as master’s and doctoral students’ support their research administration sponsored research funding applications, enrolment target of 2 500 students. The processes. This is currently facilitated by a will be captured and tracked, and management University attained its goal of doubling its software suite supplied by InfoEd Global. reports compiled. UJ also co-piloted the accredited research output units in half the Secondly, the programme establishes testing and sign-off of the Award Tracking expected time of 10 years. The research a common business intelligence (BI) and Financial Tracking modules, which, once portfolio recorded success in all target platform for the Department of Science the consortium completes the Financial areas. Between 2006 and 2010, accredited and Technology (DST) to distil data from Staging Area (scheduled for mid-2012), research output has grown by 87%, from the publicly-funded institutions that will allow detailed financial tracking and 325.99 units to 610.90 units; the proportion will inform strategic research-related reporting on active researcher’s accounts of international to national research funding and decision making. RIMS is and research projects. 2011 saw the publications has shifted significantly in envisioned as being the backbone of inclusion of some South African research favour of the former, the number of NRF- this common platform, and the primary funding bodies, including the NRF, the
“UJ is one of the founding consortium members of the South African Research and Information Management Programme (RIMS), the objectives of which are twofold.”
UJ ANNUAL REPORT 2011
30 The University achieved its target of 600 research output units within the first decade of its existence in half the time planned, starting from 325.99 units in 2006 to 610.90 units in 2010.
Medical Research Council (MRC), etc., research output units within the first decade The four new research chairs are: in the RIMS’ Sponsored Programme of its existence in half the time planned, Information Network (SPIN) funding starting from 325.99 units in 2006 to 610.90 • African Diplomacy and Foreign Policy; database. The SPIN database, now the units in 2010. Not only was there an increase largest in the world with over 40 000 in the units awarded, but the University also • Education and Care in Childhood; funding opportunities listed, was made achieved a historic record in its submission available to all on-campus users, with success rate which now stands at 97%. • Indigenous Plant Use; several training workshops held, and support rendered on an ad hoc basis. Proportion of international to • International Law. Full-scale rollout to the wider UJ research national research publications community was postponed until 2012, In an endeavour to increase the Following the previous call for research pending a major update to the SPIN user research stature and impact of its chairs, UJ was subsequently awarded interface, intended to make searching for research output, the University the Chair in Nanotechnology for Water. funding easier. Full deployment of the promotes research publications in In total UJ currently hosts seven revised SPIN database is scheduled for early international journals. In 2010, the research chairs, including those of 2012. During 2011, UJ participated in the percentage of international to national Geometallurgy and Social Change. sign-off of the suite of RIMS Technology research publications was 64.5:35.5. Transfer modules, which will facilitate the collection, management and reporting of Active researchers RESEARCH CENTRES technology disclosures, cases, filings, etc. Active researchers are defined as those UJ-specific customisations may be required who are involved in publishing accredited There are 22 research centres in total, before UJ may make use of these facilities research outputs. Based on the accredited some existing within the faculties and in 2012. RID was among the first of UJ’s research publications submitted for 2010, others as stand-alone entities. divisions to establish a social networking there were 497 active researchers at UJ presence to enhance and support compared to 380 the previous year. The research centres include: communication via the Division’s web site. This initiative has proved to be an invaluable Number of NRF-rated researchers • The Centre for Visual Identities in Art and channel for communicating funding The programme for identifying new Design (VIAD) which is part of the Faculty opportunities, bursaries, scholarships, potential applicants and helping researchers of Art, Design and Architecture and spans events, seminars, research successes and to move from a lower rating to a higher all faculty departments; highlights to researchers, postgraduate one, which was implemented in 2010, students and other stakeholders interested has yielded good results. At the end of • The Centre for Education Practice in research at UJ. 2011, there were 99 rated researchers, Research (CEPR) in the Faculty of up from 90 at the end of the previous Education, which houses 11 research year. The increase in the number of rated projects and focuses on investigating INTELLECTUAL PROPERTY researchers was mainly attributed to new education practice; ratings achieved by existing staff. Also of The University’s intellectual property (IP) significance is the gain in the number of • The Centre for Education Rights and is protected through the conditions of C-rated researchers and Y-rated researchers. Transformation which is part of the Faculty employment contract and confidentiality of Education; agreements with external parties. The The South African Research Office of Technology Transfer at UJ was Chair Initiative (SARChI) • The Centre for Culture and Languages in established to facilitate technology transfer SARChI aims to strengthen scientific Africa (CCLA) in the Faculty of Humanities, and commercialisation of IP in order to leadership and research capacity in South which conducts and produces research on generate income for further research at the African universities. The programme the broad theme, ‘Culture, Tradition and University and for the benefit of society. supports world-class scholars who are Modernity in Contemporary South Africa’; expected to train the next generation of research leaders in their fields. UJ • The Centre of Social Development in RESEARCH PERFORMANCE submitted a total of 23 applications for Africa (CSDA) in the Faculty of Humanities, the SARChI call. Fifteen of the applications which is dedicated to basic, applied and Accredited research output were recommended to proceed to the strategic research in social development The total research output of the University, second round of adjudication, and four and developmental welfare; as accredited by the Department of Higher were finally approved for funding. Education and Training, grew by 30% from 466.82 units in 2009 to 610.90 units in 2010. The University achieved its target of 600
31 Academic Support Services
• The Centre for Sociological Research • The Stream Processing Research Group in both the block grant and freestanding (CSR), also located in the Faculty of which is in the Faculty of Engineering categories given to UJ by the NRF. At the Humanities, which is conducting extensive and the Built Environment; end of 2010 the University was supporting research in order to explain social 38 postdoctoral fellows and by October inequality and political conflict; • Mineral Processing and Technology which 2011 this number had already increased is in the Faculty of Engineering and the to 65. The Next Generation Scholars • The Laser Research Group in the Faculty Built Environment; Programme, aimed at retaining bright of Health Sciences which is involved in the young students and to develop them into field of phototherapy; • Advanced Composite Materials which is a new generation of academics, is also in the Faculty of Engineering and the Built progressing well, with funding received • The Water and Health Research Centre, Environment; from organisations such as PetroSA, the also in the Faculty of Health Sciences, Ford Foundation, Murray and Roberts, which deals with the relationship between • The Photonics Research Group which is in Old Mutual and Nedbank. It is anticipated water and human health; the Faculty of Engineering and the Built that a total of 47 doctoral and 40 master’s Environment; graduates will emerge from this programme • The Institute of Transport and Logistics by 2013. The Special Honours Bursary Studies (ITLS) in Africa, located in the • The South African Institute for Advanced process, implemented this year, holds Faculty of Management, which was Constitutional, Public and Human Rights exceptional promise: over 360 students established in response to a strong need (SAIFAC) which is in the Faculty of Law. received these bursaries in 2011. In addition, for formal, independent, unbiased and the PGC’s Funding Support Section relevant research in the fields of transport, Some centres are funded jointly by the administered the process for the selection logistics and supply chain management; University Research Committee and the of five students for the prestigious Mandela relevant faculty, while the Centre for Rhodes Foundation (MRF) Scholarships: • The Centre for Catalysis Research in the Transport and Supply Chain Management two of these students were shortlisted Faculty of Science, which investigates is currently the only self-sustaining centre. and have since been awarded the MRF. catalysts with improved performance Over a period of time, the centres are characteristics as measured against expected to reduce dependency on Training and Development selected benchmark systems; university funding and focus on attracting In order to improve the University’s external funding. postgraduate throughput targets in the • The Paleoproterozoic Mineralisation (PPM) required time, a postgraduate academic Research Group in the Faculty of Science, writing strategy is being institutionalised. which is internationally recognised as a POSTGRADUATE CENTRE (PGC) Another set of activities has focused on leading force in the study of Precambrian improving capacity for writing in academic paleoenvironmental evolution and The Postgraduate Centre (PGC) has had a journals. Three forums were held with associated ore-forming processes; highly successful year. In only its second editors of journals and were well attended year of existence, it is making great strides across all disciplines. A highly successful • The Sustainable Energy Technology towards creating an environment conducive postgraduate symposium was held in Testing and Research Centre (SeTAR) to fundamental scholarship and rigorous October which gave an opportunity which is in the Faculty of Science; intellectual engagement, one which is for postgraduate students across all both personally rewarding and highly disciplines to showcase their work. • Aquatic Ecotoxicology which is in the productive for students as well as staff. Faculty of Science; Information Services Funding Support Through its information services activities, • Nanomaterials Sciences which is in the Through its Funding Support Section, the the PGC seeks to raise awareness of Faculty of Science; PGC advises both students and staff about postgraduate opportunities among funding opportunities and provides them existing students as well as faculties • The Centre for Plant DNA barcoding with step-by-step assistance through the across the University, to encourage which is in the Faculty of Science; various application processes. The Funding new graduates to continue with their Support Section is responsible for the studies and also to attract potential • The Industrial Electronics Technology administration of specific internal funding new students internationally. Research Group which is in the Faculty of opportunities, and also manages major Engineering and the Built Environment; external funding for postgraduate students. The PGC is also supporting the International In 2011, the increase in the number of Office in its efforts to increase international • Telecommunications which is in the applications received from students for the student enrolment and recruitment. Faculty of Engineering and the various funding opportunities was more than International recruitment approaches have Built Environment; matched by increases in NRF funding, up been undertaken in conjunction with the by 15% from 2010. This included increases International Office, with Middle Eastern
At the end of 2010 the University was supporting 38 postdoctoral fellows and by October 2011 this number had already increased to 65.
UJ ANNUAL REPORT 2011
32 Ambassadors, SADC Ambassadors, TRANSFORMATION AND ENABLING SADC Education Desks and the Ethiopian RESEARCH ENVIRONMENT government, through a UNISA-led initiative. The Minister and the Director-General The research-related Vice-Chancellor’s of DHET have involved UJ in funded Distinguished Award for Outstanding partnerships aimed at addressing the need Researcher of the Year was awarded to for better and more systematic longitudinal Professor Bhekie Mamba (Faculty of Science) research in aspects of higher education. and the Vice-Chancellor’s Distinguished Another research initiative for which UJ Award for the Most Promising Young has been invited to provide support is Researcher of the Year was awarded to being convened by the Human Sciences Dr Ernst Joubert (Faculty of Science). Research Council (HSRC) for DHET, and focuses on higher education research, skills development and labour market issues. RESEARCH PARTNERSHIPS
Research partnerships are critical in STATKON strengthening the research profile and in mobilising external research funds. The Statkon continued to make a significant University builds enduring relationships and contribution to UJ’s research goals through collaborations with the public, private sector providing a service to improve research and government, which are characterised design and statistical analysis of findings. by mutual respect, active participation and long-term commitment. Our partnerships Services provided to UJ postgraduate support our research strategy by providing students, researchers and sustainable bursaries and research funds. management, as well as those Government-supported bursaries and outside UJ, during 2011 included: NRF claims for research subsidy have significantly increased over the years. The • Assistance with regards to survey Next Generation Scholars Programme is or experimental design and supported by PetroSA, Murray and Roberts, questionnaire design; Old Mutual, Nedbank and Ford Foundation for a total of R14.5 million over a three-year • Data capturing (outsourced to CMC period, which ends in 2012. The University Data Capturers); continues to nurture its existing national and international partnerships with Sasol, • Statistical analysis of data sets utilising CSIR, the Water Research Commission, the appropriate data analysis techniques; Cancer Association of South Africa, Eskom, Johannesburg Water and Mintek and with • Feedback and explanation of the institutions in Africa, Europe, North America, statistical results and the Brazil, India and China. During 2011, five interpretation thereof; new memoranda of understanding and agreements were signed with international • Acquisition and roll-out of partners in Europe, Asia and Africa. statistical software.
All other services (except the administration of on-line surveys) were provided free of charge to UJ students, researchers and management.
“Our partnerships support our research strategy by providing sustainable bursaries and research funds.”
33 Academic Support Services
intellectual capital. This is achieved through CE STUDENT VOLUNTEER PROGRAMME Community the faculties planning and implementing their own CE projects, community-based The initial programme was developed in Engagement research, and organised outreach. The OCE 2009 with 300 students. In 2011 the number assists the faculties in the monitoring and of student volunteers increased to 3 000. evaluation of CE projects. Initial project The focus for 2011 was to identify potential OVERVIEW registry and placement, quarterly recording partners for the next phase of the programme and collation of reports and an annual audit in 2012. Partnerships with the three major UJ’s first strategic thrust makes provision is part of the OCE mandate. In addition to hospitals in Gauteng – Helen Joseph, Chris for sustained excellence in teaching, the faculties, many community engagement Hani Baragwanath and Charlotte Maxeke – learning and research and promotes projects exist in the support divisions and will be finalised in March 2012. mutually beneficial engagement with these projects are reflected in the report communities that leads to social, economic related to the support divisions. The OCE and educational development. The vision is also responsible for the management of FACULTY / DIVISIONAL PROJECTS of the University’s Office for Community the Community Engagement Board and its Engagement (OCE) is to infuse community subcommittees, along with annual events Faculty of Economic and Financial Sciences engagement into teaching, learning and and awareness initiatives such as Mandela Some of the key projects that were undertaken research within the University and to Day, the CE Showcase, the CE Road by the departments in the Faculty in establish and foster strategic partnerships Show, the Women’s Day Leadership 2011 include: with its communities. Convention and the Community Engagement Recognition Awards (CERA). • Soweto Campus Saturday School for All CE activities are geared towards the Commerce and Science students GOVERNANCE promotion and growth of CE – the third (Grades 10, 11 and 12). core academic function of the institution. The responsibility for the three CE strategic • The SAICA@UJ Project, which provided thrusts is shared jointly by the faculties extra tuition to 102 students from and the OCE. The faculties manage the INSTITUTIONAL PROJECTS 16 schools in Soweto, in English, growth of Service Learning and faculty- Mathematics and Accounting on the appointed CE coordinators report on all Four key indicators guided the OCE’s Soweto Campus. CE activities in their faculties. The OCE activity in 2011. Firstly, to market CE facilitates information sharing and training policy across the institution through • The Equity Development Programme on SL, including two SL workshops per strategic engagement with all university (EDP) of the Department of Accountancy year. In line with CE policy guidelines, SL stakeholders; secondly to monitor all CE for African and Coloured students is overseen and managed by the Senate projects across the institution; thirdly to studying towards the CA(SA) qualification Teaching and Learning Committee. In the manage CE Board meetings; and finally at undergraduate and postgraduate level. second CE strategic thrust, the University to manage the initial development of addresses the developmental needs of the UJ Student Volunteer Programme. its communities through access to its
“The vision of the University’s Office for Community Engagement (OCE) is to infuse community engagement into teaching, learning and research within the University and to establish and foster strategic partnerships with its communities.”
UJ ANNUAL REPORT 2011
34 Faculty of Education strength, with a range of integrated services. Faculty of Management The Faculty’s main community engagement A total of 18 685 patients were seen by As one of the biggest faculties (10 departments initiative, linked to partner schools and a students in all clinics (including satellite over the four campuses), this is also one of community organisation, provided service clinics) as part of their clinical work- the faculties doing great things regarding learning opportunities to students. The integrated learning in 2011. This excludes community engagement. purpose of the service learning, infused a further 2 937 patients who were screened into undergraduate academic programmes, during the year. The projects targeted approximately 37 782 is to foster a sense of social and civic beneficiaries, and 19 small and medium- responsibility, while at the same time Faculty of Science sized businesses. The Faculty classified 27% preparing students to become caring, The Faculty of Science is involved in a of its projects as service-learning, 53% accountable and critically-reflective total of 31 community projects. Staff are as organised outreach and 20% as practitioners. ‘Teachers Upfront’ was encouraged to actively pursue community- developing teaching and learning projects. the Faculty’s most prominent public engaged opportunities that will benefit No community-based research projects engagement activity in 2011. The Faculty the community and that will promote were implemented in 2010-2011. is also the guardian of Metropolitan scholarship, their discipline, the Faculty RAUCALL School. and the University, and that will enrich their academic experience and profiles. Faculty of Engineering and the Built The Science Centre on the Soweto Campus Environment (FEBE) provides supporting and enriching In 2011 FEBE’s student/industry programmes to learners and educators in engagement platform began with an Mathematics, Physical Science, Life Science, industry field trip to Denel by top- and Geography. The Sustainable Energy performing students. Other key activities Technology and Research Centre (SeTAR) included the Women in Engineering and was actively involved in communities in 2011 the Built Environment Summit, TechnoLab by demonstrating fuel-efficient and safe School Programmes, high school tutoring by stoves, fire safety, the use of solar energy, as the Society of Women in Engineering and well as energy efficiency in schools. Technology and a reality TV series for the Mindset Learn Channel. FEBE also hosted Sport Cedric Gina – President of the National It is imperative for all UJ Sport units to be Union of Metalworkers South Africa – for a engaged in communities. Seven sport clubs discussion forum on transformation in the were involved in projects that focused on South African automotive industry. coaching, talent identification and coach development in a variety of schools and Faculty of Humanities communities such as Westbury, Diepsloot Humanities has two flagship CE projects in and Soweto. Twelve staff members and the Faculty, namely The Sophiatown Project 46 students were directly involved in and Phumani Papers. The former involves programmes where 7 405 individuals both social research and a grassroots benefited. UJ Sport is also committed initiative aimed at fostering reconciliation to a community programme in Manica, between residents of different races in Mozambique, Grupo Desportivo de Manica. Sophiatown and, by extension, the country. The total number of participants in the Phumani Papers is a Johannesburg-based various activities (including life skills, NGO that focuses on the empowerment of football and computer literacy) was women through entrepreneurship in rural 6 980 during 2011. areas through the manufacture of a variety of paper products. Faculty of Art, Design and Architecture Community service and good citizenship Faculty of Law are integral to the Faculty’s teaching The establishment of the Law Clinic 30 programmes. Students in all departments years ago was based on the concept of in the Faculty were required to participate using the law as a tool to have an impact in at least one community project during on the lives of South Africans affected by the year. A total of 30 community projects oppressive legislation. Students received were completed in 2011. The Faculty practical training at three law clinics on received eleven international researchers the Doornfontein, Kingsway and Soweto or academics from institutions in the Campuses, the latter campus housing the United States, Britain, Finland, India, the only custom-built law clinic in the country. Netherlands and Australia. Teaching During 2011, students and staff held over collaborations were established with three 1 700 consultations at these clinics. international institutions.
Faculty of Health Sciences The FADA and Central Johannesburg Sustainable community engagement College (CJC) initiative continued from the activities in 2011 included free and initial discussions held in 2010. The CJC subsidised screening for indigent and is an FET college with its arts and culture community members at different clinics. campus located in the vicinity of Crown Research and developmental work with Mines. The two key topics identified for the City of Johannesburg and the Medical consideration were facilitating access to Research Council was done under the the Faculty’s programmes and improving auspices of the World Health Organisation the possibilities for the N4 - 6 certificate Collaborating Centre for Urban Health articulation into tertiary education. (WHOCCUH). A community initiative in Riverlea, together with the City of Johannesburg and the Medical Research Council, continues to grow from strength to
35
Faculty Reports
ART, DESIGN AND ARCHITECTURE ECONOMIC AND FINANCIAL SCIENCES EDUCATION ENGINEERING AND THE BUILT ENVIRONMENT HEALTH SCIENCES HUMANITIES LAW MANAGEMENT SCIENCE
37 Faculty Reports
The Faculty made steady progress in achieving the majority of its key objectives in these areas.
MARIAN SAUTHOFF (PROF.) EXECUTIVE DEAN: FACULTY OF ART, DESIGN AND ARCHITECTURE
• Developing the research cluster ‘Design years. The undergraduate success rate for Faculty of Art, for Social Development’ and the 2010 was 84.4% with an increase to 85% community of practice for Digital Design in 2011. The overall first-year success rate Design and through support for appropriate projects, improved from 74.5% in 2009 to 74.3% in multi-disciplinary and collaborative 2010 and 75.9% in 2011. Undergraduate Architecture partnerships and industry connections. module success rates in all departments were generally above 65%, with only two Imperatives for brand, identity modules achieving a success rate below OVERVIEW and reputation included: 65%. Module throughput rates were less positive with eight modules reflecting Integration and alignment with the • On-going publicity initiatives to maintain throughput rates of less than 50%, four University’s strategic thrusts were reviewed public presence; modules reflecting a throughput rate of and strengthened with primary emphasis less than 60% and nine modules reflecting placed on initiatives related to: • Promoting the creative profile of the a success rate of less than 70%. In total Faculty through strategic connections with 9% of undergraduate modules reflected • Relevance and depth of academic high profile events like the Design Indaba, a throughput of less than 70%. A total of offering, research and community a dynamic FADA Gallery programme and 305 graduates obtained their qualifications engagement; leveraging the VIAD Research Centre’s compared to 293 in 2009 and 313 in 2010. growing reputation and recognition. • Technology-driven university; The Faculty continued to provide support The Faculty made steady progress to its students through on-going initiatives • Brand, identity, reputation and stature; in achieving the majority of its key such as an extended system of tutors for objectives in these areas. first-year students and special assistance to • Institutional capacity and fitness at-risk students, the First-year Experience for purpose. Programme (FYE), orientation, on-site STUDENT PROFILE, PERFORMANCE writing tutors and the recognition of Imperatives for academic offerings and AND SUPPORT students’ achievements. An in-faculty survey research included the following: of first-year students conducted in the fourth A total of 1 160 undergraduate and 37 quarter indicated that 31% of respondents • The attraction and retention of top postgraduate students were enrolled in the had been referred to the Writing Centre students; meeting the changing needs programme types offered by the Faculty. with 21% actually visiting the Centre. This of industries in curriculum content; This is an increase in total headcount was an improvement on 2010, where 26% enabling postgraduate studies; facilitating enrolments from 954 in 2008, 1 093 in 2009 of first years were referred to the Writing growth in strategic areas; investigating and 1 112 in 2010. International student Centre, with 11% actually visiting the Centre. international precedents as directives enrolments have remained static at 42, 43 for future development; ensuring HEQF and 42 respectively over the last three years. The presence of students was felt nationally compliance; and continuing to work There has been a gradual increase in total and internationally through the countless towards a comprehensive programme black enrolments from 47% in 2009 to 48% awards and prizes they continue to qualification mix (PQF). and 51% in 2010 and 2011 respectively. Black win in competitions. A few noteworthy first-time entering students showed a similar competitions in which the students featured • Enhancing research and creative output; increase from 52% in 2009 to 53% and during 2011 include the India Future strengthening research enablers and 56% in 2010 and 2011 respectively. First- for Change Competition, the Des Baker catalysts in the Faculty; and extending the time entering African students increased Architectural Award, the Loerie Awards, profile and capacity of the Visual Identities from 41% to 42% to 44% of total first-time and the SABS Design Achievers’ Awards. in Art and Design Research Centre (VIAD) enrolments over the three-year period, Students’ interests were dealt with in the nationally and internationally. while white first-time entering enrolments Students Forum and in departmental dropped from 48% in 2009 and 2010 to 43% representatives meetings. Overall, students Imperatives for a technology- in 2011. Master’s enrolments increased from expressed high levels of satisfaction. driven university included: 20 to 37 largely due to the introduction of the coursework master’s in Architecture. • Profiling and strengthening technology programme offerings and achievements; The academic performance of students in the Faculty remains very good. The Faculty • Encouraging student participation in has consistently maintained a success rate national and international competitions of between 84% and 85% over the last four with a technology focus;
UJ ANNUAL REPORT 2011
38 NEW DEVELOPMENTS RESEARCH AND CREATIVE STAFF PROFILE PRODUCTION Programme development continues to enjoy The Faculty had a total of 69 permanent a high priority in the Faculty’s strategic Preliminary indications are that members of and full-time contract members of staff development with the introduction of the Faculty published a total of 40 subsidy in 2011. This comprised 49 academic a degree track scheduled for a rolling units in 2011 compared to 28 in 2010. This staff, 14 support staff, three members in implementation across the next few output included 32 journal article units, 5.75 Academic Administration, a marketing years. The offering of a BA Design with conference proceeding units and 2.30 book/ coordinator, the Dean and her personal specialisation in Graphic Design and chapter subsidy units. During the course assistant. Forty-nine per cent of academic a professional coursework master’s in of the year, members of staff participated staff was senior lecturers, 47% lecturers Architecture were implemented in 2011. in seven solo or duo exhibitions and 52 and 4% associate professors. There was The revised National Diploma in Clothing group exhibitions, curated three exhibitions a slight improvement in the equity profile Management (renamed Diploma in Fashion and completed 14 design projects, giving of academic staff in the Faculty, with Production) received external approval but a total of 83 creative outputs for the year, 75% of staff in the non-designated group this was not in time for implementation compared to a total of 47 creative outputs compared to 78% in the previous year. Sixty in 2012. External approval of the BA in 2010. The VIAD Research Centre achieved per cent of support staff members were Industrial Design, approved by Senate all proposed outputs and performance designated and the Faculty Management and submitted for external approval in indicators by the end of the year. Committee comprised 30% designated 2010, had not yet received approval and and 70% non-designated members. so implementation that was planned for The Faculty successfully hosted an 2012 was not accomplished. The revised international colloquium and an international The upgrading of staff qualifications diploma and first degree in Architecture conference, which drew a number of progressed well. The level of academic as well as the BA Hons (Design) were prominent international and local scholars qualifications of staff in the Faculty approved by Senate in 2011 and submitted and creative practitioners to the campus. (excluding the Dean’s Office) improved in for external approval with implementation In February, young designers and students 2011, with 76% of staff holding a master’s planned for 2013. A parallel diploma/degree in Johannesburg were able to experience or doctorate qualification compared offering in Multimedia (to be named Digital a live simulcast at the UJ Arts Centre of to 68% in 2010 and 60% in 2009. All Design) was prepared for presentation the country’s leading international creative staff members not holding a master’s to the Faculty Board and Senate in 2012. conference, the Design Indaba, which is held qualification in 2011 were either registered The programmes in Ceramics were in annually in Cape Town. or preparing to register for further studies. the final stage of phasing out with the last students due to graduate in 2011. The FADA Gallery continued to promote the MARIAN SAUTHOFF (PROF.) profile of the Faculty through the hosting Executive Dean: Faculty of Art, Design The third-year module in Contextual Studies of ten student and professional exhibitions. and Architecture was implemented in 2011, thus completing In 2011, the annual Prestigious Alumni planning and implementation of this Exhibition featured the work of alumnus initiative. The introduction of an academic Willem Boshoff, renowned international major, Art and Design, for students in the conceptual artist. Faculty of Education, was introduced with the first-year modules implemented in 2011 Significant new developments in and the second-year curriculum formulated the research cluster Design for Social ready for implementation in 2012. Development (renamed Design for Social Change) included the establishment The Faculty’s Teaching and Learning Forum of a dedicated reading group and the continued to provide opportunities for growing interest in postgraduate studies members of staff to devote focused attention in the area. Projects in the cluster place an to the unique characteristics of teaching and emphasis on a user-centred approach to learning in the creative disciplines. design and technology. The second research cluster in the Faculty’s technology thrust, Creative Disciplines and Digital Technology, commenced a three-year collaborative project with the Digital Media Unit at Goldsmith College, University of London, and established firm links with the international Information Architecture Institute.
39 Faculty Reports FEFS strives to be innovative and forward looking in its selection and design of vocational and academic programmes to cater for the demand for knowledge and skills in the dynamic and fast-paced world of finance.
AMANDA DEMPSEY (PROF.) EXECUTIVE DEAN: FACULTY OF ECONOMIC AND FINANCIAL SCIENCES
FEFS, in partnership with various STUDENT PROFILE AND PERFORMANCE Faculty of professional bodies such as SAICA, the Chartered Institute of Management Actual enrolment in 2011 exceeded Economic and Accountants (CIMA), and the Financial the planned target by approximately Planning Institute of South Africa (FPI), 4.4%. This was largely in respect of Financial Sciences strives for the highest standards of undergraduate enrolment and was due education and training of accountants, to a few key factors, such as: the request auditors and various financial practitioners. to increase admissions following an OVERVIEW inordinate number of late applications; uncertainty regarding the number of In both the 2010 to 2011 and 2011 to STRATEGIC THRUSTS, FOCUS continuing students and a significant 2012 Global Competitiveness Reports AND TARGETS/INDICATORS number of late registration by such of the World Economic Forum, South students; continuing uncertainty around Africa featured in the top ten for various FEFS fully aligns itself with UJ’s strategic the registration yield; and the uncertainty important indicators of competitiveness. thrusts for the new decade, 2011 to 2020. in the accuracy of the enrolment model. These indicators of institutional and market In its quest to be a faculty of academic strength reflect the degree of credibility distinction, set apart from its counterparts With regards to student profile, the attached to South Africa, particularly in the nationally and internationally, FEFS strives enrolment (and growth) figures in respect financial domain. In the 2011 to 2012 Global to be innovative and forward looking in of the individual campuses for 2011 were Competitiveness report, which studied 142 its selection and design of vocational and as follows: 6 802 on APK (increase of countries, South Africa was ranked number academic programmes to cater for the 3.4% from 2010); 2 496 on APB (decrease one for ‘strength of auditing and reporting demand for knowledge and skills in the of 7.6% from 2010); and 2 029 on SWC standards’ and ‘regulation of securities dynamic and fast-paced world of finance. (increase of 27% from 2010). As in exchanges’; number two for ‘efficacy previous years, the total enrolment for of corporate boards’ and ‘soundness In this regard the Faculty aims to achieve the 2011 represented approximately 22.4% of banks’; and three for ‘protection of following: a balanced mix of relevant and of the total enrolment of the University, minority shareholders’ interest’; and competitive programme offerings; effective effectively making the FEFS the largest ‘availability of financial services’. and efficient enrolment management; faculty in terms of student numbers. well-rounded graduandi and diplomandi; These results are indicative of the high performance-driven leadership; constructive In 2011 the Faculty continued to strive for standards that South Africa upholds in engagement with its community and excellence in student performance. The respect of institutions and systems that are relevant stakeholders; efficient resource success rate (in terms of degree credits) for critical for financial stability. Maintaining management; and active scholarship, undergraduate programmes stood at 81.5% such high standards depends not only inclusive of high-impact research. and for postgraduate programmes it was on a necessary statutory environment 71.6%. These results compare favourably to but also, and probably even more so, on 2010 when the corresponding figures were people with the necessary knowledge, 78.8% and 63.1% for undergraduate and skills, insight and understanding. postgraduate programmes respectively.
“…the total enrolment for 2011 represented approximately 22.4% of the total enrolment of the University, effectively making the FEFS the largest faculty in terms of student numbers.”
UJ ANNUAL REPORT 2011
40 “The Faculty continued to be cognisant of the importance of engaging in measures to promote environmental sustainability.”
NON-SUBSIDISED ACADEMIC and scholarly activities in 2011, preliminary NON-ACADEMIC STAFF PROFILE PROGRAMMES subsidised publications in the Faculty stood at 34.51 units for articles, 0.65 units in Full-time non-academic staff, comprising Departments collectively offer 28 non- respect of chapters in books and 1.5 units permanent and contract employees, totalled subsidised academic programmes, of which for conference proceedings, yielding a total 35 by the end of the 2011 academic year. 20 were active in 2011. If the winter schools of 36.66 units. This represents an increase This reflected an increase of 6% from are added to the 20 active programmes, of 53% relative to 2010 and 190% since the 33 employees in 2010. With regards then the total enrolment in non-subsidised 2008. The 53% growth in 2011 compares to equity, black employees represented programmes amounted to 883 in 2011 (801 in very favourably to the 15% drop from 2009 45.7% (16) of all permanent and contract 2010). The 2011 student intake consisted of to 2010. The fluctuations in research output staff compared to 45.5% (15) in 2010. 12% white and 88% black candidates. The growth evident since 2008 are expected Female members accounted for 85.7% of number of qualifying candidates in 2011 was given the long turnaround time associated permanent and contract non-academic staff. 337 (38%) in comparison to the 312 (39%) with the submission of articles. in 2010. Total income generated from non-subsidised programmes amounted ENVIRONMENTAL SUSTAINABILITY to R10.8 million in 2011. ACADEMIC STAFF PROFILE The Faculty continued to be cognisant of Full-time academic staff in terms of the importance of engaging in measures to RESEARCH permanent and contract employees totalled promote environmental sustainability. It 146 by the end of the 2011 academic year. embraced the campaign to ‘re-use, reduce Several initiatives at departmental and This reflected an increase of 2% relative to and recycle’. Members were encouraged to faculty level continued to promote research 2010. With regards to equity, the marginal bring their laptops to meetings instead of and scholarly activity among academic staff increase in the share of permanent and printing relevant documents. Edulink was members in 2011. These include public contract black academic staff members used where possible to provide students lectures, visiting professors, incentives, an from 31.5% in 2010 to 32.9% in 2011 with information or to administer short accredited journal (to establish international indicates the continuing challenge that the assignments/tests. ties), a biennial faculty conference (next Faculty faces in attracting and retaining in 2012), internal funding, incentives and qualified black academics. In total there AMANDA DEMPSEY (PROF.) various capacity development initiatives. were 13 resignations and 16 appointments Executive Dean: Faculty of Economic and Research centres are also beginning to of permanent/contract academic staff Financial Sciences contribute to a culture of research and during 2011, of which black staff members scholarly activity in the Faculty. These accounted for 46% of the resignations and centres include: the Centre for Competition 56% of the appointments. The Faculty Economics (CEE), the Centre for Local Management Committee consisted of Economic Development (CENLED), and five white and three black members, the South African Accounting History implying an equity ratio of 38%. Female Centre (SAAHC). Over and above numerous members accounted for 49.3% of all other publications, research initiatives permanent plus contract academic staff.
Total income generated from non-subsidised programmes amounted to R10.8 million in 2011.
41 Faculty Reports In 2011 the Faculty of Education continued to enhance its reputation in alignment with the UJ strategic thrusts. SARAH GRAVETT (PROF.) EXECUTIVE DEAN: FACULTY OF EDUCATION
qualification types that are phasing out a start, in November, three programmes Faculty of Education due to the phasing in of a new policy on were submitted to the Department teacher education qualifications. The of Higher Education and Training for student profile of the Faculty in terms programme qualification mix clearance, OVERVIEW of demographics was: African: 81%, namely the Bachelor of Education white: 12%, coloured: 4%, Indian: 3%. (BEd) in Foundation Phase Teaching • In 2011 the Faculty of Education (redesigned), the Bachelor of Education continued to enhance its reputation in The academic performance of students (BEd) in Intermediate Phase Teaching alignment with the UJ strategic thrusts. was generally satisfactory. The overall FTE and the Advanced Diploma in Education: degree credit success rate for the Faculty Remedial Education (new programmes). • Faculty strategic priorities for 2011 was 80.5% in 2011 which is a 0.7% increase included achieving excellence in relative to 2010. The FTE degree credit academic programmes, research and success rate for the undergraduate degree RESEARCH community engagement with a specific (BEd) declined in 2011 to 80.3% from focus on developing areas of current 82.7 in 2010, mainly due to a decline in the Preliminary indications are that the strength or uniqueness and areas of success rate of first-time entering students. Faculty increased its accredited research potential strength. output significantly in 2011. The Faculty The extensive tutor system in the Faculty produced 52.08 research units (in • 2011 was in particular a seminal year for provides support to undergraduate and comparison with 35.33 in 2010 and 16.82 the Faculty in terms of its research output postgraduate students. Tutors attended in 2009), consisting of articles in academic and also regarding another strategic various training sessions to equip them journals and published conference priority, namely the establishment of with the necessary skills to, not only papers. In addition, two books were the Soweto Campus as a premier assist the students with writing skills and published and one chapter in a book. teaching, research and community study skills, but to provide additional engagement destination. support to at-risk students as well. The many externally-funded research projects in 2011 bear further testimony The Faculty of Education has a strong to the vibrant research culture that STUDENT PROFILE, ACADEMIC First-Year Experience (FYE) focus. All is developing in the Faculty. Funders PERFORMANCE AND academics teaching first-year students included the South Africa Netherlands ACADEMIC PROGRAMMES participate in the FYE focus group. Research Programme for Alternatives in Due to the phasing in of a new policy Development (SANPAD), the Gauteng A total of 5 035 students were enrolled on teacher education qualifications Department of Education, the National in 2011, 3 922 were undergraduates and (promulgated in July 2011), the Faculty Research Foundation, the Department 1 113 were postgraduate students. First- has had to replace existing programmes of Higher Education and Training (with time entering undergraduate enrolments with new programmes in line with the a grant from the European Union), increased to 963 compared to 454 in 2010. policy. This implies a redevelopment the Foundation for Human Rights, the This increase was planned to counteract of all Faculty programmes, apart from Rosa Luxembourg Foundation and the decrease in student numbers in master’s and doctoral programmes. As the Education Policy Consortium.
“The extensive tutor system in the Faculty provides support to undergraduate and postgraduate students.”
UJ ANNUAL REPORT 2011
42 “The many externally-funded research projects in 2011 bear further testimony to the vibrant research culture that is developing in the Faculty.”
STAFF PROFILE COMMUNITY ENGAGEMENT Ground breaking longitudinal research is conducted in a multifaceted panel inquiry, In 2011 the Faculty had 53 full-time A hallmark of the post-graduate Educational in which the children’s cognitive ability, their permanent academic staff members and 23 Psychology programmes offered at the performance in mathematics, their linguistic administration and support staff - a total of Soweto Campus is their focus on community competence in two languages (either isiZulu 76. 38% of academic staff was lecturers, psychology, with the specific brief of therapy and English, or Sesotho and English), their 36% senior lecturers, 17% professors and and counselling at grassroots level. The literacy development in two languages, as 9% associate professors. The academic staff community ethos and overall philosophy of well as their learning of science are captured profile in terms of academic qualifications the Educational Psychology programmes, in standardised- and custom designed was: 66% doctoral degrees and 34% with as well as the research conducted by instruments. The teacher education model master’s degrees. The profile in terms of their research team, are widely regarded linked to the school is also researched. equity reporting was 53% designated as innovative and commendable, (excluding white women) and 47% non- in South Africa and elsewhere. SARAH GRAVETT (PROF.) designated. The gender profile was male: Executive Dean: Faculty of Education 53% and female: 47%. The UJ Institute for Childhood Education (UJICE) coordinates the programme of activities regarding childhood SOWETO CAMPUS education on the Soweto Campus. This includes the research by the Centre for At the beginning of 2011 the Executive Education Practice Research and the Dean’s office, as well as the Departments departments of Educational Psychology of Educational Psychology and Education and Childhood Education. The Institute, Leadership and Management, moved from with the Funda UJabule School as its the Auckland Park Kingsway Campus to the core, promotes research and practice Soweto Campus to join the Department in childhood education. The school is of Childhood Education and the Centre a partnership between the Gauteng for Education Practice Research (CEPR) Department of Education and UJ. It is on this Campus. The programmes of a public school, but also a research and activities that flourished in 2011 on the training school, a first of its kind in South Campus affirm that the Faculty is indeed Africa. The students in the Foundation progressing in establishing the SWC Phase Education degree programme as a premier teaching, research and participate in classroom activities, community engagement destination. learning about the practice of teaching in the school. It also serves as a social laboratory that is unique in South Africa.
A total of 5 035 students were enrolled in 2011, 3 922 were undergraduates and 1 113 were postgraduate students.
43 Faculty Reports
The faculty strives for excellence in teaching and learning and to be in positive engagement with South African society. TSHILIDZI MARWALA (PROF.) Executive Dean: Faculty of Engineering and the Built Environment
Administration of the Faculty across three issue has put huge pressure on laboratory Faculty of campuses is challenging. There are two space in the Faculty of Science. In terms of administrative departments on each of the equity, of national diploma students 96% Engineering Auckland Park and Doornfontein Campuses are equity compared to 81% of degree and one administrative staff member at the students. In terms of gender in 2011 the and the Built Bunting Road Campus. The Dean, Vice- Faculty consisted of 31.8% female students, Dean, Head of Faculty Administration and compared to 30.7% in 2010. Recruitment Environment the Heads of School have offices/satellite plans for specific disciplines (such as offices on both the Auckland Park and Electrical Engineering Science) are Doornfontein Campuses. being developed. OVERVIEW There was a significant increase in the The faculty strives for excellence in STUDENT PROFILE AND overall Degree Credit Success Rate DCSR teaching and learning and to be in positive ACADEMIC PERFORMANCE from 75.8% in 2010 to 79.0% in 2011. The engagement with South African society. National Diploma DCSR moved from 75.6% Due to the historical location of the different In 2011 the Faculty had a student headcount to 78.4% (there were increases across all programmes, the Faculty has been located of 8 339 (7 842 in 2010). The Faculty was FTEN categories) and the BIng from 75.8% on both the Doornfontein and Kingsway over its enrolment planning number mainly to 80.0% (DCSR for first-time entering campuses of UJ. due to over-enrolment in BIng Extended students was flat and increased from Programmes and on some National Diploma 76.7% to 82.3% for returning students). Since 1 January 2005, FEBE has been Programmes (notably Mining, Town and transforming itself into a single academic Regional Planning and Civil Engineering). There was an overall decrease in graduation entity that takes advantage of the strengths The faculty needs to re-adjust its ‘yield’ rate from 20.2% to 17.6% for the Faculty of both the technology and science factor more carefully, and take a more but this must be viewed in light of the programmes that are mutually reinforcing conservative approach to admissions 6.3% increase in student headcount. The and complementary. during the normal admissions process. graduation rate for National Diplomas was Postgraduate headcount increased from down from 16.9% to 14.6% and the BIng The School System was introduced in 328 in 2010 to 413. experienced a slight increase from 11.0% 2010 in an effort to drive the merger to its to 11.3%. completeness. The Faculty is embracing There was a 2.4% (from 6 347 to 6 947) the notion that a department is formed increase in students enrolled in technology along the lines of common academic and programmes and a 23% increase (from RESEARCH AND POSTGRADUATES industrial interests rather than a single 1 495 to 1 842) in students enrolled in qualification. Opportunities for cooperation science programmes. The large increase Research output increased significantly and collaboration across the technology and in the BIng Extended was a correction for in 2011. In 2011 the Faculty produced 88 science programmes are provided through the under-enrolment in the previous years publication units compared to 60 in 2010, 33 the school structure and are facilitated by in order to meet the agreement with the publication units in 2009 and 26 publication the Head of School. DoHET which calls for 240 students. This units in 2008. The achievement in 2011 is
“There was a 2.4% (from 6 347 to 6 947) increase in students enrolled in technology programmes and a 23% increase (from 1 495 to 1 842) in students enrolled in science programmes.”
UJ ANNUAL REPORT 2011
44 another historical record which has not been STAKEHOLDER ENGAGEMENT are Indian and 52% are white. Of the 52 achieved in the Faculty in the past. African academic staff members, 28 are The Faculty continues to engage in a foreign nationals. The number of registered master’s students range of activities. Of strategic interest increased from 271 in 2010 to 342 in 2011, is the development of a student/ Succession planning remains an issue but while the number of registered doctoral industry engagement platform and was managed relatively well in 2011 with students increased from 57 in 2010 to 71 also a FEBE engagement programme the number of Heads of Department past in 2011. It is important to again note, as with underprivileged schools. In 2011 retirement age down to three from five in last year’s Annual Report, that given the student/industry engagement was in 2010. the current staffing levels this number kicked off with an industry field trip to of postgraduate students (master’s and Denel by top-performing students. doctorates) is deemed to be excessive in ENVIRONMENTAL SUSTAINABILITY terms of our research supervision capacity. Other key activities for the Faculty were: The Faculty takes the issue of environmental This sharp increase in research output • Hosting of the Honourable Minister Edna sustainability very seriously and contributes can be attributed to the following Molewa – South Africa’s Response to in this regard as follows: strategic initiatives: Climate Change; • Undertaking research activities that • Introduction of postdoctoral fellowships; • Hosting of Cedric Gina – President of promote climate change. In this regard the National Union of Metalworkers the Faculty is involved in research into • Increase in the number of active visiting South Africa - discussion forum on solar energy and has developed a solar professorships; Transformation in the South African car. The School of Mining, Metallurgy and Automotive Industry: The Role of Chemical Engineering is working with • Aggressive postgraduate expansion; Education and Training; Eskom and the Black Management Forum on energy audits aimed at reducing • Increase in the number of staff with • Women in Engineering and the Built energy utilisation. doctoral qualifications; Environment Summit; • Promoting efficient energy utilisation. • Effective leadership in the Faculty, which • TechnoLab School Programmes; In this regard the Faculty regularly is capacitated by the introduction of the promotes measures directed at efficiently School System and the rationalisation of • Society of Women in Engineering and using energy such as promoting switching the Vice-Deanery. Technology – High School Tutoring off lights when leaving offices.
In addition the Faculty launched a focus • Reality TV Series – Mindset TSHILIDZI MARWALA (PROF.) on manufacturing and also a project/ Learn Channel. Executive Dean: Faculty of Engineering and the design centre which has been focusing Built Environment on solar and alternatively-fuelled cars. STAFF PROFILE The Faculty strongly encourages appropriate staff members to be rated The issue of vacancies improved significantly by the NRF. In this regard, the Faculty’s during 2011 and the Faculty needs to shift number of staff members who are rated attention somewhat to retention and by the NRF grew from two in 2008, to deployment issues as research supervision three in 2009, to seven in 2010 and 2011. and teaching loading pressures increase. The number of postdoctoral fellows in The total staff complement of permanent the Faculty grew from 0 in 2008 to one and fixed-term contract staff in 2011 was 215. in 2009, to four in 2010 to 10 in 2011. There are 139 academic staff members, of whom 48 have doctorates and 57 have master’s. The Faculty still continues to focus ACCREDITATION on academic staff development at the master’s and doctorate level. There are In 2011 the Faculty underwent a 36 administrative and 39 technical staff major accreditation audit by the members. The number of technical staff Engineering Council of South Africa. increased slightly in 2011 to support the new The accreditation cycle is five years. DHET laboratories. In terms of academic The accreditation outcome was quite staff, 37% are African, 3% are coloured, 9% positive overall and better than in 2006.
The number of registered master’s students increased from 271 in 2010 to 342 in 2011, while the number of registered doctoral students increased from 57 in 2010 to 71 in 2011. 45 Faculty Reports
Registrations for master’s qualifications increased to 230 from 228.
ANDRÉ SWART (PROF.) EXECUTIVE DEAN: FACULTY OF HEALTH SCIENCES
• Contributing to aspects requiring master’s qualification. The Faculty target Faculty of intervention following the 2009 remains to have 85% of staff members HEQC audit; with a minimum of a master’s qualification Health Sciences before the commencement of the 2013 • Implementing mechanisms and academic year. Eleven staff members interventions to reduce our carbon were registered for doctoral degrees. OVERVIEW footprint and contribute to sustainable development. The Faculty of Health Sciences STUDENT PROFILE, PERFORMANCE continues to focus on the following • Providing services across three campuses AND SUPPORT INTERVENTIONS strategic imperatives during 2011: (APB, APK and DFC), 98 full-time academics, supported by 39 academic The enrolment figure of 3 517 was 273 • Implementing strategies to improve support staff, including clinic support short of the planned enrolment figure teaching, learning and assessment, staff, provided a service to of 3 790. Although not all departments with a focus on improving success and 3 517 learners. made their enrolment targets, the graduation rates; problem was specifically evident in the post-basic enrolments for Nursing • Support staff in their drive to improve STAFF PROFILE Sciences, where more than 200 students their qualifications profile and develop did not enrol. Registrations for master’s capacity to increase accredited In alignment with national imperatives, qualifications increased to 230 from 228 research output; the Faculty continually strives to meet while the number of doctoral candidates equity targets. Of the academic support was similar, with 44 for the reporting • In addition to being recognised and staff, 77% (unchanged from 2010) are year compared to 43 for 2010. registered as a Continuing Professional from designated groupings, while 38.8% Service Provider, increasing the number of (37% in 2010) of the full-time academic Of the total enrolment, female learners short learning programmes in the Faculty; employees are from designated groupings. comprised 70.9%, a slight decrease Of the nine faculties in the University, the compared to the 71.3% of 2010. The total • Ensuring sustainability and community Faculty has made significant strides and designated (excluding white females) empowerment in our community has the second highest number of full-time enrolment increased to 72%, an increase engagement activities; academics from the designated groupings. of 4.5% compared to the 67.5% of the 2010 student intake. Of these, African • Participating and implementing Regarding staff qualifications, 78% of enrolments comprised 62.2%; coloured mechanisms related to branding staff had at least a master’s qualification 3.5% and Indian 6.3%. The first-time and marketing; compared with 71% in 2010. Of these, 23% entering undergraduates were 29.9% also have a doctoral qualification. At least 20 compared to the 27.4% experienced in • Implementing mechanisms to ensure staff members are participating in the Staff 2010. Postgraduate students comprised a better client-orientated paradigm, Qualification Project of the University, with 32.8% of the total enrolment, a decline of the aim that all staff should at least have a 2.2% compared with the 2010 enrolment.
“Students and clinicians also played a leading role in providing services at activities including but not exclusive to the 702 Walk the Talk, the 94.7 Cycle Challenge, national squash championships and various marathons.”
UJ ANNUAL REPORT 2011
46 Total success rates were significantly Faculty members contributed to a number The Faculty also hosted a number of better than the University target of of international and national conferences, international and national visitors, while 78%, with an overall success rate of many as invited and plenary session participating in international visits 84.1%, a decrease compared to the speakers. External funding for research exploring international collaboration. 85.6% achieved in 2010. Undergraduate activities was obtained from the EU, NRF, Our network on the African continent success rates improved from 86.8% to MRC, CSIR, the Water Research Commission continued to grow, with the Faculty 87%, again ensuring that the Faculty had (WRC) and the World Health Organisation. involved in more than fifteen countries. the highest undergraduate success rate Significant funding was obtained from the in the University. It is unfortunate that WRC and NRF for research work related to postgraduate success rates decreased to Water and Health, totalling R1.7 million. NEW DEVELOPMENTS 81.2 from the 83.7% achieved in 2010. During 2011 two visiting professors were Six pre-medicine students, together with Intervention strategies to address areas appointed (one also rated by the NRF), and a course facilitator from the Appalachian where success rates in specific modules four postdoctoral fellows assisted in the State University (ASU) in the USA, are not meeting set targets were domains of Sport and Movement Studies, spent three weeks in the Faculty as a implemented and monitored on an on- the Laser Research Centre and the Food, preparatory course before entering going basis, through strategies such as Health and Environment Research Group. medicine studies in the USA. A formal the First-Year Experience programme, The seven NRF-rated researchers (in the agreement was signed to host a maximum specific tutoring and allocating lecturers A, B and C categories) continue to add of 12 students each year, with 10 students per study year to monitor progress and significant value to the research thrusts from the Faculty to visit ASU in 2012. success. In the undergraduate grouping of the Faculty and University. Two Faculty the first-time entering students increased members, Dr Houreld and Prof. Gillan, ANDRÉ SWART (PROF.) their success rate by 0.7%, reversing the applied for rating and received a Y2 and C3 Executive Dean: Faculty of Health Sciences negative trend experienced in 2010. rating respectively, with effect from 2012.
RESEARCH INTERNATIONAL INVOLVEMENT
In terms of accredited research output, the Two successful public debates, together Faculty target for 2011 was 55 accredited with the World Health Organisation and units, and has submitted 59.73 units for the National Department of Water Affairs, auditing purposes. This is an increase were hosted during 2011, with national of 10.8% from the 2010 figures of 53.88 and international panellists. A panel units. Of the 59.73 units, 17.23 were in ISI discussion was held jointly with the Faculties journals, 13.33 in South African journals and of Engineering and Build Environment the remaining units comprised chapters and Science. The focus was water quality in books and conference proceedings. and water as a sustainable resource.
A formal agreement was signed to host a maximum of 12 students each year, with 10 students from the Faculty to visit ASU in 2012.
47 Faculty Reports
The First-Year Support Forum, (FYSF) consisting of student, tutor and first-year lecturer representatives of all departments, was a university first. RORY RYAN (PROF.) EXECUTIVE DEAN: FACULTY OF HUMANITIES
upward movement in success rates. The SUCCESS RATE BY PROGRAMME Faculty of tutors are our ‘first line of defence’ against drop-out and poor performance. The pass rate in both the undergraduate Humanities and postgraduate programmes is pleasing. The successful undergraduate pass rate can TEACHING EXCELLENCE best be ascribed to the various initiatives ACADEMIC STAFF PROFILE and interventions made by the Vice-Dean Prof. Nathalie Hyde-Clark was the Academic, the various teaching-related In terms of academic appointments, the second Humanities recipient of the Vice- committees, and the enormous efforts Faculty has achieved an equity appointment Chancellor’s Award for Teaching Excellence. being made by our cohort of dedicated rate of 69%, and in terms of administrative The Teaching and Learning committee lecturers. The success in the B Social Work appointments, the equity percentage is of the Faculty of Humanities was proud degree is an exceptional 93%. The honours 50%. The combined equity percentage to inaugurate a new award in 2011 that pass rate of almost 93% is as a result of a for appointments in 2011 is 65%. recognised excellence in first-year teaching renewed focus of ensuring that candidates and formed part of the First-Year Experience complete their research essay on time. The initiative. First-year students who were master’s and doctoral pass rates reflect TEACHING AND LEARNING new to the University of Johannesburg in our close attention to each candidate. 2011, and who had achieved an average of The First-Year Support Forum more than 70% in the first semester, were The First-Year Support Forum, (FYSF) invited to nominate a lecturer who they felt POSTGRADUATE ENROLMENT consisting of student, tutor and first- had made a significant difference to their year lecturer representatives of all studies. The nominees ranged from the The honours, master’s and doctorate departments, was a university first. rank of contract lecturer to full professor. enrolments all increased during 2011, The principal advantage of this forum The award winners for 2011 were: Ria Smit although the increases could have was to allow all role-players to share (Sociology), Leigh Southey (Anthropology), been more substantial. Ironically, our experiences and identify problems and Hennie Lotter (Philosophy), Dayle Raaff drive to increase the throughput of successes swiftly and effectively. The (Marketing Communication), Thabisile postgraduate candidates results in FYSF is a crucial advisory forum for Adams (Linguistics), Sibonelo Malinga fewer re-registrations each year, which various faculty committees and allows (Public Relations), Maritha Pritchard (Media therefore affects the overall enrolment. for the swift identification of problems. Studies), Helena van Wyk (Communication), Thonze Nethonzhe (Public Governance), Tutors Thys Human (Afrikaans), Mariam Seedat- RESEARCH In 2011, 162 tutors were appointed Kahn (Sociology), Kamilla Naidoo in Humanities at a budgeted cost of (Sociology), Gudren Lier (Hebrew), Victoria The 2011 research output in terms of R3 million. The tutor function has Graham (Politics), Gert Kruger (Psychology), accredited articles (143.31 units) is become a widespread and integral part Juan Klee (Historical Studies), and Kefilwe somewhat higher than 2010 (134.74 units), of teaching and learning in the Faculty, Ditlhake (Community Development). representing an increase of 8.57%. The and may account for the continuing ratio of articles published in international
“The tutor function has become a widespread and integral part of teaching and learning in the Faculty, and may account for the continuing upward movement in success rates.”
UJ ANNUAL REPORT 2011
48 journals to those published in South African student exchange and as a collaborating of faculty committees, are continuously journals is also rising steadily. This year is partner in socially relevant research. engaged in policy formulation and the first year in which the number of articles implementation, and this committee published in international journals is higher Centre for Culture and system represents the custodians of than those published in local journals, Language in Africa (CCLA) academic quality in all of its facets. namely 72.43 as opposed to 70.88. The anthropologist Prof. Thea de Wet The Humanities Quality Committee became the Director of CCLA in 2011. is responsible for the overall quality During the year the Centre re-structured assurance of Humanities disciplines and POSTDOCTORAL RESEARCH FELLOWS its research activities around four focus qualifications, and directs the planning of areas, namely (i) indigenous knowledge, the academic quality reviews in the Faculty. The Postdoctoral Research Fellowship (ii) urban worlds, (iii) human biological Programme (PDRF) is critical for a steady and cultural origins, and (iv) language increase in research output, and for and culture. The Centre received a INTERNATIONALISATION contributing to the intellectual profile and number of research grants for a range of activities in the Faculty. In 2011 there were projects across the four focus areas. There are currently a high number of 21 PDRFs in the Faculty. These fellows are individual researcher-to-researcher hosted in the following Departments and South Africa Research Chair in Social Change relationships, between academic staff in Centres: Sociology, Politics, Anthropology The Chairholder, Prof. Peter Alexander, our Faculty and academics in Africa and and Development Studies, Greek and Latin and his team of researchers focus the global arena, including Europe, the Studies, Philosophy, Religion Studies, Centre on South Africa and also engage in UK, USA, India, China, Brazil and Australia. for Sociological Research, Centre for Social comparative study. The core interest is Broader, faculty-based initiatives and Development in Africa, Centre for Culture political protests and social movements, agreements exist with Hyderabad (India), and Language in Africa and The South and the major project at present is Hong Kong University, Bordeaux 3 (France), African Research Chair in Social Change. South Africa's Rebellion of the Poor. Augsberg (Germany), and Renmin (China).
Sanlam Centre for Public RORY RYAN (PROF.) RESEARCH CENTRES Management and Governance Executive Dean: Faculty of Humanities The Centre, caters for professional public Centre for Sociological Research (CSR) sector capacity building by way of non- Prof. Ashwin Desai joined the CSR as formal extra-curricular programmes, Academic Director in September 2011. cooperative training and research initiatives The CSR engages in a wide range of with local government, industry and societal research areas, including a project on organisations, workshops and consulting. Alternatives in Development (SANPAD) on the township of Chatsworth in Durban; Centre for the Study of Democracy civil society discussions and mobilisations The struggle for democracy in South Africa around COP17; and racial inequalities inspired democrats around the world. But, in familial and economic institutions while it is fifteen years since a democratic and the consequences for adolescents system was achieved here, there was, until in post-apartheid South Africa. last year, not a single institute dedicated to the study of democracy in South Africa. The Centre for Social Development The Centre for the Study of Democracy, in Africa (CSDA) a joint initiative of the University of Led by Prof. Leila Patel, the CSDA is Johannesburg and Rhodes University, fills consolidating its research footprint locally this gap, under the Director, Prof. Steven and internationally as a leading research Friedman. The Centre is dedicated to an centre in the field of social development. attempt to understand democracy and In 2011, the Centre sustained its track the specific forms it takes within South record of accredited research output and Africa and on the African continent. has a solid pipeline of accepted accredited journal articles. Currently, 11 students are conducting their postgraduate QUALITY ASSURANCE research on Centre projects. In this way, the CSDA provides a training ground Quality assurance is a broad initiative, and for young researchers. Increasingly, is integral to the total academic function the Centre is a reference point in the in the Faculty. The Dean and Vice-Deans, Global South for international staff and together with the interlocking system
The honours pass rate of almost 93% is as a result of a renewed focus of ensuring that candidates complete their research essay on time.
49 Faculty Reports
The Faculty conferred 234 undergraduate degrees during three graduation ceremonies held in 2011. PATRICK O’BRIEN (PROF.) EXECUTIVE DEAN: FACULTY OF LAW
and 65% black. For several years now, Moot Court as part of their assessment Faculty of Law the majority of students in the Faculty in the courses Introduction to Legal have been female, and the percentage of Studies and Law of Civil Procedure. female students in 2011 remained at 62%, The Faculty of Law of the University of the same as in the previous two years. Compared to the first three law degrees Johannesburg celebrated two special conferred in 1970, the Faculty conferred anniversaries during 2011. The first was As far as the number of students taught 234 undergraduate degrees during three the 40th anniversary of its establishment is concerned, the majority of teaching in graduation ceremonies held in 2011. 10.2% as a faculty in the former Rand Afrikaans the Faculty does not take place in respect of registered students were postgraduate University in 1971. The second was the 30th of the aforesaid 1 698 law students, but in students in 2011. One doctoral degree anniversary of the opening of its Law Clinic respect of the service modules offered to was conferred in 2011, while 14 students in 1981. It is only fitting that in this thirtieth non-law students registered for diploma were registered for such degree. One year of the establishment of the Law Clinic, and degree programmes in other faculties. hundred and sixty students (125 in 2010) the Faculty should formally open a clinic During 2011, the Faculty offered service were registered for master’s studies, and 28 in Soweto, an area that played such an modules to 10 013 such students. The master’s degrees were conferred in 2011. important role in the development of our success rate in respect of these modules democracy and the vision of a society based was 76.7%, and averaged out with the 78.4% on human dignity, equality and freedom. success rate in the traditional undergraduate ACADEMIC DEVELOPMENT law modules to an overall undergraduate module success rate in the Faculty of 77.5%. In 2011, the Faculty presented 15 non- STAFF PROFILE subsidised programmes ranging from short courses to certificates and prestigious At the close of the academic year on 31 STUDENT PERFORMANCE diplomas. The Faculty’s non-subsidised December 2011, the Faculty had 35 full-time programmes provide members of the academic members of staff (excluding the In respect of teaching, the Faculty’s first- public, postgraduate students, civil Dean) who were appointed permanently year programme is a model for other law servants, legal practitioners and alumni or on a fixed-term contract exceeding one faculties and includes an integrated tutor with specialised training in a variety of year. There were 13 professors (including system, the varied use of technologies topics, including labour law, tax law, forensic a professor emeritus), one associate in support of student learning, and the investigations, money laundering control, professor, eight senior lecturers and 13 promotion of learning communities and banking law, social security, environmental lecturers. All the professors, the associate collaborative learning. In 2011, the Faculty law and the drafting of statutes. Several professor and two of the senior lecturers also introduced a system of writing support of the programmes are presented in two of the Faculty had doctorates. With a and development on second-year level. year cycles and are comprised of more than single exception, the remaining full-time The Faculty’s commitment to teaching one module. In 2011, the enrolment for the academic members of staff all held master’s and learning is demonstrated by Prof. modules in these programmes was 1 773. degrees. Fifteen (43%) of the full-time Dawie de Villiers receiving a Certificate of Of these, 1 072 students completed the academic members of staff were female, Commendation at the National Excellence programmes they registered for in 2011. one foreign and 11 (31.5%) were black. in Teaching and Learning Award Ceremony The programmes drew students from several Six had NRF ratings. Twenty-nine full-time held jointly by the Higher Education African countries, mostly from the SADC non-academic members of staff rendered Learning & Teaching Association of region, but also from countries farther afield. support services in the five academic Southern Africa (HELTESA) and the Council The programmes generated an income of departments of the Faculty; the Law on Higher Education (CHE) in 2011. R13.5 million, which resulted in a net surplus Clinic; the Faculty’s division administering to the Faculty of R1.5 million. However, more non-subsidised programmes; the Centre The Faculty’s top undergraduate achievers than R1 million thereof is earmarked for the of International Comparative Labour and are given the opportunity to participate Law Clinic. Social Security Law; and the South African in local and international moot court Institute for Advanced Constitutional, competitions, for example, the African The Faculty and its members are rendering Public, Human Rights and International Law. Human Rights Moot Court Competition; assistance to the Legal Education and the Jessup International Moot Court Development (LEAD) project of the Law Competition; the Child Law Moot Court Society of South Africa, which aims to serve STUDENT PROFILE Competition and the First-Year Moot the profession by providing an extensive Court Competition. In addition to formal battery of learning interventions and skills One thousand six hundred and ninety-eight moot court competitions, all students development activities. The Faculty’s students were registered in 2011 for the in the Faculty get the opportunity to relationship with the profession enables Faculty’s undergraduate and postgraduate prepare written heads of argument and it to work closely with various law firms in, programmes, of whom 35% were white to present an oral argument in the UJ for example, securing vacation work, job
UJ ANNUAL REPORT 2011
50 shadowing opportunities, bursaries in Pretoria. The dialogue brought together talks to attorneys, auditors, public and and articles of clerkship for top government representatives from Lesotho, private enterprises, and cultural and religious achievers. The Faculty’s relationship with Mozambique and South Africa, government organisations. Members of the Faculty are stakeholders in the industry benefits agencies, trade unions, research centres called upon to provide leadership and not only the Faculty and academic staff and civil society organisations. technical assistance inside and outside the members but ultimately its students. University and in both the local and the During 2011, Judge Johan Froneman, a A project on cultural diversity, constitutional international arenas. sitting judge in the Constitutional Court, values and social justice in the conflict presented a lecture on real security rights of laws is one of several projects of the Launched by RAU and Juta in 1976, the and the interaction between sections 25 Research Centre for Private International ‘Journal of South African Law’ (better known and 26 of the Constitution to the Faculty’s Law in Africa. This particular project by its Afrikaans acronym ‘TSAR – Tydskrif vir third-year students. was started years ago and culminated die Suid-Afrikaanse Reg’) was recently in five lectures and a seminar presented included on an internationally acknowledged During 2011, the Faculty concluded an by the Centre’s Director on invitation leading list of accredited journals (in the exchange agreement with the National at the Hague Academy of International Social Sciences Citation Index - SSCI - under Law University in Jodhpur, one of the top Law, from 1 to 5 August 2011. the auspices of Thomson-Reuters in the US). law schools in India. It also renewed its This is a clear indication of the internationally exchange agreement with the University SAIFAC, which receives generous funding accepted standing of this journal and no of Augsburg in Germany. In addition, the from the University Research Committee, other first-league South African legal journal Faculty had active exchange agreements organised a number of highly successful can boast of more foreign contributors. with five other foreign universities. Apart colloquia and conferences. These included This stature was further enhanced by the from this, the Faculty and its members a two-day symposium on religious rights inclusion of the journal in SCOPUS, the have other strong international relations, and freedoms held from 15 to 16 September largest abstract and citation database of as evidenced, among other things, by the 2011 at Constitution Hill. research literature and quality web sources number of foreign visitors hosted annually covering nearly 18 000 titles from more than by the Faculty. In addition, the Faculty To promote constitutionalism and 5 000 publishers. ‘TSAR’ acts as a proud serves as an Information Centre for the human rights more widely in society as ambassador for the University of Johannesburg Hague Conference on Private International a whole, SAIFAC worked together with by flying the University’s banner in many a Law in terms of a formal agreement. Constitution Hill, the Constitutional Court foreign research collection. Law Clerks and the Gauteng Debating The number of subsidy-generating League to educate learners in an exciting While the smallest of the nine faculties of publication units in respect of articles manner concerning the Bill of Rights. the University in terms of some indicators, published by members of the Faculty was The project in 2011 involved 24 schools the activities of the Faculty in 2011 show close to 60 in 2011. Four faculty members being given workshops on debating. that it does not allow this fact to define it. co-authored two complete books, one Many bright learners participated in the of which will hopefully generate research debating series and learnt how to argue PATRICK O’BRIEN (PROF.) subsidy. Faculty members were involved about matters in the Bill of Rights. Executive Dean: Faculty of Law in updating two standard law text books and contributed 14 chapters in books. The Faculty is particularly proud of the Law Members of the Faculty have been Library. The senior members of the Faculty responsible for several other publications. ensure that the collection is maintained These include fourteen articles in non- and continuously expanded to allow the accredited journals, several book reviews academic members of staff to remain and the updating of loose-leaf publications. at the cutting edge of their disciplines Faculty members presented almost 100 and enable the researchers to produce research papers at conferences, symposia, publications of international stature. workshops and the like, more than 30 of them abroad. The Faculty presented The establishment of the Law Clinic more papers than any other faculty at the 30 years ago was perhaps the strongest International Conference of the Association response of the Faculty to the paradox of Law Teachers of Southern Africa held created by the oppressive legislation of in Stellenbosch in January 2011. the past functioning within a sophisticated uncodified common-law legal system rooted in equity and fairness. From a humble RESEARCH beginning of 18 students (including the current Dean of the Faculty) in 1981, the The Faculty had four active research centres Faculty committed 245 of its final-year LLB in 2011, namely the Institute for Private students for service to the community in International Law in Africa, the Centre for 2011. Students received practical training Banking Law, the Centre of International at three law clinics on the Doornfontein Comparative Labour and Social Security Campus, the Kingsway Campus and Law (CICLASS) and the South African the Soweto Campus, the latter Campus Institute for Advanced Constitutional, housing the only custom-built law clinic Public, Human Rights and International in the country. During 2011, students and Law (SAIFAC), which is based at the Old staff held over 1 700 consultations at these Fort on Constitutional Hill. These research clinics, more than half at the Soweto clinic. centres produced publications, arranged seminars and submitted reports to national and international bodies. CICLASS, in STAKEHOLDER AND partnership with the Southern Africa Trust, COMMUNITY ENGAGEMENT the International Labour Organisation and with support from the Flemish Government, Stakeholder and Community Engagement organised a public dialogue on Cross- Members of the academic staff engage border Migration and the Portability of continuously with the Faculty’s stakeholders Social Security Benefits on 25 March 2011 and the community. This includes presenting
51 Faculty Reports Faculty of Management presents a change in strategic direction, informed by global changes, notably the managerial and leadership qualities demanded by successful emerging economies. DANEEL VAN LILL (PROF.) EXECUTIVE DEAN: FACULTY OF MANAGEMENT
focused on small business and social programmes will be maintained at 100 Faculty of entrepreneurship development, enrolments. In addition, the Department operating on all four UJ campuses. of Operations and Quality Management, Management with their focus on manufacturing, was The radar keeping the Faculty transferred to the Faculty of Engineering fleet aligned to its vision consists and the Built Environment. In improving OVERVIEW of five strategic measures: organisational efficiency, the Department of Entrepreneurship merged with the The 2011 Faculty of Management Annual • Worthy entrants, defining the recruitment Department of Business Management. Report presents a change in strategic of quality staff and students. direction, informed by global changes, Of our new appointments in 2011, 67% notably the managerial and leadership • The Faculty teaching and learning hailed from designated groups, with a qualities demanded by successful experience, taking centre-stage in further 19% being foreign specialists. emerging economies. Furthermore, we preparing 9 000 full-time students and Recruits are well qualified and enrich have accounted for UJ’s emerging strategic a further 5 200 employees and small our Faculty with extensive experience. intent to evolve into “an international business owners enrolled in a range of university of choice, anchored in Africa, 112 industry-customised professional dynamically shaping the future”. development programmes. TEACHING AND LEARNING
The Faculty now envisions the “development • Great job prospects, addressing the Our core contribution to the managerial of sought-after organisational leaders career aspirations of graduates and landscape is reflected in the large number creating legacies” with day-to-day activities members of staff. of new generation managers and leaders aimed at “developing future-fit leadership”. who have graduated. During 2011, For us, future fitness centres on creating a • Our postgraduate and research 746 national diplomas, 908 bachelor’s learning environment where lecturers and experience, preparing 1 000 degrees, and over 1 800 Professional students alike formulate sensible future- postgraduates to solve macro problems Development Certificates were conferred. orientated questions, source appropriate within organisations. information, and action sustainable solutions. We invested in enriching the undergraduate • Credible organisations, guiding our experience through the establishment of A team of 384 educators and administrators association with sustainable, people- the Centre for Social Entrepreneurship touched the lives of some 13 000 students. orientated organisations where our and the Social Economy aimed at Five doctorates, 54 master’s degrees, 239 graduates will continue life-long learning. exposing undergraduates to the dynamic honours degrees, 908 bachelor’s degrees, of social entrepreneurship. In all, the 746 national diplomas and over 1 800 The Faculty brand is grown through Faculty has 32 projects involving non- Professional Development Certificates were partnering for future-fit leadership. Our governmental organisations, small, conferred. Revenue from subsidies and behaviour aligns to our value of being medium and micro enterprises (SMMEs), tuition fees amounted to R268 million. ahead of our game; in how we promote and community-based organisations. A further R54 million was generated by academic integrity and drive value-adding commissioned research, grants and partnering, inspire each other towards Overall, an amount of R9.3 million was professional development programmes and continuous learning to be, and by being invested in supporting students and R11 million through the hospitality and culturally and diversity sensitive. staff in achieving credible qualifications. conference services offered by the School This investment makes sense when of Tourism and Hospitality. Research output considering that 59% of our first-year grew from 68 credits in 2010 to an ACADEMIC DEVELOPMENT students are first generation university estimated 117 credits. We hosted seven entrants in dire need of being socialised international conferences themed on job In attempting to up our undergraduate into the demands of tertiary education. creation, attended by 2 500 people, performance, the Faculty has implemented representing 43 countries. revised student selection criteria and Work-integrated learning (WIL) continues procedures. In addition the Faculty’s to be recognised as a strategic strength Enrolment Plan for 2012 considered of diploma programmes and remains a DEVELOPING FUTURE-FIT LEADERSHIP industry demand by equalising the intake high priority in the Faculty’s Quality Plan. of first-time entrants in diploma and The Faculty of Management may be degree programmes, planning a 5% year- In contributing towards the equitable compared to a fleet of ten departments, on-year growth in honours enrolments provision of reputable management two research-based centres and and feeding the industry demand education over all UJ campuses, the Faculty an institute; as well as two centres for our master’s graduates. Doctoral now offers three national diplomas, three
UJ ANNUAL REPORT 2011
52 degrees and a master’s programme with motivated additional investment from specialisation in Leadership in Developing Faculty Trust Funds. The Faculty Research Economies on the Soweto Campus. The Committee made 35 grants to the value office of the School of Leadership has also of R791 061. An additional R2 million been established at the Soweto Campus. was jointly invested by the University and the Faculty in upping the internal efficiency of our postgraduate system. STAFF PROFILE The Faculty also hosts six journals, all In providing credible qualifications, accredited by the Department of Higher the team of 384 staff members consist Education and Training. We also take of 148 permanent and 65 contracted pride in four members of academic staff academics and 116 permanent and 55 now serving as editors of leading journals contracted administrators. The equity in the field of business management. profile of the Faculty shows that 43% of permanent members of staff represent designated groups, with an equal gender PARTNERSHIPS distribution. About 53% of temporary staff members represent designated In staying in touch with global best practice, groups and three per cent foreign the Faculty partners with organisations appointments. About 31% of permanent caring about people. These partnerships academics represent designated groups enabled the Faculty to host seven and five per cent foreign appointments. international conferences on job creation in the course of 2011. Over 2 500 people from Of the permanent academic staff, 49 hold 43 countries participated in considering doctorates and 71 master’s degrees. By solutions to entrepreneurship and social the end of 2011, 14 members of staff had enterprise development, poverty alleviation, achieved their master’s degrees by means and leadership in emerging economies. of a university career support programme of whom five are already continuing with their doctorates. At present, 11 colleagues SUSTAINABILITY are still pursuing their master’s degrees. The cruel realities of the global economic In 2011 the Faculty’s 170 specialists downturn reinforced that every managerial generated contract research, grants and decision has an impact on our internal professional development programmes and external stakeholders, our sensitive, to about R48 million with research output interconnected ecological systems and growing from 68 credits in 2010 to an the manner in which we generate profit. estimated 117 credits in 2011. Consequently, the Faculty of Management reflected on the conscious and unconscious impact of its existence on other subsystems. RESEARCH The Faculty is now engaged in finding ways to combine profitable operations with During 2011, 239 honours degrees, 54 careful attention to the well-being of both master’s degrees and five doctorates students and staff while staying focused on were conferred. This slightly declined careful stewardship of Faculty resources. postgraduate result prompted an internal review of postgraduate efficiency. Selection, DANEEL VAN LILL (PROF.) supervision practices and postgraduate Executive Dean: Faculty of Management student support measures are all being reconsidered and benchmarked. It is concerning, however, that the Faculty has limited postgraduate supervision capacity and is in need of growing its pool of nine associate professors and 19 professors in order to deliver on growing supervision demands. The internal review
In 2011 the Faculty’s 170 specialists generated contract research, grants and professional development programmes to about R48 million with research output growing from 68 credits in 2010 to an estimated 117 credits in 2011.
53 Faculty Reports The vision of the Faculty of Science is to be a diverse and dynamic faculty, which innovatively creates new knowledge and develops leading scientists and technologists.
KINTA BURGER (PROF.) EXECUTIVE DEAN: FACULTY OF SCIENCE
qualification profile. This trend will continue use of communications technology, Faculty of Science as many more staff members were engaged undergraduate research and special in further study during 2011 and scholarship attention to the top-performing students. development was actively pursued. OVERVIEW A number of programmes and modules were The race profile of permanent academic amended during 2011 to improve the quality The vision of the Faculty of Science is to staff has also improved from 2010. Currently of our offerings. The extended programmes be a diverse and dynamic faculty, which 36% of permanent academic staff are black in particular received serious attention. innovatively creates new knowledge (in comparison with 29% in 2010 and 26% and develops leading scientists and in 2009). The gender profile showed an technologists. increase in female staff to 40% in 2011 RESEARCH compared with 38% in 2010 although it was The Faculty succeeded in achieving its 41% in 2009. Of the permanent academic The Faculty has submitted a subsidy claim key objectives in a number of critical appointments made in 2011, 64% were from to the Department of Higher Education areas. These include: creating an enabling the designated groups. and Training (DHET) of a total of 196.19 environment to staff and students; elevating research units. This number represents the staff profile of the Faculty; enhancing an increase of 44.8% on the 2010 output the learning experience of our students; TEACHING AND LEARNING, (of 135.48 units) and an increase of 65.3% increasing our postgraduate enrolments; ACADEMIC PROGRAMMES on the 2009 output (of 118.66 units). A improving success rates; enhancing the remarkable achievement is that the total research profile of the Faculty – in terms The Faculty has embraced an enrolment research output of subsidised units has of both the quantity and quality of research management strategy that focuses on increased with 171% from 2005 (72.36 outputs; and advancing the impact of access for success. After admission, units) to 2011; and that the per capita the Faculty in terms of its public and first-time students are introduced to output of permanent academic staff has community engagement and through its higher education by means of several increased from 0.4 in 2005 to 1.3 in 2011. marketing endeavours. support initiatives, including an academic In line with the Faculty’s drive to enhance orientation. At-risk students are identified its international footprint, it is pleasing to within the first month of 2011, interviewed note that 85% of the total units for 2011 STAFF PROFILE and then provided with additional support. were published in international journals.
During 2011 staff of the Faculty were housed The First-Year Academy in the Faculty of on the four campuses of the University. Science, established at the end of 2007, Support staff comprise research, technical functioned well during 2011. Among and administrative staff and represents others, the following academic issues 34% of all staff, compared with 29% in were discussed extensively and addressed 2010 and 30% in 2009. With respect to the during 2011: structured interventions permanent academic staff complement, the for at-risk modules, new trends in Faculty showed a marked improvement in its teaching methodology, the increasing
UJ ANNUAL REPORT 2011
54 “The Faculty continued with a focused strategy to recruit top performers from schools in especially the surrounding areas and to entrench its presence and profile in the media and among its stakeholders.”
The units for 2011 according to the (Department of Geography, Environmental winners, visits to schools by the Dean and subsidy categories are as follows: Management and Energy Studies), had staff, excursions, practical sessions and an active involvement in communities special lectures presented by lecturers • Journals: 160.75 where it demonstrated fuel efficient and to school children. A total of 133 open safe stoves, fire safety and the use of lectures were presented by staff members • Proceedings: 22.58 solar energy in low-income communities of the Faculty. These ranged from radio as well as energy efficiency in schools. and TV interviews to lunchtime lectures. • Books: 5.3 Two other projects worth mentioning • Chapters in books: 6.56 are the Adullam Project (Caring Hearts ENVIRONMENTAL SUSTAINABILITY Project) and the Parks Alive Project. Matters concerning environmental COMMUNITY ENGAGEMENT The Adullam Mission near Secunda aims sustainability are integrated in the AND SOCIAL IMPACT to provide a home environment, shelter research, undergraduate and postgraduate, and schooling for children of the area. In and community engagement programmes Community engagement, in the form the Adullam Project three components of the Faculty. Our new Citizenship module of service learning, community-based are explored, namely: agricultural contains specific topics on environmental research and community outreach, is a activities, the multicultural learner/ sustainability and several of our staff core academic function of the Faculty. staff environment, and the diversity of and postgraduate students are involved the socio-integration on the mission. in projects related to environmental The Faculty is involved in a total of 31 sustainability. community outreach projects. Staff are In the Parks Alive Project learners from encouraged to actively pursue opportunities around Westdene are taught ecological KINTA BURGER (PROF.) that will benefit the community, will promote and biological concepts through an Executive Dean: Faculty of Science scholarship, their discipline, the Faculty application of practical findings. and the University, and that will enrich their academic experience and profiles. BRANDING AND MARKETING The Science Centre on the Soweto Campus provides supporting and The Faculty continued with a focused enriching programmes to learners and strategy to recruit top performers from educators in the vicinity of the Soweto schools in especially the surrounding Campus in Mathematics, Physical areas and to entrench its presence Science, Life Science and Geography. and profile in the media and among its stakeholders. Actions in this regard The Sustainable Energy Technology include a Faculty Open Day (in addition and Research Centre (SeTAR), under the to the UJ Open Day), offering of bursaries Directorship of Professor H.J. Annegarn to Mathematics and Science Olympiad
Support staff comprise research, technical and administrative staff and represents 34% of all staff, compared with 29% in 2010 and 30% in 2009.
55 Contents
UJ ANNUAL REPORT 2011
56 “The Student Affairs Division focuses on creating a distinctive student life experience at UJ.”
Student Life
STUDENT AFFAIRS ARTS AND CULTURE SPORT
57 Student Life Under the leadership of the Executive Director: Student Affairs, the Student Affairs Division focuses on creating a distinctive student life experience at UJ.
Student Affairs STUDENT ETHICS AND key performance areas (KPAs). The seven JUDICIAL SERVICES KPAs are: policy development and review; case management; information management OVERVIEW Focus and dissemination; relationships with others; Academic honesty and integrity is an student development; staff management Under the leadership of the Executive integral part of academic excellence. and development; and operational matters. Director: Student Affairs, the Student Affairs Student Ethics and Judicial Services Division focuses on creating a distinctive promotes this through the effective Towards the end of the year it became student life experience at UJ. As an integral and efficient administration of the clear that a drastic intervention component of the University’s vision, disciplinary process and fostering a was necessary as the subdivision Student Affairs aims to create and facilitate culture of ethics among students. was not functioning optimally. various opportunities for learning as well as motivate students to devote their personal The goal of fostering a culture of ethics Case management time and energy to purposeful activities. has an element of student leadership A system was developed and controlled development as Student Ethics and to provide the fastest possible turnaround In keeping with the University’s mission Judicial Services trains and inducts time for cases (currently 18 days). The and strategic thrusts, the purpose of student leaders about their role in implementation of sentences was Student Affairs is to cultivate a rich living the University’s disciplinary process, monitored; appeals were managed; and learning community in which students the basic principles of disciplinary interventions regarding restorative justice develop a commitment to personal procedures and ethics and values. were conducted and controlled; and and intellectual growth, leadership and reports on specific cases were generated. service. The staff of Student Affairs One requirement for the University pursue this mission by collaborating with to achieve its purpose of sustained Information management and dissemination academic colleagues, support services excellence is for the student body to A system for recording key information staff and community partners to develop behave in a regulated manner. Should emanating from case management quality services and programmes. students not do so, there should be some was implemented. Quarterly reports function in the University that corrects of completed disciplinary cases were errant behaviour. Student Ethics and generated and submitted to the MEC, GOVERNANCE Judicial Services fulfils this function. the Executive Committee of Senate, the Council, the MEC: Academic, the The governance related to the various Performance MEC: Operations and Central Academic student matters is divided into the following At the end of 2010 the Executive Director: Administration. ImageNow, a document divisions: Student Ethics and Judicial Student Affairs approved that the management system, was utilised. An Services; Student Governance; Student responsibilities of the Director: Student internal evaluation system was developed. Media; International Student Affairs and Life and Governance should be limited to Student Accommodation and Residence Life. the Student Ethics and Judicial Services Discipline and fostering a culture of ethics Unit on a trial basis. At the beginning of Student Ethics and Judicial Services 2011 it became clear that a more definite contributes to student life in two THE NATIONAL STUDENT and permanent arrangement had to be ways. The first is the management and LEADERSHIP ACADEMY (NSLA) made and in March 2011 the Executive administration of discipline and the second Director: Student Affairs approved that is the fostering of a culture of ethics. The NSLA was launched in the year under Student Affairs should be expanded into review. A steering committee finalised a three units: Student Life and Governance, The Student Disciplinary Committee three-year implementation plan for the Student Ethics and Judicial Services, and (SDC) heard a total of 155 cases during NSLA which was circulated to all board Student Accommodation and Residence 2011. In only one of these cases was members for final commentary. Successful Life (SARL). Student Ethics and Judicial the student found to be not guilty. discussions were held with the South Services would receive additional human African Union of Students (SAUS), the and financial resources to grow into a Ethics ambassadors were selected, trained umbrella body for all university SRCs. subdivision equal to Student Life and and supported. These volunteers did not A project manager was also employed Governance and Student Accommodation only assist with projects conducted by and the most urgent priority is to start and Residence Life and meeting the the Student Ethics and Judicial Services raising funds that will support the expectations set by the Management but also organised initiatives of their own. execution of the implementation plan. Executive Committee (MEC). In April 2011 Inductions and training were conducted the Director, Head and Manager of Student for student organisations to inform them of Ethics and Judicial Services identified seven the UJ Student Regulations; to encourage
UJ ANNUAL REPORT 2011
58 them to lead by example; and to explain Focus accommodation were secured and a disciplinary processes and the role of Residences are involved in community standardisation of placement across student leaders in these processes. outreach projects and SARL has all campuses was achieved. An off- sustained partnerships with the existing campus executive committee was Student Ethics and Judicial Services UJ Community Engagement units. established to address issues regarding conducted an extensive and sustainable off-campus accommodation. campaign to encourage students to SARL also has partnerships with the City of be honest during examinations. Johannesburg and provincial government Challenges that need to be addressed in the provision of sport facilities and in Attracting white students to the residences For the first time since the merger, the implementation of the Commune remains a challenge. There is a need to Student Ethics and Judicial Services Policy. Sustained excellence is also streamline the residence application process was able to make a quality assessment achieved through the implementation of and investigate electronic applications. of the UJ Student Regulations being the Off-campus Student Code of Conduct readily available to all students. and the UJ residence management Xenophobia and gender-based violence practices on off-campus properties. are still prevalent among residence STUDENT ACCOMMODATION students, along with discrimination AND RESIDENCE LIFE (SARL) Twenty per cent of the spaces in the against gays and lesbians. Off-campus residences have been reserved for accommodation service providers often Overview international students as dictated by do not fully comply with policy and The SARL portfolio comprises the the Placement Policy. International procedures and try to bribe staff and following: residence operations, admission students are also assisted with alternative students. It is difficult to replicate residence and placement, residence life, and off- off-campus accommodation. programmes and activities in off-campus campus accommodation. Residence accommodation. Annually increasing the operations refers to day-to-day operational Annual house committee training in number of beds in accredited off-campus activities. Residence admissions and student development and mentoring is accommodation remains a challenge. placement refers to placement of conducted. There are interventions on residence students in specific residences the issues of Ubuntu; xenophobia; gender First-year Concert in line with the placement policy. violence; and violence against lesbians, Once again the First-year Concert of 2011 gays, bisexuals and transsexuals. Regular was an unforgettable experience. The Off-campus accommodation is defined meetings with SRC, house committees theme was transformation and diversity. as private properties which have been and primaria councils are conducted. evaluated, accredited and approved Mr and Miss RAG 2011 by the University to provide alternative Performance The pageant was targeted at first-year accommodation to cash-paying students, Procedures to deal with disciplinary cases residence students. First-year students NSFAS and bursary-funded students who in accredited off-campus accommodation entered the pageant voluntarily and a cannot be accommodated in UJ residences. were set up and an annual review of student from APB won the title of Miss the off-campus policy was conducted. RAG 2011. Part of her responsibility was Fifteen thousand beds for off-campus to become an ambassador for community engagement for the residences. Student Ethics and Judicial Services conducted an extensive and sustainable campaign to encourage students to be honest during examinations.
59 Student Life
The residence debating team took second place at the national debating competition at Wits University.
RAG Year-end functions and award ceremonies Development; the Gauteng Department RAG was once again a very colourful Most residences hosted award ceremonies of Education; the Department of Social event with most of the residences from or functions where prizes were awarded to Services; the Auckland Park, Rossmore, all campuses competing. The winners students who have excelled in academics, Melville and Brixton communities; Sports were the Dromedaris men’s residence leadership and sport. and Recreation South Africa; and the City and Amper Daar ladies residence. of Johannesburg Ward 69 Councillor. The total amount of money raised for Sport charity during procession was R3500. 2011 was once again a very active Leadership footprint year for the residences with regard On-going diversity training and a value- Gladiator games to participation in the league games. based approach and interventions in This fun-filled activity took place at the The soccer was won by the Habitat ubuntu, xenophobia and gender-based Soweto Campus and was well supported residence, the netball was won by Aurum violence and violence against gays, lesbians, by students. and the rugby was won by Bastion. bisexuals and transsexuals commenced in 2011 and will be continued in 2012. Loudspeaker This activity is similar to public speaking and ENVIRONMENTAL SUSTAINABILITY helps students to be more assertive and confident when they speak to large groups. The Going Green Campaign was initiated; energy-saving bulbs were fitted; Debate boilers were switched off when not in The residence debating team took use; smoke detectors were installed second place at the national debating in all residences; recycling bins were competition at Wits University. placed outside all residences; cleaning campaigns to reduce littering were National Serenade initiated and joint interventions with the All residences took part in the campus Operations and the Occupational Health serenades and the winner of each campus and Safety Units were conducted. took part in the champion of champions. Afslaan and Annirand went on to win Stakeholder engagement the National Serenade competition Internal partnerships were maintained held at the University of Pretoria. with UJ Sports, Arts and Culture, the UJ International Office, UJ Occupational Social life Health and Safety, UJ Protection Services, The residences have a very active PsyCaD, the Institutional Office for HIV social life. An outstanding feature and Aids and the Campus Health Clinic. of this social life is the intermarriage External partnerships were initiated or ceremony which took place between maintained with provincial Government; the male and female residences. the City of Johannesburg Urban
UJ ANNUAL REPORT 2011
60 “Student Life and Governance introduced the Emerging Student Leaders’ Programme for prospective leaders and conducted student induction and a range of training programmes.”
STUDENT LIFE AND GOVERNANCE Engagement Office, introduced the concept of community engagement training At the beginning of 2011, Student Life and to other student formations. All four Governance comprised only Student campuses subscribed to minimum news Governance under the leadership of the coverage of 20% by the ‘UJ Observer’. Head: Student Governance with four areas of responsibility, namely, the SRC, Student Leadership that matters Societies, RAG and Promotions. By the end Student Life and Governance introduced of 2010 it was proposed that Student the Emerging Student Leaders’ Programme Governance should be divided into Student for prospective leaders and conducted Life and Governance with the addition of the student induction and a range of training student newspaper. It was recommended that programmes. The NSLA also conducted the position of the Head: Student Governance the training programmes for the SRC. be upgraded to the position of Director. The Head: Student Governance acted as Director: Resources that enable UJ’s Student Life and Governance from 1 February fitness for purpose 2011 to 31 December 2011. Student Life and Administrative and managerial support Governance was given the following additional was provided to the SRC with regards responsibilities: planning the annual student to the meal-assistance programmes and diary, providing administrative support for the the SRC trust fund for needy students. SRC meal-assistance programme, managing Discussions were initiated regarding the the SRC Trust Fund and implementing the re-introduction of the mentoring system Emerging Student Leaders’ Programme. and sabbatical leave for the UJSRC President and Secretary-General.
FOCUS Induction, training and recognition of student leaders Equivalence of all campuses The following programmes and interventions Similar conditions of operational work were provided: SRC induction and space such as offices and boardrooms were inauguration; SRC leadership development; provided for each area of responsibility SRC review; SRC elections; societies’ training in line with the required standard of the and planning; awards and recognition; existing infrastructure on each campus. emerging student leadership training; Student Life and Governance ensured financial literacy; coordinating handover, that most of the RAG activities were elections of committees for each society; a characterised by community outreach strategic review and operational planning. initiatives. Student Life and Governance, with the help of the Community
“2011 was once again a very active year for the residences with regard to participation in the league games.”
61 Student Life
“UJFM 95.4 is a community radio station of the University of Johannesburg managed by a Board appointed by the University, with its mission being to provide quality programming that speaks directly to the needs of the UJ student and staff community.”
ENVIRONMENTAL SUSTAINABILITY UJFM 95.4
Student Life and Governance partnered UJFM 95.4 is a community radio station with Generation Earth in a Generation Earth of the University of Johannesburg Glass Recycling Awareness Campaign. managed by a Board appointed by The Division also sponsored the awareness the University, with its mission being campaign for reducing UJ’s carbon to provide quality programming that footprint. The Green Life student society speaks directly to the needs of the at the Doornfontein Campus celebrated UJ student and staff community. the Green Woman Awareness Campaign. UJFM 95.4 aims to train and develop students for professional careers in the STAKEHOLDER ENGAGEMENT media and corporate worlds; to include regular healthy lifestyle activations by Student Life and Governance conducted student leaders; and be involved in external benchmarking with other community social investment projects. universities. The Independent Electoral Commission (IEC) conducted the The ‘Talk Radio’ aspect of programming was SRC elections. Internal stakeholders extended to 30% of the station’s airtime include Protection Services; Student in 2011. Throughout the year the station Accommodation and Residence Life; hosted the following: Student Ethics and Judiciary Services; Academic Development and Support; • The IOHA Stigma Knock-out Challenge Human Resources and Finances. • On-air debates with UJ residences
LEADERSHIP FOOTPRINT • On-air interviews with sports personalities
The participation of the student • On-air content programming in leadership in the various risky student partnership with PsyCaD behaviour campaigns and interventions on environmental sustainability helped contribute to UJ’s leadership footprint.
UJ ANNUAL REPORT 2011
62 Arts and Culture Productions: STAKEHOLDER ENGAGEMENT Three UJ Arts and Culture productions UJ Arts and Culture is a world-class were presented in the Arts Centre Theatre. UJ Arts and Culture facilitated a new performing and visual arts facility offering One production was presented on the DFC partnership between IOWA and Drama a wide range of vocational and hands-on Campus and one production was developed for Life (DFL).This was initiated around HIV practical training programmes, in various on the SWC Campus. The first UJ Poetry awareness, and culminated in the Love aspects of the performing arts, on all four Festival was presented in the amphitheatre. & Another National Poetry Slam Festival. UJ campuses. The UJ Arts Centre is located LIBERATI, UJ’s lesbian, gay, bisexual on the Kingsway Campus and comprises Music: and transgender group, partnered with an art gallery, a 436-seater state-of- In January 2011, the 2010 Choir undertook Reading Gay, a series of staged readings the-art theatre, dance studios and choir a very successful tour to New York where of new South African plays dealing with rooms. Other facilities include the intimate they performed in Carnegie Hall. The 2011 sexuality. Student Marketing partnered Experimental Theatre on the Kingsway Choir did a total of 21 concerts, took part in with UJ Arts and Culture to present a Campus and the 150-seater Con Cowan two workshops and sang at 16 graduation three-week run of Shakespeare’s ‘Othello’ Theatre and dance studios on the Bunting ceremonies on APK. Fifty-two weekly in the Arts Centre Theatre, aimed primarily Road Campus. Sundowner concerts were presented. The at learners at tertiary institutions. Unijoh Chorale won three competitions, In addition to producing student drama, including the Gauteng Arts and Culture UJ Arts and Culture partnered with the dance and musical theatre, these venues also MEC Award. Brand and Marketing Office to facilitate serve as receiving houses for professional industrial theatre performances for the South African and international productions, Intercampus activations: launch of the ‘U at UJ’ Campaign. The concerts, exhibitions and events. The first Intercampus Choir Festival Architecture Lectures Series was presented took place in the Sanlam Auditorium in partnership with FADA. UJ Arts and in collaboration with MUSO. The year Culture entered into a formal partnership STRATEGIC THRUSTS AND TARGETS culminated in an inaugural collective with the Arts and Culture Trust (ACT) to UJ Arts and Culture Showcase. develop and present a joint arts and The Division aimed to balance performing culture conference. arts against the emphasis on music and Marketing: the visual arts. Arts and Culture focused The primary publicity focus shifted to on activating Con Cowen and integrating increasing visibility and support among Doornfontein Campus and Soweto Campus. the UJ student body across all campuses, Arts and Culture created a strategy to without losing the gains in the established align their collateral with the UJ brand, platforms. Relationships with various to be implemented in 2012. The Division groups on campus, including societies and also set a target that at least 80% of their residences, were established and nurtured. facilitators, staff and guest performers This resulted in an increase in group have standing in the arts industry. bookings from student bodies during 2011.
The UJ Arts and Culture Facebook page PERFORMANCE and Twitter account’s popularity increased by more than 300% during the year under Gallery: review. Relationships were forged with Ten visual art exhibitions were presented the production team of MK-Kampus, together with walkabouts and lectures with two of our productions featured on for the general public, school groups two different episodes. The UJ Choir’s and students. An inventory for the UJ CDs were established on classical and art collections on the APK, APB and DFC religious playlists at an international level. campuses, presently valued at R37 495 200, was compiled, and the conservation of this collection was guaranteed through restoration and framing processes.
63 Student Life
Sport FOCUS Work-integrated learning at the clinic consisted of observation of biokinetic Sport is structured to accommodate a Eight strategic goals guide the interventions, assisting qualified collaborative strategy and integrated implementation of the vision and mission biokineticists and contact hours in approach for the provision of sport and are in line with the goals of the which patient profiles and medical participation, as well as sport-related University of Johannesburg. They are to evidence were discussed. education and training opportunities provide and support sustained excellence to all stakeholders within and outside of the academic programmes; research The number of biokinetic intervention the University. and community engagement; to strive sessions increased by 10% (from 4 163 for equivalence of services and access to to 4 589) in comparison with 2010. New A vision of “Setting the trend in university facilities on all campuses; to embark on equipment was acquired during 2011. All sport” was adopted, with a mission internationalisation; to continuously build the rehabilitation equipment was serviced statement, “To provide multi-levelled a reputable UJ Sport brand; to develop during 2011 by an accredited service academic and sport opportunities to leaders for and in the University and public provider. An amount of R2 000 868 for communities through innovative and life; to expand the alumni base; and to play the building of a hydro-wellness centre on integrated professional services and an active role in UJ’s fitness for purpose. the APB Campus was approved. Although programmes”. this project was scheduled to commence in 2011, it was postponed to 2012. Integrated strategy PERFORMANCE The integrated UJ Sport model provides Performance Excellence Unit the opportunity for students studying Commercial and Marketing Unit The focus for the Performance Excellence a course in the Department of Sport The UJ Sport Commercial Unit (CU) works Unit in 2011 was consistency, whereby the and Movement Studies to get access to closely with the UJ Commercial Office. service providers conducted follow-ups practical experience in UJ sport clubs, the In 2011 the UJ Commercial Unit focused and interventions with the student athletes Performance Excellence Unit, the events on legal services; sport products and on a regular basis. The Performance environment as well as the Biokinetic services; sport courses and clinics; sport Excellence Division consists of the Sport Clinic. The Biokinetic Clinic offered work- funding; and sport facilities. A total income Science and Sport Psychology Units as integrated learning experience to 16 of R5 873 679 was generated in 2011 well as the medical support functions. UJ Biokinetic honours students. Work- through sponsorships, sport products, integrated learning was also offered to 13 services, sport facilities and funding. A The Unit for Performance Excellence offered Wits University Biokinetic honours students. further proposal was put forward to the the following programmes and services National Lotteries Distribution Fund (NLDF) during 2011: preventative screening of The Performance Excellence Unit offered for a facilities upgrade, sport-specific high performance UJ student athletes; a work-integrated learning opportunities research and campus league sports. functional training area; the appointment to 18 UJ Sport Science honours students. of four strength and conditioning coaches Work-integrated learning for the Sport Relationships were continued with, for six UJ teams as well as two for the Management honours students was amongst others, 702 Walk the Talk, the gymnasium; on-site biokinetic services; – for the first time – formally initiated Gauteng Department of Education, limited and controlled physiotherapy in the UJ Sport environment and 16 Direct Leisure Holdings (Mitre), sessions; counselling; self-leadership students completed their internship. ASEM, FIFA and ABSA. Existing and personal development; and team sponsorships were renewed for 2012. building sessions for UJ sport teams. Strategic planning In order to plan and prepare for the next Biokinetic Clinic Projects and events decade, UJ Sport and the Department of The core business of the Biokinetic Clinic UJ Sport hosted many events during Sport and Movement Studies engaged is to provide a relevant environment for 2011, including the annual Intervarsity, in various strategic sessions in 2009 the Biokinetic honours students from the annual USSA Rowing Sprints, the and 2010. In 2011, group leaders for UJ and Wits. In 2011 students gained USSA Cycling tournament, as well each of the key performance indicators in-house clinical experience with a as the Rugby Academy week. focused on steering the process of diverse client base. The Biokinetic Clinic finalising the implementation plan. strived to provide adequate support to The Biokinetic Clinic was involved in the teaching and learning needs of the the University’s Wellness and Resilience Biokinetic honours students in accordance Programme for 18 members of the UJ with UJ’s Quality Assurance Criterion. Executive Leadership.
UJ ANNUAL REPORT 2011
64 The development of additional sport facilities at the Soweto Campus contributed to the increase in students’ sport participation during 2011.
Various functions were arranged during sport facilities at the Soweto Campus identification of athletes at junior national 2011 to congratulate and acknowledge contributed to the increase in students’ tournaments; the St Stithians, St Johns students on their achievements, sport participation during 2011. and KES Easter Festivals; open days and including sport achievers at the annual road shows; and the hosting of events. formal sport Gala Awards Dinner. Recruitment UJ Sport, in liaison with other UJ UJ Sport manages two suites at Coca Departments such as PsyCaD and the PERFORMANCE Cola Park. A total of 1 214 guests were Student Enrolment Centre, identified entertained in SE 401 whilst the NW various projects and events for recruitment Athletics, cross country and road running 302 was rented out for six matches. purposes. Recruitment is focused on Track and field potential student athletes who are Six UJ athletes represented South Africa Sport participation also quality sport participants. at the World Student Games in UJ Sport provides participation Shenzhen, China. opportunities to all students and staff UJ Sport centralised the administration of according to their needs and their level of student athlete recruitment during 2011. Cross country talent and competence in sport. In order A staff member was identified to manage Two UJ students were selected for the to do that, participation is categorised this portfolio. One hundred and ninety- national cross country team which took part on a continuum that includes events- nine applications were processed by the in the IAAF Cross Country Championships. based participation on the one end, Recruitment Office, of whom 45.3% were and high-performance participation on accepted for their first choice while 16% Basketball the other end. Between these extremes were accepted for their second choice. Three UJ students competed in the competitive participation is positioned. Thirty-five applications were incomplete Senior All African Games Qualifiers. Through this approach participation and another 42 were not accepted. opportunities are offered to students on Therefore 61.3% of the applications were Cricket different levels and campuses in order successful, for either their first or second The UJ First Team finished first in the to provide a preferred and professional choice. One of the major concerns is that Gauteng Premier League. As a result student sport experience and to identify, 59.3% of the applicants did not apply for they competed at the National Club develop and nurture sport talent through residence accommodation. The core of the Championships where they reached the final. a process of continuous development. internal leagues is the sport participation by students residing in hostels. The decline Football UJ Sport should continuously increase in residence application can negatively The Steinhoff UJ Women’s Football participation rates for the Bunting, influence sport participation at UJ. A UJ Team won the USSA National Club Doornfontein and Soweto Campuses. In Sport Recruitment Day was attended by Football Championships for the third order to increase participation on these all the APK hostels as well as the sport time in four years. Four players were campuses, access to sport facilities should managers and 96 potential recruits for selected for the Olympic Qualifiers and be further investigated, in particular 2012. Examples of recruitment projects this team will be representing South for the students from the Doornfontein include coaching clinics and courses Africa at the 2012 London Olympics. Campus. The development of additional for schools; mini and junior clubs; the
“Various functions were arranged during 2011 to congratulate and acknowledge students on their achievements, including sport achievers at the annual formal sport Gala Awards Dinner.”
65 Student Life
Hockey Golf player in the world. Another UJ player Indoor hockey UJ finished second at the Davis Cup and won the ACSA Soweto Open, the Sri Two women obtained junior provincial two players received their USSA Colours. Lanka Open and SCC Open during 2011. colours and nine men were awarded One female golfer played the Gate American He is now ranked 32nd in the world. junior provincial colours. Junior Masters in Florida, finishing the best of the South Africans in tied seventh. Squash Field hockey Both the UJ men’s and women’s Two men and one woman were selected Martial arts second teams won their respective for the senior national team to take part The men’s team won the USSA team Kumite leagues. One UJ athlete represented in the Africa Cup. Both teams secured Championships for the seventh consecutive Namibia at the All African Games and the Gold Medal. One UJ alumnus broke year. Two UJ students represented South the World Team Championships. the 20-year-old world record for the Africa at the All Africa Games where most goals scored in test matches. one was awarded a bronze medal. Tennis A UJ athlete was included in the USSA Netball tennis squad for participation in the One woman was selected for the SPORT FOR STUDENTS World Student Games in China. South African U/19 Netball team and WITH DISABILITIES competed at the Junior Africa Games. Volleyball Wheelchair tennis South Africa and Rowing The UJ men’s team came second in Rowing South Africa appointed the University of the National Club Championships. The UJ women’s team won the USSA Johannesburg as the high-performance Sprints and the USSA boat race. training and development centre for their Water polo The UJ Rowing Club finished in the internationally competing athletes. Two men made the USSA Team, five runners-up position at both the SA students received junior provincial Championships and the Buffalo Regatta. Athletics: track and field colours and five students received Three students participated in the senior provincial colours. Rugby International Paralympic Committee The FNB UJ Rugby Club won the 2011 USSA (IPC) World Championships with one Boxing tournament. UJ topped the 2011 Varsity student winning a silver and bronze medal A UJ student is the current holder of the Cup log and in doing so, UJ qualified for and another winning a gold medal. IBO Youth World Heavyweight title. the semi-finals for the first time in UJ’s Varsity Cup history. One UJ student was Wheelchair tennis selected for the senior national rugby squad One UJ player was the runner-up at and another was selected for Namibia and the Melbourne Open, narrowly losing competed in the IRB Rugby World Cup. to the fourth-ranked wheelchair tennis
UJ ANNUAL REPORT 2011
66 7 sport clubs were involved in projects that focused on coaching, talent identification and coach development.
ENVIRONMENTAL SUSTAINABILITY and UJ Sport became involved with the Foundation of SA, the Sport Specialisation Faculty of Health Sciences in the Riverlea Training Committee, the SA Sport Medicine Apart from the sustainability requirements community during 2010. Unfortunately Association (SASMA), and the African of the management of UJ Sport, the the progress was hampered during Institute of Transformation and Leadership. sustainability of sport performance is 2011 as a result of a change in political UJ Sport staff and students represented the dependent on high-performing participants, leadership after the local elections. University of Johannesburg at university, quality facilities, high-level competitions and regional and national level. Three staff academic performance. This is managed members attended the World Student through recruitment, bursaries/scholarships, STAKEHOLDER ENGAGEMENT Games in China in leadership roles. facility development and maintenance, and coaches. A challenge regarding UJ Sport has formal and informal links with the physical sustainability in UJ Sport is a variety of associations and institutions, the potential of sound, light and space including the South African Sport (parking) pollution at the UJ Sport facilities, Confederation and Olympic Committee in particular at the stadium in Auckland (SASCOC), Sport and Recreation South Park. In addition to this the recycling Africa (SRSA), national and provincial sport of event waste is another sustainability federations, sponsors, all the universities aspect that should be attended to. in South Africa, University Sport South Africa, the Gauteng Department of Sport and Recreation and other sport clubs. COMMUNITY ENGAGEMENT
It is imperative for all UJ Sport Units LEADERSHIP FOOTPRINT to be engaged in communities. Seven sport clubs were involved in projects that The staff members of the Biokinetic focused on coaching, talent identification Clinic presented a variety of guest and coach development. The Biokinetics lectures at the UJ Department of Sport Clinic also provided biokinetic services and Human Movement Studies as well to senior citizens. Twelve staff members as at Wits. The Biokinetic Clinic is the and 46 students were directly involved most specialised centre in South Africa in programmes where 7 405 individuals for patients with movement disorders. benefited. UJ Sport is also committed to The sport scientists, physiotherapists, the community programme in Manica, dietician and sport psychology staff of the Mozambique. The total number of Performance Excellence Unit are integrally participants in the various activities involved in structures and committees (including life skills, football and computer of the Physiotherapy Society, SARU, literacy) was 6 980 during 2011. Lastly the the Association for Dietetics in SA, the Department of Sport and Movement Studies Association for Autism, the Glycaemic
“The Biokinetic Clinic is the most specialised centre in South Africa for patients with movement disorders.”
67
“Building and maintaining relationships with stakeholder groups is central to the business of the University.”
Stakeholder Engagement
69 Stakeholder Engagement
Overview Performance In order to identify the Top 100 UJ Alumni, 300 names were submitted to the nine Building and maintaining relationships with ALUMNI Deans for final approval. Nominations for stakeholder groups is central to the business the UJ Dignitas Awards were finalised by of the University. Stakeholder engagement A total of 20 stakeholder events were the Selection Committee in September. impacts directly on UJ’s brand awareness organised, including the following: The event was coupled with the Council and brand resonance. Dinner and nominated candidates received • The Annual General meeting of the their awards in November. UJ’s six Goodwill The stakeholder groups include, among Convocation as well as a follow-up Ambassadors, Francois Pienaar, Russell others, staff; students and prospective meeting with retired convocation Loubser, Simba Mhere, Aubrey Parsons, students; parents and fee-payers; schools members as identified by the President Neville Nicolau and Bokang Mojane, and learners; alumni; donors and of the Convocation in consultation with all played an active role in alumni prospective donors; bursars; local and the Registrar; events in 2011. international foundations/trusts; sponsoring companies; corporates; municipalities; • Career Fair, with alumni participation; government; peer institutions and local and ADDITIONAL PROJECTS international media. • Welcoming of graduates as members of alumni and the convocation of UJ; Apart from the targets set for alumni, Additionally there are a number of additional projects were worked on. Alumni engagements with stakeholder groups • Women Leadership Conference; Offices were established on three campuses reflecting work undertaken in community – Kingsway, Soweto and Doornfontein. engagement within the faculties and • Special networking project with young, Two workplace forums were established at support service divisions. dynamic alumni of UJ; Sizwe Ntsaluba, an accountancy firm; and the Top Achievers project was managed. Most of this stakeholder engagement • Top Achiever’s Club (current students); Recommendations for the Student Discount is managed through the Institutional Card were submitted to the MEC for Advancement Division which deals • Dignitas: call for nominations and final final approval; RAU and Vista Alumni lists directly or indirectly with the University’s award function during the Council dinner; were put in place for Legacy Alumni; and stakeholders as part of its core business. the Alumni Newsletter was completed • Affinity group events; in December 2011. Finally, considerable The core business of the Strategic work was done on the Alumni Portal, Partnerships Section within Institutional • Alumni dinners; which will be launched in March 2012. Advancement is relationship building, management and collaboration. This • Arts and culture events; entails the development of longstanding and mutually beneficial relationships and • Specialised alumni events. partnerships with the broader academic, social and economic community of South Alumni relations performed well against Africa. The Section facilitates the initiation, its set key performance indicators. The development and registration of UJ partners new Alumni Strategy 2011 to 2020 was in the nine faculties and across the presented to MEC and approved in four campuses. April 2011. The number of alumni paying members increased from 2 116 to 2 277, In 2011 Internationalisation was which was an increase of 10.1%. The Affinity reconstituted as a stand-alone division Programme was developed and marketed under a new Executive Director (ED) to alumni, which included the initiation of in order to more seamlessly execute the following affinity groups in 2011: Sport; Internationalisation as a key strategic thrust Choir; Law; Accounting; Mining; Marketing of the University. From September 2011 the and Graphic Design. Alumni Relations Division was structured to subsume units for updated their database with 23 000 names International Partnerships, Study Abroad, and addresses, exceeding the 2011 target of International Marketing and Recruitment 20 000. Communication was sent to alumni and International Student Welfare. The on a monthly basis and positive feedback latter part of 2011 thus forms an important was received. watershed and foundation period for a reconfigured Internationalisation structure and programme for UJ. The number of alumni paying members increased from 2 116 to 2 277, which was an increase of 10.1%.
UJ ANNUAL REPORT 2011
70 “The Division of Internationalisation is charged with ensuring and assuring a University of Johannesburg that is characterised by ‘an international profile of students, staff, scholarly output and institutional reputation’.”
INSTITUTIONAL STAKEHOLDER three hospitals on that day. A UJ student International Educational Exchange (CIEE) ENGAGEMENT volunteer programme at the hospitals and a relationship was established with the is set to commence in April 2012. Accommodation Management Office. Agreements facilitated by the Development Office within Institutional Advancement Another collaboration agreement Welfare work was carried out throughout are primarily in aid of funding projects. was sealed between the Faculty of the year, which included the International The responsibilities associated with the Management and Ward 69 Johannesburg, Festival; meetings between the UJSRC agreements reside within the faculty/ involving the provision of training for and UJISS were facilitated; and student department of interest and not in women entreprenuers in the Brixion buddies were recruited and trained. A Development. One exception was community. The Ekurhuleni Muncipality number of delegations from abroad were the agreement facilitated with Kalahari.net initiated a partnership agreement with received throughout the year, primarily for in 2011, which was signed in aid of additional UJ in August 2011, where UJ will assist purposes of exploring collaboration with UJ. third-stream revenue for UJ by means them with research projects. The Faculty In the latter part of 2011, such discussions of selling books through a UJ/Kalahari of Science engaged the South African emphasised funded or part-funded online bookstore. Nuclear Energy Corporation, (NECSA), student mobility. The UJ MEC also visited agreeing to work together to identify and several institutions in the United States of The Development Office facilitated the establish mutually beneficial research areas America to explore possible partnerships. signing of a Memorandum of Understanding in order to contribute to national skills (MoU) between the Faculty of Health development and economic growth. Approximately 30 international partnership Sciences and Philips in aid of collegial events were hosted. A new agreement work in the health sector. The Development The Alumni Office reached an agreement was signed with Kirklareli University Office also facilitated an MoU between the to work together with “I Can”w and and a renewal with Vrije University. New Faculty of Humanities and the Department the John Maxwell Foundation in a UJ-initiated discussions were entered of Arts and Culture in aid of bursaries for student leadership programme. into with the United Nations Institute for Humanities students. Development and Economic Planning The Community Engagement Office will (IDEP). This involved collaborations such An agreement was signed between UJ be partnering with the Mellon Housing as the IDEP/UJ Master’s Programme in and the President and Fellows of Harvard Foundation based in Cape Town in Industrial Policy; the UJ/Makerere University College in aid of the collaborative project, the UJ Student Volunteer Programme, offering of the IDEP/UNDP short course the Education Leadership Institute. In involving a building project for students. on Global Gender and Economic Policy addition, the Faculty of Education signed Management; and the Executive Leadership agreements with the Anglo American Consortium of African Universities led by Chairman’s Fund (for R1 000 000) and the INTERNATIONAL PARTNERSHIPS IDEP, Harvard University and UJ. At least FirstRand Foundation (for R1 500 000) for two of these initiatives will start in 2012 money received towards the Education The Division of Internationalisation is Leadership Institute Project. charged with ensuring and assuring a University of Johannesburg that is The Arts and Culture Section within characterised by “an international Institutional Advancement was responsible profile of students, staff, scholarly for a new partnership between IOWA (UJ output and institutional reputation”. HIV Unit) and Drama for Life (DFL) which Between September and December focused on HIV awareness. UJ Arts & Culture 2011, the newly formed Division also entered into an agreement with the established a fully resourced Office; Arts and Culture Trust (ACT) to develop and structured a Study Abroad Programme; present a joint arts and culture conference. and developed new partnerships and relationships with local embassies, The Strategic Partnerships Section of in addition to recruiting exchange Institutional Advancement facilitated students and supporting the Student partnership discussions and a number of Enrolment Centre regarding international collaboration agreements were finalised in student applications processing. 2011. Community Engagement worked with Helen Joseph, Chris Hani Baragwanath and The reconfigured Division was introduced Charlotte Maxeke hospitals for Mandela to study-abroad providers such as the Day on 18 June 2011. Over 500 UJ staff International Student Exchange Programmes and students did volunteer work at the (ISEP), Interstudy, and the Council on
71 UNIVERSITY OF JOHANNESBURG EXECUTIVE LEADER GROUP ELG
PROF IL RENSBURG PROF A HABIB. DEPUTY VC: RESEARCH, PROF JH KRIEK VICE-CHANCELLOR AND PRINCIPAL INNOVATION & INSTITUTIONAL ADVANCEMENT DEPUTY VICE-CHANCELLOR: FINANCE
PROF ME MULLER DR PZ NJONGWE PROF A PAREHK PROF D VAN DER MERWE. DEPUTY VC: HUMAN REGISTRAR DEPUTY VICE-CHANCELLOR: STRATEGIC SERVICES DEPUTY VICE-CHANCELLOR: ACADEMIC RESOURCES & INSTITUTIONAL PLANNING
PROF M SAUTHOFF PROF A DEMPSEY PROF S GRAVETT PROF T MARWALA EXECUTIVE DEAN: FADA EXECUTIVE DEAN: FEFS EXECUTIVE DEAN: EDUCATION EXECUTIVE DEAN: FEBE
PROF A SWART PROF RP RYAN PROF PH O’BRIEN PROF D VAN LILL EXECUTIVE DEAN: HEALTH SCIENCES EXECUTIVE DEAN: HUMANITIES EXECUTIVE DEAN: LAW EXECUTIVE DEAN: MANAGEMENT
PROF IC BURGER PROF E DE KADT. EXECUTIVE DIRECTOR: DR P DUBE MR R DU PLESSIS EXECUTIVE DEAN: SCIENCE ACADEMIC DEVELOPMENT SERVICES EXECUTIVE DIRECTOR: HUMAN RESOURCES EXECUTIVE DIRECTOR: OPERATIONS
PROF W HOLLANDER MR H KRUGER PROF B MANDEW DR C MASUKU EXECUTIVE DIRECTOR: SPORT EXECUTIVE DIRECTOR: EXPENDITURE EXECUTIVE DIRECTOR: STUDENT AFFAIRS EXECUTIVE DIRECTOR: RESEARCH
MS H SANDER MR A SWARTBOOI * MR K SWIFT. EXECUTIVE DIRECTOR: MR JA VAN SCHOOR. EXECUTIVE DIRECTOR: EXECUTIVE DIRECTOR: LIBRARY & INFORMATION CHIEF INFORMATION OFFICER INSTITUTIONAL ADVANCEMENT FINANCIAL GOVERNANCE AND REVENUE
* Mr A Swartbooi took over from Mr A Vorster mid 2011. “The University of Johannesburg is a public comprehensive university that functions in accordance with the higher education legislation, subsequent national policies, directives and frameworks, as well as the UJ Statute.” Management and Administration
SUPPORT SERVICES: - HUMAN RESOURCES - INSTITUTIONAL PLANNING AND QUALITY PROMOTION - INSTITUTIONAL ADVANCEMENT - INFORMATION AND COMMUNICATION SYSTEMS (ICS) - OPERATIONS - REGISTRAR’S PORTFOLIO - TRANSFORMATION OFFICE
73 Management and Administration
OVERVIEW EXECUTIVE LEADERSHIP GROUP
The University of Johannesburg is a public The Executive Leadership Group (ELG), comprehensive university that functions under the leadership of the Vice-Chancellor in accordance with the higher education and Principal, Prof. Ihron Rensburg, is legislation, subsequent national policies, responsible and accountable for the directives and frameworks, as well as the executive management of the University. UJ Statute. The Executive Leadership Group is refl ected in the University’s ELG organogram and consists of the following people:
UNIVERSITY OF JOHANNESBURG EXECUTIVE LEADERSHIP GROUP ELG
VICE-CHANCELLOR AND PRINCIPAL Prof IL Rensburg
DEPUTY VICE- DEPUTY DEPUTY VICE- DEPUTY VICE- DEPUTY VICE- CHANCELLOR: VICE-CHANCELLOR: CHANCELLOR: CHANCELLOR: CHANCELLOR: RESEARCH, HUMAN RESOURCES REGISTRAR FINANCE STRATEGIC SERVICES ACADEMIC INNOVATION AND & INSTITUTIONAL Prof ME Muller Prof JH Kriek Dr PZ Njongwe Prof A Parekh ADVANCEMENT PLANNING Prof A Habib Prof D van der Merwe
INSTITUTIONAL PLANNING RESEARCH AND / QUALITY ACADEMIC FINANCE OPERATIONS EXECUTIVE DEANS INNOVATION PROMOTION / ADMINISTRATION CULTURAL CHANGE MANAGEMENT
EXECUTIVE DIRECTOR: SCIENCE: FINANCIAL EXECUTIVE EXECUTIVE DIRECTOR: Prof IC Burger CENTRAL GOVERNANCE DIRECTOR: STUDENT AFFAIRS HUMANITIES: ADMINISTRATION AND REVENUE Mr R du Plessis Prof RP Ryan Dr C Masuku Mr JA van Schoor ENGINEERING & BE: Prof T Marwala MANAGEMENT: Prof D van Lill INFORMATION EXECUTIVE DIRECTOR: FINANCIAL & EXECUTIVE AND INSTITUTIONAL GENERAL EXPENDITURE ECONOMIC SCIENCES: DIRECTOR: COMMUNICATION ADVANCEMENT ADMINISTRATION Mr H Kruger Prof A Dempsey Prof B Mandew SERVICES EDUCATION: Prof S Gravett HEALTH SCIENCES: Prof A Swart CHIEF FADA: EXECUTIVE INFORMATION Prof M Sauthoff HUMAN CORPORATE SPORT DIRECTOR: OFFICER LAW: RESOURCES GOVERNANCE Mr K Swift Mr A Vorster Prof PH O’Brien
EXECUTIVE ACADEMIC LIBRARY AND EXECUTIVE HEALTH AND DIRECTOR: SPORT DEVELOPMENT INFORMATION DIRECTOR: WELLNESS Prof W Hollander AND SUPPORT CENTRE Dr P Dube
EXECUTIVE EXECUTIVE DIRECTOR: ADS DIRECTOR: Prof E de Kadt Ms H Sander
UJ ANNUAL REPORT 2011
74 “UJ’s strategic goal related to ‘institutional efficiency and governance’, as well as the strategic thrust related to ‘sustained excellence’, applies to the Support Services Division.”
LEGISLATIVE POLICY • The principles of public accountability; The operating context and governance, FRAMEWORK AND STRATEGY as well as the performance review • Applicable principles of corporate of the following support services, The University functions in governance and corporate citizenship; are reflected in this Division: accordance with the following: • General principles of good governance; • Human Resources; • The Constitution of South Africa, the Act and all other applicable laws; • The University’s policies, regulations, • Institutional Planning and strategies and governance documents Quality Promotion; • The Higher Education Act and related as approved by Council or Senate and regulations, policies, strategies and higher reflected on the UJ website in the • Institutional Advancement; education governance requirements; governance documents; • Information and Communication Systems; • National legislation, directives, • The University’s strategic thrusts, key standards and regulations related to performance indicators as reflected • Operations; human resources, finance and financial in the Institutional Scorecard and the management, research and intellectual Institutional Risk Register as approved • Registrar’s Portfolio: Academic property, healthcare, occupational health by Council; Administration, Central Administration, and safety, disaster management, etc.; Corporate Governance, General • The Higher Education Laws Amendment Administration and Health and Wellness; • National higher education imperatives; Act (promulgated December 2011). • Transformation Unit. • The UJ Statute;
• Directives for the University as approved POLICY FRAMEWORK by the Department of Education; Support Services Support Services function in accordance • Generally accepted principles regarding with the institutional policy framework and the role of a university and its place in OVERVIEW governance. The corporate governance society, with particular reference to the principles reflected in King III are principles of academic freedom and UJ’s strategic goal related to “institutional applicable, as well as the relevant national institutional autonomy; efficiency and governance”, as well as the and international standards. Specialised strategic thrust related to “sustained legislation, regulations and national and excellence”, applies to the Support international standards are also applicable. Services Division.
75 Management and Administration
Human Resources INSTITUTIONAL EMPLOYEE Training management OVERVIEW In managing training these are some of the activities that need to be emphasised: OVERVIEW In December 2011 the UJ employee headcount was 2 921 of which 90.35% • During 2011, a total of six internships were In 2011, particular attention in the are permanent and 9.65% are on fixed- secured. management of human resources was term contracts, 981 (34%) are academic paid to embedding a people-focused employees and 1 911 (66%) are non- • Ten workplace experience bursaries and socially cohesive UJ community. In academic/support employees. The awarded to needy BEd students. addition, the following strategic goal has majority are male – 1 479 (50.6%), and reference: resources that enable UJ’s fitness there are 1442 females (49.4%). • The total number of learners who applied for purpose, support the achievement formally for training in 2011 was 1125. of the primary thrusts and facilitate a responsible and responsive institutional INSTITUTIONAL SKILLS • The total number of learners who actually citizenship. In this regard the year under DEVELOPMENT PERFORMANCE attended the training in 2011 was 983. review saw the Executive Director: Human Resources (HR) reporting to the Deputy Executive leadership development Vice-Chancellor: Institutional Planning and An expanded coaching project started PERFORMANCE MANAGEMENT Human Resources as well as to the Deputy for the Executive Leadership Group; and DEVELOPMENT AND REWARD PROCESS Vice-Chancellor: Finance while the former proposals for team coaching for interested was on a three months’ sabbatical leave. faculties/divisions were approved. Team At the beginning of 2011, the performance coaching was also started for the MEC management process was communicated Academic Committee of Executive Deans. to the UJ community. The process was PERFORMANCE applicable to all permanent and fixed-term Training and Development contract employees. It was incumbent on Human Resources Division key outputs Strategy and framework these employees to have a performance In the year under review, the Business Training and Development (T&D) was contract for three performance discussions Partner Model was implemented involved in the drafting of the Training and to take place during the year. The final fully to address strategic business Development Strategy, as well as related appraisal rating was the allocation of partnering, as well as HR efficiency policies and procedures. Strategically either a performance-based reward or an and effectiveness. To ensure improved the Unit has sought to align all practices appreciative bonus or, in the case of non- service delivery, much effort was invested with HR practices by incorporating the HR performers, neither a reward nor a bonus. in the following key initiatives: Strategic Plan with the institutional strategy.
• Resourcing; Involvement in the environment CULTURE TRANSFORMATION T&D sees itself as playing a vital role PERFORMANCE • HR shared services (data management); in UJ and the larger Higher Education environment. Other universities in South In 2011 the focus of the HR divisional • Organisation development: individual Africa are liaised with on a regular basis, transformation process was on consolidating client strategy requirements; both individually as well as via the forums the interventions done with all HR staff created by the Education, Training and during 2010 to formulate an HR Division • Employment relations; Development Practices – Sector Education Code of Conduct, which was launched in and Training Authority (ETDP SETA) and October 2011. The HR Forum continued • HR Learning Academy (primarily Higher Education South Africa (HESA). to address issues of transformation, as real-time training of the Human Training and Development offered well as the team coaching interventions. Resources business partners). Performance Management training as well as hosted and coordinated all Induction Training for new employees.
Training and Development offered Performance Management training as well as hosted and coordinated all Induction Training for new employees.
UJ ANNUAL REPORT 2011
76 Institutional Quality Promotion Plan (2010 to 2016) a self-evaluation and peer review of the in the faculties and divisions; sustained Centre for Small Business Development Planning and support of the institutional quality system; in the Faculty of Management and and the initiation and dissemination customised support materials per review. Quality Promotion of institutional research projects. Divisional levels In June 2011 the composition of the The UQP provided support and facilitated OVERVIEW Division changed from two units to three preparation for self-evaluation and peer focus areas. This change was based on reviews of the Centre for Psychological The Vice-Chancellor and Principal is a strategic review aimed at an increased Services and Career Development accountable for institutional planning, in focus on recognised scholarly engagement (PsyCaD) and the Academic Development accordance with the decisions approved and outputs, in striving to enhance the Centre; provided support and facilitated by Council following the annual Strategy credibility and reputability of the Division’s preparation for Student Accommodation Review Workshop in November of each staff. These three focus areas are quality and Residence Life: Expenditure and year. The Division for Institutional Planning promotion, coordinated by the Unit for Student Marketing; and customised and Quality Promotion (DIPQP), managed Quality Promotion; institutional research support materials per review. by Prof Gerrie Jacobs and reporting to the and survey coordination, coordinated by Deputy Vice-Chancellor, consists of two the Unit for Institutional Research and Research units: the Unit for Quality Promotion (UQP) Decision Support; and strategic planning Research-related projects included quality and the Unit for Institutional Research and support, as a divisional portfolio. management in faculties, the supervision of Decision Support (UIRDS). The main focus one master’s degree student, and the of the Division for Institutional Planning and attendance of two staff members at a Quality Promotion involves researching, PERFORMANCE Research Design course at Rhodes University. collecting, analysing and monitoring information about the performance of the The unit for quality promotion (UQP) The Unit For Institutional Research institution, as well as its various faculties, The UQP is responsible for And Decision Support (UIRDS) divisions, units and academic programmes. facilitating, supporting, promoting The UIRDS is responsible for supporting The Division then uses the findings to and coordinating quality-related institutional and strategic planning and propose strategies, which are aimed at matters throughout the institution. decision-making through institutional general institutional improvement, to research-related actions. leaders at various levels. DIPQP’s mission Institutional level is to support, promote and facilitate The UQP developed and approved the Surveys quality promotion and assurance, conduct guidelines for programme reviews up to The Unit successfully completed institutional and disseminate institutional research and 2015 as an appendix to the UJ Quality surveys on community engagement, the provide decision support towards increasing Promotion Plan; developed and approved postgraduate and undergraduate student and sustaining UJ’s effectiveness. the UJ Improvement Plan as the institutional experience, the multilingual experience, response to the HEQC Institutional Audit the HR climate and student employability in Report; developed the final draft of the 2011. In 2011 UIRDS staff initiated, facilitated POLICY FRAMEWORK quality framework for non-subsidised or completed a total of 17 research reports programmes for dissemination in January and projects, as well as six in-house The Division follows the quality directives 2012; and provided support to the seminars and workshops. and framework of the Council for Higher development and implementation of the Education and the Higher Education UJ Quality Promotion System at committee, Revision of the UJ Vision, Quality Committee (HEQC), along with the task-team and work-group levels. Mission and Values Charter Policy on Quality Promotion, the Quality A small working group from the Division Promotion Plan and the guidelines for the Faculty and divisional levels conducted innovative work aimed at establishment of faculty quality committees. The UQP provided support for the designing a first draft of UJ’s vision, development of faculty programme review mission and values charter. The working schedules; and facilitated the preparation group’s proposals were sound-boarded STRATEGIC THRUSTS AND TARGETS and provided support for the self- evaluation with UJ staff during two workshops. of modules in Applied Communicative Skills, In 2011, DIPQP aligned its strategic the National Diploma of Public Relations General performance DIPQP targets with UJ’s Strategic Thrusts. These and Communication (both Faculty of DIPQP participated in the Higher Education strategic targets included the sustained Humanities) and modules in the Faculty of Leadership and Management (HELM) support of UJ’s Quality Improvement Law and in FEFS. The UQP also provided capacity-building programme of Higher Plan; the sustained support of UJ’s support and facilitated preparation for Education South Africa (HESA). All the staff
77 Management and Administration of the Division participated in the annual Institutional is to be achieved over a three-to-five- forum of the Southern African Association year period. The following were the 2011 for Institutional Research (SAAIR), which Advancement Marketing and Brand specific objectives was hosted by the University of Cape Town in line with UJ strategic objectives: in October. OVERVIEW Undergraduate positioning and marketing: The leaders of DIPQP participated in a The particular focus for 2011 was on formal 360-degrees feedback exercise. Institutional Advancement is a support increasing the number of quality students Feedback received enabled the Division to division with operational responsibility for applying; creating awareness of the design and start implementing a leadership brand and marketing; institutional events; diplomas and degrees; positioning UJ as development strategy, a professional staff internal and external communications a ‘technology’ institution; and retaining development strategy, a staff wellness (including on-line content offerings); and growing the white student base. strategy and a value-for-money strategy. alumni affairs; community engagement; development (fundraising); student Postgraduate positioning and marketing: Leadership footprint marketing; internationalisation, arts and This objective was focused on developing Two journal articles were published and culture and public intellectual engagement. a marketing message and integrated papers and workshops were presented above-the-line campaign for the at international conferences. The UQP postgraduate market to position UJ as presented 37 quality-related workshops OPERATING CONTEXT a cosmopolitan, first-choice, top-tier to UJ faculties, academic departments university in Johannesburg in order to drive and service and support divisions on The Division of Institutional Advancement is enrolments, particularly at honours level. all four campuses. In addition, the UQP made up of the following sections, each with hosted an in-house Quality Conference. its own administration and budget within the Soweto Campus: The year under broader Institutional Advancement Division. review saw the final year in a three- Executive committees and editorial boards year campaign to position the Soweto The Head of DIPQP is on the editorial • Brand and Marketing Campus as a leading higher education board of the international peer-reviewed facility in Johannesburg with special journal, ‘Quality in Higher Education’. • Communications focus on the development of leaders.
The Head of Institutional and Strategic • Student Marketing Internal brand building and Corporate Planning is on the editorial board of the Identity (CI) control: The focus here was ‘South African Journal of Higher Education’ • Strategic Partnerships to plan and implement phase two of the and of ‘Acta Academica’; and was elected Brand Internalisation Campaign, provide to the executive committee of the Southern • Development CI training and ensure CI compliance. African Association for Institutional Research (SAAIR) for the term 2010 to 2012. He was • Arts and Culture Events management: As in previous years, once again appointed as international paper the focus here was on professional event referee (for Africa) for the annual European Until the fourth quarter of 2011, management of ad hoc high-level UJ events. Association on Research, Learning and Internationalisation was responsible for Instruction (EARLI) Conference in Exeter, UK. all incoming and outgoing delegations to Brand resonance: Brand resonance is the University. Additionally, it monitored affected by all contact that a prospective all UJ’s international partnerships and student/staff member has with UJ and audited existing partnerships. These cannot be measured by media spend or functions were then transferred to a by marketing and brand interventions alone. newly formed Internationalisation Division It is dependent on administrative experience, headed by an Executive Director. HR experience, campus life and many other factors. Brand resonance was up by 12.7% from the previous year (69.5% to 82.2%). BRAND AND MARKETING For the third year in a row, the UJ brand was judged second ‘coolest’ in the annual Strategic focus and targets ‘Sunday Times’ Generation Next The overarching objective in 2011 for Brand Survey. the Marketing and Brand Section was to market UJ on various levels while at the Brand internalisation campaign: Four same time moving the UJ brand from sessions were held with brand champions ‘hip’ and ‘trendy’ to that of ‘stature’. This trained during 2010 and six industrial theatre
UJ ANNUAL REPORT 2011
78 road shows were held in July/August 2011 Section is to ensure efficiency and were introduced. New web technologies to take the brand message to the UJ staff. effectiveness through an overall and interactive web browsing (Web 2.0) CI monitoring takes place on a daily basis communication strategy, including were implemented and proposed new and CI abuses are monitored and corrected. a media relations plan, an internal innovations for advancing the UJ website Staff training sessions were held on an communications plan, a web services were examined. Web writing courses ad hoc basis. More than 100 events were plan, a publications plan, and multimedia were provided and content owners were managed professionally by the end of 2011. plan. This serves to develop UJ as a trained to upload their own content. brand that identifies the University with Events management relevant, accessible and excellent higher Internal communications: Performance in This Division was involved in the education; that has an international profile this area showed a considerable increase management of approximately 120 of scholarly output and institutional in activity from the previous year. Projects internal and external events. reputation; and that has supportive included increasing the frequency of the and engaged alumni that contribute to electronic newsletter – ‘U@UJ’ –from Governance review: Quality UJ’s resource base and reputation. bimonthly to monthly; coordinating management systems/processes and distributing three VC messages in Research is conducted annually Through internal communication campaigns, 2011; and conducting email campaigns to track the success of campaigns this Division assists in developing a to support forums and initiatives. and brand building exercises. shared and inclusive understanding of transformation, promoting ‘living the UJ In addition, employee engagement was Stakeholder engagement values’, reaffirming and emphasising the improved through the launch of the Stakeholders for Brand and Marketing University’s commitment to diversity, My Thumbs Up Engagement (loyalty) are both internal and external. Internally and creating an environment that is Programme and the Transformation we have close ties with the faculties characterised by dialogue in a spirit Office was assisted with a communication and support divisions via the Marketing of openness and transparency. plan for Diversity Week and Staff Day. Committee and work closely with a variety of departments on various levels. External Media Relations: In the year under review, Publications: The Section increased its stakeholders include mature/postgraduate pro-active media releases were posted publications output considerably during markets and undergraduate markets. on the UJ homepage and statements, the year, including a 100% increase in the alerts and news bites were disseminated frequency of the in-house publication Leadership footprint to media on a regular basis. Print/on-line and the addition of two reports to the The Senior Manager: Marketing and media reports were forwarded daily to University’s suite of annual reports. Issues Brand Management chairs the UJ the internal stakeholders mentioned in of ‘UJ Advance’, the Annual Report, the Marketing Committee which coordinates the reports. Media coverage received for Stakeholder Report, the Research Report UJ marketing activities within a print, broadcast and on-line from April to and the Teaching and Learning Report were decentralised marketing strategy. December 2011 totalled 7 359 items. Based produced, published and distributed. on the AVE (advertising value equivalent), Conclusion and way forward these items amounted to R185 393 568. Photographic and videographic services: UJ has found a place in the hearts and There was an increase in photographic and minds of our stakeholder groups and A pro-active approach was followed to videography requests and assignments has successfully outgrown – to a large manage UJ’s reputation more effectively across the four campuses due to an extent – its predecesor brands. It has within the media by developing an on- improved booking system, enhanced client been established as an inspirational, line UJ media strategy, making better service and improved turnaround time. accessible brand in the minds of use of the UJ Experts Directory. Crisis South Africa’s Generation Y, our communications and a media action Achievements: ‘UJ Advance’ publication potential and current students. plan was developed and reviewed. won a MACE excellence award in the A media activity plan was executed in External Magazines Category. collaboration with marketing executives, COMMUNICATIONS where different faculties and divisions are Stakeholder engagement profiled through media networking sessions From a media cultivation perspective, UJ Strategic Communications is a division and press releases on topical issues. has secured a sound relationship with the of Institutional Advancement, with Independent Group, science, health and operational responsibility for internal UJ Website: Website development plans education journalists and international and external communications, for the year were implemented and journalists based in South Africa. including on-line content offerings. completed, which included a new look and Corporate Communications also manages feel for the website. Information on the UJ issues and crisis communication when Strategic focus website was continuously maintained and incidents reach the public domain. The strategic focus of the Communications updated and web policies and procedures
“ ‘UJ Advance’ publication won a Marketing, Advancement and Communication in Higher Education (MACE) excellence award in the External Magazines Category.”
79 Management and Administration
The 2011 target for undergraduates was 48 589 (2.5% increase) and 6 704 (7% increase) for postgraduates.
Leadership footprint Time to Talk to UJ (T2T2UJ): T2T2UJ is a year 2011 and is currently serving as The Senior Manager of the Section was re- focused UJ Career Day which involves all an ordinary member representing elected as Deputy President of Marketing, the faculties in an attempt to give top- NEHAWU. The Postgraduate Coordinator Advancement and Communication performing students an opportunity to for the Section is the current serving in Higher Education (MACE), and is make their career choice early and also President of the Career Exhibitions a board member of the Council for encourage learners to apply early at UJ. and Information Association (CEIA). Communication Management (CCM) as well as a member of the International Life Orientation (LO) Teachers’ Seminar: Visitor Leadership Programme Alumni This is an initiative to maintain and STRATEGIC PARTNERSHIPS (IVLP Alumni) in the United States. consolidate our partnerships with our top feeder schools, particularly the LO teachers. The Strategic Partnerships Section consists of Alumni, Community Engagement and STUDENT MARKETING Science, Engineering and Technology Development, although Development Targeting: A SET Research Day was currently reports directly to the Executive The 2011 overarching objective for the successfully held and approximately Director: Institutional Advancement. Student Marketing Section was to assist 40 stakeholders attended, including The main goal of the Strategic in increasing student enrolment numbers postgraduate students, alumni, academics Partnerships Section is to promote active through direct targeting of undergraduate, and external research partners. partnerships between the University’s postgraduate and international students internal and external communities in with specific focus on white, diploma For schools’ marketing and targeting, order to facilitate and harness mutually and SET students. The 2011 target for Student Marketing focused on schools that beneficial relationships that are relevant undergraduates was 48 589 (2.5% increase) had been identified as a priority for the and sustainable over the long term. and 6 704 (7% increase) for postgraduates. University, based on the number of students that have enrolled from these schools in Alumni: The focus is on developing a During the year under review the the past, as well as taking into account vibrant UJ Alumni network of supportive Section continued to implement the the strategic plans of the University. and engaged alumni, who actively innovations mandated by the MEC in contribute to the institution’s resource 2009. However, International Student Postgraduate student marketing base and its reputation, are fostered. Marketing was centralised and moved During the year under the review, away from Student Marketing. significant progress was made on the Community Engagement: The Unit’s postgraduate marketing front. The Next main objective is the infusing of Undergraduate student marketing Generation Scholars (NGS) was successfully community engagement into teaching Innovations such as the Orange implemented for the 2010 cycle. Three and learning, as well as fostering Carpet Campaign, UJ’s Career Day, hundred and twenty-three applications were partnerships with communities. the Life Orientation Teachers’ Seminar received and 32 NGS students were finally and the Science, Engineering and admitted. An aggressive Honours Degree Development: The goal of the Technology (SET) Principals’ Lunch Marketing Campaign, introduced in 2010, Development Office is to increase were successfully implemented. continued to yield significant impact in 2011. donor income to the University.
Orange Carpet Campaign: The purpose Stakeholder engagement of the Orange Carpet Campaign was agreements/partnerships STRATEGIC FOCUS to fast-track the applications of top The Doornfontein Campus is used learners. Another important objective of as a matric exam marking centre, Alumni: According to Strategic Thrust 7 of the campaign was to contribute towards which Student Marketing uses as a the Institutional Strategic Thrusts for the improving APS levels in general at UJ. further marketing opportunity. Next Decade, UJ has a goal of fostering alumni that are supportive and engaged, In its first year the Orange Carpet The Life Orientation Teacher is in that they contribute to the institution’s Campaign generated significant results, Student Marketing’s most important resource base and its reputation. producing 121 applications to UJ of which source for marketing and access 67 eventually enrolled at the University. point to the learners in schools. Selected key indicators for the 2011 However, these numbers dropped Alumni Programme required that targeted significantly during 2011 as a result of Leadership footprint campaigns be aimed at UJ graduates post a change in criteria from APS 40 and The Senior Manager served as Institutional 2005, to alumni from legacy institutions, above to 80% in all Grade 12 subjects. Forum (IF) Chairperson until mid- established in their careers and to high
UJ ANNUAL REPORT 2011
80 income, influential alumni. The Alumni DEVELOPMENT • Research identified nine companies with Programme was also required to focus a focus on healthcare. on increasing alumni paying members The Development Office is a unit within the by 10%; getting alumni contacts up to division of Strategic Partnerships. Its core • Faculty of Science: Chemical date and communicating with alumni function is to raise funds from corporates Store Relocation (current stakeholder groups regularly. and other funding organisations in aid estimated cost: R3 091 545). of the University’s priority projects. Community Engagement: CE’s activity • The budget for the Chemical Store was guided by the following key Doornfontein Redevelopment Project Project escalated from R800 000 to indicators in 2011: actively marketing CE Activities undertaken during R3 091 545. Donor prospects associated policy across the institution; monitoring the year on this project: with the Chemical and Allied Industries all UJ CE projects; managing a CE Association have been identified. stakeholder survey; managing two CE • Faculty of Engineering and the Built Board meetings; and developing a Environment: Engineering Development • General: A case-for-support document, UJ Student Volunteer Programme. and Innovation Programme (estimated a Bill of Quantities and a list of potential infrastructure cost: R76 563 904, running donors for the DFC Redevelopment and equipment costs: R212 809 305). Project was produced by the Development PERFORMANCE Office and sent to the Chair of Council. • The Technology Innovation Agency Aside from the partnerships with Helen donated R5 200 000 as seed funding to Joseph Hospital, Chris Hani Baragwanath establish the Chemical and Environmental Hospital and Charlotte Maxeke Hospital, Engineering Technology Station. another collaboration agreement was sealed between the Faculty of Management and • Faculty of Health Sciences (FHS): Ward 69 Johannesburg. The Ekurhuleni Clinical Simulation Facility (current Muncipality initiated a partnership estimated cost: R6 801 362). agreement with UJ in August 2011. • Philips signed an MoU with FHS and The Faculty of Science and NECSA budgeted for equipment to be given to reached an agreement to work UJ in 2012. In addition, R300 000 worth of together to identify and establish equipment was donated to Radiography mutually beneficial research areas. in 2011.
• Faculty of Health Sciences: Optometry (current estimated cost: R18 142 620).
“The Faculty of Science and NECSA reached an agreement to work together to identify and establish mutually beneficial research areas.”
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Alumni Individual Giving Campaign UJ Book Initially it was agreed that the Development The UJ commemorative book was Office would launch an Annual Giving completed in December of 2010 and Campaign in 2013 as the Alumni Office had entered into the 2011 MACE Awards still to organise affinity groups to reengage where it received an Excellence Award. the alumni body. However, Annual Giving The UJ Book has been used effectively was brought forward to 2012 and then to the as a marketing tool and corporate gift. fourth quarter of 2011. Quarterly income tracking Next Generation Scholarships: Second Donor funding increased from round and placement programme R40 925 783 in 2009 to R43 623 482 The first-round NGS was a great success in 2010 and R56 564 277 in 2011. with R14.7million being raised. UJ was Unencumbered funding in 2011 first to market with this initiative and since then similar projects have been In addition to the R56 564 277 rolled out by numerous other institutions received in donor funding, a total of making a second round of fundraising R24 634 550 was raised in 2011. more challenging. An NGS second-round proposal was sent to the first-round donors, Leadership footprint outlining the success of the first round and The Development Office aims to cement calling for support for the second round. relationships with key funding organisations and companies both in the private and Bursary Stewardship Programme public sectors. Staff from Development The Bursary Stewardship Programme was regard themselves as ambassadors of created by the Development Office in the University, selling the University’s 2010 in an attempt firstly to acknowledge achievements in aid of funding support existing bursary donors (which has never which commissions and maintains projects been done in the past) and secondly, which often impact on civil society. to increase bursary money to UJ which is seen as unencumbered funding. To date 14 companies or foundations have been visited and ten more companies have been targeted with appeal letters requesting a meeting in 2011.
“The Development Office aims to cement relationships with key funding organisations and companies both in the private and public sectors.”
UJ ANNUAL REPORT 2011
82 Information were adequately addressed as part of Connecting learners this project. A planned maintenance Connectivity technology was rolled Communication process has been put in place. out to all the student centres ensuring access to the e-learning environment, Systems (ICS) Information security as well as other connected centres. An Information Security Manager position was filled and the incumbent Connectivity OVERVIEW is now in the process of reviewing all In addition to the deployment of wireless related policies and putting controls in networking in all the student centres, Solutions Delivery place to ensure that Risk Management is an RFP was issued to provide wireless Solutions Delivery is responsible for the embedded into ICS’s daily processes. connectivity to student residences, as well development of new IT applications and An Internal Risk Management Committee as selected open areas in the libraries. the enhancement of existing solutions. This has been instituted to ensure that the IT This project will be pursued in earnest in Division also integrates existing solutions Risk Register is constantly updated and the coming year. The re-cabling of the ensuring that management information can that IT risks are adequately mitigated. engineering labs at the Doornfontein be extracted from best of breed systems. and Kingsway Campuses, which forms part of the Faculty of Engineering Built Chief Technology Office (CTO) PERFORMANCE Environment’s project, was completed. The Chief Technology Office is responsible for designing, configuring and maintaining Research support The international bandwidth component core enterprise technologies for the The first research outputs using UJ’s was also upgraded to 186Mb/s, University. This office also pilots new high performance computing cluster providing the University with fast access technologies with the aim of bringing in were delivered during 2011. This has to research networks in Europe. innovation to improve operational efficiency. elevated the stature of UJ as a significant contributor to knowledge production. Campus support and service delivery IT Operations In an effort to further improve service IT Operations is responsible for Collaboration systems delivery, a permanent Helpdesk was managing the University’s IT During 2011 the email systems were set up at the Bunting Road Campus infrastructure, ensuring that IT users upgraded to Microsoft Exchange 2010. and a resource transferred from the get the best service on a daily basis. Microsoft Lync 2010 was deployed, allowing Kingsway Campus to man this facility. for added functionality, better service Management Information Systems delivery and enhanced collaboration. Student laptop initiative The Management Information Systems ICS, as part of the Association of SA (MIS) Division consolidates business SharePoint 2010 was deployed after an University IT Directors’ (ASAUDIT) intelligence and provides this to the extensive evaluation and pilot period. SLI project and in collaboration with University’s decision makers in the form A few departments were part of the PURCO, negotiated discounts for of reports, summaries and extracts. early adoption scheme and are using laptops, including Microsoft Office. it in their day-to-day operations. Staffing RISKS AND MANAGEMENT OF RISKS Enterprise systems domain The skills development programme that The following notable projects and was initiated in conjunction with the As ICS is an enabler of many of the enhancements were successfully completed ETDP SETA to provide learnerships to University’s core processes, it is therefore during 2011: the automation of payments young black individuals addressed the imperative that Risk Management be from Oracle via the Nedbank host- staffing requirements in the lower ranks. an important part of ICS’s operations. to-host solution; the implementation An internal audit was conducted by of the HR self-service functionality; Green operations the internal auditors of which the the successful upgrade on the Oracle ICS continuously monitors the development results will be known in 2012. database; and improvements on the IRP5 of green initiatives in IT and more submissions to SARS in Oracle Payroll. specifically in the data centre space. Data centres The continued investment in energy- ICS initiated a project to comprehensively Technology infrastructure improvements efficient equipment and the continued mitigate many of the data centre-related The Kingsway Campus’s main Data Centre drive towards virtualisation in 2011 has risks that were highlighted in the 2010 was extended to adhere to the latest Uptime already yielded a 5 to 1 consolidation audit report. Issues such as electricity feed Institute Standards. This included fire- of physical servers to virtual servers. reliability, fire suppression and cooling rating and new fire suppression systems.
Solutions Delivery is responsible for the development of new IT applications and the enhancement of existing solutions.
83 Management and Administration
Operations the Fire Marshall also ensured a healthy students, and visitors on all campuses. and safe work environment. Property Management Services followed the Monthly meetings were conducted within OVERVIEW Charter from the Planning and Resource the Division where risks were identified Committee of Council and function within and corrective actions put in place. Safety The mission of the Division is to deliver the UJ Master Development Plan. practitioners also met with appointed services to faculties, support departments, health and safety representatives. students and staff; to protect the Quality was tracked through regular University’s property, staff and students; to meetings with clients and professional The Division aimed to achieve a Health maintain and clean buildings, infrastructure, teams; feedback on recommendations; and Safety overall target compliance rate installations, sports fields and gardens; regular reports to clients and governance of 82% and to include waste recycling and to upgrade and develop infrastructure structures; risk assessments; and in the institutional scorecard as one of in accordance with clients’ needs, within follow-up inspections and site visits. the strategic drivers. In order to address budget constraints. The mission also the threat of crime on UJ premises, the includes the effective management of The Updated Emergency Procedures, the Division adopted a crime prevention the University-owned property; ensuring Strategic Plan and the Security Plan were strategy that is based on the optimal a healthy and safe working environment all approved during 2011. The centralised utilisation of human resources, electronic for staff, students and stakeholders by structure of Protection Services ensures security equipment and systems, physical complying with the OHS Act, its regulations uniform implementation of approved security measures and compliance with and relevant standards; and fulfilling the policies and procedures across all campuses. legislation, policies and procedures. transportation needs of staff and students. The effectiveness of the Division is All intruder alarms are monitored The Operations Division comprises measured against SAPS crime statistics by Protection Services. The Division the following portfolios: Campus and benchmarking. Protection Services’ continuously analyses reported incidents in Management; Central Technical staff members are trained according to an effort to identify trends and threats to Services; Protection Services; Property requirements set by the Private Security safety on campus. Preventative measures Management Services; Occupational Industry Regulatory Authority and the are then put in place to mitigate the risks. Safety; Transportation; Maintenance Safety and Security SETA. Central Technical Management; Utility Management; Services has a project progress performance Risk assessment feedback reports were and Auxiliary Support Services. monitoring system which records the submitted to the Planning and Resource variance between the initial project plan, Committee for consideration, who and actual and projected progress. gave directives for implementation. GOVERNANCE STRUCTURES AND QUALITY MANAGEMENT SYSTEMS Operations aimed to focus on maintaining MANAGEMENT OF RISKS AND existing facilities through the Archibus The Division met often with the executive STRATEGIC THRUSTS Computerised Facilities Management deans, and attended SRC meetings, System (CFMS), which was implemented People with Disability Forums, and Risk Registers were frequently interrogated for on-demand maintenance. Dedicated Wellness Committee meetings. The in 2011 and corrective action was service desks were established and campus directors participated in forums taken where required to mitigate risks. every call is traceable for reaction, such as the Senate Quality Committee Regular safety committee meetings resolution and client feedback. and supported all quality-related were held where the importance of staff committees. Maintenance helpdesk interaction with all safety awareness feedback mechanisms were introduced programmes was advocated. OVERALL PERFORMANCE to improve the level of service delivery. A large number of volunteers were trained With regards to Campus Management, Operations aimed to ensure a healthy as safety representatives and staff and the majority of targets were met although and safe work environment by complying students were encouraged to report the amalgamation of the Kingsway and with the following: the OHS Act; the safety breaches at various forums. Bunting Road Campuses proved to be a Occupational Safety Committee; In 2011, Operations aimed to support major challenge. At Bunting Road Campus, Waste Management and Occupational academics by ensuring a 48-hour R3 million was spent on improving all Safety Policies; Emergency Planning response for events with resolution residences, and R4 million was spent on and Evacuation; Reporting of Incident where possible; to ensure positive first- improving facilities within lecture venues. and Safe Construction Work; and the year student experiences, first-year There was also an upgrading of access for Occupational Safety Charter. Positions employee experiences, postgraduate people with disabilities. like that of the Head Occupational Safety programmes and research support; and Coordinator, Safety Practitioners, and to ensure the safety and security of staff,
A large number of volunteers were trained as safety representatives and staff and students were encouraged to report safety breaches at various forums.
UJ ANNUAL REPORT 2011
84 The overall compliance rate in the improve the management of requests and Central Technical Services Occupational Safety division increased demonstrate responsiveness and client CTS’s primary engagement with external during January to December 2011 from satisfaction performance. In spite of the stakeholders for 2011 related to the 76% to 82.4%. Waste recycled changed expansion of the Soweto Campus, a net energy-management initiative. These from 137 tonnes (2010) to 188 tonnes energy saving was achieved for all four stakeholders included City Power, the (2011), representing a 37% increase. campuses of 2. 83% on a year-on-year Eskom Demand Side Management Division, comparison. A property audit on all UJ Climate Justice and Green Life Cycle. In the Protection Services division, an Campuses was performed to establish analysis of the South African Police Service the utilisation of all accommodation Property Management Services statistics for 2010/2011 indicated that the premises. These premises were reallocated The Soweto Campus partnered with the City crime levels in the immediate vicinity of the as housing for staff of Residence and of Johannesburg. The Auckland Park Bunting UJ campuses remain unacceptably high. Student Life and as office space.The Road Campus worked on the Egoli Gas intercampus bus service was run without Development Project. On the Auckland Park The total number of crimes reported any major incident throughout 2011. Kingsway Campus, UJ was represented on across all campuses increased from 593 the BRT Community Liaison Forum and in 2010 to 769 in 2011. However, the also engaged with the Melville Community total arrests/apprehensions on all UJ STAKEHOLDER ENGAGEMENT Development Organisation and ward campuses also increased from 54 in 2010 councillor. On the Doornfontein Campus, to 248 in 2011. A crime prevention and Campus Management UJ was represented on the Ellis Park awareness strategy has been put into External stakeholders include the SABC, Management Forum. Regular consultations place to address the increase in reported Netcare, Egoli Gas, Wits University, were held with the ward councillor, municipal incidents during 2011 compared to 2010. the Metro Police, SAPS Brixton, the manager, the JRA, JDA and JPC. local ward councillor, the City of Medical emergency responses on all Johannesburg, the Ellis Park/Coca Occupational Safety UJ campuses decreased from 214 in Cola stadium management and the The Occupational Safety Department met 2010 to 161 in 2011. The installation Orlando Ekhaya Steering Committee. with external service providers such as the of 92 data projector alarm devices to fire brigade, Egoli Gas, dumping sites and enhance the monitoring of data projectors Community Engagement municipalities and with other Occupational was completed at the Bunting Road, Community engagement in the Protection Safety Departments at different universities. Kingsway and Doornfontein Campuses. Services domain involves participating in community crime-fighting forums; Leadership footprint The following successes were achieved in cooperating with and participating in law The most material leadership footprint is 2011: improving the visibility and image enforcement agencies’ activities; making the energy-management initiative and the of the Division; progressing with the UJ’s resources available to facilitate establishment of the energy-management implementation of the Five-year Crime community safety and security projects; task team comprising varied stakeholders. Reduction Strategy; and executing the and working with the local ward councillors Crime Awareness Programme. Central to minimise any adverse impacts that Technical Services implemented the University activities may have on Archibus service desk and on-demand the community. maintenance management in order to
“The most material leadership footprint is the energy-management initiative and the establishment of the energy-management task team comprising varied stakeholders.”
85 Management and Administration
Registrar’s Portfolio FOCUS AND TARGETS legislation, regulations and policies related to the access and protection of The two strategic goals of UJ that are information, including personal information; OVERVIEW AND OPERATING CONTEXT applicable to this portfolio are sustained management of agreements and contracts; excellence in service delivery, fitness legislation, regulations and directives The Registrar’s portfolio consists of for purpose and leadership footprint. related to financial management; legislation the following divisions: Academic related to human resources management; Administration, Central Administration, Academic Administration directives for student, employee and space Corporate Governance, General The target for the turnaround time for data integrity; and prescribed external Administration and Health and Wellness undergraduate applications was 20 audits and submissions to the Department (excluding wellness services rendered days. The target for number of students of Higher Education and Training. by the Human Resources portfolio). registering on-line was 90%. Regarding student data, the target was to attain Academic Administration fewer than 100 fatal errors reflected in the RISKS AND MANAGEMENT OF RISKS Academic Administration refers to the audited HEMIS report and fewer than 20 management and governance of the errors in the administration of graduates. Academic Administration academic lifecycle of the student, from A risk-mitigation strategy for academic application to graduation. The current Central Administration administration, focusing on the academic student data system is ITS. The Faculty The performance of committee lifecycle of the student, was first developed Coordination Committee (chaired by the administration, reflected in committee in 2007 and has been continually Registrar) oversees the governance of annual reviews, was targeted at 4.5. refined since then. The risks related to academic administration and meets monthly. academic administration are governed The following specialised committees Corporate Governance by Central Academic Administration and are operational: Faculty Coordination The target set for the PAIA turnaround managed within the faculties, as well as Committee, Admission Committee, time of responses was five working days. by the following centralised committees Registration Committee, Timetable The contract management internal audit (chaired by the Registrar): the Central Committee and Graduation Committee, report should be 80% compliant. The Coordinating Academic Administration chaired by the Registrar. In addition to this, ImageNow document-management Committee; the Central Admission various specialised operational committees rollout in the Student Enrolment Centre Committee; the Registration Committee; exist within Academic Administration was targeted at 90%. UJ’s Annual Report the Academic Timetable Committee; to attend to operational matters. should be 70% compliant with King III. and the Graduation Committee.
Central Administration General Administration Risk management within Academic Central Administration consists Client satisfaction with computer Administration focuses, inter alia, on at least of Committee Administration, the laboratories and audio-visual assistance the following: Applications and admission Language Unit and Study Material was targeted at 80%, along with of undergraduate applicants Collection services (including the aim of full compliance in the life centralised printing of study guides). cycle management of equipment. Compliance with the legal, University and The Director also acts as the Procession programme-specific admission requirements Master at graduation ceremonies. Human Resources Management is monitored in the application process. The target set was that all vacancies at In 2011, the Student Enrolment Centre Corporate Governance management level should be filled, with a was expanded and certain application/ This Division assists the Registrar with staff turnover rate of no more than 8%. admission functionalities were significantly general corporate management, legal enhanced. Further enhancements to the compliance, the management of contracts/ Financial Management centralised process for the management agreements and the management of Budget variance expenditure was set at 2%, of undergraduate applications were records, including the electronic and with capital expenditure within budget. developed and implemented in 2011. document management system. Management of late applications (‘walk-ins’) General Administration POLICY FRAMEWORK The annual workshop on the management of General Administration is responsible for AND GOVERNANCE late applications and registration in general the management of the University’s printing was held in April 2011. The strategy was contract, op-scanners, the computer The Registrar is the Compliance ultimately approved by the Senate Executive laboratories, the Audio-visual Unit, Postal Officer of the University. Therefore, the Committee (Senex). In addition to the Services and the Graphic Studio. legislative policy framework and strategy refinement of the processes related to the is applicable. The following is added: management of queues, late applications
“Academic Administration refers to the management and governance of the academic lifecycle of the student, from application to graduation.”
UJ ANNUAL REPORT 2011
86 and general reputation management, the implemented on all the campuses, with the The ITS academic structure is managed strategy also included additional generators exception of APK. A proposal was approved through monthly data quality verification to mitigate power failures, the integrity by Senate to change the lecturing timetable and security procedures when updating of the student data system (ITS), utilising on APK and SWC to forty-five-minute the structure. Timetabling is controlled six marquee tents for the management lecturing periods for implementation in through the Timetable Committee; of ‘walk-ins’ and late applications, as 2012. Approximately 20 academic modules timetable sign-off by heads of academic well as the refinement of other logistics. on APK reflected an enrolment figure of departments; and the policy and procedure The management of ‘walk-ins’ and late between 1 000 and more, resulting in a on amendment of the timetable. applications was listed as a risk on the challenge for the lecturing timetable. Registrar’s Portfolio Risk Register and served Examinations are managed through the at the MEC Risk Management Committee. System management: ITS 10% fault list control; HEDA error reports; The business rules on access control regulations for printing examination Registration were enforced. The changing of marks by papers; audits on the process for printing The on-line registration process that both academic employees and academic examination papers; compliance with was developed in 2008 was declared administration employees was managed Faculty Rules and Regulations; and mandatory in 2011, resulting in a 95% on- by means of a process of authorisation. ITS access control for super users. line registration achievement. The on-line registration system resulted in improved Graduations Internal controls for training include governance of student data integrity. The risk management principles related the Academic Administration Training to events management were adhered to. Committee; electronic system technology Printing of summative assessment Negative incidents were reported to the training (SST) programmes on the system; papers (test and examination papers) Registrar and mitigation strategies were and the training officer who is responsible for Business rules and procedures were deployed. The Graduation Committee the full scope of training related to Academic emphasised regarding the typing, reflected on the ceremonies and revised Administration and data integrity. HEMIS safekeeping, copying and transport of the procedures when applicable. student data integrity is ensured through tests/examinations. Security was upgraded HEMIS circulars; Valpac error reports; HEDA during official examination periods and General operational internal controls error reports; and audit reports. provision was made for electricity failures. ITS access; verification of duties on risk ITS The system’s test (10% test), where a mark modules (i.e. changing of assessment marks); Corporate Governance has been changed by more than 9%, was declaration of conflict and management The management of contracts and executed by the HEMIS Coordinator. of risk via ITS logfile; and monitoring agreements is the main risk. It is therefore compliance in high risk environments are important that there is an electronic record Validation of student academic data key internal controls. High risk environments management system in place for the The validity and reliability of student include ITS access reports; confidentiality management of contracts and agreements data on the academic structure is reports; sign-off accuracy with graduates; and that the internal audit report reflects no validated by the HEMIS Coordinator the 10% assessment marks-deviation exceptions. Copyright and the management on a continual basis. The 2% test on list and verification; and examination thereof is also a significant risk. The graduates was executed in accordance policy and procedure compliance. University has a blanket licence with the with the Department of Education’s HEMIS Dramatic, Artistic and Literary Rights rules in this regard. The Department of Applications for internal controls include Organisation (DALRO). Strategies put in Higher Education and Training’s revised the electronic document management place to mitigate risks include compliance directives for external auditing of student, system roll-out in 2010 for the management with the DALRO guidelines when duplicating staff and academic programme data was of applications; biographic data integrity; material; conducting several workshops on executed and the content of the revised HEDA application reports; and the these guidelines; training on referencing directives was also included in the Skills verification of documents scanned by by the library; and using TurnItIn software Development Programme for Academic Metrofile. Registration and ‘walk-ins’ are to assist with detecting plagiarism. Administration employees. Annual managed through workshops; system internal student data HEMIS auditing was cycles on ITS; the logistics framework and General Administration conducted by the internal auditors. schedule; and the final strategy approved by Risks here include the theft of audio- Senex. Certification is managed through the visual equipment; the upgrading, Certification of qualifications system cycle on ITS and access verification. cycle replacement and new installation The external audit on certification was Internal controls for graduation include of audio-visual equipment and conducted and reflected no exceptions. the works’ schedule and system cycles on computers; and maintenance. ITS; ITS verification; and the procedures Academic timetable around the printing of certificates. The standardised timetable was
87 Management and Administration
“All 10 exam centres were visited by staff from CAA during the November 2011 exams to determine the level of compliance with UJ policies.”
PERFORMANCE Central Administration Further roll-out of the process of the The Director: Central Administration archiving of paper records took place with Academic Administration is responsible for the revision of all the Metrofile. The focus in 2011 was on student Academic Administration is structured in charters for statutory structures/committees, applications and supporting documents; accordance with the academic life cycle of as well as the refinement of the performance human resources; student debtors and the student and governed by the relevant review system for all these structures/ bursary documents; NSFAS application institutional committee that reports to the committees. All the charters for statutory forms; faculties; finance expenditure MEC Academic Committee and to Senex, structures and committees were approved and payroll; and operations drawings. namely the Central Admissions Committee; in 2011. The principle of ‘declaration of the Registration Committee; the Assessment interest’ was reinforced/embedded at General Administration Committee; the Graduation Committee; the all statutory structures and committees, The tender process and subsequent Timetable Committee; and the Academic resulting in full compliance. Sustained preparation for the implementation of Administration Coordination Committee. excellence in committee administration the new printing contract were managed. is reflected in the performance review Four multiple-choice reader scanners were Management reports related to the results of all statutory structures/ operational and a total of approximately 30 academic lifecycle were generated and committees in 2011. Full compliance was 000 answers from 500 tests/examinations served at MEC, MEC: Academic and the achieved (n=160 meetings in 2011), with were scanned. The 2011 cycle/upgrade plan relevant Senate committee meetings, as the exception of one structure allocating of audio-visual equipment was executed. A well as Senex. Annual external audits are a total of nine (90%), therefore exceeding total of approximately 5 000 graphic design conducted related to the HEMIS submission. the target of an average of at least 9.0. projects were produced, of which 45% ‘No exceptions’ reports were issued in were for academics and 55% for marketing/ both instances by the external auditors. The Head of the Language Unit plays a information pamphlets and publications. During this reporting year the certification significant national leadership role in the processes and the Faculties of Education forum Roundtable on African Languages, Portfolio stakeholder performance and Science were audited. The certification the Special Ministerial Interest Group on Internal stakeholders audit results reflected no exceptions. Multilingualism in Higher Education and The most important internal stakeholder is the Pan South African Language Board. the student registered at the University, as Student satisfaction regarding the on-line well as the applicants. The other internal registration process was 95%, exceeding The Director (Central Administration) stakeholder group is the employees, the target of 90%. Student satisfaction oversees the tender processes related especially those involved in the academic regarding the graduation process was to the printing of study guides at the lifecycle of the student. 90%, exceeding the target of 80%. New University, which were centralised to training programmes were developed, improve governance in this regard. External stakeholders resulting in a total of 45 electronic STT The Registrar liaises with the DHET regarding training programmes being available. Corporate Governance the submission of quarterly, audit and annual A total of 195 contracts were moderated reports, the submission of new academic Three student HEMIS reports were prior to sign-off by the different parties programmes, and general compliance. submitted on time to the DHET. The ‘fatal and a total of 323 new contracts were errors’, in accordance with the DHET received and captured on the system The Division communicates with Higher business processes and regulations, have during the reporting year. A total of 969 Education South Africa (HESA) on matters decreased significantly to a total of 68 in contracts/agreements are active on the related to the Matriculation Board. 2011 and therefore exceeding the target system. A title deeds drawer as well as a PricewaterhouseCoopers is involved in all of less than 100 errors. ITS enhanced patents drawer was added to the Electronic the external audits and Deloitte conducts the ITS Student System by means of Document and Records Management the various internal audits. Qualification automated governance validations linked System (EDRMS) to improve governance Verification System (QVS) is the current to the on-line registration process. as recommend by the internal auditors. service provider for the verification of qualifications and servicing of alumni. UJ has 10 off-site examination centres The Division manages the web-based ITS is a strategic partner that supports managed by the CAA. All 10 exam centres process to apply for Access to Information academic administration. An agreement were visited by staff from CAA during in accordance with the Promotion of exists between UJ and the Tshwane the November 2011 exams to determine Access to Information Act and automatic University of Technology to co-partner the the level of compliance with UJ policies. generation of the report for submission to development of new ITS local software. No risks were identified regarding the Human Rights Commission on an annual exam paper security and invigilation. basis. An average of 2 400 external and 2 100 internal requests were managed.
UJ ANNUAL REPORT 2011
88 Sustainability performance Governance Focus: HIV and AIDS Committee UJ now has an on-line registration system The Primary Healthcare Clinic, Institutional In keeping with the UJ vision, the which is completely integrated, including Office for HIV and AIDS and the HIV and AIDS Committee aims to the back office validation and checks Occupational Health Divisions report to achieve and implement a coordinated, required for registration. The on-line the Registrar. Employee Wellness resides comprehensive and integrated response application system is combined with within the Human Resources Management in mitigating and managing the effects an electronic document management Division. Each division has a committee of the HIV and AIDS epidemic, based system (ImageNow). An on-line credit and with institutional representation. Quarterly on the following four UJ strategic check card payment system is linked to reports are generated and serve at thrusts, as applied to HIV and AIDS: the registration system and can be used the MEC and relevant MEC committee for fee payments throughout the year. meetings. The HIV and AIDS Report • Sustained excellence of academic also serves at the Senate Executive programmes, research and community In order to enhance the communication Committee and Council meetings. engagement that is mutually beneficial turnaround time with students, an SMS and promotes social, economic and and communication module has been educational development related to developed within ITS. Students can also INSTITUTIONAL OFFICE FOR HIV & AIDS; update changes to their details at any time HIV AND AIDS (IOHA) via the student portal on ITS. Companies • Targeted marketing messages related to or individuals can use the QVS integrated Overview HIV & AIDS that ensure internal brand service on-line to verify qualifications IOHA strives for excellence in alignment with external messaging in the obtained or to track academic performance. delivering a quality service to the staff and student population; UJ community, in collaboration with An intercampus access control system internal and external partners. • Leadership that matters, in the institution interfaced with ITS allows access to students and in civil society, achieved through on all campuses. The MAMS system is IOHA provides community engagement leadership roles and responsibilities used by lecturers to capture assignment, and residence programmes related to HIV related to HIV & AIDS; test and examination marks on-line and AIDS; psycho-educational support for onto ITS, thus improving governance. students affected and infected by HIV and • Resources that facilitate a responsible Significant progress in the roll-out of AIDS; collaborative HIV-related projects and responsive institutional citizenship the Electronic Record and Document in partnership with relevant internal and achieved through comprehensive service Management System was made in 2011. external stakeholders; and curricula and delivery for targeted prevention, care and research promotion on HIV and AIDS at support for students and employees. Leadership footprint faculty level. IOHA also supports the Higher Papers were delivered by Division staff Education AIDS (HEAIDS) programme. Performance members at both local and international IOHA is located on all four campuses. Four committee meetings were held in 2011. conferences. A Division staff member Targets for 2011 included four quarterly is Chairperson of the ImageNow User All HIV and AIDS activities at UJ are articles in internal and external publications Group in South Africa and the Registrar is monitored by the HIV and AIDS Committee, and regular website updates, which were Chairperson of the HESA Registrar’s Imbizo. under the auspices of the Registrar, to met. A target of testing 2 500 students ensure high-quality delivery of services. for HCT was set and exceeded as 9 451 The University’s HIV and AIDS Committee students were tested. Three hundred and HEALTH AND WELLNESS meets quarterly and functions within the fifty-one staff members were tested for current professional, ethical, legal, higher HCT, also exceeding the target of 300. Overview and focus education and policy framework of the Four Health and Wellness Divisions exist at Republic of South Africa, with specific A target of 25 LINK members per campus the University rendering extensive services reference to HIV and AIDS. It formulates and 100 new LINK volunteers was set to the University community. The divisions and monitors the University’s HIV and for 2011. Fifty-five LINK members were are Primary Healthcare, also known as AIDS strategy, in accordance with the recruited and 870 students joined the Campus Health; the Institutional Office UJ Strategic Thrusts (2011 to 2020); the LINK Voluntary Programme. A target of for HIV and AIDS (IOHA); Occupational NSP for HIV and AIDS, STIs and TB (2011 85% customer satisfaction rate was set Health Practice; and Employee Wellness. to 2016); the policy framework on HIV and was exceeded in service delivery, The strategic focus remains on sustained and AIDS for Higher Education in South HIV Colloquium and UJ World AIDS Day excellence in service delivery to both Africa; the UJ HIV and AIDS Policy; and ratings. However, only 84% was achieved students and staff and maintaining a client other health-related policies within UJ. for the HCT campaign. An 80% target of satisfaction rate of at least 85%, zero clinical HCT campaign referrals in support groups adverse events and an increased HIV was set and the targets were achieved. counselling and testing (HCT) uptake of 5%.
89 Management and Administration
Stakeholder engagement Internal Leadership footprint • Establishing relationships with national stakeholder engagement IOHA represented UJ at an international and international institutions through At first-year orientation, 9 290 students workshop on HIV and AIDS research SAACHS and participating in national and received HIV and AIDS information. methodologies that was hosted by the international healthcare platforms. During 2012, four HIV and AIDS workshops Copperbelt University in Lusaka. IOHA were conducted, training on HIV & AIDS was also invited by the Higher Education TARGETS was facilitated at nine residences and Faculty Administrators Forum (HEFAF) The specific targets for the Primary IOHA conducted presentations for newly to deliver a presentation and an IOHA Healthcare Services for 2011 were to elected House Committee members. staff member was elected to serve on the sustain the current service delivery related HESA HIV and AIDS Strategy Group. to HCT; to attain a client satisfaction rate The Department of Communication Design of at least 85%; to have zero adverse at FADA, in collaboration with IOHA, clinical events; to increase awareness initiated an HIV Curriculum initiative. The PRIMARY HEALTHCARE of the importance of pap smears and Positive Movement Advocacy LINK was SERVICE: CAMPUS CLINICS TB testing for HIV positive patients; to established. SASCO, in partnership with upgrade the DFC Clinic; and to deliver IOHA, hosted the Graduate Alive Campaign. Operating context and governance sustainable health education programmes The SRC, LIBERATI, the Muslim Student Campus Health Service: Primary Healthcare in partnership with student organisations. Organisation, psychology master’s students Service (PHS) is part of the Healthcare and students with disabilities, among Division reporting directly to the Registrar. others, participated in the diversity panel The function of the Primary Healthcare ENVIRONMENTAL SUSTAINABILITY discussion during UJ World AIDS Day. Service Unit (Campus Clinic) is guided by the Charter for Primary Healthcare. The Primary Healthcare Services focuses External stakeholder engagement on environmental sustainability through IOHA formed partnerships with Newstart The Primary Healthcare Committee meets generating awareness among staff and HIVSA to conduct the mass HCT quarterly. Several new policies and standard members to reduce the usage of paper, campaigns at UJ. UJ signed a memorandum operating procedures are currently being communicating via email instead of hard of understanding to derive best practices developed. Fully functional Primary copies; recycling cartridges, paper and from within IOHA with the view of Healthcare Services (clinics) exist on all batteries; switching off clinic lights overnight duplicating these practices at the Tshwane four campuses. Three professional nursing and over weekends; and correctly disposing University of Technology (TUT). IOHA and staff members resigned in 2011 (including of hazardous and non-hazardous waste. the University of the Free State’s HIV Office the Manager of the Primary Healthcare Medical waste disposal is managed by hosted a collaborative workshop. The WITS Service) and all the posts were filled an accredited medical waste company. Institute for Social and Economic Research during the reporting year. The following (WISER), The Centre for Disease Control services are rendered by the campus (CDC), WITS Graduate School of Public clinics: primary healthcare; reproductive STAKEHOLDER ENGAGEMENT and Development Management, and healthcare; HCT; providing Directly WITS Business School participated Observed Treatment Support (DOTS) Internal stakeholder engagement in IOHA’s annual HIV Colloquium. to TB sufferers; giving travel medicine HIV coordinators from IOHA and HCT Facilitation training was conducted by to students; providing medical support counsellors from PHS worked together in students from the University of Michigan (Netcare 911) at UJ Cultural and Sports running the support group for HIV-positive for 50 UJ LINK Mentors. events; providing and maintaining first- students. Intern psychologists from PsyCaD aid kits for UJ Sports clubs; and providing assisted PHS with HCT on three campuses Community engagement vaccination programmes to students in the and PHS assisted PsyCaD with their Date Peer to Peer LINK.COM workshops were Faculties of Science and Health Sciences. Rape Campaign on all four campuses. facilitated with 25 high school learners from HCT counsellors assisted the Human around Johannesburg. [email protected] Resources Wellness Department during conducted HIV information sessions with STRATEGIC FOCUS their Wellness Day Campaign and in their 36 primary school learners from schools in World AIDS Day activities, including HCT. Alexandra. The Department of Psychology The following strategic thrusts and IOHA collaborated on a community aligned with UJ thrusts: External stakeholders engagement project with the Eldorado Park Central Health Services has established a Woman’s Forum. In addition, a discussion • Provision of quality primary healthcare good working relationship with the local about multiple concurrent partners and safe services to employees and students of authority clinics as well as the Gauteng sex was held for 28 call centre agents the University; Department of Health. UJ campus clinics from Eskom. support the local authority clinics. HIV coordinators from the City of Joburg receive monthly HIV statistics from Campus Health.
“IOHA represented UJ at an international workshop on HIV and AIDS research methodologies that was hosted by the Copperbelt University in Lusaka.”
UJ ANNUAL REPORT 2011
90 Milpark Hospital has a contract with UJ STRATEGIC FOCUS RISKS AND INTERVENTIONS for assessing sports injuries, needle-stick injuries, etc. Other stakeholders include Strategic thrusts which can be aligned with All Occupational Health Risks are captured Thembalethu Clinic, Baragwanath Hospital, UJ thrusts include sustained excellence and updated on the UJ Health and Safety Hillbrow Community Health Centre and and trendsetting in occupational health Risk Register as submitted to the MEC Risk Garden City Clinic for anti-retrovirals and governance; sustained excellence in Committee. Interventions include pro-active treatment of other HIV-related illnesses. Occupational Health risk assessment; assessment of environments for risk, early sustained excellence in Occupational Health advisories on developing risk, consulting Leadership footprint risk mitigation; sustained excellence in event subject matter experts and site visits. All PHCNP (Primary Healthcare Nursing medical-risk management; and sustained Practitioners) belong to the South excellence in mediating medical response African Society for Travel Medicines to emergencies. Other strategic thrusts ENVIRONMENTAL SUSTAINABILITY and the South African Association of in line with UJ’s strategic thrusts include Campus Health Services (SAACHS). due diligence to fully attain Occupational Projects and commitments related One of the PHCNPs is the Treasurer for Health campus equivalence by ubiquitous to environmental sustainability the Gauteng Branch of SAACHS. application of resources; contributing Environmental sustainability efforts include to safe, healthy teaching & learning full support of UJ’s waste management and environments; and ensuring a leadership recycling initiatives, by conscientious use OCCUPATIONAL HEALTH PRACTICE footprint at an HEI to peers and forums. of utilities and ensuring that medical/bio hazardous waste derived from clinics and Governance structure the ambulance are disposed of correctly. The Occupational Health Practice reports to PERFORMANCE the Registrar’s portfolio via the Health and The clinics recycle cartridges, paper, and Wellness structure. Key roles are justified by Health risk assessment batteries, limit printing and switch off a legal mandate and include occupational The following audits were completed in the lights and PCs at night. Occupational health risk auditing and medical 2011: a Legionella water sampling baseline Health requested that a full recycling surveillance. Additional components are audit; a baseline hazardous biological station at the APK Clinic be installed. emergency medical response, food hygiene agents’ audit; food hygiene audits; site auditing, medical event risk mitigation, visits to FADA, the Faculty of Management travel health and disaster risk management. and FHS; a SWC campus-wide post- STAKEHOLDER/COMMUNITY construction audit; progressive Legionella ENGAGEMENT The strategic and operational core is at testing on hot water systems at risk; and APK. From here clinicians at each campus water quality testing on UJ bottled water. Internal stakeholder engagement are guided and enabled to attain campus reports/initiatives equivalence and accessibility. Four Medical surveillance Internal stakeholders include Protection permanent and five contract positions An approved Health Surveillance Matrix Services, the Primary Health Service and exist. Professional nursing practitioners at guides the scope and defines the the Occupational Safety Department, APK, APB and a shared position for DFC nature of medical screening for groups PsyCaD and the Biokinetics Clinic at APB. and SWC deliver an accessible programme at risk of shared exposure at work. to UJ employees and those at risk on UJ External stakeholder engagement premises. A radiation expert (physicist) was Challenges related to performance reports/initiatives appointed as the UJ Radiation Protection This practice has had consistent growth External stakeholders include The National Officer. He assumes responsibility for the in both the client base and numbers of Institute for Occupational Health (NIOH), acquisition, waste disposal and monitoring consultations. In addition, Occupational LTL, Netcare911, the City of Johannesburg’s of radio-active sources/practices. Health intermittently uncovers ‘new’ risk (COJ’s) Event Management Forum, the areas which require project management Health Subcommittee of the COJ’s Disaster Skills development and execution. Travel health has grown Management Forum, the National Institute Professional employees attended the by 400% this year. The three resilience for Communicable Diseases (NICD), annual Influenza Symposium, HIV training programmes require Occupational the Federation of Infectious Diseases and an international Occupational Health Health’s undivided attention and involve Societies of Southern Africa (FIDSSA) Research Review. Staff members also multiple interventions with each client. and The SA Society of Travel Medicine. updated their spirometry competencies according to the new SANS 451 standard. The UJ Radiation Protection Officer has been approached by the International Atomic Energy Agency (IAEA) to serve on its panel of radiation experts in Africa.
IOHA formed partnerships with Newstart and HIVSA to conduct the mass HCT campaigns at UJ.
91 Management and Administration The establishment of a Transformation Unit and a Transformation Steering Committee (TSC) was approved by the Management Executive Committee in 2010 and was implemented on 1 January 2011.
Transformation STRATEGIC THRUSTS AND TARGETS among employees and students; and that the Unit develops an inclusive Office One of the Transformation Office’s targets and barrier-free working and learning is to create a Virtual Leadership Academy environment for people with disabilities. that builds capacity and empowers people OPERATING CONTEXT to exhibit appropriate leadership qualities. Transformation also aims to maintain PERFORMANCE The establishment of a Transformation Unit an institutional culture that promotes and a Transformation Steering Committee collegiality; transparency; accountability; The Institutional Transformation Plan (2011 (TSC) was approved by the Management and ethical, value-driven behaviour. Another to 2016) was approved by the UJ Council Executive Committee in 2010 and was Transformation target is the internal on 22 September 2011. Transformation implemented on 1 January 2011. The Head monitoring of employee experience. facilitators were nominated by the ELG. of the Transformation Unit reports to the The facilitators assist line management Deputy Vice-Chancellor (DVC): Human The Transformation Unit aims to ensure that with the implementation of the Institutional Resources and Institutional Planning. employees are provided with opportunities Transformation Plan and, together with the for professional and personal development; Transformation Unit, assist fellow employees The Transformation Unit implements that they participate in a performance to succeed in an environment where the strategic directives of the Steering management system that is developmental diversity and the need to challenge the Committee. It facilitates, coordinates and rewards both individual and collective status quo are part of the institutional fabric. and supports institutional activities in a effort; that employees are increasingly This is achieved through training; monitoring manner that enhances the institutional demographically representative (inclusive of campus culture and climate; disseminating transformation agenda and builds the disability) and culturally sensitive; that they information through a variety of formats; capacity of line managers to manage and reflect a black academic staff complement and creating a shared understanding promote diversity and to achieve optimal of at least 40%; that they are provided of transformation issues. During 2011, cultural integration. with institutional support for optimal two capacity-building workshops were functioning; and that employees respect conducted with the facilitators. The The Unit manages specific transformation human dignity and embrace diversity. Transformation Unit hosted three forums projects assigned to it by the Steering during 2011. A Transformation webpage was Committee. It assumes an advocacy role in Transformation also aims to maintain created, providing background information respect of the transformation imperatives an organisational design and ethos and advertising transformation initiatives. of the institution and monitors compliance that cultivates employees and students with such imperatives. It ensures, on behalf as responsible citizens; that the Unit On 16 September 2011, a very successful of the Steering Committee, that institutional is responsive to the challenges of a Staff Day was held on the Soweto Campus, transformation goals are aligned with the sustainable environment; that the Unit launching the 2011 Diversity Week Higher Education Transformation Agenda. submits systems and structures to regularly proceedings. During 2011, a Leadership review to ensure strategic alignment; Development Project Team worked that Transformation cultivates a culture on creating a UJ Leadership Development of appreciation and acknowledgment Model. The Leadership Development
“One of the Transformation Office’s targets is to create a Virtual Leadership Academy that builds capacity and empowers people to exhibit appropriate leadership qualities.”
UJ ANNUAL REPORT 2011
92 “On 16 September 2011, a very successful Staff Day was held on the Soweto Campus, launching the 2011 Diversity Week proceedings.”
Programme is coordinated through the ENVIRONMENTAL SUSTAINABILITY Transformation Unit, in collaboration with the Human Resources Division and the Registrar. Sustainability is a core component of the transformation agenda. The ELG individual coaching Transformation Unit promotes sustainability During 2011, 23 ELG members participated in the institution and it was one of the in the individual coaching project. The main focuses during Diversity Week. purpose of the first phase of the coaching intervention was to support the UJ Leadership footprint leaders in the transformation process. The Head of the Transformation Unit is a member of the Higher Education South 360-degree leadership evaluation Africa’s (HESA’s) Transformation Managers’ During 2011, a 360-degree Forum and an executive member of the Anti- leadership evaluation was conducted Racism Network in Higher Education. The on all ELG members. UJ Transformation Unit had the privilege of hosting the Anti-Racism Network in Higher Group coaching Education Colloquium. The Unit provided Team coaching was done for Human leadership in its pursuit of promoting the Resources, UJ Sport, the Library, the Faculty Transformation Agenda of Higher Education of Law and MECA, with very positive results. and the country in general. It did this by embedding the Institutional Transformation Resilience and health programme Plan within the institution. ELG members participated in this programme which monitored the basic health and stress levels of the ELG.
Interventions The Transformation Unit also provided advice and assistance with interventions when needed.
“Sustainability is a core component of the transformation agenda.”
93
“Sustainability is a condition wherein current human activities are not diminishing the resources available for future generations.”
Environmental Sustainability
95 Environmental Sustainability
Overview POLICY AND STRATEGY • Increase awareness of energy efficiency among all employees and students; Sustainability is a condition wherein current UJ has established an Energy Task Team human activities are not diminishing the consisting of diverse stakeholders who • Ensure that relevant employees receive resources available for future generations. collectively participated in the following training in energy-awareness and UJ is of the firm belief that sustainable policy and strategy formulation in 2011. efficiency-improvement techniques; development is a long-term commitment and aims to contribute to sustainability Policy statement • Conduct site energy audits to by reducing its environmental footprint The University will endeavour to reduce its identify opportunities for efficiency while enhancing its contributions to the energy consumption and eliminate waste improvements; social and economic development of South without adverse effect on living and working Africa. UJ’s commitment is ingrained in its conditions. The University fully supports • Implement cost-effective energy Strategic Thrusts for the next decade. the rights of all staff and students to work efficiency measures; in buildings which are comfortably heated, illuminated and otherwise well-serviced • Ensure that energy efficiency and ENERGY MANAGEMENT within the limits imposed by legislation. carbon emissions are considered in business decisions; UJ’s carbon footprint analysis was based The University will reduce its energy on its 2011 energy consumption and consumption by 25% by 2014 through: • Ensure that energy efficiency measures extrapolated from the 2010 carbon footprint and sustainable design features are audit. The 2010 analysis identified electricity • Reducing the environmental impact incorporated into all new buildings and as the main contributor (95%) to the carbon arising from the consumption of energy major building refurbishment projects; footprint. The total carbon footprint for 2011, and water; based on the energy consumption and • Invest in cost effective, clean technology; extrapolating from the 2010 audit findings, • Increasing energy efficiency;
is approximately 59 480 tons of CO2. • Regularly review its Energy Policy. • Achieving continual improvement in Improved energy management energy performance; Strategy UJ’s approach to its consumption of The execution of the energy management energy has a profound impact on the • Investing in clean, sustainable, energy- approach will follow the classical Plan- environment, UJ finances and energy efficient technologies; Do-Check-Act methodology. Based on security. Fossil fuels, including oil and coal, initiatives to date and making adjustments contribute to global warming and regional • Monitoring and reducing its carbon for quantified energy-saving initiatives, the air pollution. Expensive energy increases emissions from energy use; net energy savings for all four campuses the cost of UJ’s academic functions. is 2.83%. The following table illustrates • Providing a framework for reviewing the year-on-year increases or reduction in Given the energy consumption impact energy performance and setting energy consumption per campus. Year- on UJ’s carbon footprint, the University objectives for improvements. on-year percentage energy reduction has placed strong emphasis on energy in the energy consumption for the management with the following primary In order to achieve this, the Soweto Campus is due to new facilities drivers: reducing operating costs through University will endeavour to: which were commissioned in 2011. energy conservation and efficiency; minimising the environmental impact of • Develop an integrated campus energy the institution; reducing greenhouse gas metering and reporting framework; emissions; reducing exposure to energy cost escalations; and reducing reliance on the • Regularly monitor the consumption of country’s energy infrastructure & resources. energy and water; Other additional primary drivers include demonstrating effective management of • Use alternative fuels and sustainable, resources; promoting UJ’s successes to renewable energy where cost-effective; the general public and other universities; and striving towards educating those who YEAR-ON-YEAR PERCENTAGE ENEGRY REDUCTION will shape the future of our community, MONTH province, and country on the importance APK APB DFC SWC Total of managing the resources we use. Year-to-date savings 9.34% 8.11% 6.60% -141.99% 2.83% (Sep to Dec)
“UJ in the next decade will position itself as a modern African city university which is cosmopolitan in character and espouses liberal, progressive and transformative values.”
UJ ANNUAL REPORT 2011
96 Energy awareness water management and harvesting, building Energy awareness research was conducted codes and retrofitting and maintenance to determine the perception, awareness planning to assist in reducing water usage. and knowledge of UJ Staff on energy efficiency. The Energy-Awareness Survey UJ has been actively involved with the local was performed during 2011 and assessed authorities to manage both water consumption a number of aspects related to energy and costs. Water audits will be conducted on awareness. The research suggests a each of the campuses to identify further strong awareness of the need to improve opportunities for savings. energy efficiency, and that more can be done by UJ management. Based on the responses to the survey, the Energy Team WASTE MANAGEMENT will be running a series of energy efficiency awareness campaigns during 2012. UJ did not meet its target of 14.3% for recycled waste for a number of reasons. Notable achievements Firstly, the target was too high due to a The University has been proactive in several lack of knowledge regarding the amount areas, creating an energy management of waste being generated on the APK and team, developing an energy management SWC Campuses. Secondly, there was a lack policy and strategy and setting baselines of trained waste controllers and the two to understand and control both energy appointed waste controllers per campus usage and costs. UJ has also installed did not manage to recycle all the waste energy-efficient air-conditioners, solar disposed of at the waste areas, especially panels for water heating in residences and on the APK Campus. Thirdly, Budget Waste energy-efficient lighting in more than 190 only started its recycling programme on lecture halls. In addition, the University all four campuses in June 2011. Lastly, has initiated energy audits and engaged there was a lot of theft of recycled waste with Eskom Demand Side Management especially white paper and cardboard boxes. initiatives. UJ also has access to on-line power metering from City Power. In 2012, the University plans to conduct detailed CONCLUSION energy audits, implement further energy- saving measures, ensure all new and UJ is helping to shape the minds and existing projects include energy efficiency values of a new generation of leaders measures and install energy meters at key and decision makers by integrating an points for measuring energy consumption. environmentally, socially and economically In addition, the University will institute the sustainable consciousness into all aspects roll-out of UJ’s energy efficiency awareness of the University lifecycle through campaign throughout the University. innovation, communication, community engagement and implementation. This will be done by creating opportunities WATER MANAGEMENT that encourage collaborative research and practices; adopting innovative Water use provides another measure of technologies and approaches to how efficiently the University uses natural sustainable practices at UJ; and including resources. The University has developed long-term commitments that integrate a utilities strategy, including numerous economic, social and environmental water-saving projects. A monitoring and objectives in decision-making. targeting system for water will be set up to track costs and consumption and to enable management reports to be easily produced. Sub-meters will be installed on buildings and in large items of equipment to measure their consumption. Any fluctuations will be identified and investigated quickly, and corrective action will be taken. New projects include landscape plans, storm-
“UJ is helping to shape the minds and values of a new generation of leaders and decision makers by integrating an environmentally, socially and economically sustainable consciousness…”
97
“The main strategic goal focus on institutional efficiency and effectiveness and competitive resourcing, with efficiency and future sustainability, size and diversity of income as the key performance indicators.”
Financial Sustainability
FINANCIAL GOVERNANCE AND REVENUE FINANCIAL EXPENDITURE INTELLECTUAL PROPERTY AND COMMERCIALISATION FINANCIAL PERFORMANCE INDEPENDENT AUDITOR’S REPORT TO THE COUNCIL OF THE UNIVERSITY OF JOHANNESBURG ANNUAL FINANCIAL STATEMENTS
99 Financial Sustainability
FOCUS Student Finance Division Our goals in 2012 have been set in such The Student Finance Division is a way to ensure a more productive and The main strategic goals focus on responsible for the accounting for more effective revenue and financial institutional efficiency and effectiveness and all the student revenue and financial governance environment. We aim competitive resourcing, with efficiency and aid transactions of the University. to substantially improve our level of future sustainability, size and diversity of client service to assist the University to income as the key performance indicators. Strategic Financial Projects and achieve its stated strategic goals. The focus in 2011 was also on financial Sundry Revenue Division sustainability, with specific reference to This Division is responsible for, among cost consciousness and effectiveness and others, a variety of strategic projects, sustainable resource generation. financial management of the smaller entities Finance Expenditure of the University, the statutory compliance of all UJ’s companies, accounts receivable FINANCIAL PERFORMANCE and maintenance of the financial code OVERVIEW structures in the student finance systems. Audited financial results for 2011 were The Finance Expenditure Department delivered once more on time, without Planning, Cash Management comprises the following departments: qualification and with no significant external and Financial Division Payroll, Fixed Assets, Accounts Payable and findings. Generating unencumbered This Division is responsible for, among Procurement (which includes Stores, Tenders commercial (namely, non-state, non- others, cash flow planning and management, and Purchasing). tuition-fee, non-capital income) and donor statutory financial reporting, management income remains a high priority and is on and execution of the internal and external The three core functions of the Finance target, but remains suboptimal, especially processes, short-term investments and Expenditure Department are to: in the current economic environment. the maximisation of interest income • Provide strategic financial support for and provision of monthly and quarterly business and operational planning; The 2011 annual financial results show management information to the • Provide day-to-day financial excellent outcomes, with the budgeted Management Executive Committee. services to the University, its operating loss of R88 million being departments, students and staff; turned around to an operating surplus of • Meet external and internal financial R76 million, mainly due to better-than- GOVERNANCE REVIEW reporting requirements. expected remuneration expenditure – the result of the historical staff vacancy This Division is accountable to the MEC, rate at the University. This outcome the MEC Risk Committee, the Finance PERFORMANCE compares very well with that of 2010. Committee of Council and the Audit and Risk Committee of Council. Governance The year 2011 has been the year that we Review is responsible for the maintenance focused on challenging the status quo in and updating of the University’s Risk order to improve our processes. Our aim Financial Governance Register, to ensure proper governance was to create an enabling environment of risk. The Finance divisions, both whereby we tried to address our and Revenue Financial Governance and Revenue and stakeholders’ needs in a more effective way. Expenditure and Procurement, are subject In addition, we also looked at creating to internal and external audits each year. a more effective expenditure team. OVERVIEW This was done by identifying critical issues to be addressed, implementing The Executive Director: Financial FINANCIAL REVIEW performance management and Governance and Revenue is responsible keeping each other accountable. for the executive management of this The Division receives an annual budget division and reports to the DVC: Finance. to perform its duties and to fund its 2011 was the first year in which the salary Strategic management and planning were operating expenditure. We were able increase was finalised before the end of implemented at all operational levels of to use our allocated budget in such a the year and was implemented with effect the Division. The Division consists of the way that efficient service delivery was from 1 January 2012. In addition, a two-year following divisions/units: ensured, without wasting resources. agreement was signed with two of the unions.
• Budget and Project Management Division; Quality systems One of our biggest improvements was This Division has a constant external the development of a report to manage • Student Finance Division; quality monitoring mechanism. The the procurement process - from the University’s internal audit is outsourced submission of the I-proc; to the creation • Strategic Financial Projects and Sundry and is performed by Deloitte. In line of the order; to the delivery thereof; up Revenue Division; with the University’s risk management to the payment. Requestors are notified process, a risk-based internal audit automatically of the progress made with • Planning, Cash Management and Financial methodology is followed. All the findings the request (I-proc). All I-procs have to Reporting Division. of the internal audits with respect to be converted into an order within three risks are fed into the risk management days and all exceptions are monitored. process and the Risk Register. Our supplier database was reviewed PERFORMANCE REVIEW and updated with the supplier’s latest Stakeholder engagement performance details and B-BBEE status. A process was Budget and Project Management Division The Division has embarked on an implemented for new suppliers to be During 2011 the Finance Division extensive communication exercise with vetted before they could be considered embarked on a performance survey which the providers of external bursaries and for placement on our database. was sent to all its internal clients. The other financial aid, including NSFAS. The results of the survey indicated that the purpose of this communication exercise In order to assist Departments to manage clients required a higher level of financial is to ensure that the University’s Bursary their fixed assets better, we developed management than the current service. Office does provide the donors with the IDU software, whereby departments can This Division was restructured in line information and services that we deliver. survey their own assets. Any changes can with the performance survey’s results.
UJ ANNUAL REPORT 2011
100 be done electronically, and the fixed assets Intellectual Financial Department will be notified immediately thereof for them to update the fixed asset Property and Performance register. FADA was used as the pilot and various other faculties/divisions will follow. Commercialisation The 2011 financial year was expected to be another challenging year. Very tight Service level agreements between The Intellectual Property and budgetary controls, higher than expected Finance Expenditure and the various user Commercialisation Office attended to many income levels, as well as tough economic departments were put in place and last new innovations directly related to research, conditions were some of the factors year we started with the review of our which led to the registration of five new impacting on the financial results for the performance with the different departments. patents and three new commercial initiatives. year. The financial principles adopted The respective Finance and Procurement The awareness of the existence of this Office by UJ clearly state that the University policies were updated, and approved by the also increased due to presentations made at will at all times endeavour to ensure MEC in November 2011. The relationship faculty meetings and to individual staff. The a match between recurring expenses between the Procurement Department and number of requests for assistance increased and recurring income and this assisted the Purchasing Consortium of Southern significantly and helped to ensure the in managing the finances in the tough Africa continues to grow from strength to commercial viability of research projects. times . Non-recurring income is used to strength. The Payroll Department has seen finance once-off capital expenditure, to significant improvements in its efficiencies, The major PV project, PTIP, was successfully further enhance the overall sustainability and continuous improvement strategies transferred to its own management and of the University and for strategic are on-going in order to position the premises and at the end of the year the pilot intervention of a non-recurring nature. Department as the department of choice. plant and the new equipment needed to fully commercialise the technology was performing The budget process is strategy-led Among other initiatives that have been well. The company secured an investment of whereby all departments are required to implemented is that the number of close to R100 million from the IDC to build indicate their strategic goals, how these overtime hours worked is reflected on the semi-commercial plant that will kick-start goals will ensure goal congruence with the payslip. Staff are notified via email of the larger plant to be built in Paarl. The joint University-wide goals and what resources subsistence payments as they are being venture with the German technology are required to achieve these goals. Once processed, with the exchange rate also company proved to be very important. all these inputs are collated, a discussion reflected. The temporary appointments between the budget owners and the and payments process, which had been The other existing projects were further finance budget team deals with detailed automated last year, is now being used helped along the commercialisation issues such as affordability of the budgeted by 95% of the faculties and departments. path with two being successful and one requests and the priorities of the relevant It is envisaged that, with the further unsuccessful. It has to be stated that the division in order to reach the desired enhancements, new applicants will be commercialisation path is not defined outcome. When the recurring income able to capture their own details and that and success should not only be measured budget levels have been determined the electronic appointment of invigilators financially. The acceptance of the benefit (ensuring sustainability) a budget proposal will be implemented during 2012. of this Office from students and staff is made to the MEC for consideration. On alike has created a drive for innovation. recommendation by the MEC, the Finance Staff profile and performance management The three new projects that were initiated Committee of Council will consider the The Department consists of 96 staff are in various stages of commercialisation. suggested budget and recommend the final members, of whom 70% are black This includes collaboration with a spin-off approval of the budget to the Council. personnel (African, coloured, Indian). company from the University of Texas with Our black personnel are also represented which we have established a relationship. As the University moves forward on the on the various management levels in implementation of its 2020 Strategic Plan, the Department. The staff turnover rate The Commercialisation Office was involved it is clear that additional income generated was very low with zero resignations, one in many commercial transactions for the from the strong Statement of Financial retirement and one of our staff members University like the ASEM contract, the brand Position will remain very important in sadly passed away. Staff performance is shop UJ Unlimited, Qualification Verification supporting future strategic initiatives. monitored biannually to identify areas Services and other commercial projects that that require attention and to acknowledge created financial benefits for the University. Financial control involves monthly reporting areas where staff are performing. to appropriate line managers, approval for The Intellectual Property and all expenses as required by the Delegation Cultural integration Commercialisation Office expanded its of Authority Policy and budget control Several events were hosted during the year operations in 2011 and established itself as as exercised by relevant accountants in in order to improve our cultural integration. a worthy support service within the University the various faculties and departments. These events included a Hindu wedding, a structures. The definite distinction between Zulu wedding, the Easter function and the intellectual property commercialisation The 2011 Annual Financial Statements were ‘Lifestyles of the rich and famous’ event. (the TTO) and operational commercial again prepared to comply with the IFRS. This assisted in staff getting to appreciate issues need to be incorporated into the The results show an operating surplus and understand one another’s culture. University structures. (if only referring to budgeted activities) of R76 million (2010: R31 million) but the total surplus, ignoring the pension surplus adjustment, fair value adjustment and after taking investment income into account, amounts to R207 million (2009: R 233 million). The main reasons for this pleasing outcome was a better-than- expected state subsidy income, increased enrolments resulting in higher fee income, higher income from donations and significant savings on key costs lines. A campaign to increase cost consciousness and improve cost efficiency has yielded
101 Financial Sustainability substantial savings in expenditure. A key Independent also included evaluating the appropriateness ratio for any higher education institution of accounting policies used and the is remuneration and related expenses Auditor’s Report to reasonableness of accounting estimates (including leave payments, PRMA and made by management, as well as evaluating pension fund liability increases) to recurring The Council of the the overall presentation of the consolidated income. This ratio is an indication of the financial statements. operating risk of an institution. During University of 2011 the actual ratio was 58% (2010: 60%). Opinion Management is satisfied that this ratio is Johannesburg In our opinion, the consolidated financial not too high but continuous efforts are statements present fairly, in all material made to reduce the ratio. The positive respects, the financial position of the University outcome for 2011 relates partly to staff REPORT ON THE CONSOLIDATED of Johannesburg and its subsidiaries as at 31 turnover leading to some posts being vacant FINANCIAL STATEMENTS December 2011, and its financial performance during the year. The major contributor and cash flows for the year then ended in for 2011 was, however, significant growth Introduction accordance with International Financial in recurring income. Reserves were We have audited the consolidated financial Reporting Standards and the requirements positively impacted on by good investment statements of the University of Johannesburg of the Higher Education Act of South Africa. management during the year. In total and its subsidiaries, which comprise the all investments consistently outperform consolidated statement of financial position Other matter the risk-adjusted benchmarks on all our as at 31 December 2011, the consolidated The supplementary information does not form investment portfolios. Reserves consist of statement of comprehensive income, part of the annual financial statements and is individual research reserves, departmental statement of changes in equity and the presented as additional information. We have and faculty reserves, general university statement of cash flows for the year then not audited these schedules and accordingly reserves, the fair value adjustment on ended, and the notes, comprising a summary we do not express an opinion thereon. investments, the reserves of the University of significant accounting policies and other Trust and funds managed on behalf of explanatory information. PRICEWATERHOUSECOOPERS INC external parties (mostly bursary funds). DIRECTOR: MSI GANI Council’s responsibility for the consolidated Registered Auditor, 14 June 2012 The last major infrastructure project in financial statements order for UJ to achieve its final Campus The council is responsible for the preparation Programme Profile involves the Doornfontein and fair presentation of these consolidated Consolidation Project (which includes financial statements in accordance with additional facilities on the Auckland Park International Financial Reporting Standards Kingsway Campus). An amount of at least and the requirements of the Higher R160 million has been specifically earmarked Education Act of South Africa, and for such for capital expenditure related to this project. internal control as the Council determines is The University is also very aware of some necessary to enable the preparation of significant backlog maintenance and the consolidated financial statements that are Finance Committee of Council has set aside free from material misstatement, whether R30 million for the Doornfontein Campus. due to fraud or error.
The University is also embarking on Auditor’s responsibility deepening its role in developing technology Our responsibility is to express an opinion solutions for the country, continent and the on these consolidated financial statements world by improving engagements with based on our audit. We conducted our audit industry and the broader community. In in accordance with the Public Audit Act of support of this, the Council has approved South Africa, the General Notice issued in a project of R110 million which entails the terms thereof and International Standards on building of workshops and entrepreneurial Auditing. Those standards require that we spaces close to the Auckland Park comply with ethical requirements and plan Kingsway Campus. Further reserves will be and perform the audit to obtain reasonable encumbered once the University receives assurance about whether the consolidated feedback from the Department of Higher financial statements are free from material Education and Training (DHET) on UJ’s misstatement. allocation and counter funding required for further Infrastructure and Efficiency projects. An audit involves performing procedures to Excluding the DHET Infrastructure and obtain audit evidence about the amounts Efficiency counter funding which may be and disclosures in the consolidated financial required, more than R300 million of the statements. The procedures selected reserves have been encumbered for 2012 depend on the auditor’s judgement, and 2013. including the assessment of the risks of material misstatement of the consolidated UJ’s financial position, as stated in the financial statements, whether due to fraud Statement of Financial Position, reflects the or error. In making those risk assessments, financial control measures implemented in the auditor considers internal control relevant 2011. The Executive is convinced that, based to the University’s preparation and fair on the financial position, UJ is adequately presentation of the consolidated financial funded and will be able to successfully statements in order to design audit execute its mandate in 2012 and beyond. procedures that are appropriate in the circumstances, but not for the purpose of MS GH COETZER expressing an opinion on the effectiveness Chairperson: Council Finance Committee of the University’s internal control. An audit
UJ ANNUAL REPORT 2011
102 UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
CONSOLIDATED STATEMENTS OF FINANCIAL POSITION FOR THE YEAR ENDED 31 DECEMBER 2011
NOTES 2011 2010 R’000 R’000
Assets Non-current assets 3 571 639 3 713 258
Property and equipment 3 1 298 358 1 471 377
Intangible assets 4 5 712 7 396
Investment in joint venture - 9 141 9 141
Available-for-sale financial assets 6 2 204 763 2 180 331
Post-employment benefit assets 15 53 665 44 997
Non-current Receivables - - 16
Current Assets 488 566 409 827
Inventories - 4 247 3 665
Trade receivables and prepayments 8 124 902 71 672 Students for fees - 102 466 30 508 Other receivables - 22 436 41 164
Cash and cash equivalents 9 359 417 334 490
359 417 334 490
Equity And Liabilities
Equity
Retained earnings 774 087 420 359
Other Reserves 2 591 894 2 759 959
Total Equity 3 365 981 3 180 318
Liabilities Non current liabilities 306 177 599 778
Borrowings - 41 439 45 573
Government Grant 12 81 000 391 000
Post-employment benefit obligations 15 183 738 163 205
Current liabilities 388 047 342 989
Trade payables, accruals and other liabilities 13 277 837 265 916
Student deposits received and income received in advance - 108 436 75 723
Borrowings - 1 774 1 350
694 224 942 767
Total Liabilities 4 060 205 4 123 085
103 Financial Sustainability
UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 31 DECEMBER 2011
NOTES 2011 2010 R’000 R’000
Revenue
Revenue 2 256 938 1 945 526
State appropriations-subsidies and grants - 1 146 386 1 016 126
Tuition and other fee income - 1 030 450 875 305
For research - 80 102 54 095
Other operating income - 161 208 179 486 Operating income 2 418 146 2 125 012
Personnel costs 14 (1 341 309) (1 243 286)
Depreciation 3 (59 930) (43 345)
Amortisation 4 (3 462) (4 157)
Bursaries - (155 152) (132 245)
Other operating expenses - (824 539) (752 611) Operating surplus/(deficit) 33 754 (50 632)
Income from investments - 166 632 282 706
Finance income - 13 184 8 153
Finance costs - (5 774) (6 306) Surplus for the year 207 796 233 921
Other comprehensive income
Fair value adjustments on available-for-sale financial assets 6 4 392 (12 823)
Acturial gains and losses on defined benefits plans 15 (21 501) (14 869)
Change in IAS 19.58(a) limit (5 024) 10 050 Total comprehensive income for the year 185 663 216 279
UJ ANNUAL REPORT 2011
104 UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY FOR THE YEAR ENDED 31 DECEMBER 2011
RETAINED AVAILABLE-FOR- OTHER RESERVES TOTAL EARNINGS SALE RESERVE
R’000 R’000 R’000 R’000
Balance as at 01 January 2011 420 359 229 734 2 530 225 3 180 318
Transfer 3 224 - (3 224) - 423 583 229 734 2 527 001 3 180 318
Surplus for the year 207 796 - - 207 796
Other comprehensive income (26 525) 4 392 - (22 133)
Fair value movement - 68 632 - -
Fair value movement transfer on disposal of investments - (64 240) - -
Transfers 169 233 - (169 233) -
Balance as at 31 December 2011 774 087 234 126 2 357 768 3 365 981
Balance as at 01 January 2010 598 174 242 556 2 123 308 2 964 038
Transfer 4 034 - (4 034) 602 208 242 556 2 119 274 2 964 038
Surplus for the year 233 921 - - 233 921
Other comprehensive income (4 819) (12 823) - (17 642)
Fair value movement - 147 282 - -
Fair value movement transfer on disposal of investments - (160 105) - -
Transfers (410 951) - 410 951 -
Balance as at 31 December 2010 420 359 229 734 2 530 225 3 180 318
105 Financial Sustainability
UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2011
NOTES 2011 2010 R’000 R’000
Cash flows from operating activities
Cash generated from / (utilised in) ooerations - 123 142 63 314
Finance cost - (5 774) (6 306)
Finance income - 13 184 8 153
Net cash generated from operating activities 130 552 65 161
Cash flows from investing activities
Purchases of property, plant and equipment 3 110 833 (440 312)
Proceeds from sale of property, plant and equipment - 7 574 35 410
Purchases of intangible assets 4 (2 214) (1 953)
Purchase of investments 6 (4 786 557) (4 083 648)
Proceeds from sale of available-for-sale financial assets 6 4 776 042 4 064 015
Decrease in non-current receivables - 16 (16)
Interest income - 62 205 93 528
Dividends received - 40 187 26 982
Net cash outflow from investing activities 208 086 (305 994)
Cash flow from financing activities
Finance cost 12 (310 000) 51 000
Finance income - (3 711) (3 495)
Net cash generated from operating activities (313 711) 47 505
Net increase / (decrease) in cash and cash equivalents - 24 927 (193 328)
Cash and cash equivalents at beginning of the year 9 334 490 527 818
Cash and cash equivalents at end of the year 359 417 334 490
UJ ANNUAL REPORT 2011
106 UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
3. Property and equipment
NETWORK & COMPUTER FURNITURE LAND & BUILDING VEHICLES TOTAL MAINFRAMES HARDWARE & FITTINGS BUILDINGS EQUIPMENT
R’000 R’000 R’000 R’000 R’000 R’000 R’000
2011 Cost as at 1 January 2011 17 482 17 766 27 762 167 656 1 483 722 56 891 1 771 279
Additions during the year 4 761 5 375 4 355 31 719 139 616 3 341 189 167
Adjustment - - - - (300 000) - (300 000)
Reclassifications - - - (16) - 16 -
Disposals during the year (1 226) (437) (2 147) (3 609) - - (7 419) Costs as at 31 December 2011 21 017 22 704 29 970 195 750 1 323 338 60 248 1 653 027
Accumulated depreciation
Accumulated depreciation as at 1 Jan 2011 (10 157) (10 162) (11 779) (55 575) (206 621) (5 608) (299 902)
Current year depreciation (1 627) (4 376) (5 699) (18 744) (22 856) (6 628) (59 930)
Depreciation on disposal made during the year ------
Depreciation on reclassifications 1 156 391 2 066 1 550 - - 5 163
Accumulated depreciations (10 628) (14 147) (15 412) (72 769) (229 477) (12 236) (345 669) as at 31 Decemeber 2011
Net carrying amount
Cost as at 31 December 2011 21 017 22 704 29 970 195 750 1 323 338 60 248 1 653 027
Accumulated depreciation as at 31 Dec 2011 (10 628) (14 147) (15 412) (72 769) (229 477) (12 236) (345 669)
Net carrying amount as at 31 December 2011 10 389 8 557 14 558 122 981 1 093 861 48 012 1 298 358
107 Financial Sustainability
UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
3. Property and equipment (continued)
NETWORK & COMPUTER FURNITURE & LAND & BUILDING VEHICLES TOTAL MAINFRAMES HARDWARE FITTINGS BUILDINGS EQUIPMENT
R’000 R’000 R’000 R’000 R’000 R’000 R’000
2010 Cost as at 1 January 2010 14 493 25 669 31 471 161 339 1 1103 912 49 510 1 386 394
Additions during the year 3 110 3 557 5 231 37 342 382 931 8 141 440 312
Reclassifications - (885) 615 236 - - (34)
Disposals during the year 121 (10 575) (9 555) (13 304) (3 121) (18 717) (55 393) Costs as at 31 December 2010 17 482 17 766 27 762 185 613 1 483 722 38 934 1 771 279
Accumulated depreciation
Accumulated depreciation as at 1 Jan 2010 (8 855) (16 907) (16 021) (51 937) (197 851) (12 897) (304 468)
Current year depreciation (1 325) (4 095) (5 038) (16 805) (9 669) (6 413) (43 345)
Depreciation on disposal made during the year - 265 244 21 - - -
Depreciation on reclassifications 23 10 575 9 524 13 188 899 13 702 47 911
Accumulated depreciation (10 157) (10 162) (11 779) (55 575) (206 621) (5 608) (299 902) as at 31 Decemeber 2010
Net carrying amount
Cost as at 31 December 2010 17 482 17 766 27 762 185 613 1 483 722 38 934 1 771 279
Accumulated depreciation as at 31 Dec 2010 (10 157) (10 162) (11 779) (55 575) (206 621) (5 608) (299 902)
Net carrying amount as at 31 December 2010 7 325 7 604 15 983 130 038 1 277 101 33 326 1 471 377
UJ ANNUAL REPORT 2011
108 UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
4. Intangible assets
COMPUTER COMPUTER ARTWORK TOTAL ARTWORK TOTAL SOFTWARE SOFTWARE
2011 2011 2011 2010 2010 2010 R’000 R’000 R’000 R’000 R’000 R’000
Year ended 31 December
Cost
Opening cost 1 583 29 547 31 130 1 562 33 166 34 728
Additions - 2 214 2 214 55 1 898 1 953
Disposal - - - (34) (5 517) (5 551)
Write-off (436) - (436) - - - Total cost 1 147 31 761 32 908 1 583 29 547 31 130
Amortisation
Opening balance - (23 734) (23 734) - (25 094) (25 094)
Amortisation charge for the year - (3 462) (3 462) - (4 157) (4 157)
Amortisation on disposals - - - - 5 517 5 517 Total accumulated amortisation - (27 196) (27 196) - (23 734) (23 734)
Net carrying amount
Cost as at 31 December 1 147 31 761 32 908 1 583 29 547 31 130
Accumulated depreciation as at 31 Dec - (27 196) (27 196) - (23 734) (23 734) Net carrying amount as at 31 Dec 1 147 4 565 5 712 1 583 5 813 7 396
109 Financial Sustainability
UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
6. Available-for-sale financial assets COST MARKET VALUE COST MARKET VALUE 2011 2011 2010 2010 R’000 R’000 R’000 R’000
Opening balance 1 January 1 951 179 2 180 331 1 818 929 2 061 490
Cost of additions during the year 4 786 556 4 794 759 4 083 649 4 083 063
Disposals during the year (4 770 057) (4 774 719) (3 951 399) (3 951 399)
Surplus on disposals reclassified from ‘other comprehensive income’ to ‘Income from investments’ - (64 240) - ( 160 105)
Increase / (decrease) in market value recognised in other comprehensive income - 68 632 - 147 282 1 967 678 2 204 763 1 951 179 2 180 331
There was no impairment of available-for-sale financial assets in 2011 and 2010.
Available-for-sale financial assets include the following:
Government bonds and stocks 219 078 224 988 159 794 159 584
Listed - stocks and debentures 213 599 222 460 208 551 220 563
Listed - shares 1 124 355 1 332 974 1 109 610 1 329 968
Fixed deposits 82 322 87 673 130 315 127 164
Unlisted - shares 2 073 2 073 1 130 1 130
Other deposits 270 988 279 332 291 471 291 614
Other loans 27 176 27 176 23 353 23 353
Endowment policies 28 087 28 087 26 955 26 955 1 967 678 2 204 763 1 951 179 2 180 331
A register of the investments can be obtained from the University. The fair value of the investments is based on the closing market values and other appropriate valuation methodologies, including discounted cash flow analysis, as at 31 December 2011. The valuations are performed by independent fund managers who manage the University’s investments under agreed mandates.
The available-for-sale financial assets are denominated in South African Rand (R).
The maximum exposure to credit risk at the reporting date is the carrying value of the debt securities classified as available-for-sale. None of these financial assets is either past due or impaired.
UJ ANNUAL REPORT 2011
110 UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
8. Receivables and prepayments 2011 2010 R’000 R’000
Student receivables 191 030 112 208
Less: Provision for impairment (88 564) (81 700)
Student receivables - net carrying amount 102 466 30 508
Other receivables 22 436 41 164
Advances and pre-payments 9 112 8 487
Deposits - 321
Staff loans 10 15
Staff receivables and advances - 246
Value Added Tax 396 -
Other receivables - net carrying amount 6 578 25 543
Other receivables 9 867 27 744
Less: Provision for impairment (3 289) (2 201)
Interest and dividends receivable 6 340 6 552 124 902 71 672
The fair value of student and other receivables approximate their book values as shown above. The carrying amounts of the University’s student and other receivables are dominated in South African Rand R The University does not hold any collateral as security.
9. Cash and cash equivalents 2011 2010 R’000 R’000
Call deposits, cash in the bank and cash on hand 73 260 81 847
Short term deposits 286 157 252 643 359 417 334 490
The fair value of cash and cash equivalents approximate its carrying amount. The carrying amount of the University’s cash and cash equivalents is denominated in South African Rand (R). The maximum exposure to credit risk at the reporting date is the carrying value of cash and cash equivalents (excluding bank overdrafts). The following cessions in favour of ABSA Bank are in place: The following cessions in favour of ABSA Bank are in place:
ABSA fixed deposit 110 110
ABSA fixed deposit 1 250 1 250
Erf 3, Uitsaaisentrum, IR Gauteng 5 000 5 000
Portion 684, Doornfontein, IR Transvaal 2 000 2 000
Erf 636, Doornfontein, IR Transvaal 2 000 2 000
Erf 119-121, 123-126 and 61-66, Doornfontein, IR Transvaal 2 280 2 280
111 Financial Sustainability
UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
12. Government grant
The Minister of Higher Education has approved student enrolment plans for all higher education institutions for the period up to 2010. In addition, the Minister has also earmarked funding allocations primarily for the improvement of teaching/learning infrastructure. These allocations are intended to improve graduate output efficiencies and to produce additional graduates in scarce-skill fields.
2011 2010 R’000 R’000
Opening balance as at 1 January 391 000 340 000
Grant received during the year for Doornfontein Campus - 51 000
Grant utilised to reduce the cost of Soweto development (300 000)
Grant utilised for operating expenses (10 000) 81 000 391 000
13. Trade payables, accruals and other liabilities
Trade payables 157 147 124 765
Accruals 31 682 55 034
Leave pay accrual 66 581 64 366
Bonus accrual 22 427 21 198
Value Added Tax - 553 277 837 265 916
The fair values for trade payables, accruals and other liabilities above approximate their book values.
14. Personnel costs
Academic Professional 665 249 599 906
Other Personnel 579 897 529 556
Other post retirement 28 390 28 228
Pension cost - defined contribution 82 030 73 717
Pension cost - defined benefit 11 914 11 879
Pension cost - defined benefit surplus (26 171) - 1 341 309 1 243 286
Average number of persons in service at the University of Johannesburg and its subsidiaries during the year:
- Full time 2 928 2 892
- Part time 3 035 2 249
UJ ANNUAL REPORT 2011
112 UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
15. Post-employment benefits 2011 2010 R’000 R’000
Post-retirement medical benefits (note 15.1) 183 738 155 348
NTRF pension fund obligation (note 15.2.1) - 7 857 183 738 163 205
UJ pension fund surplus (Note 15.2.2) 53 665 44 997
15.1. Post-retirement medical benefits
The University provides post-retirement medical benefits to certain qualifying employees in the form of continued medical aid contributions. Their entitlement of these benefits is dependent on the employee remaining in service until retirement. The accumulated post-retirement medical obligation and annual cost of those benefits is determined annually by independent actuaries. The actuarially determined liability based on the University’s current practice of funding a portion of its retirees and in service members medical aid was valued at 31 December 2011.
2011 2010 R’000 R’000
NTRF pension fund obligation (note 15.2.1) 183 738 155 348 183 738 155 348
Reconciliation of the movement in the defined benefit obligation:
Present value of obligation: beginning of the year 155 348 140 309
Current service cost 4 657 4 476
Interest cost 12 946 12 738
Benefit paid (5 687) (5 208)
Net actuarial loss recognised in other comprehensive income 16 474 3 033
Present value of obligation: end of year 183 738 155 348
Reconciliation of amounts recognised in the statement of comprehensive income:
Current service cost 4 657 4 476
Interest cost 12 946 12 738
Annual expense 17 603 17 214
Active members (in service) 380 411
Continuation members 240 233 620 644
113 Financial Sustainability
UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
In the estimating the unfunded liability for post-employment medical care, the following assumptions are made:
Effective date of assumptions 31 DEC 2011 31 DEC 2010
Post retirement plan
Discount rate 8.25% 8.50%
Health care cost inflation 7.50% 7.25%
Continuation of membership 100% 100%
Normal retirement age 65 YRS 65 YRS
Expected retirement age 65 YRS 65 YRS
15.2. Pension obligations
The University has established post retirement pension schemes that cover all employees. Presently there are two defined benefit plans and two defined contribution plans. The first defined benefit plan is a final salary plan that has a defined contribution element in that should the plan assets exceed the defined benefit obligation, employees are entitled to that surplus. The second is a final salary as defined and is funded. The assets of the fund are held in an independent trustee administered fund in terms of the Pensions Fund Act of 1956, as amended. The pension fund is valued by independent actuaries on an annual basis using the Projected Unit Credit Method.
The latest full actuarial valuation of the pension fund was performed on the 31 December 2011. Contributions to the provident fund are charged to the statement of comprehensive income in the year in which they are incurred.
The University withdrew from the National Tertiary Retirement Fund (‘NTRF’) with effect from 30 June 2008. The members that form part of this fund are to be transferred to the UJ defined benefit pension plan under a Section 14 transfer which is governed by the Pension Funds Act (Act 24 of 1956). During the financial year this transfer was completed, as a result there is no disclosure for the NTRF Pension Fund as at 31 December 2011.
In the prior year, the NTRF won the high court case and the rule amendment was registered resulting in pre-funding amounts being released as a surplus in the NTRF. The Trustees of the NTRF subsequently allocated the pre-funding amounts to the employers and the members with the pre-funding amount being taken into account for the first time in arriving at the defined benefit obligation as at 31 December 2010.
UJ ANNUAL REPORT 2011
114 UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
15.2. Pension obligations (continued) 2011 2010 NTRF NTRF R’000 R’000
Balance at end of the year
Present value of the obligation - (7 857)
Fair value of plan assets - -
Defined benefit obligation at 31 December - (7 857)
Reconciliation of the movement in the defined benefit obligation:
Present value of obligation: beginning of the year (7 857) (10 808)
IAS 19.58(a) limited removed - -
Contributions paid - -
Current service cost - (513)
Interest cost - (1 017)
Expected return on plan assets - -
Net actuarial gains/(losses) recognised in other comprehensive income - 4 481
Transfer to UJ pension fund 7 857 -
Balance at year end - (7 857)
Reconciliation of amounts recognised in the statement of comprehensive income:
Current service cost - 513
Interest cost - 1 017
Expected return - - - 1 530
Number of members - 126
The principal assumptions used for accounting purposes were as follows:
General inflation rate 0.00% 5,60%
Discount rate 0.00% 8.50%-
Expected return on investment 0.00% 9.60%- 0.0% 6.6%
Salary inflation PLUS PLUS MERIT MERIT
115 Financial Sustainability
UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
15.2. Pension obligations (continued) 2011 2010 UJ PENSION UJ PENSION FUND FUND R’000 R’000
Balance at end of the year
Present value of the obligation (671,772) (483 133)
Fair value of plan assets 815 605 613 274
Unrecognised surplus due to IAS 19(a) limit (90 168) (85 144)
Defined benefit surplus at 31 December 53 665 44 997
Reconciliation of the movement in the defined benefit obligation:
Present value of obligation: beginning of the year 44 997 37 399
Prior year correction (1 889) -
Change in IAS 19.58(a) limit (5 024) 10 050
Contributions paid 10 592 5 757
Current service cost (9 851) (7 433)
Interest cost (53 703) (37 824)
Expected return on plan assets 73 570 53 365
Net actuarial losses recognised in other comprehensive income (5 027) (16 317)
Balance at year end 53 665 44 997
Reconciliation of the movement in the plan assets
Fair Value of assets as at 1 January 613 274 559 573
Asset transfer from NTRF fund 169 378 -
Expected return 73 570 53 365
Contributions 16 476 9 046
Benefits Paid (50 161) (39 836)
Actuarial gain on assets (6 932) 31 126
Fair Value of assets as at 31 December 815 605 613 274
The actual return on plan assets is as follows: 66 638 91 326
Type of assets held:
AIMS - 305 144
Allan Gray Life Global Balanced 259 792 149 834
Sanlam Focus 46 674 31 854
Sanlam Managed 239 881 163 061
Coronation 485 735 281 844
Old Mutual Core Growth - 61 777
Closing balance 1 032 081 993 514
Defined contribution liability (198 477) (373 405)
Net current assets (18 000) (6 835)
Asset value 815 605 613 274
UJ ANNUAL REPORT 2011
116 UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
15.2. Pension obligations (continued) 2011 2010 UJ PENSION UJ PENSION FUND FUND R’000 R’000
Reconciliation of amounts recognised in the statement of comprehensive income as part of profit & loss:
Current service cost 9 851 7 433
Interest cost 53 703 37 824
Expected return (73 570) (53 365) (10 016) (8 108)
Number of members 216 235
Reconciliation of amounts recognised in statement of comprehensive income as part of profit & loss
Net actuarial losses recognised (5 027) (16 317)
Change in IAS 19.58(a) limit (5 024) 10 050 (10 051) 6 627
The principal assumptions used for accounting purposes were as follows:
General inflation rate 6.10% 5.60%
Discount rate 8.70% 8.50%
Expected return on investment 16.10% 9.60%
Salary inflation 7.1% PLUS MERIT 6.6% PLUS MERIT
UJ’s best estimate of contributions expected to be paid to the plan during the annual period beginning after balance sheet date: 26 885 -
Amounts for the latest actuarial valuation and previous four periods are as follows: 2007 2008 2009 2010 2011
Defined benefit obligation 135 510 140 046 151 117 155 348 183 738
Fair value of plan assets (183 240) (33 461) (37 399) (44 997) (53 665)
Retirement benefit obligation (47 730) 106 585 113 718 110 351 130 073
117 Financial Sustainability
UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
26. Executive Remuneration DESIGNATION NAME CTI LEAVE DAYS SOLD MERIT BONUS GRAND TOTAL
Vice-Chancellor Prof IL Rensburg 3 041 757 - 470 000 3 511 757
DVC: HR and Planning Prof D van der Merwe 2 199 206 83 790 513 483 2 796 479
Deputy Vice - Chancellor (Finance) Prof JH Kriek 1 835 777 70 608 1 026 625 2 933 010
Deputy Vice - Chancellor (Academic) Prof A Parekh 1 795 853 26 475 413 205 2 235 533
Deputy Vice - Chancellor (Research, Prof AM Habib Innovation and Advancement) 1 777 425 68 363 462 760 2 308 548
Deputy Vice - Chancellor (Strategic Planning) Dr PZ Njongwe 1 523 920 91 596 - 1 615 516
Registrar Prof ME Muller 1 523 920 23 444 434 621 1 981 985
Executive Dean: Health Sciences Prof A Swart 1 235 040 47 502 190 461 1 473 003
Executive Dean: Science Prof IC Burger 1 269 917 - 278 807 1 548 724
Executive Dean: Economics and Financial Prof A Dempsey 1 235 040 47 500 256 565 1 539 105
Executive Dean: Education Prof SJ Gravett 1 235 040 47 500 160 196 1 442 736
Executive Dean: Law Prof PH O’Brien 1 235 040 47 502 219 588 1 502 130
Executive Dean: Humanities Prof RP Ryan 1 278 056 44 063 55 268 1 377 388
Executive Dean: Engineering and the Built Environment Prof T Marwala 1 301 466 - 284 563 1 586 029
Executive Dean: Management Prof D Van Lill 1 163 920 44 767 137 246 1 345 933
UJ ANNUAL REPORT 2011
118 UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2011
26. Executive Remuneration DESIGNATION NAME CTI LEAVE DAYS SOLD MERIT BONUS GRAND TOTAL
Executive Dean: Art, Design and Architecture Prof MD Sauthoff 1 235 040 47 673 247 599 1 530 312
Executive Director: Library and Information Centre Mrs J Sander 1 144 619 - 102 907 1 247 526
Executive Director: Financial Governance and Revenue Mr JA Van Schoor 1 235 040 47 631 159 436 1 442 107
Executive Director: Human Resources Dr PZ Dube 1 483 846 - 150 291 1 634 137
Executive Director: Operations Mr R Du Plessis 1 351 402 - 136 874 1 488 276
Mr A Vorster Chief Information Officer (Retired 30/06/11) 582 016 204 603 35 246 821 865
Mr AA Swartbooi Chief Information Officer (Appointed 07/11/11) 212 113 - - 212 113
Executive Director: Expenditure Mr CJH Kruger 1 167 907 42 044 192 821 1 402 772
Executive Director: Institutional Advancement Mr KP Swift 1 194 071 - 170 612 1 364 683
Dr PG Mekgwe Executive Director: Internationalisation (Appointed 1/9/11) 387 973 - - 387 973
Executive Director: Academic Support Prof E De Kadt and Development 1 209 931 45 414 202 292 1 457 637
Executive Director: Student Affairs Prof MS Mandew 1 281 344 19 237 179 340 1 479 920
Executive Director: Research and Innovation Dr CM Masuku 1 167 424 217 385 184 416 1 569 225
Executive Director: Sport Prof WJ Hollander 1 139 649 590 758 164 159 1 894 566
119 Financial Sustainability
UNIVERSITY OF JOHANNESBURG AND ITS SUBSIDIARIES
RENUMERATION FOR THE YEAR ENDED 31 DECEMBER 2011
Chairperson of Council FIRST SECOND THIRD FOURTH TOTAL
Marcus RD, Dr 15 000 21 000 12 000 19 000 67 000
Chairs of Committees FIRST SECOND THIRD FOURTH TOTAL
Baleni MF, Mr 5 500 6 000 - 5 500 17 000
Coetzer GM, Mrs 8 500 11 000 11 000 16 500 47 000
Dikgole TJ, Mr 14 00 9 000 6 000 11 000 40 000
Gebhardt CR, Mr 11 000 8 500 8 500 11 000 39 000
Njeke MJ, Mr 5 000 5 500 5 500 6 000 22 000
Travel Re-imbursements FIRST SECOND THIRD FOURTH TOTAL
Coetzer GM, Mrs 1 335 1 781 1 335 2 226 6 677
Dikgole TJ, Mr 2 226 1 335 445 1 335 5 341
Council Members FIRST SECOND THIRD FOURTH TOTAL
Ellis G, Prof 2 500 7 500 - 5 000 15 000
Hoboyi BE, Mr 2 500 2 500 - 7 500 12 500
Lushaba D, Dr 5 000 2 500 5 000 5 000 17 500
Manganye D, Mr 10 000 15 000 7 500 10 000 42 500
Mjwara P, Mr - 2 500 - 2 500 5 000
Nyoka K, Ms 2 500 - 2 500 - 5 000
Nzalo Z, Ms 5 000 7 500 - 5 000 17 500
Rowland W, Dr 7 500 10 000 5 000 5 000 27 500
Sibiya BK, Mr 5 000 10 000 7 500 12 500 35 000
Siwani N, Mrs 12 500 22 500 15 000 5 000 55 000
Thoka-Mogari K, Mrs 5 000 2 500 5 500 - 13 000
White MJ, Mr 2 500 5 000 5 000 5 000 17 500
Travel Re-imbursements FIRST SECOND THIRD FOURTH TOTAL
Rowland W, Dr 1 403 1 781 445 461 4090
TOTAL TRAVEL RE-IMBURSEMENTS 16 108
TOTAL COUNCIL MEMBER'S PAYMENTS 495 000
UJ ANNUAL REPORT 2011
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2011 ANNUAL REPORT
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