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Annual Report 2018

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Annual Report 2018 UNIVERSITY OF THE WESTERN CAPE ANNUAL REPORT T wenty E ighteen COVER ARTWORK Title: Environmental Transition Artists: Willie Bester, Vincent Silimela, Isaac Makeleni Medium: Acrylic on canvas with found objects UNIVERSITY OF THE WESTERN CAPE ANNUAL REPORT T wenty E ighteen UWC ART COLLECTION The University has, since the 1980s under the leadership of former Rector, Prof Jakes Gerwel, steadily amassed an art collection that comprises works from South Africa and the continent. We have been fortunate over the years to have been gifted collections by generous friends of the University such as former Constitutional Court judge, Albie Sachs. The UWC art collection proudly boasts well-known artists along with community artists who gave expression to their resistance to apartheid through art. ANNUAL REPORT TWENTY EIGHTEEN CONTENTS 01 UWC 2018 PERFORMANCE REPORT 08 02 REPORT OF THE CHAIRPERSON OF COUNCIL 12 03 REPORT OF THE RECTOR AND VICE-CHANCELLOR 18 04 REPORT OF THE CHAIRPERSON OF SENATE 30 05 REPORT OF THE INSTITUTIONAL FORUM 54 06 COUNCIL’S STATEMENT ON GOVERNANCE 56 07 COUNCIL STATEMENT ON TRANSFORMATION AND SUSTAINABILITY 60 08 REPORT OF THE AUDIT AND RISK COMMITTEE OF COUNCIL 64 09 REPORT ON INTERNAL SYSTEMS OF OPERATIONAL STRUCTURES AND CONTROL 66 10 REPORT ON RISK EXPOSURE ASSESSMENT 70 11 FINANCIAL REVIEW 76 12 COUNCIL’S STATEMENT OF RESPONSIBILITY FOR THE ANNUAL FINANCIAL STATEMENTS 84 13 INDEPENDENT AUDITOR’S REPORT 86 14 ANNEXURE AUDITORS’ RESPONSIBILITIES FOR THE AUDIT 90 15 ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2018 92 16 ANNEXURES TO THE 2018 ANNUAL REPORT 136 UNIVERSITY OF THE WESTERN CAPE EXECUTIVES PROF TYRONE PRETORIUS Rector and Vice-Chancellor E PROF VIVIENNE LAWACK P PROF PAMELA DUBE A Deputy Vice-Chancellor: C Deputy Vice Chancellor: N Academic Student Development and Support TER S E W E H T F O Y T SI VER UNI 6 PROF JOSÉ FRANTZ MS NITA LAWTON-MISRA Deputy Vice-Chancellor: Registrar Research & Innovation MR ABDURAGHMAN REGAL MR MEKO MAGIDA Executive Director: Executive Director: Finance and Services Human Resources UNIVERSITY OF THE WESTERN CAPE FATYCUL DEANS PROF ANTHEA RHODA Faculty of Community and Health Sciences ANN PROF YUSUF OSMAN PROF VUYOKAZI NOMLOMO Faculty of Dentistry Faculty of Education ua L R E P ort T W ENTY EI G HTEEN 7 PROF MICHELLE ESAU PROF JACQUES DE VILLE Faculty of Economic Faculty of Law and Management Sciences PROFESSOR PROF DUNCAN BROWN MIKE DAVIES-COLEMAN Faculty of Arts Faculty of Natural Sciences UWC 2018 PERFORMANCE REPORT In accordance with the Regulations for Reporting by Public Higher Education Institutions, as promulgated on 9 June 2014, the University of the Western Cape (UWC) submitted an Annual Performance Plan to the Minister of Higher Education and Training for 2018. UWC has an E P A entrenched culture of institutional and strategic planning, and the annual C N performance planning process forms part of the University’s annual TER S E planning cycle. The University uses a range of indicators as diagnostic W E H metrics to understand progress against targets and all of the indicators T F O are embedded in institutional goals and speak to different objectives that Y T SI constitute these and that are outlined in the Institutional Operating Plan VER 2016 – 2020 (IOP). UNI 8 In the table below, the column – ‘Actual against target’ – reflects the variation between progress achieved and the target that was set, expressed as a percentage difference. As per the Department of Higher Education and Training’s (DHET) guidelines in terms of the enrolment mandate to universities, a difference of up to 2% is considered to be within acceptable norms. 01 2018 Actual Evidence against IOP Goal Area Key Performance indicator Comments Source Target Target Actual (%) A. Access Headcount totals The slight over-enrolment of rst-time entering students is not a matter of serious First-time entering undergraduates HEMIS 4 500 4 537 0.8% concern. The University annually plans for a degree of over-enrolment in this category. The under-enrolment at postgraduate level has resulted in the University not being Overall headcount enrolments HEMIS 23 315 22 835 2.1% able to meet its overall headcount target. The over-enrolment in this category is higher than planned, and, because the University Headcount enrolments (Foundation HEMIS 1 020 1 104 8.0% is not planning to grow this category of rst-time entering students, it will be provision) monitored carefully going forward. The overall undergraduate headcount is affected by several factors, including attrition, Headcount enrolments total retention, success rates and graduation. The most signicant factor that inuenced HEMIS 18 260 17 447 4.5% undergraduate the slightly lower overall undergraduate headcount relates to the higher number of Goal Area 1 – students who graduated. The size, shape and mix of Headcount enrolments total The University is very pleased with the postgraduate enrolment and the increased the student population and HEMIS 5 055 5388 6.6% academic programmes postgraduate proportion of students enrolled in postgraduate programmes. The proportionate Percentage of postgraduate students growth in postgraduate numbers is an important institutional strategic focus. as a proportion of overall student HEMIS 22% 23,6% 1.6% headcount Master’s and doctoral enrolment as The University is pleased with the performance in this area, which has shown a percentage of overall headcount HEMIS 13% 13.5% 0.5% continued growth over several years. enrolment Science, Engineering, Technology Overall, the University is satised with the enrolment distribution across CESM HEMIS 35% 36.6% 1.6% (SET) categories, but we are concerned about the continued drop in enrolment of students in Business/Management HEMIS 14% 12.9% 1.1% Business and Management programmes, and this relates to specic programmes in the Faculty of Economic and Management Sciences in which the institution was unable to Education HEMIS 11% 10.3% 0.7% meet its rst-time entering target for the last few years. We are very pleased, however, with the performance in SET, which is difcult to achieve given the limited number of Other Humanities HEMIS 40% 40.2% 0.2% matriculants meeting the minimum Mathematics requirements, and this also affects enrolment in several programmes in the Business and Management category. HTEEN G EI ENTY TW ORT EP R L UA 9 ANN 10 UNIVERSITY OF THE WESTERN CAPE 2018 Actual Evidence against IOP Goal Area Key Performance indicator Comments Source Target Target Actual (%) B. Success Graduates - Undergraduate HEMIS 2 900 3 189 9.9% In this category of indicators, the University is pleased with the performance in terms of undergraduate students. The postgraduate performance is directly affected by the Goal area 2 - Graduates - Postgraduate HEMIS 2 207 1 742 21.1% under-enrolment in the category Honours and postgraduate diplomas, which are one- Develop an environment year programmes that directly affects projected annual graduation rates if enrolment conducive to Success rate HEMIS 83% 80,9% 2.1% targets are not met. excellence in learning and teaching in Undergraduate Output by Scarce Skills support of student success Life and Physical Sciences HEMIS 315 386 22.5% The University is pleased with its contribution of graduates in scarce skills areas. The and retention only area where we have underperformed is in teacher education, and this is mainly Animal and Human Health HEMIS 513 537 4.7% due to the under-enrolment in the Postgraduate Certificate in Education (PGCE), which Teacher Education HEMIS 557 383 31.2% is a one- year programme that has a significant impact on annual targets Success rate HEMIS 83% 89% 6.0% C. Staff Headcount of permanent The University keeps a keen watch on these indicators, as they speak to our capacity HR Office 675 681 0.8% instructional/research staff to deliver our academic programmes. Of these, the indicator that is the most important FTE of permanent instructional/ one is the ratio of FTE students to FTE staff. The lower ratio is positive, as it means HEMIS 840 825.8 1.7% research Staff that there are fewer students per staff member, but the fact that we did not meet our Goal area 4 – overall enrolment target slightly skews this ratio. Ratio of FTE students to FTE Create a supportive work HEMIS 21.7 20.9 3.7 environment and a resilient instructional / research staff institutional culture that The University has set ambitious targets in terms of increasing the proportion of staff embraces diversity, inclusivity Percentage of permanent with PhDs. This is a difficult proportion to reach as it speaks to balancing experience and excellence instructional/research staff with HR office 59% 55.2% 3.8% with developing a new generation of academics and is directly affected by senior doctoral degrees staff retiring. When considering staff numbers, the number of staff with doctoral qualifications has remained relatively consistent from 2017 to 2018. This indicator relates to the New Generation Academics programme co-funded by the Number of NGAP staff HR 4 4 DHET to support the appointment and development of young academics. UWC has largely been able to optimise this opportunity. E. Research Output Goal area 3 – The University is disappointed with the fact that our expected publication units per FTE Grow and strengthen instruction/research staff for 2018 will be signicantly lower than planned. It must, Publication units per FTE Research however, be noted that the units earned are slightly higher than what was achieved UWC’s postgraduate 0.73 0.60 18% culture and support to instruction/research staff ofce in 2017, but in both years the University performed below target. The data will be postgraduate scrutinised carefully to improve our understanding of challenges and to assist the students, and maintain a University in putting meaningful strategies in place to address the under-performance.
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