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Annual Report 2014 ANNUAL REPORT [CONTENTS] 5 Performance assessment report 19 Report of the Chairperson of Council 31 Statement of Council on governance 42 Annexure 1 47 Statement of Council on sustainability 51 Report of Senate to Council 90 Annexure 2 103 Report of the Institutional Forum to Council 107 Report of the Vice-Chancellor on management and administration 167 Report on internal administrative/operational structures and controls 171 Report on risk exposure assessment and the management thereof 175 Annual financial review 185 Financial statements for the year ended 31 December 2014 251 Report of the Audit-, Risk and Compliance Committee 255 Report on transformation 259 List of abbreviations used in the report Annexures 42 Annexure 1: Attendance of Council meetings 90 Annexure 2: Management statistics CD 1 Institutional Plan 2014 2 Council minutes Note: The content of the annual report has been restructured strictly in accordance with the Regulations for Annual Reporting for Higher Education institutions (footnotes refer to specifics contained in the Regulations). | 5 [PERFORMANCE ASSESSMENT REPORT] The North-West University celebrated its 10th year of existence in 2014. uring these ten years, it has pursued the vision to become a pre-eminent university in Africa, driven by the pursuit of knowledge and innovation. The mission according to which all goals and objectives were developed over the years Dby means of three-year rolling planning cycles was to become a balanced teaching-learning and research university that implements its expertise in innovative ways. This mission was furthermore pursued while the institution lived its values, strived for sound management, and in ongoing pursuit of transformation. In support of this mission, the strategy has been to increase the quality and quantity of research through focus by means of campus niches, appropriate incentives, as well as capacity building and development. In addition, the strengthening the quality of teaching and learning was continuously done by improved client focus, e-learning, innovation and diversity. The following five mission elements provided the backdrop for the goals and objectives stated in the Institutional Plan for 2014 (please refer to enclosed CD): i. To drive transformation as an integrated, urgent, fair and well-managed process of fundamental and sustainable change to address institutional inequalities while accounting for the needs of the country and all its people. The NWU does this by empowering people through quality education, world-class research and the meaningful implementation of its expertise; ii. To develop, educate and empower through innovative and high quality teaching-learning, well-rounded graduates who are able to think laterally and critically in their service to the country and its people, the continents and the world; iii. To develop and maintain high-quality, relevant and focused research, aligned with national priorities, supplying innovative solutions to challenges faced by the scholarly community, the country, the continent and the world. iv. To Implement its expertise in teaching-learning and research, both commercially and community-directed, for the benefit of the province, the country, the Southern African region, the continent and ultimately the world. v. To position the NWU in the sector as an accountable, effective, well-managed, financially viable and innovative institution, with a strong client focus to enhance the quality of the core business and to ensure sustainability. These five mission elements had been the driving force since 2008 for the establishment of the North-West University as a worthy provider of higher education in South African that continued to aim to contribute tangibly to the developing South African economy. In evaluating the achievements in regard of each of the key-performance areas as indicated by the mission elements, over the ten years of existence of the university, it is evident that, although remarkable progress has been made, that much still needs to be done. The following table derived from data that has been made available nationally in 2014, provides a broad overview of the way in which the North-West University has succeeded over the years to position itself in the sector in regard of the following national benchmarks as metrics: 6 | Performance assessment report 2009 2010 2011 2012 2013 % of % of % of % of % of Position Position Position Position Position Sector Sector Sector Sector Sector Government Funding 4.81% 8 5.45% 7 5.47% 7 5.60% 6 5.78% 7 Graduates Produced 9.28% 2 9.84% 2 9.40% 2 8.84% 2 8.55% 2 Un-weighted 9.30% 2 9.92% 2 9.50% 2 8.91% 2 8.58% 2 Teaching Outputs Weighted Teaching 7.50% 4 7.86% 3 7.57% 3 7.34% 3 7.35% 2 Outputs Total Research Outputs 6.81% 6 7.10% 6 6.81% 6 7.33% 6 8.19% 6 Master’s Graduates 8.12% 6 7.33% 6 6.59% 7 6.48% 7 7.23% 7 PhDs Graduates 8.91% 6 9.08% 5 7.30% 6 8.20% 6 8.19% 7 Research Publications 4.92% 9 6.01% 8 6.56% 8 7.03% 8 8.35% 6 The preceding table indicates that the university has contributed in a steady way over the years to continue to produce a substantial number of graduates, but also that recent initiatives to enhance research, is starting to pay off. As a means to provide sufficient data for the next ten-year planning phase, an international evaluation panel was appointed by Council and Management to undertake an evaluation early in 2014 of the extent to which the university has succeeded in in realising the merger objectives have been accomplished, as well as the extent to which the university mission has been realised during the first ten years of its existence. The panel worked through an internal assessment document and conducted a large number of interviews with various internal and external stakeholder groups. In addition, the panel also gathered and analysed additional data, both from national and international sources, especially pertaining to research performance, staffing and merger experience. Valuable feedback was received from the panel, indicating the panel’s view that two of the merger objectives were fully met, namely the building of research capacity and the enhancement of sustainability through increased size. In regard of these elements, mention was made of the ongoing increased research outputs, as well as the sound financial management at the university, and the ongoing infrastructure provision. In regard of the merger objectives that were partially met, namely the overcoming of the apartheid-induced divide, as well as the building of administrative and academic capacity, valuable recommendations were made that will be fed into the strategy-revision process of 2015. In this regard, matters such as that the current management structures were not viewed to be fully conducive to achieve transformation goals and to encourage campus co-operation, as well as the need to develop an integrated university culture and identity will guide the planning towards a new vision and mission of the university. Although the university was commended on the good progress made with the development of academic capacity, room for improvement in regard of management capacity was mentioned. | 7 In connection with the promotion of an equitable staff and student body, the panel indicated that the university has not met the objective, mainly owing to the fact that racial and gender imbalances continued to persist in staff and student component; thus contributing to the fact that campuses might still be viewed as exclusionary. It also observed that academic staff mobility across campuses had not been actively supported, thus leading to the fact that deployment and use of academic staff as a merger objective had not been met. In respect of the assessment of the extent to which the mission elements have been realised, the university council and management took note that the panel indicated that one of the five mission elements, namely the implementation of expertise was regarded as fully met, while four of the five mission elements were viewed to have been partially met. Also in this regard, valuable feedback was received that will be channelled to the strategy-formation process of 2015. Noteworthy in this regard are the observations that the progress in regard of transformation was viewed to be slow and that a single institution-wide oversight role of all teaching-learning programmes was lacking. The panel acknowledged the fact that major gains in regard of research outputs had been made, but remained critical about the research aspirations of the university. Although the panel indicated that the management model served the university well during its years of establishment and has contributed to the stabilisation of campuses during the period of establishment, it observed that the model did not enable the development of a university-wide identity and culture. Finally, the panel commended the NWU with its strong financial management approach and increased financial assistance to students by means of both NSFAS and university funds. In spite of the fact that a ten years’ span is viewed as a relatively short period to assess fully the results of the merger and the realisation of mission elements, this assessment opportunity had been regarded as a fruitful exercise in order to take the university further on its journey. Council received regular feedback on the key-performance indicators at council meetings; as well as with a mid-year review of the attainment of the 2014 Institutional Plan during the June meeting; and a full appraisal of the extent to which it had been realised at the November meeting. From the assessment of the 2014-period as presented to Council, and in which each the progress in regard of each of the goals in respect of each of the mission elements have been presented by means of a scorecard, it became evident that a 87% realisation of the 2014 Institutional Plan has been achieved.
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