Annual Performance Plan - 2023

ANNUAL PERFORMANCE PLAN

2023

APPROVED BY COUNCIL

Date: 24 November 2022

Mr Isaac Shongwe Chairperson of Council

Professor Zeblon Vilakazi Vice-Chancellor and Principal

FOREWORD AND STRUCTURE OF THE REPORT

The 2023 Annual Performance Plan has been prepared according to the requirements as set out in The Regulations for Reporting by public higher education institutions (Government Gazette, 9 June 2014 no. 37726. The Plan sets out the intentions of the institution for the 2023 year and is structured according to the following sections.

Section 1: In 2021, the university Council approved a new strategic framework. Included here is an abridged version which outlines the purpose, vision, values and the core focus areas for the next 10 years (2023 – 2033).

Section 2: Situational Analysis highlights the current context of the University with particular attention to key planning documents for the short to mid-term, and commentary from the Vice-Chancellor. Included are a report from the Vice-Chancellor; overviews of the Teaching and Learning, Enrolment, Research and Postgraduate Affairs plans. The annual objectives of Council provide further context to the institution.

Section 3: Legislative Mandates draws attention to the regulatory framework that impacts on the University.

Section 4: Performance Targets and Indicators specifies the particular performance targets and objectives for the year. This includes several sources including targets and outcomes set and funded by the Department of Higher Education, as well as the performance indicators and objectives set by the Senior Executive Team and approved by Council in pursuit of the broader strategic priorities. State grants, or earmarked grants are also noted.

Section 5: Budget, cash flow and medium-term expenditure framework estimates budget process, includes a consolidated four-year budget, six-year budget capital plan and cash flow projections.

Section 6: Risk Register documents the critical identified risks and mitigate the risks.

1. STRATEGIC OVERVIEW

1.1 Wits 2033: Changing Our World. For Good.

Our Context

We live in a world characterised by global change and inequality, energy and water insecurity, inadequate healthcare and burdens of disease, unemployment and poverty, sub-standard primary and secondary education, gender-based harm and xenophobia, and a lack of ethics and governance across society. These are just some of the complex planetary problems confronting society every day, many of which are exacerbated in Africa and the Global South.

At the same time, Wits’ 100-year record of academic and research excellence, our innovation, our commitment to social justice and the advancement of society, and our locale in the Global South, places us in good stead to address some of these challenges, and others yet to come.

The Wits 2033 Strategic Framework provides an ambitious vision for how we can harness our intellectual talent and resources across disciplines, institutions, sectors and geographic boundaries to change our world for good.

Our Values

We can continue to make a positive impact on society if we remain true to our values – to search for and stand up for the truth, to hold those in power to account, to act with integrity, to entrench proper governance systems, to guard our academic freedom and institutional autonomy, to tolerate differences of opinion, and to stand up for democracy, justice, equality, and freedom.

We must continue to promote freedom of enquiry and the search for knowledge and truth, foster a culturally diverse, intellectually stimulating and harmonious environment within which there is vigorous critical exchange and communication, and encourage freedom of speech and public debate, through facilitating dialogue and interaction between different parties, with the goal of increasing mutual respect and trust, amongst others.

Our Purpose

Our purpose is to make a positive impact on society through creating and advancing global

1.2 Strategic Framework

At the core of Wits 2033 is the advancement of a people-centric university with an ethos of excellence and innovation across all spheres of the University. To align our context and values with our strategy, Wits will, in the next 10 years, focus on four areas: Advancing academic excellence; Enabling social impact; Fostering a shared identity; and Ensuring our sustainability.

These pillars are underpinned by excellence, innovation, collaboration, collegiality, impact, and people-centeredness, as and our values.

We will strive to:

1. Advance Teaching and Learning in a Changing World

Wits will increase flexible and life-long learning opportunities; enhance the training of academics as university teachers; strengthen institutional capacity for curriculum development and renewal; diversify assessment methods; expand postgraduate education; create innovative formal and informal learning spaces; and use data analytics to promote student success.

We will offer an excellent education and student experience both within and beyond the classroom, eliminate barriers to student success, and ensure that more students graduate in time. We will develop our own academic pipeline, grow our postgraduate cohort and

become the postdoctoral hub of choice on the continent. This will all be conducted in a tech-savvy, multidisciplinary, flexible academic environment.

2. Create and Curate Knowledge that Transforms Society

Wits will create and advance collaborative cross-, trans- and inter-disciplinary knowledge (discovery, applied and innovative) from the perspective of Africa and the Global South, that will have a profound impact on the world, for good. We will use our intellectual prowess to tackle current and future challenges, be it through translating research into innovative technologies, policies, social innovation, or commercial endeavours.

Some of our focus areas include:

• Climate change, sustainability and energy security;

• Social justice and inequality;

• Better healthcare for all;

• Technologies for societal development; and

• The future of work and the economy.

3. Graduate a Generation of Global Leaders

We will nurture graduates who are socially responsible, ethical, employable critical thinkers and entrepreneurial leaders. These are students who are resilient, tech-savvy, innovative, adaptable change-makers and scholars, who will use their diverse high-level skills, and their place in the world, to change society for good.

4. Find Solutions to Global Challenges

We will bring the best of our intellectual talent, knowledge, expertise, experience, research, innovation and entrepreneurial activity to bear to tackle current and future global challenges, from our locale in the Global South, for the benefit of the public good.

5. Strengthen Democracy and Governance in South Africa

It is our duty to ensure that we strengthen democracy and governance in South Africa, and that we develop the next generation of ethical leaders who can contribute to society and grow the economy. We must use our intellectual and social leadership to influence policy, ensure the sustainability of institutions in society, speak truth to power, and hold those in power to account. We must promote civic engagement and advocate for a just and sustainable society for all.

6. Foster a Shared Identity

Wits is a national treasure that occupies a special place in the hearts and minds of South Africans. The University exists because of our people – we celebrate the diversity of our academic and professional and administrative staff, students, and graduates. We seek to develop and cultivate talent, and nurture a culture of agility, innovation and entrepreneurial thinking to advance the academic project.

Our staff and students must feel enabled and empowered in an environment that fosters a sense of belonging, care and holistic wellness.

Our staff will enjoy continuous professional development in their respective areas, will be service oriented, and will work together – academics and professional and administrative staff - to deliver an excellent academic programme. We will not compromise on service excellence, and we commit to working collaboratively and collegially, with integrity, to deliver on Wits’ strategic goals.

Our people represent our brand – we will build on our 100-year history of innovation and promote Wits’ achievements and reputation, both locally and globally.

7. Secure a Sustainable Future

All the aspirations described above cannot be realised without bringing the best talent and resources to bear in a 21st Century environment, both physical and virtual. We will optimise our talent and resources, and use them efficiently and effectively, to enable access, and to secure our future, and that of the next generation, for good.

We commit to expanding and diversifying our income streams, growing Wits’ financial reserves and maximising the use of our resources. We will digitise processes, develop people and systems, and strive for carbon neutrality through being a leading model for water, energy and waste efficiency, for good.

Our Location (Verify bullet)

Wits is well-placed on the ridge of the Witwatersrand to serve as the shining city on the hill that exuberates excellence, and that creates hope in society. At the same time, it allows us to gaze further, to serve as an interlocutor between the Global North and South, in the quest for an equitable global university landscape, and to claim our place at the centre of the Global South. Located in the heart of Johannesburg and with a rural campus in Mpumalanga, our position on the continent, our strategic partnerships and networks, and our 200 000 illustrious alumni making their mark across the world, enables us to connect across the public and private sectors, academia, and civil society; across geographical and intellectual borders; and rural and urban communities, to serve as a catalyst for change, for good.

In Summary

Wits remains a beacon of hope in society, and one that is rising to the challenge. We will continue to create new knowledge, to apply that knowledge, and to foster innovation and entrepreneurship, to solve the current challenges of our time. Our invigorated teaching and learning programmes will enable the next generation of skilled, ethical leaders and active social citizens who will advance society. We must bring the best talent and resources to bear, across sectors and disciplines, for Africa, for the world, for future generations, for

2. SITUATIONAL ANALYSIS

2.1 The Vice-Chancellor’s Perspectives

Wits University turned 100 in 2022. The Wits Centenary Year had been incredibly successful and unprecedented. Staff and Students, Councillors, Alumni and Friends of Wits have all played a pivotal role in ensuring that Wits’ Centenary is celebrated and commemorated in a fi tting and memorable way. There is no doubt that all the initiatives, events, and celebrations will be etched in Wits’ history for years to come and that Wits’ academic and research excellence and prowess will continue to grow and thrive for the next century.

This year has also marked the end of the Wits 2022 Strategic Plan. The University is accordingly gearing itself towards imbibing and implementing the new 2033 Strategic Plan. The Wits 2033 Strategic Framework provides an ambitious vision for how Wits can harness its intellectual talent and resources across disciplines, institutions, sectors and geographic boundaries to change our world for good.

Our Purpose is to make a positive impact on society through creating and advancing global knowledge and nurturing graduates who lead with integrity.

Our Strategy is to do this by:

- Advancing academic excellence;

- Enabling social impact;

- Fostering a shared identity; and

- Ensuring our sustainability.

These pillars are underpinned by excellence, innovation, collaboration, collegiality, impact, and people-centredness, as well as Wits’ values. With the above in mind, the University’s plans and areas of focus for 2023 are set out below and largely pivot around the new Strategic Plan.

ADVANCING ACADEMIC EXCELLENCE

The implementation of the University’s Blended Teaching and Learning Plan for 2022 was highly successful. We were able to return more students to campus post-COVID but also retain the gains made during the pandemic in relation to blended learning. Where feasible, asynchronous learning took place online and experiential learning was conducted in person.

The focus in 2023 will be to increase the number of fl exible and lifelong learning opportunities; adopt blended teaching and learning for all theory courses; use blended student support initiatives; promote the scholarship of teaching through development and professionalization of teaching and teachers; strengthen institutional capacity for curriculum development and renewal; support program development and curriculum practices in line with national and global standards, including innovative techniques and

technologies; promote student, teacher, curricular, and “spatial” readiness for 21stcentury learning; expand the effective use of digital technologies to enable the provision of formative feedback and diverse assessment tasks amongst many other initiatives.

On the enrolment front, we remain committed to increasing our post-graduate numbers while incrementally decreasing our undergraduate numbers. We will also roll out a number of targeted initiatives to increase enrolments in the areas of STEM. As we do each year, we aim to improve our throughput and graduation rates.

ENABLING SOCIAL IMPACT

In 2022 Wits academics continued conduct pioneering and innovative high-quality research. A record number of 15 significant discoveries were made and a growing number of high-quality publications indexed by the Web of Science – the ISI index were published.

The Wits Innovation Strategy, which was developed this year is now firmly in place and we have established the Wits Innovation Centre which aims to enable and foster innovation within Wits which will have societal impact. The Post Graduate Strategy which has been developed aims to provide a swift, secure and stimulating experience for postgraduate students. There will also be a focus in 2023 on modernizing research systems, building integrated funding solutions and driving innovative research with societal impact. The Research Strategy will focus on the development of a framework to support existing research activities in the University. Special attention is being paid towards growing talent; maximizing the use of time; enabling more Post Doc fellowships; training of research management and administrative staff and encouraging research with impact without overlooking curiosity driven research. To this end, we aim to enable an environment, where research addresses the challenges that impact society and tackles future global challenges from the perspective of the Global South.

The Internationalisation Strategy is also being refreshed but still focuses on merging bottomup formed collaborations, with the development of strategic institutional collaborations. The matrix of strategic partners range from our highly active relationship with the University of Edinburgh to some of the less active ones. Emphasis is also being placed on international student recruitment.

FOSTERING A SHARED IDENTITY

We continue to make appointments of Black and Female staff in areas which are underrepresented and through programmes such as the Diversifying the Academy and the Female Academic Leadership Fellowship, continue to support and promote the progression of Black and Female staff.

We have also continued in our efforts to increase the number of women in Science with Doctoral Degrees.

We have appointed a Deputy Vice-Chancellor: People Development and Culture who in 2023 will focus on conducting an institutional culture review; a review of staff development initiatives; a revisiting and refocusing of social justice imperatives and the review of policies and process relating to staff, amongst other initiatives.

We will also roll out key programmes to enable the early career development of academics, with the Dean of Students focusing on interventions to foster a positive and holistic student experience in 2023. This will be done within the context of the Student Success Framework which pivots around four key areas, namely academic success, health and wellness, material needs and personal development.

Initiatives include:

• The roll out of co and extra-curricular activities as pathways to student development;

• Student support programmes to drive active citizenship and advocacy which enable a culture of dialogue and debate within the University;

• Programmes assisting new first year students to successfully make the transition to University life;

• Programmes to promote positive health and wellness programmes;

• The re-organisation of student support units to improve support to students and the student experience;

• Programmes which expose students to a cosmopolitan student life and experience that fosters a sense of belonging and the development of life-long friendships and networks, while addressing residence culture by entrenching living and learning communities as an integral part of residence life.

Efforts are also afoot to entrench the Wits. For Good brand across the University, Johannesburg and in South Africa by the end of 2023.

SUSTAINABILITY

While we remain stable, we continue to anticipate a shrinking revenue stream given the prevailing economic challenges in the country and globally. To this end, the University has and will continue to introduce initiatives to drive third stream income.

We continue to be proactive in dealing with students on issues relating to accommodation and fees by advancing funds to students, where appropriate. The structural problems in the system, however, continue to exist and will constrain the University for years to come. The vast majority of our students still fall within the ‘missing middle’ and so do not qualify for NSFAS. In terms of student accommodation, we have managed to increase student accommodation with assistance from the State although, financing for private accommodation supply does remain an issue, particularly in relation to students who no longer qualify for NSFAS funding.

In relation to broader issues of sustainability we plan to formulate the Campus Sustainability Project for implementation in 2023 and beyond. This will ensure progression towards the area of Sustainable Development Goals.

CONCLUSION

The commitment to the mission of producing excellent graduates with an eye for positive social impact remains paramount. Driving this imperative while simultaneously building towards a more sustainable institution is critical. As the Senior Executive Team, we can only do so with the support and cooperation of staff, students, alumni, friends of Wits and through mutually beneficial strategic partnerships with the right organisations.

Professor Zeblon Z Vilakazi Ph.D., MASSAf, FAAS,

Vice-Chancellor and Principal

FRS

2.2 The Teaching and Learning Plan

The Wits Learning and Teaching Plan 2020-2024 will be entering its fourth year of implementation in 2023.

The Plan has seven focus areas, namely:

1. Increasing flexible and life-long learning opportunities

2. Enhancing academics as university teachers

3. Strengthening institutional capacity for curriculum development and renewal

4. Diversifying assessment methods

5. Expanding post-graduate education

6. Expanding innovative formal and informal learning spaces

7. Using data analytics to promote student success

In 2022, as COVID-19 restrictions were reduced and ultimately lifted, Wits courses were offered in blended mode, combining in-person and online teaching and learning. Every course had a site on the learning management system (LMS) introduced in 2021, ulwazi, which ensured that students could easily access announcements, educational resources, online assessments and marks, as well as communicate with academic staff and one another.

In 2023 blended learning will continue. Each course will blend temporal, spatial, pedagogical and technological dimensions in ways that are appropriate for that course, depending on a number of parameters, including learning outcomes, the particular students for whom the course is designed, the nature of the discipline and the resource requirements. Considerable support to strengthen blended course design will be available to academic staff from learning designers and academic support staff in the Centre for Learning, Teaching and Development and in Faculty Teaching and Learning Units. In addition, several new programmes will be offered in a fully online mode for students who are not able to attend on-campus educational activities. The quality of these fully online courses will be assured using the rubrics and standards for online courses developed by the internationally respected Quality Matters, in which Wits has a membership.

In addition to increasing flexible learning opportunities, to address another part of focus area one, increasing life-long learning opportunities, we plan to consolidate the administration of short courses through a single short course ICT platform and a site on the Wits website where prospective students will be able to search for any short course, regardless of which Wits entity offers it. In addition, some short courses will be marketed as microcredentials, which may be awarded verifiable digital badges that students can use on their social media profiles and digital resumes.

Focus area 4, diversifying assessment methods, will be significantly advanced through the implementation of the new Senate Standing Orders on the Assessment of Student Learning (SSOASL), which were approved by Senate in 2022. The new standing orders both enable and can drive more pedagogically sound, diverse, inclusive and innovative assessment aimed at promoting more effective student learning and increasingly valid measures of their achievement of learning outcomes. Academic staff will be able to access learning opportunities offered by Wits academic and academic support staff on diverse forms of assessment and how to better integrate assessment into course design and align it with learning outcomes.

A new Strategic Plan for Postgraduate Research Training will be implemented in 2023. In 2022 a review and benchmarking study of postgraduate supervision at Wits and other universities was conducted. Based on the study and in support of the strategy, learning opportunities for academic staff related to postgraduate supervision will be coordinated and expanded to form a ladder of learning. The learning opportunities will cater for supervisors with different levels of experience and allow for different models of supervision. In addition, new courses will be developed to help postgraduate students enrolled for research degrees acquire key knowledge and skills required to conduct research.

With the lifting of COVID-19 restrictions on venue use, expanding innovative learning spaces will receive increased attention. While the pandemic prevented us from conducting large lecture classes, we do not plan to return en masse to this teaching approach. Rather, there is now an increased understanding of the value more interactive forms of teaching in smaller groups. In 2023 we will therefore identify, furnish and equip a number of spaces that can accommodate small to medium size (20-50) groups of students. In 2022 we created several informal learning spaces. In 2023, a number of informal learning spaces are being planned where students can study, alone or with peers, or relax and socialise outside of scheduled classes.

For several years, Business Intelligence Services (BIS) has been providing data related to indicators of student success. This data is presented to the institutional Student Success

2.3 The Enrolment Plan (2020 – 2025)

The year 2023 sees the University entering the fourth year of the six-year enrolment plan. The plan charts the size and shape of the student enrolment, student success and throughput rates, and staffing arrangements. Although Covid-19 has had a profound impact in necessitating a transition to the online delivery of teaching, learning and assessment; in 2023 we are carefully considering the blend of online and on-site activities.

The drivers underpinning the plan include governmental requirements and the National Development Plan, the Wits 2023 Strategic Framework and particularly the imperative of being a research-intensive University within a differentiated Higher Education system; and Financial Balancing and Sustainability.

In mid-term review for the period 2023-2025 of the major targets in the plan include:

• A total enrolment headcount of 44 000 students by 2025

• Of the 44 000 students in 2025, 4320 will be part-time and distance (online). The University plans to grow part-time undergraduate students from a base of 1 200 in 2018 to 1692 in 2025

• Distance from a zero base in 2018 to 2628 in 2025. An effort will be made to grow online registrations aggressively to generate additional funding

• Achieve a 42.5% proportion of contact postgraduate enrolments by 2022

• Achieve a 50% proportion of enrolments in Science Engineering and Technology (SET) over the planning period.

The total UG and PG contact headcount will stabilise to approximately 44000 by 2025. The headcount of undergraduate contact enrolments (excluding the UG part-time) will reduce to 23 491 in 2023 and will remain stable for the period to 2025, whilst the headcount of contact postgraduates will increase from 14 788 (excluding online) in 2020 to 16 470 in 2023 and thereafter remain stable until 2025.

The transition to a higher proportion of postgraduates is being carefully managed to ensure financial and organisational stability. The undergraduate contact numbers are being managed down steadily from 2020 through 2022 controlling for the compound effect of the reduction of the first-year, first-time entering (FYFTE) students feeding through to the second and subsequent years of study.

As a research-intensive university, that has developed a PG strategy, the institution will continue to draw its postgraduate applicant pool from its own undergraduate graduates, as well as from the system as a whole (other local and international universities). The University achieved a growth of approximately 3330 postgraduates from 2014 - 2018. Therefore, the further increase of 1072 postgraduates from 2020 to 2023 is regarded as achievable although the concomitant improvement in throughput graduation makes the necessary growth in postgraduate numbers a challenge.

The improved funding granted to the University by DHET in 2017/2018 was budgeted and spent as intended. This funding was used on multiple line items to provide capacity for faculties to accommodate the greater number of postgraduates. The supervisory capacity and the administrative support base will be increased using full-time permanent and part-time temporary staff including visiting academics. In addition to increasing the staff and supervisory capacity, the University plans to increase infrastructure capacity such as laboratory space and resources to accommodate the greater numbers of postgraduates. An audit of laboratory and other bottleneck resources has been undertaken to facilitate planning.

2.4 The Research, Innovation, Internationalisation and Postgraduate Training Plan

The Wits 2033 strategic framework which kicks-off its guidance in 2023 provides a clear purpose for Wits, namely “to make a positive impact on society through creating and advancing global knowledge and fostering graduates to be leaders with integrity”. This challenge has been accepted with enthusiasm and consequently four strategies have been developed after extensive consultation processes. The strategies are for research, innovation, postgraduate training, and internationalisation; and although distinct they are harmonised around the provision of new knowledge to make a positive impact in society.

Their collective focus and harmonisation are illustrated in Figure 1 and by these extracts from the four strategies:

1. Our PG training goal is to produce socially engaged postgraduate thinkers and innovators equipped to use knowledge for change in the country, in Africa and across the world,

2. Our internationalisation goal is to make Wits the “go-to” African university for international partners by attracting and retaining high-quality researchers, and to provide our students an opportunity to develop a global view,

3. Our research goal is to produce increasing amounts of research with impact, where it is understood that research with impact includes discovery research, translational research, and innovative research,

4. Our innovation goal is to successfully deploy new ideas or methods to benefi t society.

5. Our internationalisation goal is to make Wits the “go-to” African university for international partners by attracting and retaining high-quality researchers, and to provide our students an opportunity to develop a global view,

6. Our research goal is to produce increasing amounts of research with impact, where it is understood that research with impact includes discovery research, translational research, and innovative research,

Our innovation goal is to successfully deploy new ideas or methods to benefi t society.

Figure 1: collective focus and harmonisation of four distinct strategies

The overarching aspiration of these strategies is to create an environment that supports high quality research and innovation undertaken by postgraduate students supervised by experienced academics, which produces tangible and intangible contributions that benefit society. These graduate students will use their knowledge and global perspectives to solve complex problems using evidence-oriented approaches in their communities. They will carry knowledge into the world and use it for the benefit of the communities in which they work and live.

More specifically the strategic activities planned for 2023 are described below.

Strategic Activities to Develop and Support Talent

Several carefully designed programmes will support talented people from across the developmental spectrum to increase the capacity to produce high quality research. The Early Career Academic Development (ECAD) and the Female Academic Leadership Fellow (FLAF) programmes will help to grow new talent and have a strong transformative effect on the talent base. The Vitamin C programme will encourage and support midcareer academics to apply for NRF C-ratings indicating that they are established and independent researchers. Finally, the Distinguished Professors and A-rated Deferred Retirement programmes will attract and retain talent at the high end to mentor up and coming academics.

Strategic Activities to Develop and Support Multidisciplinary Collaborations

Collaboration, especially cross-disciplinary collaboration, often promotes excellence in research and innovation and allows people to tackle difficult research questions. Thus, the Internationalisation Strategy will continue to develop strategic partnerships, using the new five step partnership maturity model. It is hoped that the space created by this means will enable bottom-up partnerships. The Seed funding programme that aims to promote collaboration development with the strategic partners will continue in 2023.

However, in the University there is also plenty opportunity to collaborate, but due to the size and complexity the organisation it is often difficult for people to find such opportunities. Thus, a simple need and opportunity brokering website on the intranet is being developed.

Strategic Activities to Enhance Postgraduate Training

The following broad categories of activity will be pursued in 2023 to enhance PG training at Wits:

• Responding to and implementing the outcomes of the CHE PhD review conducted in the 2021-2022 period.

• Implement programmes that facilitate interdisciplinarity, innovation and an inclusive graduate culture.

• Modernise information systems and infrastructure to enable evidence-based interventions through the extension of Oracle Student Information Management System.

• Increase the availability of and access to bursary funding by extending the use of the recently launched student funding portal. The funding portal developed during 2022 that brokers funding opportunities and funding needs will be expanded and used more extensively.

• A start will be made on introducing a more extensive support programme for PG through the provision of methodology training, statistical support and writing development. Progress will also be initiated in developing cohort programmes and committee supervision.

Strategic Activities to Enhance Innovation

The first standalone innovation strategy at Wits was finalised in early 2022. It defines innovation is very broad terms to include “multidisciplinary approaches to interact with industry, government, academia, society and/or the environment … [with] outputs that are either tangible (products or ‘things’) or intangible (processes, services, policies, or ideas).” The strategy also aims to create an innovative mindset amongst Wits researchers and students.

Strategic activities will include support for research-led and researcher-led innovation. This will embrace finding solutions to problems; creating societal and economic benefits; influencing policy; developing new and improved products, refining services and processes; filing patents and other forms of protected IP; and creating start-up and spinout companies. The innovation outcomes will be viewed through four lenses: research translation; external engagement; entrepreneurship and commercialisation.

Resources will be invested into the creation of the Wits Innovation Centre (WIC) that will provide seed funding for innovative activities; fellowships for PhD students following innovative work; solutions for industry related problems; opportunities to develop entrepreneurial skills in academics and students through short courses and mentorship; and support for outreach activities and policy engagement opportunities.

The WIC will have a fee-based corporate membership that will provide funding. In return, members will receive priority access to innovations, start-ups and students.

Strategic Activities to Enhance Research Management and Administration (RMA)

The benefit of proactive and informed research management can be profound on the priority features of research, innovation, and PG training. The complex and completive world of funding is best exploited with the help of well-trained research managers and administrators. A two-pronged attack will enhance the current RMA capacity: training and devolution. Training and professional recognition will be encouraged. Additionally, the growth in RMA capacity will be encouraged across the University especially in faculty, schools and research entities, thus devolving the support. The benefit of having specialised

2.5 Council’s Objectives for 2023

The Council of the University of the Witwatersrand sets institutional objectives for each calendar year, which reflects the institution’s strategic governance priorities. The objectives are informed by the University’s progress towards its mission and strategic goals, and provide direction for the functioning of the Council, the Senior Executive Team, and Senior Management.

1. Council determined that for 2023:

• Research impact: Wits will use its intellectual prowess to translate its research into at least one innovative technology/social innovation or commercial initiative and/or enterprise by the end of 2023.

• Advance the public good: Wits’ mandate to advance the public good should be visible through two through key initiatives that will be championed by the Senior Executive Team. To this end, Wits will work with the relevant public, private, civic and academic stakeholders and entities to:

o Enable the provision of quality, innovative healthcare that benefits patients over the next ten years and;

o address unemployment and inequality through nurturing graduates who are ethical. employable, entrepreneurial, and innovative.

(SET will provide a measurable target for no i)

• Financial Sustainability and Governance: Wits’ financial sustainability should be foregrounded by the imperatives set out the in the strategic framework. The SET was tasked with providing specific deliverables for 2023 which reflect this commitment. The University, through the Senior Executive Team, should diversify its income streams, grow its financial reserves (Net Surplus) by at least 2% as compared to budget, by the end of 2023 and achieve an Unqualified Audit Outcome annually.

• General Sustainability:

o Climate change: Through research, teaching, policy engagement and continual assessment of its own practice, Wits will endeavour to play a pivotal role in a just and equitable transition to a zero-carbon economy for the city, region, country, continent and the world.

o Institutional Culture: Through various channels and platforms, Council will promote and encourage an ethos of honesty, collegiality, respectfulness, and accountability by all staff within the University.

o Governance: The Council will ensure it upholds the principles of good governance within its own structures but also support the University in strengthening its governance and efforts in contributing to policy development in a meaningful way.

The Council objectives should be read in the context of the new Strategic Framework - Wits 2033: Changing Our World. For Good which espouses Wits’ vision and mission, as well as the University’s values, principles, and institutional intent.

Council’s 2023 commitments follow below:

• Council affirms its responsibility to govern the University as determined by the Higher Education Act and the University’s Statute,

• Council acknowledges the University’s role as a public higher education institution, committed to academic and research excellence, social justice, and that it is working to advance the public good,

• Council recognises:

o The centrality of the University to South Africa’s long-term development goals,

o That the University will create and advance collaborative cross-, trans-multi and interdisciplinary knowledge (discovery, applied and innovative) from the perspective of Africa and the Global South, and

o That the University will pursue an innovative blended teaching and learning approach.

• Council will make decisions that promote and protect the long-term sustainability, inclusiveness and autonomy of the University,

• Council will ensure and enable academic freedom within the University and will champion institutional autonomy.

• Council will discharge its statutory responsibilities by:

o Ensuring that executive management gives sufficient attention to the financial sustainability of the University, including systems of financial control and planning, and that transparency in determining the budget is given priority, and effectively monitored;

o Ensuring that all Council committee members fulfil their obligations with integrity and to the best of their ability;

o Ensuring that all reports required by legislation (for example, the Annual Report / Annual Financial Statements) are submitted timeously and provide an accurate and factually correct reflection of the business and sustainability of the University;

o Ensuring that all rules and policies, and the approval thereof, are made in the best interests of the University; and

o Ensuring compliance with the senior appointment procedures as determined by the University, to serve the best interests of the University.

• Council will support management in its pursuit of academic excellence and the promotion of the Wits experience by:

o Monitoring the success and throughput of students;

o Overseeing the agreed upon enrolment size and shape; and

o Encouraging an environment that is consultative and inclusive.

• Council affirms that it will strive to ensure that a safe environment is created for the expression of a multiplicity of views and that it enables the creation of an environment free of prejudice, gender and race discrimination; where debate, critique and the diversity of

views are valued. To this end, Council will continue to drive transformation as an overall and ongoing objective with particular goals in relation to staff and curriculum to be prioritised.

• Council will ensure that structures for interaction and engagement with students are available and operate efficiently and optimally to address relevant and appropriate issues in a proactive manner.

• Council commits to take into account student and staff wellbeing when making decisions or when considering relevant policies.

Over and above this, Council has approved an Institutional Scorecard, which identifies the Key Performance Indicators for 2023, and which are premised on the strategic priorities of the University.

3. LEGISLATIVE MANDATES

The Higher Education Act, 1997 (Act No. 101 of 1997) provides the legislative framework that determines, among others, the University’s legal standing. The Institutional Statute gives effect to this Act and any law relating to the University, and promotes the effective and responsible management and governance of the University in respect of matters not expressly prescribed by law.

The University commits to complying with the broader legislative framework in addition to the Higher Education Act and continues to ensure that its administrative structures are set up to ensure proper compliance with all statutory responsibilities. It takes very seriously its obligation, as a publicly funded institution, to exercise good corporate governance

in respect of all of its activities through effective leadership, which is characterised by the ethical values of responsibility, accountability, fairness and transparency. This encompasses:

• the creation and ongoing monitoring of an appropriate and dynamic system of checks and balances to ensure the balanced exercise of power within the University

• the implementation of a system to ensure compliance of the University with its legal and regulatory obligations

• the implementation of a process whereby risks to the sustainability of the University’s business are identified and managed within acceptable parameters; and

• the development of practices which ensure the accountability of the University to its stakeholders and the broader society in which it operates.

Other policy and legislative prescripts impacting on the University include:

• The White Paper for Post Schooling Education and Training, approved by Cabinet in 2013 defined the country’s vision for the post-school system, with the University recognizing its main role in the conducting of research as its contribution to the main priorities as set out in this Paper

• The National Development Plan (NDP) with South Africa’s constitutional values entrenched therein and underpinned by the need to redress the ills of the past, and to promote non-racialism and non-sexism.

The Acts listed below impact on the everyday business of the University:

• Basic Conditions of Employment Act; Act 75 of 1997

• Broad-Based Black Economic Empowerment Act, Act 53 of 2003

• Companies Act, 2008 (Act No. 71 of 2008)

• Constitution of South Africa 1996

• Consumer Protection Act (CPA), Act 68 of 2008

• Copyright Act, Act 98 of 1978

• Electronic Communications and Transactions Act (ECTA), Act 25 of 2002

• Financial Relations Act, Act 65 of 1976 – whole act repealed except for 27 & 28

• Labour Relations Act, Act 66 of 1995

• National Environmental Management Act, 107 of 1998

• National Qualifications Framework Act, 2008 (Act No. 67 of 2008)

• Occupational Health and Safety Act, Act 85 of 1993

• Pension Funds Act, Act 24 of 1956

• POPIA Act (2013) and 2019

• Promotion of Access to Information Act (PAIA), Act 2 of 2000

• Promotion of Administrative Justice Act, Act 3 of 2000

• Regulation of Interception of Communications and Provision of CommunicationRelated Information Act (RICA), Act 70 of 2002

• Skills Development Act, Act 97 of 1998

• Skills Development Levies Act, 2010 (Act No. 24 of 2010)

• South African Qualifications Authority Act, Act 58 of 1995

• Universities Act of 1995.

4.KEY PERFORMANCE INDICATORS

4.1 Enrolment Targets: Key Performance Indicators set by the Department of Higher Education and Training

The table below includes key performance indicators from the DHET for student enrolment, student success, research staff, and research output.

· Follow-up on weekly tracking dashboard;

· Senate and Council reports of enrolment targets versus actual numbers; Aggressive monitoring through Graduate Studies Committee and Teaching and Learning Committee;

· Usage of new Graduate Research Management (GRM) tool.

and achieve adjusted 50% proportion of enrolments over the planning period.

· Daily automated monitoring

· of real-time enrolments allows University to manage enrolments proactively. Senior Executive Team which includes Deans

· of Faculties monitors

· statistics on a weekly basis.

· Reporting at Senate to create awareness.

Second year of Gateway to Success (GTS) - refinement to programme to ensure greater success that integrates academic content and skills, student life, health and wellness and orientation to Wits.

Interventions at faculty level to advance success.

First Year Experience programme.

· Faculty-specific academic units (such as the Academic Development Unit for the Faculty of Engineering the Built Environment and the Science Success Centre, implement support programmes. These are monitored at faculty level and reported to Senate.

A Student Success Framework was approved by Senate which will guide holistic students support, thereby impacting on student throughput and retention.

Faculty-specific monitoring of PG milestones to facilitate graduation in minimum time.

· Building PG culture through PG Hubs.

Overall coordination of PG Initiatives through PG Office.

·

student success framework using data driven monitoring and evaluation.

of student funding in collaboration with SETAs and industry scarce-skills programmes.

funding directedtowards degrees leading to occupations in high demand.

C: EFFICIENCY

· Effort is continually invested to grow the good reputation of the University and thus attract and retain top talent.

place to encourage completion of PhD degrees and promotion is dependent on qualifications.

nGAP funding is dependent on the ability to commit to providing a permanent position after the funding period.

· Nominations were sent to Faculties and Schools to increase the number of applications submitted to the DHET.

· We strive to improve our postgraduate numbers to reach greater research intensity.

D: RESEARCH OUTPUT

We have a 2-prong approach: (1) working with Faculty Deans to ensure good management of academic, and (2) developing a tool that can be used by HoS to monitor and balance academic workloads

Through close monitoring of real time enrolments and discussing these indicators with Faculty Assistant Deans for PG and encouraging action.

Through close monitoring of real time enrolments and discussing these indicators with Faculty Assistant Deans for PG and encouraging action.

4.2 Earmarked Grants

Linkage to Performance Indicators

Mid-Year Performance Indicator

Promote undergraduate and postgraduate student success, staff development and programme/ curriculum development in the priority areas in the University system

All projects have been implemented and are in progress. Funds were also allocated to meet budget adjustments as per the DHET requirements.

Wits Music offers Foundation music courses for school learners who haven’t had any formal music education.

The current program funds lecturers, who teaches students who are in the programme. The full grant amount will be spent in full.

NGAP involves the recruitment of new academics in line with the Universities staffing and development plan and enables them to register for a doctoral or post-doctoral degree.

Currently running with phase 7 , which is on track with spending for the year. Recruitment for phase 8 is in progress

The DHET has approved the 6th cycle IEG budget allocation for 2022/23 to 2023/24.

The 6th cycle allocation of R102 238m was approved for the University on 31 Oct 2022, based on the reported spending as at June 2022 of R278 821m.

The CTG fund is used for the appointment of clinical training staff. The appointment of staff to support the deliv ery of clinical training serv ices and to support partnership agreement with public and/ or private prov iders of clinical training services also supplementing the operating costs of clinical training serv ice delivery, improv ing the infrastructure needed for clinical training.

Activ ities are in place to spend the allocation by end March 2023.

4.3 Performance Indicators set by the Senior Executive Team

The Senior Executive Team, after consultation with various constituencies within the University and with approval from Council, determined

Internal

Key Performance Indicators as set out below. The Scorecard gives form and specifi city to the objectives in the Strategic Plan for the current year, and also includes Council objectives and operational milestones. The Scorecard is thus an internal tool that guides the work of the Senior Executive Team to achieve particular outcomes that support the strategic orientation of the University.

1.2.

Leverage and promote a Wits identity to enhance relationships, reputation, and revenue

1. WITS IDENTITY

1.1.1 Institutional

1.1.2 Consolidate Staff Development Initiatives

Initiate Institutional Culture Survey/Review

Profile of all the offerings that we have in relation to staff development across various portfolios, units and faculties.

Track/monitor staff progress, as per the CHE review.

1.1.3 Review HR Policies, Procedures and Practices Policy, procedure and practice audit and review

Staff remuneration and rank advancement

1.1.4 Update Transformation and Social Justice Thrusts

Review transformation and social justice imperatives

Advancement Coordinator and

1.2.1 Research, develop and execute a strategic internal and external marketing and communications campaign to promote Wits’ achievements, in order to enhance our reputation both locally and in selected countries abroad.

Entrench the Wits. For Good brand across the University, Joburg and SA. Profile Wits, its research, teaching and learning, people and alumni through paid, earned, shared and owned media.

1.2.2 Develop and execute campaigns to grow the Wits Annual Fund (WAF), strengthen Witsie pride, identity and spirit, and enhance the quality, currency and comprehensiveness. Maintain centenary momentum for local, national and international alumni engagement and outreach. of the alumni database.

A 10% increase in the number of WAF donors, including a 10% increase in regular donors.

1.1 People and culture DVC: People Development and Culture.

Culture Process

Brand and Reputation

HoU

1. WITS IDENTITY

STRATEGIES AND ACTIVITIES TO ACHIEVE TARGETS MID -YEAR PERFORMANCE INDICATORS

Broad-based consultation and establishment of ToR, methods and timelines

Portal for staff development and training

Develop Tracking and Monitoring System

HRC and faculty reviews

Implement JSWG outcomes, and OD exercises where necessary

Reconfigure transformation pillars Develop new EE Plan Restructure, re-apportion and redistribute certain functions across GEO, DRU, CLTD and HRDU

Report back on progress at 2nd Institutional Forum meeting

Define business requirements for development of staff portal by June 2023

Define business requirements for development of tracking system

Progress report to be submitted to HRC

Progress report to be submitted to HRC

Progress report to be submitted to SET

5 YEAR PROJECTIONS

Complete institutional culture process and develop institutional responses to it

Count the number Ext/Int/Online trainings via HRDU

Number of academic promotions; % change in salary packages for staff; number of updated policies

Appoint and socialise a new advertising agency. Secure at least 20 high impact clips in influential media by the end of 2023.

Host local and international alumni reunions and outreach programmes. Produce quality print and digital publications. Appoint an ARO marketing/ comms officer. Find and reconnect with 10% of “lost” alumni.

Track, monitor and quantify progress across the implementation of the transformation and social justice pillars quantitative target TBD in 2023.

8 high impact clips by Mid-Year The Wits. For Good brand is established and replaces the “Wits gives you the edge” pay-off line. Wits’ reputation and brand is strenghtened amongst its target publics. Wits is renowned for its expertise in selected research, teaching and learning areas, through having 100 high impact pieces published in the South African and selected international media, thereby growing its brand and reputation. The bespoke internal marketing and communications plan will ensure that more staff engage with the University and achieve its institutional culture objectives.

Aim for approx 6% by Mid-Year Wits will grow the number of alumni that it is stewarding and who will donate to the Wits Annual Fund or give to Wits on a regular basis by 25% over three years.

1.3. Place and Partnership SET

1. WITS IDENTITY

KEY PERFORMANCE INDICATORS

1.3.1 Strengthen Wits’ place

- In the City

- In the region

- On the continent

- Globally

1.4. Student Experience Dean of Students

1.4.1 Finalise the centre for student development organizational arrangements, including programme offerings

TARGETS

- Extend relationships e.g. Gauteng Triangle with business

- Continue relationship with ARUA and now

– AFRETEC

- Deepen relationships with University of Venda / Limpopo

- Extend relationship with Edinburgh/ Leeds/ SOAS/ UCL

Offer students a wide range of student development experiences and challenging intellectual engagements

1.4.2 Promote the Co-curricular transcript Implement the Senate approved Co-curricular Transcript in support of student coand extra- curricular activities

1.4.3 Ensure effective first year student transition and support through the FYE – Gateway to Success programme (in partnership with academic affairs and faculties).

1.4.4 Collaborate with the postgraduate sector to improve on postgraduate student orientation and experience.

Expose students to a cosmopolitan student life and experience that fosters a sense of belonging and the development of lifelong friendships and networks.

Development of a postgraduate student, and research friendly, university culture

1.4.5 Implementation of the Wits mental health strategy

- Establish the student mental health forum.

- Work collaboratively with stakeholders on mental health campaigns, including advocacy initiatives.

1.4.6 Implement policy on residence bed allocations

- Promote a culture of care and holistic wellness

- Enhance services that support personal health, wellness and safety.

- To ensure that first years are prioritized in line with the university’s efforts to increase support to first year students.

- Ensure a well-structured coordinated first year transition process, with emphasis on appropriate support through the residence admissions policy

- 50% of all residence beds allocated to first year students.

1.4.7 Address residence culture by entrenching living learning communities as an integral part of residence life, and addressing issues of first year transition.

- Establish 6 living learning communities: social justice, leadership, green campus initiative, health and wellness, women in leadership, LGBTQI+ functioning across residences.

- Establish residences as spaces that fosters a sense of belonging and the development of lifelong networks and friendships;

- Work towards residences becoming inclusive spaces;

- Promote and celebrates diversity;

- Address social justice issues;

- Expose residence students to a cosmopolitan student experience;

- First year transition and orientation embedded in the principles of human rights and residences as welcoming inclusive spaces.

1. WITS IDENTITY

MOU’s / MoA’s Number of collaborative research projects

At least one engagement with ARUA / AFRTECH by Mid Year

5 YEAR PROJECTIONS

Established partnerships with at least five MOU’s/MOA’s in Higher Education landscape.

- Formally launch Centre as hub for (co- and extra- curricular) student development;

- Identify development partners both on campus and beyond;

- Finalize agreements with development partners;

- Publish (print and online) Centre offerings and partners

Set up the co-curricular transcript sub-committee, and approve approval rules and guidelnes, set up co-curricular transcript portal and run awareness campaigns to socialize the university community to policy, rules, and guidelines, etc

- In partnership with Academic Affairs, appoint a project coordinator;

- In partnership with Academic Affairs, set up GTS implementation committee – provide leadership to the student life stream;

- Student feedback on GTS;

- Stakeholder review and reports;

- Postgraduate student orientation in partnership with faculties and the postgraduate and research offices;

- Student feedback on postgraduate welcome and orientation;

- Online pre-orientation

- Collaborative initiatives in supporting postgraduate student

- Set up the student mental health forum;

- Blended mental health service offerings;

- Advocacy and awareness campaigns, with particular focus on prevention.

Implementation of residence allocation policy resulting in 50% of beds allocated to first years.

Co-Curricular transcript to be in pilot stage by June

Centre for Student Development initiatives offered in colleboration with strategic partners - all offerings recognized through the co-curricular transcript.

Formalize Co-curricular transcript sub-committee by way finalizing charter/terms of reference. Develop guidelines for programme approval; Portal for co-curricular programmes.

Develop guidelines for programme approval;

A range of co- and extra-curricular activities across all sectors of student governance governance and in partnership with faculties and central divisions. Study on the impact of the co-curricular transcript to inform a review and strengthening of the initiative.

GTS established beyond pilot phase and including initiatives to address various stages of student transitions.

Run survey with July PG cohort Postgraduate student support portfolio of offerings, including orientation, psycho-sociol support and student experiences/ events.

On going awareness tracking Integrated student health and wellness offerings and a well-functioning mental health forum.

- Implementation of new residence structure;

- Residence orientation programme in line with the GTS principles;

- Train residence student leaders by GEO and TEEO;

- Student feedback on orientation/ welcoming programme experience;

- Review brief and focus of the residence life office ensuring greater collaboration with Centre for Student Development;

- Implement and support living learning communities.

49%

Residences are welcoming spaces for first year students, as evidenced through first year orientation surveys. Residence support structures aligned to support first year students, through orientation, ongoing support initiatives, mentoring, etc.

Report back to 2nd Councilmeeting on progress to date

Range of student residence community initiatives, and student participation in sustainability and other residence life initiatives. Living learning communities across all residences established, and also in senior residences with partnerships with accredited off-campus residences. Residence seminars on current affairs, talent competitions and debating series. 50% of residence wardens are academic members of staff. residence surveys affirms residences as welcoming spaces.

2. ACADEMIC EXCELLENCE

STRATEGIC OBJECTIVES

2.1. Student success DVCs R&I and Academic, Deans, Registrar

2.1.1 Postgrad completions – Hons, Masters, PhD, PG Diplomas (NQF ≥ 7) for previous year

2.1.2 Manage UG enrolments in line with institutional aspirations and DHET targets

2.1.3 Ensure quality curriculum, teaching and learning, and assessment

5200

Over and under-enrolments to be within a 2% margin for each Faculty and across UG Approx 25 274

Cohort analysis shows percentage of graduates completing in minimal time as increasing year on year . External examination, quality assurance processes and accreditation bodies find assessment to be fair, reasonable, and authentic in all courses and academic programmes

2.2. Graduates of the Future DVCs R&I and Academic, Deans

2.1.4 Undergraduate qualified for the previous year (completions)

Total Qualifying Headcount / Total Headcount 2021 – 4921/24604

0.1997 %conversion

2.1.5 PG student peer-reviewed publications 8% of all DHET publications are authored by students

2.1.6 FTEN Enrollments

Manage FTEN enrolments in line with the DHET targets . FT exc Occasional and on line

2.2.1 Maintain Science, Engineering and Technology profile 50%

2.2.2 Flexible and lifelong learning opportunities

2.2.3 Postgrad enrolments – Hons, Masters, PhD, PG Diplomas (NQF ≥ 7)

Approval of 2 new on line programmes nad 2 new multi disciplinary ?

16500

2.3. Advancing the Pursuit of Fundamental Knowledge

DVC Research and Innovation/ Deans

2.3.1 Proportion of PhD completions ‘by publication’

2.3.2 Research productivity: number of journal articles, books, chapters, and proceedings papers indexed by the Web of Science. (Year to date)

2.3.3 Research quality: total number of ‘highly cited’ and ‘hot’ papers in the Web of Science index. (Year to date)

Increase number by 1%

3200

2.4. Knowledge Generation for Societal Advancement

DVC Research and Innovation/ Deans

2.5. Building a Pipeline DVC PG R&I and DVC: People Development & Culture Human

2.4.1 Publications in WoS aligned to SDG

2.5.1 Number of delegates registered in the Early Career Academic Development (ECAD) programme

2.5.2 Student Development initiative-UG to Post-Doctoral Fellow trajectory

2.5.3 Number of active postdoctoral fellows 210

identification of Masters students

2.6. Innovation and Academic Entrepreneurship

DVC Research and Innovation

2.6.1 Number of disclosures

2.6.2 Advertising value equivalent (AVE) recorded for press releases at the time of reporting

million

2. ACADEMIC EXCELLENCE

Most UG

enrolment numbers stable at mid year 25000

Reduced

initiatives to drive throughput .Bottleneck courses are identified quickly and capacity at courses

improved

Mid

12.5%

students 6263

3. SOCIAL IMPACT

STRATEGIC OBJECTIVES SET MEMBER KEY PERFORMANCE INDICATORS TARGETS

3.1. Active Citizenship and Advocacy

SET 3.1.1 - Public engagement on contemporary issues

- Engaging in partnerships with civic organisations on matters such as HIV and Aids/ Vaccinations

3.1.2 Bridging high school to university studies

Continued use of CALS/ Emthojeni / Centres of Excellence in Human Development to be platforms for such engagements.

Continue and extend reach of events such as Targeting Talent Programme, NextEngineers Programme, Top Achievers, Eskom Young Scientists, Wits Maths Competition, visits to Origins Centre and Wits Anglo-American Digital Dome.

3.1.3 Research and advocacy targeted at influencing Gvt health policy

3.1.4 Student training, engagement and service delivery in various industries and public service sites

3.1.5 Improving lives of the communities we serve

Active engagement with national and provincial department of health

Establish initiatives with DoH, DBE and public service to facilitate further experiential activities and service for students in their various fields.

Continue and extend reach of events such as Targeting Talent Programme, NextEngineersProgramme, Top Achievers, Eskom Young Scientists, Wits Maths Competition, visits to Origins Centre

Continue working with the City of Johannesburg’s Housing Department for the in situ upgrading of the Slovo Park informal settlement

3.2. Strengthening Democracy and Governance in South Africa

SET 3.2.1 Partnerships with HEI and civic society Continue engagements with partner universities and greater Johannesburg environs

3.2.2 Position Wits as leading research institution strengthening democracy and governance

Expand reach of executive education and outreach activities

3.3. Climate Change and Inequality

Pro ViceChancellor: Climate, Sustainability and Inequality

3.3.1 Develop of an institutional plan to position Wits as leading research institution on climate change and inequality

SET approved document Expand research and postgraduate programmes that address climate change and inequality

3.3.2 Build partnerships with Presidential Climate Change Commission, Business, Labour and Civil Society on climate change support.

3.3.3 Develop resarch capabilities on the social impact of climate change.

Two partnerships developed on with PCC and one other.

Position 2 research centres at Wits as key institutions working on social impacts of climate change.

3. SOCIAL IMPACT

STRATEGIES AND ACTIVITIES TO ACHIEVE TARGETS

Seminars and awareness campaigns / symposiums

- Ensure SLO identifies appropriate schools

- The Targeting Talent Programme is an inten sive vacation programme for academically deserving pupils from schools across South Africa. Most of the students come from rural and disadvantaged schools. The students attend an accelerated programme in the sciences, language, and less traditional subjects such as dance and music composition over the vacation period.

Translational research which informs policy; policy papers on health interventions, engagement with public- including media engagement

Teaching experience, practicums for health science students, SPPA, psychology, drama therapy, etc

Collect rich material to reflect and learn about the implementation challenges of informal settlement upgrading programmes.

Earlier in 2022, one of the MIT interns which CUBES hosted assisted in analysing the Task Team meeting minutes to help identify the institutional challenges. This is an ongoing engaged research commitment within CUBES.

- Public intellectual and community network survey (Humanities)Seminars hosted by WSG/ WBS/ WISER / SWOP

- Grow executive education enrolments that build state capacity in South Africa and on the continent

- Expand research capacity in areas of governance

Accreditation for new programmes

Marketing to attract enrolments

Increase donor funding for research centres

MID -YEAR PERFORMANCE INDICATORS

At lesat one engagement by Midyear.

Two provincial school engagements on platforms and facilties on campus

5 YEAR PROJECTIONS

Numbers of articles in Conversation and other outlets

- 30%of all FTEN enrolments are via these events -Last year, the TTP matric cohort achieved a 90% Bachelor’s pass, with 73% of students completing TTP going on to university studies – which overwhelms, compared to the near zero rate in their own communities. We aim to increase this rate from 73% to above 80% in the next 5 years.

Record of at least one area where engagment with health policy has been initiated

Collate data in order to report at Senate

Report back to SET

Influence at least 3 Gvt policies

Check the number of students who pass through these activities per year and then aggregate them over a 5-year period.

Significant improvement of the lives of Slovo Park settlement, with data and exoerience extended to other similar settings.

One seminar hosted by WSG

Progress Report to CLM Faculty nad Senate by mid-year

Presentation to 2nd Senate meeting on progress to date

Executive education programmes to build state capacity in South Africa and on the continent

- - Enrolments in executive education programmes

- new centre established on digital governance established in WSG

-Enrolments into programmes, e.g. MCom in inequality studies; MM in Energy Leadership, and other relevant programmes

-Number of research outputs of centres such as Southern Centre on Inequality Studies, Global Change Institute, etc.

-Number of agreements with external institutions that share our values

Submit research projects to support PCC work.

One project submitted by June

Wits a key research partner of social actors involved in the just transition.

Harness resources for social impact research. Development of plan to Senate by June 2023

Wits the key partner for social impact research.

STRATEGIC OBJECTIVES

4.1. Reimagining Work and Institutional Life

DVC –Systems and Operations and Pro ViceChancellor: Climate, Sustainability and Inequality

4.1.1 Develop plan for reduction of Wits’ carbon footprint

Council approved document

4.1.2 Investigate and conceptual design of flexible staff working areas e.g. business lounge model for sessional and visiting staff, one per faculty.

4.1.3 Identify and complete conceptual design for four outdoor recreational / learning / working spaces across the Braamfontein and Parktown Campuses.

4.1.4 Review and update the sport and recreation facilities strategy across the Braamfontein and Parktown Campuses.

4.1.5 Review and update the libraries redevelopment programme in consultation with the University Librarian, plan and cost the first two library redevelopments i.e. Harold Holmes and Health Sciences.

4.1.6. Review and update the campus housing and student residence planning and development strategy, establish and refresh the linkages with the planned Egoli Gas redevelopment and Braamfontein West redevelopment strategies.

Four concept design with costing for flexible working spaces e.g. OLS Atrium, SMH Atrium, COM Atrium, Health Science Foyer Level 4 and 5.

Review primary outdoor spaces e.g. Library Lawns, Science Stadium, Gavin Relly Lawns and Health Sciences Medical Garden, Sutton Close and space between Physics Humphrey Raikes / Gate House / OLS.

Present updated Wits Sport and Recreation Infrastructure Development Strategy at 3rd WCPDC 2023 meeting.

Present updated long term libraries upgrade and redevelopment programme at 4th WCPDC 2023 meeting.

- Present updated Wits accommodation and student residence strategy by 3rd WCPDC 2023 meeting.

- Reinstate a bi-annual Wits Staff Accommodation Committee in consultation and under chair of Director: CHRL.

- Complete condition assessment of Wits student residence portfolio by end 2023 for medium term budget input 2024-2028.

campus which capital

4. SUSTAINABILITY

5 YEAR PROJECTIONS

Appoint an expert group to develop a plan

Plan to have been developed and shared with SET

- Targets in place to monitor progress on Wits’s carbon footprint for ongoing M&E.

- Establish new baseline by end 2024 in focus areas where baselines do not exist.

- Investment and project plan by end 2023 for period 2024 - 2028.

- Residence hot water generation strategy by end 2023.

Constitute project stakeholder groups, appoint consultants from database, provide concepts and plans at 3rd WCPDC 2023 meeting.

Constitute project stakeholder groups, appoint landscape architects, provide concepts with costing at 2nd WCPDC 2023 meeting.

- Establish project team to consult and negotiate with John Orr.

- Establish project team and appoint consultants from database

-Establish project stakeholder and steering group in consultation with University Librarian Appoint suitable consultants from database

2 conceptual designs - Aligned to having sustainability as the first priority on WCPDC activities.

- Review and update flexible working space and smartt class room norms and standards.

2 conceptual designs Continuous evolution of campus to meet the strategic needs of the academic project embedded in all System and Operations endeavours.

First Project Team meeting by June

Continually assess evolving needs of the campus with a view to being recognised as a leader in this. Identify opportunities for third party investment e.g. aquatics centre.

Incorporate the Student accommodation accreditation dadbase in 2023-24 Wits SDF review

Steering Group to be set up by June

- Redevelopment strategies with costing for phased approach implementation (Health Sciences, Harold Holmes and Geomaths Libraries by end 2023)

- New archives building strategy, launch national competition third quarter 2023.

At least one meeting of Wits Staff Accommodation Committee

Be recognised as a leader in energy efficient campus housing, and be seen to recognise student contributions in this area.

STRATEGIC OBJECTIVES

4.2. Financial Strength CFO

4.2.1Deliver Unqualified Audit Outcome from the external audit process, and clean audit outcome on the grant audits.

Unqualified Audit Outcome. Clean audit outcome on grant audits

DFO

4.2.2 A minimum of breakeven Council controlled budget and financial results. Residences budget in – line with the long-term breakeven plan.

4.2.3Liquidity – Current ratio of at least 1. (Unencumbered current assets / unencumbered current liabilities)

4.2.4 Operational efficiencies:

– Operational Surplus (year – on – year growth and wellcontained Costs to Income ratio.

A surplus / (deficit) greater than or equal to zero

DVC Research and Innovation

4.2.5. Continue with the Centenary Campaign, to fundraise both in SA and the UK, US, and Australia. Increase the number of donors from all sectors who give to Wits.

4.2.6. External annual income for research recorded by Wits, WCE, WHC

Current ratio of greater than or equal to 1

Operational Surplus of 2% above prior year

Raise R3 billion as per the Case for Support.

R1 billion

- Compliance to prevailing laws, legislation, and grant agreements.

- Adherence to finance policies and procedures.

- Implementation of corrective actions relating to the audit findings raised by both Internal and external auditors.

- 100% of Expenditure spend to be aligned to approved budget unless approval granted per relevant governance structures.- Financial Management to be a KPI in the Performance Agreements of officials with delegated authority.

- 100% of Expenditure spend to be aligned to approved budget unless approval granted per relevant governance structures.

- Financial Management to be a KPI in the Performance Agreements of officials with delegated authority.

- Financial management culture to be inculcated.

- Ensure the spend is in line with the approved budget.

- Financial Management to be included as a KPIs on the officials who have a delegated approval mandate per the DOAD.

Working Capital management –improve on debtors’ collection and payment of supplier invoices timeously (i.e., only when due).

Implement cost efficiencies strategies / initiatives. Optimal investment of excess funds for maximum interest income.

Operational Surplus > 2% (prior year)

Operational Surplus > 2% (prior year)

-100% of Expenditure spend to be aligned to approved budget unless approval granted per relevant governance structu res.

- Financial Management to be a KPI in the Performance Agreements of officials with delegated authority.

- 100% of Expenditure spend to be aligned to approved budget unless approval granted per relevant governance structures.

- Financial Management to be a KPI in the Performance Agreements of officials with delegated authority.

Build on the solid platform created as part of the Centenary Campaign. Fundraising amongst HNWI, corporates, trusts and foundations, and alumni.

Continuously, building the prospect base. Research, stewarding, visiting, asking, reunions, etc.

R2 billion

In five years, Wits will have a solid donor base, which will contribute to Wits’ financial freedom and institutional independence. Wits will be less reliant on state subsidies and will be more self-sufficient and sustainable.

RO and entities providing good support to researchers R5 million R1.5 billion

Current ratio of >1

Current ratio of >1

STRATEGIC OBJECTIVES

4.3. Modernising Systems and Operations

4. SUSTAINABILITY

DVC Systems & Operations. SET

4.3.1 Complete the high level divisional strategy / organisational design for S + O.

4.3.2 Improve maintenance service delivery by the introduction of minor works framework contracts by the end of the 2023.

4.3.3 Review specifications and usage of first round of smart classrooms deployed, update the smart class room base specification for future deployments. Identify the next 8 opportunities for the development of smart classrooms across Braamfontein and Parktown Campuses during 2024 –2027.

4.3.4 Develop first draft of multi year capital budget for adoption by end 2023, with a maximum of 5 priority projects per Faculty.

2024 onwards budgets to be aligned with new organisational structure.

Award minor work framework agreements in the course of the year

- Conclude review with stakeholders by 01 March 2023.

- Development new specifications by 01 June 2023.

- Phase 2 of smart classroom project to be scoped and costed by 01 September 2023.

4.4.

DVC Systems and Operations

4.4.1During 2023 / 2024 review and update the Wits Spatial Development Framework, ensure that this review incorporates all off campus property holdings.

4.4.2Formulate the Campus Sustainability Project for implementation in 2023 and beyond for:

- Present first draft of 2024 – 2027 Wits Infrastructure Capital Budget to 3rd WCPDC 2023 meeting.

- Present draft of extended 2028 – 2033 Wits Infrastructure Capital Budget to 1st WCPDC 2024 meeting.

- Present or adoption the Wits Infrastructure Procurement and Delivery Management Procedure and Guideline to 1st WCPDC 2023 meeting.

Present updated of all off campus sites to 3rd WCPDC meeting which will include SDGs.

4.4.3 Develop the Top10 capital projects list for the Wits 100 – 110 for adoption by end 2023.

Present 1st draft of Wits Sustainability Infrastructure Sustainability by 3rd WCPDC meeting.

Present first draft of Top 10 capital projects at 2nd WCPDC meeting.

Campus of the Future

4. SUSTAINABILITY

STRATEGIES AND ACTIVITIES TO ACHIEVE TARGETS MID -YEAR PERFORMANCE INDICATORS

Regular meetings with stakeholders and change consultant.

Appoint procurement and contracting consultant.

Present new S + O High Level Organogram to SET by 01 June 2023,

One minor Framework agreement by April

5 YEAR PROJECTIONS

Efficient and fit for purpose portfolio in place.

All maintenance work, including preventative maintenance activities to be tracked and monitored on IWMS.

- Establish project stakeholder forum.

- Appoint consultants from database.

Progress report to SET Agile teaching and learning environment optimised to macth the academic needs.

Include in SDF review consultation forums to ensure alignment with academic, research and enrolment

Progress report to SET Five year capital programme per department.

Establish project team, hold regular project meetings and track progress ongoing to meet target.

-Host infrastructure sustainability workshop by 01 May 2023.

- Appoint GIS consultant to provide GIS information to underpin all campus property and infrastructure information.

Ongoing consultation with SET through WCPDC to refine and determine

Communcation and awareness campaign to all stakeholders by June

Continuous evolution of campus to meet the stratgic needs of the aqcademic project embedded in all ~System and operations endeavours.

-Host infrastructure sustainability workshop by 01 May 2023

WCPDC has sustainability as first prioroty in all decisions.

Progress report to SET Annual review of this capital projects priorities, update at WCPDC.

5. OVERVIEW OF BUDGETS, CASH FLOW, AND MTEF ESTIMATES

5.1 Budget process and overview

The Senior Executive Team (SET) oversees the allocation of resources for the University ensuring that governance processes are followed so as to promote the attainment of the goals, strategies and objectives of the institution including medium and long term sustainability. The annual budget process captures the growing wants and needs placed against limited resources. The budget process starts mid-year ending in December when the overall budget for the following year is approved by Council at its last meeting of the year. Several meetings are held during the budget preparation process. The initial meeting for budget roll out planning is carried out between members of the SET and finance managers aligning budgeting with strategy and anticipated resource limitations. Parameters, assumptions and specific timeframes for the process are discussed and agreed so as to deliver a coordinated sustainable budget within the governance processes. The Chief Financial Officer (CFO) and his team hold a workshop with finance managers to discuss the budgeting approach. Budget holders in faculties and divisions supported by financial managers prepare budgets based on the roll out plan in a consultative process. The process within faculties and divisions includes Deans, Heads of Schools and departmental heads as key role players.

The CFO and finance team meet with faculties and divisions to discuss their budgets in detail once initial budgets have been prepared and thereafter brief the Vice-Chancellor and Vice Principal on the first version of the consolidated budget. At another scheduled special meeting of SET and finance managers, the first version of the budget is presented following which iterations of the budgets are agreed to achieve a sustainable outcome. The final budget is presented at a special SET meeting to obtain approval for the budget before it is taken to the Finance Committee (FINCO) and Council. The budget is presented at FINCO at its last meeting of the year for approval and recommendation to Council for final approval. At the last meeting of Council the budget is presented and finally approved. Control of the budget is done through monitoring and reporting of budget versus actual results during the course of the year with variances explained at meetings of SET. Reports in that regard are thereafter presented at Meetings of FINCO and Council during the year.

5.2 Key Assumptions

1. COUNCIL AND RESIDENCES BUDGETS:

Budget 2023 was prepared under conditions of funding uncertainty witnessed through the reprioritisations of allocations by DHET to fund the NSFAS shortfall, which has been communicated during the 2022 financial year.

Budget 2023 was impacted by flat subsidy as per the Ministerial Statement on University Funding 2022/23 and 2023/24 received in January 2022, which has necessitated the stringent budgeting assumptions. DHET reprioritised the allocations for 2022 to fund the NSFAS shortfall, and initial allocations in the block subsidy, infrastructure and efficiency and other grants were reduced accordingly. The decision by DHET illustrates the difficult economic conditions under which the sector is operating, as thus the risk continues to prevail.

Budget 2023 assumes a blended hybrid approach with increased campus presence following the end of the two years of Covid pandemic era.

Breakeven budgets have been projected for 2023 Council unrestricted budget. For residence budgets, deficit budgets are projected over the three-year period (FY2023 to FY2025). The projections are as per Annexure 1 below. The Key assumptions applied for the budget are as follows:

Subsidy: The Ministerial statement dated December 2021 was used in projecting the subsidy and it shows that the 2023 subsidy will be flat, growing by only 0.9%. The enrolment plan which kicked in from 2020 provided input in revenue projections for 2023. The Ministerial statement formed the basis of the assumptions used for the 0.9% increase on subsidy (i.e., block grant). The University has not yet received the Ministerial Statement for the 2023 financial year. The 2023 subsidy growth is projected to increase by 0.9% and thereafter by

projected 5% inflation annually. The amount of subsidy attributable to Residences in respect of 0% fees increase for 2016 has been escalated at CPI and accordingly deducted from block subsidy. Tuition income projections are based on the enrolment plan as well as the University’s strategy. It is assumed that the fees will increase by 5% in 2023 and 5% annually over the projection period. The University awaits guidance from DHET regarding the fee increases for 2023 and beyond. The fees for the Wits Business School (WBS) has been increased in line with the benchmarking report conducted.

Other income is projected to increase in 2023 in line with better capital balances and growth at 5% over the projection period.

Salary increase has been assumed to be 5% in 2023 subject to positive negotiation with organised labour and thereafter 5% on average for both academic and professional and administration staff from 2024 to 2025. The salary budget incorporates measured adjustments and right sizing in faculty budgets to improve student to staff ratios, post graduate supervision and research outputs.

Having budgeted general operating costs for 2022 at 4% growth, the budgets for 2023 were left flat, (i.e. 0% increase as a trade-off due to the flat growth in subsidy). The following exceptions were accommodated namely: (a) library where foreign exchange rates are much weaker than in previous year, (b) administered increases for utilities which are projected to increase by 9.2% and (c) expenses where contractual obligations cater for unavoidable inflation adjustments. Technological changes continue to impact the operational expenditures for ICT – software licence costs have increased at a fast pace and expenditures previously capitalised replaced by transiting to cloud services. Increases in ICT related costs significantly exceed average inflation (over 15% increase in ICT costs).

Bad debts provision was reviewed to mirror the trends in collections and prevailing economic conditions. The 2024 and 2025 inflation assumed to be 5%.

Residences are ring fenced and self-funding as per Higher Education Act as thus all additional costs due to insourcing are apportioned to residences accordingly. Due to insourcing costs and the limited growth in income it is inevitable that Residences will be continuing to deliver a deficit for the medium-term. Accommodation income has been assumed to grow by 7% (CPI + 2%) in 2023 and 6% annually during the projection period. The University awaits guidance from DHET regarding fee increases for 2023 and beyond. Operating costs for 2023 assume an increase of 5% and 5% thereafter on average and utilities at 9.2%. Lease costs incorporate the new treatment required by IFRS – the adjustment results in a large debit to the income statement. The budgets and projections include the Wits Junction residences. Deficit budgets are projected for the period.

2. Specifically funded activities

Uncertainties in the economy underpin the projections. In respect of restricted, specifically funded activities an overall growth of 5% has been projected. This category of activity must be self-funding. It is managed according to individual contacts with respective funders.

3. Cash flow projection

The cash flow projection balances for 2022 to 2025 include earmarked grants.

5.3 Consolidated Budget: 2022 –2025

5.5 Budget Capital Plan

CAPEX Adjustment | HVAC

Critical Waterproofing

1

6. RISK REGISTER

Instability in South Africa and Higher Education

Funding Crises

National political and socio-economic issues impact on universities. Public fi nances dwindling, subsidy stagnant, research funds cut, and fees capped. Ineffi cient administration and policy changes at NSFAS and students being defunded. Higher education funding is a national issue that remains a perennial problem, needs a national solution. Missing middle are particularly affected. Limited postgraduate funding programs.

2 Institutional fi nances

The approximate 90% plus reliance on subsidy and fees income will from 2021 challenge the teaching and learning and research model being sustained. Strategic responses of a business review, commercial income streams and effi ciency initiatives have been identifi ed. The implementation of these strategic responses is key to the constant delivery of our model. The risk is in the timing and fullness of implementation.

3

Research funding framework challenges

Changes to the NRF Funding Framework. Changing patterns in NRF funding impacts research indicators, including rating. Potential variance in research productivity (output by staff and students). Changing research culture globally and its threats and opportunities for cuttingedge knowledge production. Risk that the university is distracted from its focus on research goals due to the Covid-19 challenges, Higher Education crises and funding. Funders changing priorities which impact the funding allocated towards research. International funders may be less likely to give funding to South Africa post-COVID and a shrinking global economy.

4 Infrastructure and Technology risk

Cyber security, campus sustainability strategy and reduced reliance on external utilities are key. Legacy IT infrastructure and capacity of ICT and learning systems for the online environment. Wi-Fi and internet access for teaching platforms not stable. Digital transformation, including how and what we teach, how and where students learn and how and what we research as well as our management and administrative processes. Inappropriate infrastructure to support strategic plan pertaining to PG ambitions. Inefficient use of infrastructure. Project execution and governance risk. Lack of strategic procurement which results in lost opportunities on the cost efficiencies and long-term supplier relationships

5 Transformation challenges and changes to the institutional culture

Slow evolution of the institution’s cosmopolitan character and its ability to achieve diversity of race, class, gender, international. Competition from Government and Higher Education institutions for talented black staff. Challenges to attract and retain staff (academics). Student leadership issues and relationship with the University. Lack of social cohesion as a result of student unrest.

6 Teaching and Learning risk

Ensuring valid and reliable assessments, some in person, some remote (online and take home) is an area that needs attention. We need to focus on diversifying assessments that are valid and reliable and with emphasis on academic integrity. Practical, lab and fieldbased learning has been impacted which could impact on quality of qualifications. Quality of government - controlled teaching platforms and facilities affecting quality of education and service to students and staff. Ensuring that the gains of the last two years are not lost and that blended learning is strengthened.

7 Teaching and Learning risk

Impact of online teaching on students and staff. Assessments have been negatively impacted due to the nature of limited online testing. Practical, lab and field-based learning has been impacted which could impact on quality of qualifications. Health risk for staff and students. Quality of teaching platforms, especially government- controlled facilities affecting quality of education and service.

Warm Satisfactory 70%

ViceChancellor & Principal, Deans, Dean of Students and Registrar

Warm Good 75%

Senior DVC Academic, DVC Research and Innovation, Deans

Warm Good 75%

Senior DVC Academic, DVC Research and Innovation, Deans

7

Access to library information services and preservation of special collections

Access to information is vital to the success of the university. It is threatened by exchange control, cyber security and physical infrastructure. Escalating publishing costs and malicious cyber-attacks of the digital library or equipment failure/theft may deny users access to information. The slow pace and provisional structure of the institution’s digitisation capacity, including the weaknesses of assessment and cataloguing hinders the development of a proper management strategy. The uncontrolled accumulation of research materials at 10 library sites prevents effi cient use of materials and presents risks from fl ooding, theft and fi re. Robust infrastructure is needed to ensure preservation of special collections and historical archives, many of which are unique, that are used by local and international researchers.

8

Challenge with the Centenary Campaign execution

The impact of the coronavirus pandemic and its impact on the economy and the ability of donors to contribute towards the Wits Centenary Campaign puts the fundraising campaign at risk of not achieving its R3 billion target by the end of 2022. A total of R2.6 billion had been raised to date (which is inclusive of pledges).

9

Post

Covid-19 transition

In a number of areas, the university is dealing with the economic and social challenges arising out of Covid-19 and the challenges related to the recovery from Covid. Relatedly, climate change, is a key challenge facing the university. The university is engaged in a range of activities link to these challenges, including the greening of its own campus, and expanding its research and teaching on climate change.

Risk

Current risk temperature

Trend

Legend

The risk name and the associated root causes or issues.

The current risk temperature: Cold, Lukewarm, Warm, Hot or Boiling

Whether the risk exposure has increased, decreased or stayed the same.

Control effectiveness The effectiveness of the current controls:

Action progress

The extent to which action plans have been completed expressed as a percentage

Owner The risk owner is responsible for monitoring and reporting on the risk

7. CONCLUSION

Wits will be the ‘leading edge’ as the foremost research-intensive university in the Global South bridging the world’s divides using our location in Johannesburg to act as an interlocutor between the Global South and North, and being driven by our motto, Scientia et Labore, to achieve this.

Our goal is to lead in:

• Growing the next generation of change-makers and global scholars;

• Innovating and pioneering knowledge;

• Using our knowledge and influence to advance society by tackling climate change and inequality, and promoting social justice and public health from the Global South;

• Strengthening democracy and governance in South Africa; and

• Transforming the global university landscape, taking our continental partners on this journey with us.

The performance planning reflected in this report articulates the objectives, targets and strategies to advance the achievement of these aspirations

Please refer any queries to registrar@wits.ac.za.

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