Wits University Integrated Report 2020

Integrated Report 2020

APPROVED BY COUNCIL APPROVED

BY COUNCIL Date: 30 June 2020 Date: 30 June 2021

Mr Isaac Shongwe Chairperson of Council

Professor Adam Habib Vice-Chancellor and Principal

Contents

1. ABOUT THIS REPORT............................................................................................................................ 1 2. ABOUT THE UNIVERSITY...................................................................................................................... 2 2.1. Our Profile.................................................................................................................................... 2

2.1.1. 2020@aGlance.................................................................................................................. 3

2.1.2. Our Vision, Mission and Values......................................................................................... 4

2.1.3. Brief History....................................................................................................................... 6

2.2. Our Strategic Priorities............................................................................................................... 6 2.3. Senior Executive Team................................................................................................................ 8 2.4. Academic Structure, Changes, Faculties and Schools.......................................................... 10

2.4.1. Faculties and Schools..................................................................................................... 10

2.4.2. Wits Plus......................................................................................................................... 10

2.4.3. Changes in Academic Structure..................................................................................... 11

2.4.4. Changes in Administrative Structure............................................................................... 11

2.4.5. Significant Academic Developments.............................................................................. 11

3. VIEW FROM LEADERSHIP.................................................................................................................. 13 3.1. Chair of Council’s Report.......................................................................................................... 13 3.2. Vice-Chancellor’s Review......................................................................................................... 18 4. PERFORMANCE REVIEW.................................................................................................................... 22 4.1. The scorecard: Key Performance Indicators.......................................................................... 22 4.2. University Rankings................................................................................................................... 36 4.3. Total Student Enrolments.......................................................................................................... 40 4.4. Student Graduates..................................................................................................................... 41 4.5. Student Affairs........................................................................................................................... 42

4.5.1. The Division of Student Affairs........................................................................................ 42

4.5.2. Campus Health and Wellness Centre (CHWC)................................................................ 42

4.5.3. Campus Housing and Residence Life (CH&RL).............................................................. 43

4.5.4. Counselling and Careers Development Unit (CCDU)...................................................... 44

4.5.5. Wits Sport....................................................................................................................... 44

4.5.6. Student Governance Office............................................................................................. 46

4.5.7. Wits Citizenship and Community Outreach (WCCO)...................................................... 47

4.5.8. Development and Leadership Unit (DLU)........................................................................ 48

4.6. Research..................................................................................................................................... 49

4.6.1. Research Achievements.................................................................................................. 50

4.6.2. Research Awards............................................................................................................ 51

4.6.3. Research Entities............................................................................................................ 53

4.6.4. SARChI Chairs................................................................................................................ 55

4.6.5. NRF Rated Researchers.................................................................................................. 57

4.7. Technology and Infrastructure................................................................................................. 58

4.7.1. Wits Capital Works Programme Overview...................................................................... 58

4.7.2. Campus Business Continuity Programme...................................................................... 59

4.7.3. Campus Waterproofing and Façade Repairs Programme.............................................. 60

4.7.4. Campus Building Compliance and SHE Programme...................................................... 61

4.7.5. Campus Universal Access Improvements...................................................................... 61

4.7.6. New building, extension or alteration to existing buildings/other Land Improvements.. 62

4.7.7. Lecture and Teaching Venue Audiovisual (Av) Equipment Upgrade............................... 63

4.8. Collaboration and Partnerships............................................................................................... 64

4.8.1. Global Engagement......................................................................................................... 64

4.8.2. Collaboration and Partnerships....................................................................................... 65

4.8.3. Engagement with Society............................................................................................... 66

4.9. Development and Fundraising.................................................................................................. 69 5. GOVERNANCE...................................................................................................................................... 71 5.1. Governance................................................................................................................................ 71

5.1.1. Higher Education Act...................................................................................................... 72

5.1.2. The Council and its Members......................................................................................... 72

5.1.3. Matters of significance considered by Council during 2020........................................... 78

5.1.4. Excellence in Governance, Management and Support................................................... 82

5.2. Institutional Transformation and Workplace Equity............................................................... 82

5.2.1. Wits’ Employment Equity Plan........................................................................................ 88

5.3. Occupational Health and Safety............................................................................................... 88 5.4. Risk Management...................................................................................................................... 90 6. FINANCE

........................................................................................................................................ 94

7. THE WAY FORWARD.......................................................................................................................... 105

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1. ABOUT THIS REPORT Wits University produces an annual Integrated Report to demonstrate how it has created value in the core areas of research, teaching and learning and engagement with society in the preceding year. Whilst 2020 was a year marked by the Covid-19 pandemic and changes in leadership, the University remained focussed on the 2022 Vision and achieved excellence in its strategic priorities.

The University of the Witwatersrand welcomes your feedback on the relevance and usefulness of this report. Please email our registrar, Ms Carol Crosley on registrar@wits.ac.za

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2. ABOUT THE UNIVERSITY 2.1. Our Profile

The University of the Witwatersrand is a proudly African institution that is internationally distinguished for its excellence in research, its high academic standards and its commitment to social justice. Wits draws on these to grow and develop the country’s knowledge base, and to offer solutions to both African and global challenges, develop the country’s knowledge base, and to offer solutions to both African and global challenges.

2.1.1.

3

2020@aGlance

Real estate

18 Residences house a fifth of Wits students Wits has 30 Service departments

400 acres of Campuses (Braamfontein & Parktown combined)

Wits Sport & Health (WISH) offers sport and exercise medical programmes to aid elite athletes in attaining peak performance and rehabilitation – the only peak performing training centre of its kind in South Africa

Intellectual capital Wits owns the • Sterkfontein Caves in the Cradle of Humankind World Heritage site (top left) • Wits Rural Facility in Mpumalanga (top right) • Pullen Farm (bottom left) • half of the Wits Donald Gordon Medical Centre (bottom right)

Wits ranked in the top 200 in the 2020 (ARWU ranking of world universities) 27 A-rated scientists 3 287 research outputs in 2020

Prof. Ramsay, Human Genetics (left), Prof. Kinnaird, Economic Geology (centre) and Prof.Collinson, Public Health Research Data (right) won the 2020 NSTF-South32 Research Awards (“Science Oscars”)

The Origins Centre at Wits is a world-class international tourist destination showcasing Khoisan and Rock Art. Wits boast one of the largest and most diverse groups of geoscientists in Africa.

11 libraries, 1 259 929 books, 228 190 print & electronic titles & 236 online databases

14 museums and 2 art galleries (housing rare and valuable works of art).

The Wits Art Museum is the custodian of 9 000 works of art and one of the largest collections of African art.

Wits owns two commercial companies: Wits Enterprise offers short courses, innovation and research support and the Wits Health Consortium conducts research, manages donor-funded activities, pursues entrepreneurial innovation in health and supports clinical trials.

Knowlege sharing

Wits in association with York University (Canada) formed the Africa-Canada Artificial Intelligence Data Modelling Consortium

Future investment 10 074 Graduates | 48% Postgraduates 84.61% Success rate

40 856 student enrolled in 2020 5 faculties | 33 schools | 3 416 courses 65.6% permanent staff with PhDs

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2.1.2.

Our Vision, Mission and Values

VISION The University of the Witwatersrand aspires to be a leading world-class research-intensive University firmly embedded among international top league universities by 2022.

MISSION The mission of the University of the Witwatersrand is to grow its global stature as a leading research-intensive University and a gateway to research engagement and intellectual achievement in Africa. This it will achieve by building on the principles of intellectual excellence, international competitiveness and local relevance. As an institution built on principles of intellectual excellence, we are committed to providing high-quality, internationally competitive education, founded on high academic standards, cutting-edge research, public engagement, and productive partnerships with leading institutions throughout the world.

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VALUES The legacy of the University’s successes is founded on values that we are not willing to compromise on. These are:

ACADEMIC FREEDOM AND INSTITUTIONAL AUTONOMY

ACCOUNTABILITY

COLLEGIALITY

DEBATE AND CRITICAL ENGAGEMENT

DIVERSITY

INDEPENDENT ENQUIRY AND TRUST

INTELLECTUAL EXCELLENCE AND INTEGRITY

INTERNATIONAL ENGAGEMENT

SOCIAL ENGAGEMENT AND RESPONSIVENESS

6 2.1.3. Brief History The origins of Wits University lie in the South African School of Mines, which was established in Kimberley in 1896 and transferred to Johannesburg as the Transvaal Technical Institute in 1904, becoming the Transvaal University College in 1906 and renamed the South African School of Mines and Technology four years later.

Other departments were added as Johannesburg grew and in 1920, the name was changed to the University College, Johannesburg. Over the years, the University grew both in number of student enrolments and physical expansion into the Braamfontein area. Throughout its history, Wits has always adopted a policy of non-discrimination – on race or any other grounds. This has seen its community involved in protests over apartheid.

With the dismantling of apartheid and the election of a democratic government, the role of Wits as a resource became increasingly important: staff members and researchers are approached on a daily basis by the media, commerce and industry to give their expert knowledge and opinion on a wide variety of topics.

2.2. Our Strategic Priorities The seven strategic priorities of the Wits Vision 2022 are: 1) The Wits Experience Wits commits itself to providing a distinct, intellectually stimulating, challenging and rewarding research and educational experience to all its students, staff, alumni, partners and guests, and all organisations that are associated with the University. By pursuing this ambition, Wits will position itself as a gateway to research and intellectual engagement in Africa and a preferred destination for talented students, staff and scholars from around the world who share our values. Wits commits itself to providing a vibrant intellectual experience that allows students and staff to analyse, critique and understand the cultural, social, political and economic contexts in which their knowledge generation and acquisition are located. Wits seeks to uphold values enshrined in the South African Constitution and the Bill of Rights in teaching, research, service and social engagement, and in campus life. The Wits experience has three pillars: the intellectual project, student centeredness and institutional culture. Wits wants to be vaunted for creating an intellectually vibrant, socially embracing and culturally diverse teaching and learning environment. Studentcenteredness at the University does not only focus on provision of facilities that are sensitive to student needs

but also on the use of pedagogies that respond appropriately to the learning needs of all students. It includes the creation of a conducive environment, inclusive institutional culture, explicit concern and support for student development, and the promotion of student responsibility for the quality and effectiveness of their learning. It is a given reality that these values cannot be achieved without coordinated and transformative programmes informed by rigorous intellectual debate and critique in a research-intensive metropolitan university like Wits.

2) Research and Knowledge Leadership Our commitment to a vibrant and stimulating balance among the pure sciences, applied sciences, social sciences and the liberal arts remains unshakeable, and Wits will sustain the leadership position it currently occupies in a number of these fields. Wits will continue to build on our established track-record of multidisciplinary research groups and thrusts. The University will, on a continuing basis, seek opportunities to support and advance strong existing teaching and research areas, and identify emergent areas, with a view to sustaining leading positions in these niche fields of study. Our distinctive capabilities have contributed to the global research and development agenda through leading-edge scholarship and we have produced global citizens who

7 are passionate about intellectual and social engagement. We aim aggressively to build on this reputation by intensifying our efforts to create an environment conducive to elevating the standard and impact of research using the prestigious institutes approach.

priorities and our contextual opportunities. Among other purposes motivating the selected number of such partnerships will be the intention to fulfil the needs of our multidisciplinary research projects, our partnerships in Africa and our city-region location.

3) Innovation and Social Leadership

In order to advance our declared purposes - and often to give effect to them - Wits collaborates in increasingly planned and systematic relationships with other social partners, whether these are in the private sector, government or civil society. Such partnerships enable the combination of the distinctive aptitudes and resources of the partners to be brought to bear on common projects for shared purposes. To this end, natural partners include other universities, the various layers of government, parastatals, industry groupings, the media and civil-society groupings. These relationships require a sustained investment over a longer-term but promise considerable dividends for both the partners and the wider society.

We believe that our capacity to alter the social and economic conditions of the present and influence our chances for the future depends on our capacity for innovation. Our ability to bring different forms of knowledge together in order to do things differently requires a synthesis of academic fields, but sometimes it also requires contributions from different actors in society.

The ‘science of complexity’ and ‘innovation’ is quintessentially cross-boundary, and involves hybrid knowledges and knowledge transfer projects. Wits will provide high level support for a selected number of local public-good imperatives as part of its contribution to the national innovation system. It will also promote public engagement, and support socio-economic development through its top-quality research, teaching and critical debate.

The University will put in place systems and mechanisms to encourage a balanced advancement of both commercial and public-good innovation. The ‘institutes’ strategy will be one avenue through which innovation is generated and rooted in social practices. To this end, the institutes, as an integral component of the University, will explore mechanisms to grow funding streams and support systems for researchers to concentrate on research, publishing and other forms of dissemination, infusing into and connecting with the economy and society.

4) Networking and Partnerships Partnerships enable a combination of the distinctive aptitudes and resources of multiple actors to be brought to bear on common projects for shared purposes. Our capacity for innovation in a complex world depends on the degree to which we can reach across boundaries to address goals that ultimately are predicated on the public good. The success of our academic projects and our financial sustainability is likely to come about as a consequence of, among other things, resilient strategic partnerships. The purpose is to grow a limited number of focussed partnerships with local and international collaborators, arising mostly from our research

Wits is positioned to participate in economic growth and social-development agendas, both here and elsewhere on the continent. It is through extensive networks and partnerships (for example, through our Pan-African University Partnerships strategy) that the University seeks to pursue its international excellence in research and teaching, and in student and staff recruitment. The purpose is to grow a limited number of focussed partnerships, including those with an international focus, and make these resilient and optimally productive.

5) Excellence in Governance It is common knowledge that the survival of world-class universities is determined by their ability to generate wealth, allocate resources and use business systems to support the academic enterprise. Scholarship and intellectual leadership skills are no longer the sole requirements for running higher education institutions, but efficient management, networking and fundraising are equally important. Universities need their own ‘business models’ that address the very specific demands placed on them by the society they serve. Wits will position itself within this reality as a research-intensive University supported by visionary leadership, and sophisticated administrative and world-class business systems.

6) An IT-Savvy University Wits will position itself as an IT-savvy university that uses technology to enhance all its core processes, including

8

providing new and innovative ways of engaging students and staff in academic activities.

This includes making the University accessible through mobile technologies irrespective of time and place. While remaining committed to the tutorial-based approach to learning, teaching and learning processes will be reinforced through the application of technology-enhanced pedagogy to address some of the key challenges that we face as a predominantly contact institution.

2.3. Senior Executive Team

Senior Execu�ve Team

Wits researchers will be supported by technology to enable them to carry out cutting-edge research as befits a research-intensive university environment, including working in virtual interdisciplinary teams. Research, teaching and learning will benefit from open-access approaches, including institutional repositories, open educational resources and open publication, all of which use creative commons licensing, together with traditional copyright-maintenance where appropriate.

Administrative support for our core academic activities will take advantage of the latest technology and approaches, and all IT implementations will consider people, process and technology to ensure success.

Where appropriate, innovation will be encouraged and supported in our approach to technology.

7) Wealthy and well-resourced Abundance of resources is often viewed as the second element that characterises nearly all world-class universities - in terms of the substantial costs involved in sustaining a complex, research-intensive institution.

It is commonly accepted that (with certain notable exceptions) governmental funding of university systems around the world has been dwindling over the past two decades. Further, the challenge of pursuing global competitiveness from an African context is rendered more demanding by the reality of inadequate financial resources. Wits will therefore need to put in place mechanisms and programmes designed to generate the means necessary to ensure its long-term financial sustainability as an institution, as well as the proper resourcing of its scholarly and business activities.

*Professor Ze DVC: Researc

* Professor Zeblon Vilakazi took over from Andrew Crouch in March 2020. Professor Vilakazi was the Vice-Chancellor: Designate from July 2020 and played the role of DVC: Research and DVC: HRT for a period in 2020

** DVC: Research and Post Graduate Affairs, Joao Rodrigues acted from

July 2020. Prior to this Professor Vilakazi played the role of VP and DVC: HRT and Research and Post Graduate Affairs.

Professor Imraan Valod Dean: Commerce, Law a Management

9

ve Team Professor Adam Habib Vice-Chancellor and Principal

**Professor *Professor Zeblon Vilakazi Joao Rodrigues eblon Vilakazi and Post ch and HR and Transforma�on DVC: ResearchAc�ng-DVC: and HR andResearch Transforma�on Graduate Affairs

Professor Adam Habib Vice-Chancellor and Principal

**Professor Joao Rodrigues Professor Ruksana Osman Ac�ng-DVC: Research and Post DVC: Academic Graduate Affairs

Professor Ruksana Osman DVC: Academic

w Crouch in ncellor: DVC:

Carol Crosley odrigues acted from Registrar the role of VP and University DVC:

dia and

ProfessorGarth Imraan Valodia Professor Stevens Dean: Commerce, Law and Dean: Humanites Management

CarolPrakash CrosleyDesai Chief Financial University RegistrarOfficer

Professor Jandrell ProfessorIan Garth Stevens Dean:Dean: Engineering and the Humanites Built Environment

Jerome PrakashSeptember Desai Dean Students Chiefof Financial Officer

Professor Che�y ProfessorNithaya Ian Jandrell Dean:Science Engineering and the Dean: Built Environment

Figure 3.1.2 Senior Execu�ve Figure Team 3.1.2 Senior Execu�ve Team

Jerome September Fana Sibayoni Dean of Students Chief Opera�ng Officer

ProfessorMar�n Nithaya Che�y Professor Veller Dean: Sciences Dean:Health Science

Fana Sibayoni Chief Opera�ng Officer

Professor Mar�n Veller Dean: Health Sciences

10 2.4. Academic Structure, Changes, Faculties and Schools

2.4.1. Faculties and Schools

Faculty of Commerce, Law & Management

Faculty of Engineering & the Built Environment

Graduate School of Business Administration (Wits Business School)

School of Architecture and Planning

School of Economics and Finance School of Governance School of Accountancy School of Economic and Business Sciences School of Law

School of Chemical and Metallurgical Engineering School of Civil and Environmental Engineering School of Construction Economics and Management School of Electrical and Information Engineering School of Mechanical, Industrial and Aeronautical Engineering School of Mining Engineering

Faculty of Humanities

Faculty of Health Sciences

Faculty of Science

Wits School of Education

School of Anatomical Sciences

School of Human and Community Development

School of Clinical Medicine

School of Animal, Plant and Environmental Sciences

School of Literature, Language and Media Studies School of Social Sciences Wits School of Arts

School of Oral Health Sciences School of Pathology School of Physiology School of Public Health School of Therapeutic Sciences

School of Molecular and Cell Biology School of Mathematics School of Computer Science and Applied Mathematics School of Statistics and Actuarial Science School of Physics School of Chemistry School of Geography, Archaeology and Environmental Studies School of Geosciences

2.4.2.

Wits Plus

Wits Plus offers selected part-time Wits undergraduate degrees, postgraduate programmes and short courses on a part-time and after-hours basis on the University campus, as well as a suite of online courses.

During 2020, there were 7 698 degree student course enrolments in 150 courses. It is an increase of more than 10%. Four of the five Faculties participated with Faculty of Humanities contributing 44.4% and Faculty of Commerce Law and Management 42.6%. The average number of students per course was 51.3.

For this Covid-19 affected academic year, the average course pass rate was 80.7% – it was a 4.9% increase over the 2019 performance. The data also indicated that the time spent to complete the programmes is coming

down in the undergraduate and also the Honours and Postgraduate Certificate programmes. The following students will receive Wits Plus prizes for the best performance in a selected number of courses: Wits Plus Centre for Part-Time Studies – BA for the World of Work For the most outstanding student currently enrolled for the BA for the World of Work (part-time) and who is on the final-year of study, Awarded to: Mntambo, Nokukhanya Nokulunga Wits Plus Centre for Part-Time Studies - Psychology For the most outstanding third year student in Psychology in the Wits Plus BA for the World of Work Programme, Awarded to: Kobrin, Hayley Paige

11 Wits Plus Centre for Part-Time Studies – International Relations

School: Wits Business School, to commence office with effect from 1 January 2021

For the most outstanding third-year student in International Relations in the Wits Plus BA for the World of Work Programme, Awarded to: Kasongo, Parfait Dominic Kaseya

• Associate Professor Helen Duh, Head of School, Business Sciences, to commence office with effect from 1 February 2021.

Wits Plus Centre for Part-Time Studies – Sociology For the most outstanding third-year student in Sociology in the Wits Plus BA for the World of Work Programme, Awarded to: Deuchars, Amanda Marie Stephanie Wits Plus Centre for Part-Time Studies – Political Studies For the most outstanding third year student in Political Studies in the Wits Plus BA for the World of Work Programme, Awarded to: Sibanyoni, Palesa Pertunia Wits Plus Centre for Part-Time Studies – Bachelor of Commerce For the student who has graduated with the highest average overall mark in the BCom degree and who has completed the degree in the shortest period, Awarded to: Niti Sharma 2.4.3.

Changes in Academic Structure

In 2020, the academic structure was transformed in the Faculties of Commerce, Law and Management, Health Sciences and Humanities. Four senior academic appointments within these Wits Faculties were made in the year 2020, with a five-year term in office: 1. Faculty of Commerce, Law and Management • Adjunct Professor Maurice Radebe, Head of

2. Faculty of Health Sciences • Professor Shabir Madhi, Dean: Faculty of Health Sciences, to commence office with effect from 1 January 2021.

3. Faculty of Humanities • Professor Sharon Moonsamy, Head of School, Human and Community Development, commenced office with effect from 1 July 2020. ww2.4.4. Changes in Administrative Structure The year 2020 saw a number of Faculties creating Research Centres to allow for dedicated focus in various areas of research. This included the Wits Centre for the Exploration of the Deep Human Journey and the Data Institute for Data Science in the Faculty of Science, and the WITS Institute for Sports and Health (WISH) in the Faculty of Health Sciences. There was also a consolidation of units within WITS ICT and Campus Housing and Residence life to ensure operational efficiencies.

2.4.5.

Significant Academic Developments

• Newly Accredited Programmes During the period January 2020 to December 2020 the qualifications indicated in the table below were accredited by the Council on Higher Education (CHE) and registered by the South African Qualifications Authority (SAQA).

Senate approval

DHET PQM Clearance

CHE Accreditation

SAQA Registration

SAQA ID Number

Advanced Diploma in School Leadership and Management

02 June 2016

07 June 2018

23 Oct 2019

04 June 2020

113014

Bachelor of Arts in Theatre and Performance (name change)

30 May 2018

04 Oct 2018

20 July 2020

29 July 2020

9059

Master of Arts in Theatre and Performance (name change)

30 May 2018

04 Oct 2018

20 July 2020

29 July 2020

9107

Master of Management in African Philanthropy

03 Nov 2016

06 Feb 2020

16 Nov 2020

09 March 2021 117986

Bachelor of Nursing

30 May 2018

30 Oct 2018

15 July 2019

14 Feb 2020

Qualification

111353

12 • Programmes pending CHE accreditation and SAQA registration In line with the University’s strategy as contained in the Learning and Teaching Plan 2020-2024 to increase the number of fully online academic programmes, the University is developing a number of online (distance) learning programmes which are currently in various stages of internal and external (DHET, CHE and SAQA) academic development processes. The table below reflects a list of online programmes that are currently undergoing the external regulators’ processes for accreditation and registration.

Qualification

Senate approval

DHET PQM Clearance

CHE Accreditation

SAQA Registration

Postgraduate Diploma in Accountancy

22 Oct 2020

16 Jan 2021

Submitted 29 Jan 2021

Pending

Postgraduate Diploma in Digital Business

March 2018

08 Dec 2020

Submitted 10 March 2021

Pending

Postgraduate Diploma in Philanthropy and Resource Mobilisation

13 Aug 2020

16 Jan 2021

Application in progress

Pending

Bachelor of Health Sciences in Nursing Systems Science

13 Aug 2020

16 Jan 2021

Submitted 26 March 2021

Pending

In addition to the above programmes, the following learning programmes have been approved by Senate and are currently in various stages of internal and external academic development processes: - Postgraduate Diploma in Digital Business (contact) - Postgraduate Diploma in Philanthropy and Resource Mobilisation (contact) - Postgraduate Diploma in Energy Leadership (contact) - Postgraduate Diploma in the Management of Construction (contact) - Postgraduate Diploma in Family Medicine (Distance) - Bachelor of Education in Early Childhood Care and Education (contact)

13 3.

VIEW FROM LEADERSHIP

3.1. Chair of Council’s Report The 2020 academic year was characterised by two major incidences – the advent of a global pandemic, and the change of leadership at the University of the Witwatersrand. These occurrences were managed with care and resulted in a seamless transition to emergency remote teaching and learning online, and a new executive management team, under the leadership of Prof.

Zeblon Vilakazi.

Council bid farewell to Professor Adam Habib, who led Wits with distinction for seven years. We welcomed Professor Zeblon Vilakazi as the incoming ViceChancellor and Principal. He has outlined a vision that will take Wits into its next century - a vision that will reimagine the future of teaching, learning, research and innovation in a changing world, which will undoubtedly continue to impact positively on society in the coming years.

There have been some substantial changes at the executive management level, as former Wits vice-principals and deputy vice-chancellors have been appointed to lead other universities in the sector. Despite these changes, the executive management team at Wits remains formidable. Their ability to continue with the academic programme during a pandemic, to conduct world-class research, to transition to online teaching and learning, to ensure that students have access to data, devices, zero-rated sites, and quality educational content, and to ensure the safety of the entire Wits community, demonstrates their ability to deliver, even in times of crisis. Council will also work closely with Professor Vilakazi, the executive team, and other University stakeholders, to oversee the development of a new strategic plan for the University, which will come into effect from 2023.

On behalf of Council, I would like to thank the Senior Executive Team for the herculean effort that they have made to deliver on the University’s mandate of facilitating academic and research excellence and advancing the public good.

More importantly, I would like to extend the sincere appreciation of Council to every employee, researcher, scientist, clinician, academic and student who has contributed to the fight against the Coronavirus pandemic.

The Wits community has been at the fore-front of tackling the coronavirus on many fronts – research, innovation, teaching, learning, and service - your efforts are duly

recognised - not only by Council and the University, but by broader society. Thank you for all that you do to change the lives of our people, for good.

Transformation Transformation is a core element of the University’s institutional mandate and is central to all aspects of its operations. To this end, the University adopted a transformation agenda framed by the national development goals, equity legislation, the United Nations Millennium Declaration and Wits’ location on the African continent.

At the heart of the process of transformation are the values enshrined in the South African Bill of Rights, the Constitution, and a Wits experience driven by a culture of human rights and inclusivity.

Wits adopted an accelerated transformation programme in 2015 which outlined the commitment of the University to eight transformation priority areas including: tranforming the academy, reforming curricula through integrating diverse sources of the best forms of knowledge from within South Africa, Africa and across the world, implementing a new language policy, insourcing vulnerable workers, developing a supportive, inclusive institutional culture, adopting an inclusive naming policy to rename Wits’ places and spaces; facilitating greater access to higher education, and promoting a diverse and cosmopolitan residence experience. In addition, transformation committees at the school, faculty and divisional levels were established. Coordination between transformation committees have been enhanced during 2020 by establishing the Transformation Community of Practice (TCoP) which focusses on developing a shared reflexive understanding of Transformation at Wits. A range of social justice programmes including awareness programmes and mediation have been introduced to support efforts to enhance an inclusive culture within the University.

The University has made significant strides in mainstreaming some of the transformation priority areas like insourcing, and enabling greater access to higher education. The revised transformation proposal includes five priority areas: diversifying the academy; curriculum reform; language policy; institutional culture; and institutional naming. In terms of diversifying the academy, the number of Black academic staff increased from 39.9% in 2013 to 47.9% in 2020, and moved from 50.5% male and 49.4% female academic staff in 2013 to 43.03% male and 56.9% female in 2020 respectively, thanks to planned interventions. The programmes that seek to diversify the academy continue. Wits received new Carnegie funding to support its diversifying the academy programmes.

14 For professional and administrative staff (PAS), race and gender targets have been exceeded. In 2013, 80.98% of PAS staff were Black - this has grown to 92.5.% in 2020.

Just over 50% of PAS staff identify as female in 2020, in most grades. A focus on employing staff living with disabilities must be prioritised in these areas.

We also approved the appointment of two framework construction contractors as required for the capital works programme over the next three years. These framework appointments enable Wits to streamline the award of construction packages and build mutually beneficial relationships with appointed construction partners.

However, aggregate statistics provide only one measure by which to gauge diversity of the academy. It will remain our responsibility to retain oversight of the transformation project through the monitoring and evaluation of equity profiles and targets within specific contexts, for example in the PAS category.

The outlook for 2021 is positive and we are better prepared to complete 12 projects, including the Commerce, Law and Management new faculty administration building, the new Digital Arts Building and multi-purpose performance venue, the Solomon Mahlangu House West Wing Drawing Hall refurbishment, the Wits Mining Institute postgraduate centre, the postgraduate laboratory in Gatehouse, the residence hot water system upgrade, and the Wits/Medical Research Council Agincourt new data and analytics building at the Wits Rural Facility, above others.

We will need to review how these statistics translate within different departments and divisions, as deviations from such averages may be evident. Once transformation targets are deemed to be achieved, it remains necessary to continue to monitor, evaluate and report on them, so that such achievements remain guarded by the University.

Investments in Infrastructure The coronavirus pandemic, and the subsequent lock downs impacted on the University’s capital works programme. Commercial construction work was prohibited for at least three months, although the effects were felt on the industry throughout the year as many contractors had to downscale or close their doors. The direct impact on the University resulted in construction delays of about six months; construction standing time costs for projects in the construction stage; increased construction overhead costs as Covid-19 health and safety requirements had to be implemented; material supply shortages both locally and internationally, resulting in delays and price uncertainty; delays on imported materials and equipment due to international border restrictions, and delays on City Council approvals due to significant backlogs on their part.

The University has made every effort to proactively manage the risks and to continue with planning and design for the capital works programme remotely. This has allowed us to prepare for many projects and to accelerate construction commencement dates in 2021.

Despite these challenges, 15 projects were completed in 2020, including a new state of the art surgical skills training facility, a new film and television lecture venue, a chemistry basement laboratory, an archives storage facility, a new learning innovation centre e-classroom in the Wartenweiler Library, the refurbishment of North Lodge and Beaulieu House, amongst other projects.

There are nine projects planned for commencement in 2021, including the Wits Research Animal Facility, the Braamfontein Campus Built Environment Precinct expansion and redevelopment project, the Leseding block new computer laboratory, the Faculty of Science new postgraduate centre, the Zola Dental Clinic refurbishment, the Health Sciences teaching and resource centre, the Health Sciences pharmacy research laboratory, the extension to the Knockando Hall of Residence and the Flower Hall test and examinations centre expansion.

Statement on the effectiveness of the financial controls Going Concern The annual financial statements as at 31 December 2020 have been prepared on the going concern basis.

In terms of the Companies Act 71 of 2008, the existence and sustainability of the organisation is determined using solvency and liquidity testing. We have used these tests, and additional specific assessments in light of the ongoing Covid-19 Pandemic, to support the assertion that Wits University is a going concern as at 31 December 2020.

This going concern basis presumes that funds will be available to fund/finance future operations and that during the course of operations the realisation of assets and settlement of liabilities, contingent obligations and commitments will occur for the foreseeable future. There is an adequate investment base and cash flows available to cover short term obligations for at least the next 12 months.

15 In conclusion:

management are practiced.

a. Assets fairly valued exceeded liabilities.

As part of the duties assigned by Council, the Committee fulfils an oversight role regarding the University’s Annual Report and the reporting process, including the system of internal financial control. It is responsible for ensuring that the University’s internal audit function, which is outsourced, has the necessary resources, standing and authority within the organisation to enable it to effectively discharge its duties. Furthermore, the Committee oversees cooperation between the internal and external auditors, and serves as a link between Council and these functions.

b. There is sufficient liquidity to meet short-term liabilities. c. Management is confident that the cash reserves of the entity will be sufficient to enable the University to meet its short term obligations in the normal course of business. d. The University is a going concern.

The Senior Executive Team (SET) together with Council, has assessed the potential impact of the University’s ability to continue as a going concern, given the nature of the University operations in the social front, Council is of the opinion that it will be able to continue as a going concern into the foreseeable future.

Whilst the ongoing pandemic potential impact have been considered, It should be noted that these issues are pervasive factors that impact all global and national economic participants in different ways, and Council and SET accordingly continue to monitor and manage the situation and impact along with all the key stakeholders.

Audit, Finance and Risk Management Council has established a number of governance subcommittees to assist Council with its responsibilities with regard to audit, finance and risk management.

These include: a. Council Audit Committee b. Finance Committee of Council (FINCO) c. Council Risk Committee Council Audit Committee The overall purpose and objective of the Audit Committee is to assist Council in fulfilling its over-sight responsibilities with respect to financial reporting, internal control and management of financial risks, the audit process and the University’s process for monitoring compliance with laws and regulations and its own code of business conduct.

The Audit Committee is a non-executive body accountable directly to Council for all matters pertaining to the audit of the University’s financial affairs and any matters connected therewith. Both the internal and external auditors have unrestricted access to the Audit Committee, including periodic meetings with the Chairperson of the Committee, which ensures that the University of the Witwatersrand’s independence is in no way compromised and that appropriate financial procedures and

The Committee has recommended, for approval by Council, PwC as the external auditor and Mr R Ramdhany as the designated auditor for statutory reporting to the Department of Higher Education and Training for the 2020 financial year.

Ernst & Young Advisory Services (EY), the University’s outsourced internal auditors current contract has been extended by a further seven months and will now expire in December 2021. Sizwe Ntsaluba Gobodo – Grant Thornton (SNG-GT), continues to provide the services of grant auditors and enterprise wide risk management services (EWRM), whose contract is set to terminate at the end of June 2021.

Council has approved, the Committee’s recommendation for approval to Council, the University’s group external audit plan for the 2020 financial year as well as the internal audit plan for 2021 and the three year internal audit rolling plan.

Finance Committee of Council (FINCO) FINCO is directly accountable to Council for all matters pertaining to the financial affairs of the University and the Group, apart from audit matters. Council expects FINCO to address the following matters, amongst others, in detail and to make appropriate recommendations for approval: a. annual estimates of revenue and expenditure (budgets) b. review of the quarterly reports of revenue and expenditure c. adoption of the annual statement of comprehensive income and expenditure and the statement of financial position and cash flows and d. determination of the fees to be paid by students, in line with the recommendations by the Department of Higher Education and Training.

16 Council Risk Committee

face to face engagements.

Risk assessment and risk management at the University is addressed through the Council Risk Committee (sub-committee of Council) and the Risk Management Committee.

The tender process is split into five core phases listed in order of implementation:

The Council Risk Committee oversees the risk management activities on behalf of Council, and provides Council with formal and scheduled feedback on the status of key risks and management’s responses. The Committee considers material issues of risk, asset protection, security, legal and corporate governance.

• The pre-publishing phase, including the preparation of the tender documentation (including the finalisation of: the detailed scope of work and specification, the draft contract, the appointment of the evaluation team, the evaluation protocol and criteria)

SNG-GT has been appointed to provide advisory services for EWRM. Reporting into the Committee is the Risk Management Committee.

The three Committees, together with the other governance committees, provide assurance to Council that there is a framework for the design and implementation of the requisite internal financial controls to safeguard the assets of the University. The University and its associate entities seek to maintain systems of control over financial reporting and the safeguarding of assets against unauthorised acquisition, use or disposal.

Such systems are designed to provide reasonable assurance to the University and the Council regarding an operational environment that promotes the safeguarding of University assets and the preparation and communication of reliable financial and other information.

Council understands and appreciates that there are inherent limitations to the effectiveness of any system of internal control, including the possibility of human error and the circumvention or overriding of controls.

Accordingly, even an effective internal control system can provide only reasonable assurance with respect to financial statement preparation and the safeguarding of assets. Furthermore, the effectiveness of an internal control system can change with circumstances. Council assessed its internal control system as at 31 December 2020 in relation to its financial reporting strategies in the light of formal reports received from both the University’s internal and external auditors and risk advisors.

Tenders Adjudicated in the Year A formal tender process was followed for tenders adjudicated and/or concluded in 2020. An electronic submission protocol for the submission of tenders was compiled and implemented. In addition, registration and evaluation of tenders were largely conducted via an online Microsoft Teams platform. This was primarily due to the Covid-19 pandemic, which resulted in the restriction of

• The definition phase, including the business case approval for large value/strategic tenders

• The publishing and closing phase • The evaluation phase, and • The award consideration for the tender.

The contract conclusion phase follows the tender process.

The Tender Committee constituents in 2020 included: • The Chair appointed by the Senior Executive Team, namely Professor Ian Jandrell (Dean of a Faculty); • Three Faculty representatives, (CLM: Ms Thabang Mokoaleli-Mokoteli, EBE: Prof. David Root and Health Sciences: Prof. William Daniels) • The CFO: Mr Prakash Desai • The COO: Mr Fana Sibanyoni • The Director of Research: Dr Robin Drennan • The Head of Legal (represented by Legal Advisor: Mrs Natacha Searle), and • The Manager of the Procurement Office (Ms Zarina Hassim).

Transitions The year 2020 saw transitions at various levels of leadership in the institution. The Vice-Chancellor and Principal, Professor Adam Habib, who had led the University since 2013, announced in February that he would be stepping down at the end of 2020. This led to the initiation of a selection process for the next Vice-Chancellor and Principal. Three strong candidates were shortlisted for the position and Professor Zeblon Vilakazi, the then Wits Vice-Principal and Deputy Vice-Chancellor: Research and Postgraduate Affairs was elected as the Vice-Chancellor Designate, who takes office from 1 January 2021. This resulted in a vacancy for his position. Professor Lynn Morris was subsequently elected as the Deputy Vice-Chancellor: Research and Innovation.

The new leadership, coupled with the broader societal and environmental changes provided an opportunity to re-examine the needs of the University and the structure

17 of the senior executive team, which will be finalised in 2021.

The coronavirus pandemic provided an opportunity for the University to shift to remote, online teaching and learning, and accelerated the Wits’ plans to harness digital transformation to enhance blended academic programmes. Wits researchers, scientists, academics, staff and students have been at the forefront of managing and advising on the coronavirus pandemic at multiple levels within the University, and in broader society.

This pandemic and its effects, will without a doubt, influence the future of teaching, learning, research and innovation at Wits.

Towards Wits 100 Council will oversee the development of a new strategic plan for the University, which will come into effect from 2023. The senior structures of the University are deliberating on a strategic pivot for the institution. This is necessary as we approach the successful conclusion of the Wits 2022 strategy as well as the fundamental shifts taking place in the higher education sector, and in society. These changes are partly related to the digital acceleration in higher education, the financial challenges that continue to plague universities, and the impact of the coronavirus pandemic. My focus over the coming year, will to a large extent, be on stewarding the various governance processes to embed a new cohort of executives, and to oversee the development of a new strategic plan for the University. These activities, coupled with the Wits Centenary Campaign, will receive my full attention in 2021.

Mr Isaac Shongwe Chairperson of the Council University of the Witwatersrand

18 3.2. Vice-Chancellor’s Review In 2020, I announced that I would be stepping down as Vice-Chancellor at the end of the year and so this period was used to close an academic restructuring exercise which began seven years earlier. In broad terms, this restructuring has been reported on in previous reports.

However, the onset of the Covid-19 pandemic shifted developments in quite significant ways and overshadowed what was meant to be a concluding year for the programme by forcing a whole series of new initiatives to address the challenges which are outlined in more detail in the report.

In 2020, we once again moved closer towards our strategic objective of increasing postgraduate numbers with our total number of postgraduate students being just over 15 000 which is approximately 38% of our student body. Our throughput continues to increase gradually and over 9 500 students graduated in 2019.

Due to the pandemic, the University’s academic programme shifted online for the majority of the year. Initially, there was debate about whether to shift to online learning given the deep inequalities of our society and student body. The University adopted the view that we cannot retreat to the lowest common denominator and halt the academic programme. Instead, we actively mitigated for the inequalities in our community through the procurement and distribution of 4 000 devices to those in need.

The University also provided mobile data to our 37 000 students and subsequently to our staff. This allowed us to shift our operations online in a significant way. The academic, professional and administrative staff, particularly those in our Information and Communications Technology Department, worked beyond the call of duty and we were broadly able to deliver the academic programme online and complete the academic year. This process was closely monitored by the DVC: Academic and Faculties, and appropriately adjusted as and when required. The net effect of this intervention saw an increase in attendance rates of lectures and tutorials, and pass rates were broadly in line with previous years.

Wits’ shift to emergency remote learning was one of the more successful in the system.

With the onset of the pandemic, we anticipated a decline in research output due to our academic staff playing a more substantial role in online teaching. Nevertheless, we are pleased to report that research output is broadly the same as the previous year. Our research impact can also be measured through our knowledge and social

19 leadership. This was reflected in how our Faculty of Health Sciences participated in the vaccine clinical trials, our students and staff manufactured face shields, our campus was used as a site for Covid-19 testing facilities, and our physics and science scholars were at the cutting-edge of predictive modeling through the creation of a dashboard which has been used by local and provincial government to predict the trajectory of the virus. Our leadership also played a fundamental role in public discourse and shaping government‚ response to the pandemic. All of this speaks to two issues that have been highlighted previously. Firstly, the plateau in research output suggests that we need to develop a new strategy to enhance output which will be attended to by the new leadership. Secondly, our research productivity remains true to the research-intensive agenda of the University and demonstrates why it is important to guard our research-intensive universities in the South African Higher Education system.

The University continues to drive transformation so as to ensure that our institutional make-up represents the diversity of our country and its history. As mentioned in the previous report, our eight-point strategic plan on Transformation underwent a review in 2019 as we had achieved many of the targets set and a new plan was developed for 2020. The eight pillars were reduced to five priority areas: diversifying the academy, institutional culture, institutional naming, curriculum reform, and language policy. An important element of our new Transformation Priorities remains diversifying the academy. By its very nature, diversifying the academy will take time and this vital project will continue. However, we have made progress on this front over the past seven years. Overall, we have increased Black academic staff from 39.9% in 2013 to 47.9% in 2020 and moved from 50.5% male and 49.4% female academic staff in 2013 to 43.03% male and 56.9% female in 2020.

Following the review of the diversifying the academy component of our transformation agenda in 2019, the University was awarded a further grant by the Carnegie Corporation of New York to advance transformation through strengthening the early-career pipeline. The University’s Chancellor will also be launching the Female Academic Leaders Fellowship fund in 2021 to further the development of female academics at the University.

Our Institutional Naming Committee has been active in renaming our spaces and places, and our Language Board continues to implement the Language Policy.

There have been several successful initiatives in terms of curriculum reform. In terms of institutional culture,

the Transformation and Employment Equity Office has developed an active agenda for rebuilding the institutional culture as one of empathy, caring, agency and accountability. Transformation remains a priority for the University and will remain so over the coming years.

Our financial income remains stable for now. Wits has been able to optimise its income from government subsidies and produce a break-even budget over the last few years. This, however, is unlikely to continue given the existing economic challenges and the consequent decline of tax receipts. The national and global economies are predicted to enter into a long and deep recession, increasing uncertainty and thereby pressurising an already fiscally constrained higher education sector. It is anticipated that the subsidy increase in 2021 is likely to be significantly lower than the inflation rate.

In addition, new risks have emerged in the system and one of these is student historical debt. By the end of 2020, historical debt at the University sat at R1 billion.

No institution can sustain this level of debt and there is an urgent need at a systemic level to bring this to an end.

This, together with a shrinking revenue stream, means that we need to tighten our belts and collectively work together to ensure the financial health and sustainability of our Institution and the sector as a whole.

Our institutional partnerships have continued to grow over the past year. Wits has developed strong collaborations with institutions in both the Global South and North. Our partnerships with the private sector have been growing from strength to strength, especially in the mining, energy, and digital sectors. We maintain excellent research relationships with universities across the South African Higher Education sector. The establishment of the Gauteng Research Triangle with the Universities of Pretoria and Johannesburg is starting to initiate important collaborative research projects. The African Research Universities Alliance (ARUA), which the University is a founding member of, remains an important organisation on the continent. The United Kingdom Research and Innovation (UKRI) Global Challenges Fund collaboration with ARUA has proven successful for many of our Centres of Excellence since 2019 but as with many changes in the sector globally, the pandemic will have a financial impact on this partnership.

Over the next few years, we will be focussing on key funding programmes and increasing our alumni engagements. The University’s Centenary Campaign, which aims to raise significant funds for the University to take it into its next century, is in full swing and we have raised

20 over R1.5 billion towards the R3 billion goal. These investments will be directed to both addressing the systemic challenge of financing “missing middle” students and enhancing our academic programme. The lockdowns around the world meant that local and international travel was not possible, but we shifted our donor and alumni engagements online which allowed us to engage with more alumni than we have before. We will be increasing the momentum as we head towards our centenary in 2022.

Our infrastructural investments for 2020 were delayed due to the national lockdown, but significant investments are being made into our clinical training platform to expand our reach into underserved communities. Another highlight is the Wits Chris Seabrooke Music Hall which is set for completion in 2021. In addition, we are proceeding apace with our plans for the revitalisation of the University’s urban environment and the creation of a digital innovation precinct in Braamfontein.

Overall, we had a successful year in 2020, despite the circumstances, and hope to continue improving on our key targets. However, with the current global pandemic caused by Covid-19, we are aware that the higher education sector is going to be impacted heavily. The entire sector must see this as an opportunity to come together and provide solutions and new ways of thinking for the academy. It is important for each part of the higher education system to work optimally so that the whole system succeeds. Wits, as part of this system, is committed to enhancing the entire Higher Education Sector, and working towards meeting the developmental agenda as enshrined in the South African Constitution.

The last few years have been a growth spurt for the University. It is important that research universities are present in South Africa, otherwise we cannot address the challenges of our time from an African perspective. The University cannot do this alone. This can only be done in partnership with government, the private sector, and other stakeholders. If we do not address the systemic challenges that face us all then we risk losing research-intensive universities on the African continent and, more specifically, in South Africa. This would be a tragedy and the single most substantive failure of the post-apartheid government.

Professor Adam Habib Vice-Chancellor

University of the Witwatersrand

21

22 4. PERFORMANCE REVIEW 4.1. T he Scorecard: Key Performance Indicators Strategic Goal

Source

Targets and Objectives

1. TEACHING EFFECTIVENESS & ENROLMENT (30% WEIGHT) Indicator/Performance driver

Source

Base

Year-end target

Year-end stretch

Undergraduate enrolment 1.1.

New 1st years. Mid-year targets – estimated using a two year average of enrolled yos1 new to Wits by mid-year. This number will move towards the target when taking into account the cancellations.

Registrar/DVC Academic

5 358

4 978

4 730

DVC Academic

4 846

4 936

5 010

VP/DVC Research & PG Affairs/Registrar

14 701

14 969

15 717

Undergraduate completion of degree 1.2.

Mid-year targets – estimated using two year average of degree completions yos1 new to Wits by mid-year.

Postgraduate enrolment

1.3.

Honours, Masters, PhD and PG Diplomas at NQF Level 8. All PG Dips excluding the PGCE (NQF7) mid-year targets – estimated using a five year average of PG enrolled by mid-year.

Objectives: 1.4.

Online roll-out programme

DVC Academic

1. A total of five full online programmes active as per the online programme enrolment plan.

2. Three new MOOCs to be developed.

Postgraduate Graduations 1.5.

1.6.

Honours, Masters and PhD completion of degrees – excludes all PG Dips mid-year targets – estimated using five year average of degree completions by mid-year.

VP/DVC Research & PG Affairs/Registrar

Science, Engineering and Technology profile

DVC Academic

-

4 205

4 415

51.1%

50.40%

51%

23 The Institutional Scorecard measures the University’s achievements of its objectives in pursuit of the 2022 Vision, based on the seven strategic priorities. The success of a strategy depends on three components: description of the strategy, measurement of the strategy, and management of the strategy (Kaplan & Norton, 2004). Part of the value of the Scorecard is to improve the accountability of the Senior Executive Team in driving excellence and improvement, by measuring and managing the key performance drivers.

Covid-19 impact (revised) 23.4 Covid-19 impact (revised)

Score

Final update Undergraduate enrolment

Remains as is.

UG enrolments completed.

6

Year-end target: 4 846

9

Year-end target: 14 701

9

5 319 (as at 30 Oct 2020) (Lower attrition rate – 2.6% (2020))

Undergraduate completion of degree 4 072 graduates (excluding December numbers)

Postgraduate enrolment 15 195 (as at 30 Oct 2020) (BIS) Emergency Remote Teaching (ERT) in an online mode has been universally implemented in courses offered in the 2nd, 3rd and 4th teaching blocks. ERT began on 20 April 2020, was smoothly implemented, with no loss of teaching days in the academic year.

Measurement of how substantive the University has been able to shift to emergency remote teaching, and extending online awareness.

10

The following online programs have been rolled out: • PD Business Admin • PD Project Management • PD in Digital Business (Occasional studies) We were not able to roll-out the 4th programme before the addendum was signed and this happened in September 2020. The pace will pick up in 2021.

Three new MOOCS were developed, namely: • Root Canal Preparation • Theory for Change Development • Paediatric Physical Examination Skill The MOOCS team are actively supporting the delivery of current and new courses through monitoring technical issues and participating in discussion forums.

Postgraduate graduations

Year-end target: 3 517

7

As at 19 Oct 2020 (BIS): 1 967 graduated 1 207 have since qualified Combined total to year-end target: 3 174

Year-end target: 50.4%

7

49.7 % (BIS )

24

Wits, Huawei and rain jointly launch Africa's first 5G Laboratory at the Wits Tshimologong Digital Innovation Precinct.

Strategic Goal

Source

Targets and Objectives

2. RESEARCH OUTPUT AND PROFILE (25% WEIGHT) Indicator/Performance driver

Source

Base

Year-end target

Year-end stretch

2.1.

Accredited Research output (measured in DHET units)

VP/DVC Research & PG Affairs

1 960

2 060

2 200

2.2.

Proportion of journal articles published (in ISI and IBSS indexed journals)

VP/DVC Research & PG Affairs

86%

90%

95%

2.3.

Number of academic staff publishing and reporting research (measured on a rolling three year average basis)

VP/DVC Research & PG Affairs

741

750

800

2.4.

Postdoctoral productivity (number of accredited publications per postdoctorate averaged over a rolling 3 year period)

VP/DVC Research & PG Affairs

1.02

1.07

1.12

2.5.

Research contracts income for the Wits Health Consortium (Wits Commercial & Research Office)

VP/DVC Research & PG Affairs

R1 431 193 275.00

R1 515 748 164.00

R1 605 785 772.00

25

Covid-19 impact (revised) 21.5 Covid impact (revised) All data to remain as is.

The only impact Covid19 has had is on collection and this will receive focussed attention in June and July. To be noted all research output and data is for 2019.

Score

Final update

7

1 997 Units submitted on time in August 2020. Based on historic records of rate of conversion into approved units, it is estimated we will receive 1 924 approved units (1 477 publications in Scopus). This is already more than those published in 2019 and just below the number published in 2018.

10

95% of journals published in non-SA based journals (based on submitted figures)

9

Based on submitted values – the indicator is 763

10

Based on submitted values – the indicator is 1.4

2020 projected year end research income: R 1 313 149 000 made up as follows: 7

WHC: R919 149 000 WE: R 65 000 000 Wits: R329 000 000

26 Strategic Goal

Source

Targets and Objectives

3. TECHNOLOGY AND INFRASTRUCTURE (5% WEIGHT) Indicator/Performance driver

Source

Targets and Objectives

3.1. Deliver ICT projects to enable digital learning

COO

1. Digitalisation of processes through HR process automation, platforms for workflow approvals and digital signatures.

2. Expansion of the Smart Classroom Project 3. Cyber Security Mitigations: gap analysis, road map and execution by June 2020.

4. Deliver the Campus-based Digital Learning Centre (ICT Libraries Project) by March 2020.

3.2. Manage the multi-year prioritised maintenance and compliance programme within the determined timelines

COO

1. Implement and commission a tailored Wits asset management system

by December 2020.

2. Complete building conditional assessments by June 2020 to guide maintenance prioritisation.

3.3. Manage the DHET - funded macro infrastructure projects

COO

Complete 2009 review of Wits Spatial Development Framework. Present first draft to SET Retreat in February 2020 and final review to first Council Meeting of 2020.

2. Implement WITS DHE TIEG 2018–2020 Capital Works Programme and close out previous funding grant cycles:

2.1. Complete the scoping of the Wits DHE TIEG 2018-2021 Capital Works Programme on high level by September 2020.

2.2. Revise the high level implementation plan for the Wits DHETIEG 2018-2021 Capital Works Programme and obtain approval from governance structures by 01 April 2020.

2.3. Secure approval from DHET for revised scope of works for the proposed Flower Hall Test and Examination Centre, West Campus Village and Commerce, Law and Management Building redevelopments.

2.4. Complete and meet quarterly DHET reporting requirements.

2.5. Complete and meet annual DHET reporting requirement by 01 May 2020.

3. Prepare new DHET IEG 2022-2025 Capital Works Programme in consultation with Faculties and other relevant stakeholders.

4. Complete the high-level investigation and scoping for project portfolio to be submitted to the next DHET IEG funding cycle i.e. 2022-2025 by 01 November 2020 as an outcome of the Wits Spatial Development Framework Renewal in consultation with Faculties and other relevant stakeholders.

3.4. Implement green

COO

1. Subject to budget approval, implement high impact energy proects as per detailed Energy Plan (Wits Energy Efficiency and Business Continuity Projects) presented at September 2019 SET Retreat.

1.1. Implement a centralised standby generator solution for the Parktown Management Campus and Knockando Residence.

1.2. Complete planning for all new proposed co- generation systems for the Residence portfolio by 31 December 2020.

1.3. Complete planning for new tri-generation plant at Faculty of Health Sciences building by 31 December 2020.

1.4. Complete planning for proposed new rooftop PV systems across all campuses and initiate procurement to source suitable PV contractors in preparation for implementation to begin in 2021 2. Utilise environmentally friendly chemicals 3. Promote and protect indigenous plants 4. Utilise borehole water for maintaining grounds 5. Implementation of recycling initiatives 6. Procure and utilise eco-friendly Wits owned vehicles 7. Pilot the campus bicycle system 8. Enforce a plastic-free campus

initiatives

27 Covid-19 impact (revised) 4 Covid-19 impact (revised) Infrastructure for lecture capture to be prioritised. Consultation relating to this will be done. Objectives remain in place with revision of dates.

Score

Final update

10

1. T he HR recommendation of employment has been digitised and automated. The workflow approval tool (K2) has been implemented and is now in production. Digital signatures have been rolled out. SharePoint usage has been extended to all Faculties.

2. The Lecture Capture project is currently rolling out with 50 venues earmarked for completion for 2020.

3. The cyber security gaps analysis completed in April. Mitigation plans and initiatives have been initiated to close the gap.

4. Wartenweiler Library Learning Innovation construction completed in August. Project on track for completion by 31 December 2020.

7

1. Project currently at tender stage and the service provider will be appointed by December 2020, with implementation only feasible in 2020 due to Covid-19 related delays.

2. Building conditional assessments in progress and will be completed by the targeted completion date of 30 December 2020.

8

1. Wits SDF update in progress for final review submission to the last Council meeting of 2020.

Deliver the Campus-based Digital Learning Centre (ICT Libraries Project) by December 2020.

All original objectives remain as is.

Complete building conditional assessments by December 2020 to guide maintenance prioritisation.

Objectives remain in place with revision of dates. Revise highlevel implementation plan for Wits DHETIEG 2018-2021 Capital Works Programme & obtain approval from governance structures by 30 June 2020.

Secure approval from DHET for revised scope of works for proposed Flower Hall Test & Exams Centre, West Campus Village, CLM Building redevelopments by 30 June 2020.

Complete and meet annual DHET reporting requirement by 30 June 2020. Prepare new DHET IEG 2022-2025.

Capital Works Programme in consultation with Faculties and other relevant stakeholders by 25 September 2020.

Implement a centralised standby generator solution for the Parktown Management Campus and Knockando Residence by 31 Dec 2020.

Objectives remain in place with revision of dates – for completion by 31 Dec 2020.

2. Ongoing, national lockdown imposed a four month delay on capital works programme. All construction activities have resumed satisfactorily:

2.1. Wits DHET IEG 2018-2021 scoping completed, awaiting a confirmation of Construction Framework Contracts by the September Council meeting in order to progress projects to site as per updated programme filed with DHET.

2.2. Wits DHET IEG 2018-2021 implementation programme revised and communicated, final project completion scheduled for December 2023.

2.3. Revised scope and implementation programmes filed as part of 2020 Wits DHET IEG Annual Report, awaiting assessment feedback from DHET.

2.4. Ongoing DHET quarterly reporting requirements are adhered to.

2.5. 2020 Wits DHET IEG Annual Report completed and submitted.

3. Ongoing and delayed, awaiting 6th Cycle DHET IEG 2022-2025 funding criteria from DHET, various precinct and project specific proposals are being prepared in the interim.

1.1. The centralised standby generator for both sites on track for completion by 31 December 2020.

1.2. Planning on track. For completion by 31 December 2020.

2. Environmentally-friendly chemicals being utilised. Exceptions were made for adherence to Covid-19 regulations.

3. The Wits Landscaping Master Plan being compiled for the promotion and protection of indigenous plants. On track.

4. Utilisation of boreholes in abeyance due to budgetary constraints.

5. Ongoing and on track.

6. Continuous milestone and on track.

7. Project deferred to 2021 as the national lockdown interrupted rollout.

8. Project successfully implemented and monitoring is continuous and successful.

28 Strategic Goal

Source

Targets and Objectives

Source

Targets and Objectives

4. FINANCE (10% Weight) Indicator/Performance driver 4.1.

Budget

CFO

1. Deliver Council approved break-even budget and residence approved deficit budget in line with the seven year break-even plan.

4.2. Asset Management Banking Initiatives and Treasury Solutions

CFO

1. Implement new Asset Strategy and transition to new Investment Asset Managers.

2. Implement New Banking Initiatives and Treasury Solution to continue to improve return on surplus funds.

4.3. Financial Statements

CFO

1. Deliver unqualified financial statements by the DHET deadline for 2019-2020.

5. INSTITUTIONAL CULTURE (5% Weight) Indicator/Performance driver 5.1. Safety and security initiatives

5.2. Staff wellness

5.3. Student wellness

Source COO

Targets and Objectives 1. Implement Smart Technology to enhance safety and security by June 2020.

2. Conduct safety and security surveys quarterly.

VP HR/ 1. Determine the baseline for staff mental health and wellness.

Trans- 2. Administer the Wellness Week and related activities. forma3. Launch the AskNelson App in collaboration with Kaelo Lifestyle. tion 4. Develop and implement Occupational Health Policy for the University.

5. Investigate a Travel Clinic for University employees.

Dean of Students

1. Implement mental wellness strategy including support arrangements for day students.

5.4.

Campus Housing and Residence Life

Dean of 1. Review residence life and support programmes to align with the first-year Students residence strategy.

5.5.

First-year enrolments in residences

Dean of 1. Target of 38% first-year enrolments Students 2. Implement off campus accommodation accreditation policy

29 Covid-19 impact (revised) 9.3 Covid impact (revised)

Score

Final update

Deliver a targeted deficit of R150 million for Council approved budget, derived from the forecast for the current year, and a residence approved deficit budget in line with seven year break even plan.

10

We are almost certain that the Covid-19 adjusted target of R150 million deficit will be met/improved. We may even reach break-even point.

Revisit the Asset Strategy and transition to new Investment Asset Managers deferment arising from Covid-19 consequent volatilities.

8

The revisit will be completed in the last quarter.

All original objectives remain as is.

10

The original deadline of 30 June 2020 was met.

DHET allowance to deliver by August was not taken.

9.3 Covid-19 impact (revised)

Score

Final update

Objectives remain the same with revision of date December 2020.

Conduct safety and security surveys quarterly starting September 2020.

8

1. Proposed tender being evaluated for award by December 2020.

2. Safety and security surveys on track for implementation. Survey questionnaire was rolled out in September 2020. Results to be published before December 2020.

All original objectives remain as they are.

8

1. Is being done in the context of Kaelo.

2. The Wellness Week is still pending around the regulations of gatherings. Information packs are being sent regularly through communications to staff.

3. Still being developed and yet to be finalised.

4. Has been replaced by the protocols of managing Covid-19 and return to campus plan.

5. Affected by the reorganisation of the Centre for Exercise Science and Sports Medicine who would have been the partner in this activity.

All original objectives remain as they are.

9

Wellness App launched in partnership with ICAS. Range of online services introduced: counselling, psychiatric support, life-coaching, career services, etc. Additional training and support to PVT student accommodation providers.

All original objectives remain as they are.

9

Review done:

All original objectives remain as they are.

6

- First-year orientation review and residence culture review with TEEO .

- Residence Academic Advisors initiative – 2021 implementation.

- Warden appointments – focus on first-year support.

Target not met – 32% in 2020. Policy approved by council and currently being implemented for 2021.

30 Strategic Goal

Source

Targets and Objectives

6. TRANSFORMATION (5% WEIGHT) Indicator/Performance driver

Source

Base

Year-end target

Year-end stretch

25%

26%

27%

6.1.

Staffing (race): Includes all staff on person type employee (permanent cohort) and excludes SET members, academic co-ordinators (trainee, visiting and honorary), attorneys and senior attorneys, interns, professors emeriti, teaching and research assistants, external persons, psychologists, in-house counsellors and postdoctoral fellows.

VP HR/ Transformation

6.2.

Staffing (gender/race): (same note as above)

VP HR/ Transformation

3%

4%

5%

6.3.

Number of staff with Doctoral degrees: includes new appointments with PhD’s (permanent and temporary). Appointments are subject to vacancies.

VP/ DVC Academic/ DVC HR/ Transformation

941

960

980

6.4.

Curriculum reform: Four modules in each of the five faculties to be re- curriculated.

SET

Objective: Increase RSA African and coloured academic staff as a percent of all academic staff by 1%.

Objective: Four modules in each of the five faculties to be re-curriculated.

31 Covid-19 impact (revised) 21.5 Covid-19 impact (revised)

Score

All original objectives remain as they are.

25.5%

Final update

The equity profile for academic staff has remained stable during 2020.

7

The gender profile has increased slightly 3.8%. This may be due to staffing changes.

7

940

10

• FEBE: has now successfully rolled out the common first-year programme.This involved not only the replanning and recurriculation of the first-year shifted into the Academic Development Unit – an acknowledgement of the role of this programme as not only being essential as an introductory year in Engineering in the 21st Century, but as a key component of ongoing Academic Development. This has also resulted in the complete revision of the curricular in all five schools from year of study 2-4. Significantly, this was the first time that the reviews were undertaken in all Schools involving staff, students and industry.

• HS: work was subsumed by the need to go onto ERT during this year. However we have continued reviewing all curricula for content accuracy and validity.

• HU: all general BA students are required to complete two-semester courses in one of the following languages: isiZulu/Sesotho/South African Sign Language (SASL). This re-curriculation occurred at the programme level. In addition, the Faculty of Humanities has processed multiple MADs that reflect curriculum transformation in the direction of broader epistemic inclusion and decolonisation.

• Sci: In effect all modules in the Faculty of Science needed to be re-curriculated during the transition to emergency online teaching. Following previous QQR reviews, all mathematics modules at 2nd and 3rd year level have been reformed, and this process is ongoing. There have been significant changes to the statistics and chemistry modules over the past two years.

• CLM: CLM Faculty has successfully transitioned its extensive UG and PG programmes to ERT. Extensive revisions completed to curriculum in law, accountancy, governance and business school. New PG programmes introduced in Digital business, African philanthropy, Energy leadership and Health economics.

The following new programs and name changes have been accredited by the CHE and will be fully operational from 2021: - Bachelor of Nursing - Advanced Diploma in School Management and Leadership - Bachelor of Arts in Theatre and Performance - Master of Arts in Theatre and Performance The following new innovative programmes have been developed and will be fully approved in 2021: - Master of Management in African Philanthropy. PQM approved. CHE accreditation pending - Postgraduate Diploma in Digital Business (Distance). Senate approval pending - Postgraduate Diploma in Energy Leadership. PQM approved. CHE accreditation pending.

32 Strategic Goal

Source

Targets and Objectives

7. FUNDRAISING (5% WEIGHT) Indicator/Performance driver

7.1.

7.2.

Source

Fundraising projects (new money raised)

Centenary Campaign

Base

Year-end target

Year-end stretch

VC

R134M

R138M

R142M

VC

R1,6B (in cash, gifts, sponsorship and pledges)

R1,8B (in cash, gifts, sponsorship and pledges)

R1,9B (in cash, gifts, sponsor ship and pledges)

Objectives: 1. To create an environment conducive to giving through developing the Centenary Campaign brand and messaging.

7.3.

VC

2. To define opportunities and appropriate recognition levels for donors.

3. To increase the intensity of alumni and donor engagement.

4. To secure lead gifts for the campaign.

5. To develop a bespoke communication strategy for multiple stakeholders.

8. OPERATIONAL EFFICIENCY AND EFFECTIVENESS (5% Weight) Indicator/Performance driver

Source

Targets and Objectives

8.1. Targeted voluntary early exit for select staff

COO

1. A consultative process with unions envisaged post the feasibility study and affordability.

2. Conduct benchmarking/workload assessment for the Departments to match the number of resources to the University’s needs by January 2020.

3. Take 55-65 group and those individuals affected by ill-health over extended periods and match the data against attainment of optimum staff levels by February 2020.

4. Engage with a human capital service provider to solidify the University’s objective, design the offer to be made and the process to be followed

by March 2020.

5. University to test and confirm financial affordability of the project by March 2020.

6. Consult with the Organised Labour and affected employees by May 2020.

7. Implement the project by end of June 2020.

8.2. World-class infrastructure and services aligned with the Centenary Campaign objectives

COO

1. Maintain cleanliness on campus.

8.3. Performance based remuneration

SET

2. Routine maintenance and repairs to buildings and environs (e.g. walkways) on campus.

1. Roll-out of the performance-based remuneration policy.

33 Covid-19 impact (revised) 4.5 Covid-19 impact (revised)

Score

Final update

R134m – change in fundraising landscape

10

R279M raised in 2020 (including the Kirsh Foundation contribution of R150M).

R1.6B target

8

R1.693B secured in cash, gifts, sponsorships and pledges which amounts to approximately 93% of the 2020 year-end target.

9

The Centenary Campaign brand has been developed, including the case for support, internal branding, a prospects database and a webpage: wits100.wits.ac.za Donor recognition levels/tiers have been developed and are in the approval process.

Engagement with alumni and donors have intensified. Despite the lockdown, several webinars were held including two for alumni from around the world which attracted over 750 attendees. The Kirsh and McAlpine Foundation contributions have been secured as lead gifts in 2020. A detailed stakeholder engagement strategy is being developed for implementation from 2021.

4 Covid-19 impact (revised) Remains as is with revision of dates

Score 8

Final update Established TVEE Committee Project Plan (parked subject to Organised Labour buy-in. Deadlock reached due to medical aid related issues).

Profile of Covid-19 vulnerable operational staff to be submitted to VCO, SET and Council.

All original objectives remain as they are.

All original objectives remain as they are.

Cleanliness programme set out with weekly monitoring and monthly surveys. Level N/A (exclude of service reduced due to Covid-19 restrictions and institutional phased return to from campus readiness plans. score) Routine maintenance plans in place and being executed, engagements forums with the schools and faculties and actions tracked. Building condition assessments in progress and due for completion in December 2020. A multi-year priority maintenance plan developed and rolled out over three to five year phases in line with academic, compliance and budget considerations.

8

This has been implemented. The majority of staff have finalised performance contracts online and in a paper based format.

34

Strategic Goal

Source

Targets and Objectives

Source

Targets and Objectives

9.1. Research impact

SET

1. Support research that contributes to policy-making and innovations that have bearings on the broader economical climate and other societal challenges.

2. Introduce a VC’s Translation Research award (similar to VC’s Innovation award introduced in 2019).

3. Establish another company based on innovative research.

9.2. Institutional Strategy

VC

1. Initiate a process to determine a new strategy for the University going forward post 2022.

9. IMPACT (10% Weight) Indicator/Performance driver

9.3. Graduate employability

SET

1. Track graduate employability.

9.4. Cohesion

SET

Identify a series of initiatives aimed at creating cohesiveness within the University: • CLM: introduce a postgrad programme on health economics.

• EBE: promote the impact of research in the context of innovation (and not publication alone) so that this materialises into spin-offs, and cross-cutting entities that will drive Innovation as their primary objective.

• HS: plan and initiate a pilot urban demography research site as part of the Gauteng Research Triangle (a collaboration between UP, UJ and Wits).

• HU: embark on a faculty-wide, enhanced Graduate Centre seminar and workshop programme for advanced postgraduate students and staff.

• SC: Commence with the development of a postgraduate programme in Science and Innovation after having engaged with faculties of EBE, Health Sciences and CLM with the purpose of training our PG students to explore the real potential of their research in the sense of application and innovation.

• Student Affairs and GEO: launch a campus wide focussed awareness campaign on gender-based violence.

35

Covid impact (revised) 8 Covid impact (revised)

Score

Final update

All original objectives remain as they are.

10

VC’s research awards including Research, Social impact and Innovation.

All original objectives remain as they are.

8

Discussions commenced at SET Retreat.

All original objectives remain as they are.

8

The graduate employability data is collected during the graduation ceremonies using a short paper-based questionnaire. However, due to the Covid-19 pandemic this approach was not implemented in 2020. Instead, an online data collection approach will be utilised and targeted to all students who qualified to graduate this year. We therefore anticipate a drop in the response rate for the 2020-2021 academic year. Positive feedback from Universum survey (global leader in the field of employer branding and talent research) presented annual findings in July.

All original objectives remain as they are.

8

• Gauteng Research Triangle: Prof. Roger Deane (SKA Chair in Radio Astronomy) appointed to lead joint Wits-UP-UJ research entity in Astrophysics Science.

• Engagements underway with USAf for establishing a joint PhD and MSc (Innovation) pilot programme at Wits. Budget request has been submitted to DHET by USAf in this regard.

• Deans Select Committee on Innovation incl. Wits Enterprise, WBS, Tshimologong and other academics has been set up. Cuts across multiple Faculties.

• A proposal is being developed with U Edinburgh to the Master Card Foundation to fund the MSc (Innovation) online PT degree. A special focus of these programmes will be trans-disciplinary research at the PG level – with an emphasis on Transformational Leadership and tackling future challenges.

• Covid-19 saw the rapid and collaborative roll-out of multi-faculty design and production initiatives, drawing research and design skills into real innovation and fabrication facilities – with Wits Designs for PPE being specifically optimised for sharing with other institutions, NGOs and private industry.

• Instituted a seminar series with regard to integrating innovation training more formally into the curriculum, as well as various other initiatives.

• HS: The Gauteng Research Triangle urban demographic surveillance site under David Everatt’s leadership is up and running.

• HU seminar has gone ahead virtually, and very successfully.

• Range of GBV interventions hosted:

- Student Leadership training

- GBV focussed initiatives during orientation (presentations and self-defence classes).

- Online GBV webinars in collaboration with the SRC.

36 4.2. University Rankings

World University Rankings

ARWU Academic Ranking of World Universities (Shanghai Ranking)

CWUR The Centre for World University Rankings

Wits continued to participate in the World University Rankings as part of its objective on Global Benchmarking and Positioning guided by the Wits 2022 Strategic Framework.

In comparison with other South African universities, Wits is ranked at either number 1 or 2 by the three major world university rankings agencies.

US NEWS Best Global Universities Rankings

THE Times Higher Education World University Rankings

QS Quacquarelli Symonds World University Rankings

37

2016

2017

2018

2019

2020

ARWU Rankings in:

201 – 300

201 – 300

201-300

201-300

201-300

South Africa

1–2

1

1

1–2

1 – 2

Africa

1–2

1

1

1–2

1 – 2

CWUR Rankings in:

176

181

230

254

275

South Africa

1

1

2

2

2

Africa

1

1

2

2

2

CWUR Rankings in:

-

-

197

200

192

South Africa

-

-

2

2

2

Africa

-

-

2

2

2

THE Rankings in:

201 – 250

182

251-300

194

201-250

South Africa

2

2

2

2

2

Africa

2

2

2

2

2

Emerging Economies

6

8

12

11

12

QS Rankings in:

331

359

364

400

403

South Africa

2

2

3

2

2

Africa

2

2

3

3

2

Rankings by subject

11 out of 36 subjects

17 out of 42 subjects

22 out of 48 subjects

25 out of 48 subjects

28 out of 50 subjects

Top 20 for one subject: Development Studies

Top 20 for one subject: Development Studies

Top 20 for two subjects: Development Studies and Engineering (Mineral & Mining)

Top 20 for two subjects: Development Studies and Engineering (Mineral & Mining)

Ranked 13th in the world: Engineering (Mineral & Mining)

38

39

STUDENTS

40

4.3. Total Student Enrolments 1

BY FACULTY

Undergraduate

BY PROGRAMME TYPE

Postgraduate

BY RACE

BY GENDER

Grand Total 40 856

1

Female

22 552

Gender neutral

34

Male

18 270

African

27 833

Chinese

190

Coloured

1 675

Indian

4 822

Race unknown

127

White

6 209

Doctoral Degree

2 250

Honours Degree

2 151

Masters Degree (Research and Coursework)

6 223

Masters Degree (Research)

1 796

Occasional Student Postgraduate

325

Postgraduate Diploma

2 933

General Academic 1st Bachelors Degree

12 271

Professional 1st Bachelors Degree

12 083

Undergraduate Occasional Students

824

Faculty of Commerce, Law & Management

10 372

Faculty of Engineering & the Built Environment

7 796

Faculty of Health Sciences

7 049

Faculty of Humanities

10 153

Faculty of Science

5 486

nrolments count all students registered for a programme and students are counted more than once if enrolled for more than one programme E simultaneously. Data correct at the time of extraction from the Student Information Management System.

41

4.4. Student Graduates 1

TOTAL BY FACULTY

Undergraduate

BY PROGRAMME TYPE

Postgraduate

BY RACE

BY GENDER

Grand Total 10 074

1

Female

5 805

Gender neutral

11

Male

4 258

African

6 358

Chinese

74

Coloured

438

Indian

1 314

Race unknown

0

White

1 890

Doctoral Degree

286

Honours Degree

1 594

Masters Degree (Research and Coursework)

1 292

Masters Degree (Research)

357

Postgraduate Diploma

1 339

General Academic 1st Bachelors Degree

2 947

Professional 1st Bachelors Degree

2 259

Faculty of Commerce, Law & Management

2 969

Faculty of Engineering & the Built Environment

1 621

Faculty of Health Sciences

1 357

Faculty of Humanities

2 699

Faculty of Science

1 428

Data correct at the time of extraction from the Student Information Management System.

Wits boasts a 77.17% pass rate for undergraduate students and 86.98% for postgraduate students

42 4.5. Student Affairs 4.5.1. The Division of Student Affairs The Division of Student Affairs is the central division that holds the duty of care mandate for Wits students.

Flowing from this, the division works across the University to ensure a caring, inclusive and empowering student experience with student success at the core.

Through its structuring and programming, the Division of Student Affairs is organised in ways that facilitate in the main, out-of-class, formal learning environments, what in student affairs professional speak is referred to as co-curricular, or extra-curricular learning, and through lived experiences. The Division consists of the following units: Campus Health and Wellness, Campus Housing and Residence Life, Counselling and Career Development Unit, Development and Leadership Unit, Student Governance, Wits Citizenship and Community Outreach, and Wits Sport.

The 2020 academic year was a difficult year given the Covid-19 pandemic. During this year, Student Affairs had to think long and hard about what its mission is and especially how it thinks about the duty of role when students were engaged in online learning, and from home. Collaborations across the University became key, and Student Affairs played a key role in delivering on the following special Covid-19 interventions:

• Wits Loan Laptop Programme Working with Faculties, Finance and the ICT, Student Affairs coordinated this initiative ensuring that those in most need are identified and provided with a loan device. Due to the lockdown regulations, laptops were delivered to even the furthest corners of South Africa.

4.5.2. Campus Health & Wellness Centre (CHWC) The CHWC is the centre of excellence in the provision of quality health care for the Wits University community. In providing a comprehensive primary health care service which enhances the well-being of both students, staff and their dependents. CHWC actively contributes to the well-being of the Wits community who in turn participate in the core business of the University in terms of teaching and learning, research activities, knowledge generation and community engagement. The 2020 academic year has seen the offerings below being made by the CHWC: • CHWC has created, and maintained a safe and healthy environment for our students with mental disorders by acquiring the services of Psychiatrists.

• All students living with physical and psychological disabilities are also assisted and supported to be able to reach their full potential.

• With the Covid pandemic, more lessons have been learnt; staff and students working and learning remotely were supported through Tele-medicine.

• With the inclusion of the emergency medical services (Paramedics) in our services, service excellence is enhanced.

• To improve access to health care, availability of more services including HIV management, and ongoing training and development of staff, an MOU with Department of health has been signed.

The services are accessible, cost-effective and student centred.

43 • Phased return of students to residence Working closely with Faculties, other support departments like the Gender Equity Office and the Transformation Office, Student Affairs ensured that students in difficult home environments were returned to residence as part of the University’s phased return strategy guided by the lockdown regulations as issued by the Minister of Higher Education and Training. This included the return of students on social justice grounds (members of the LGBTQIA+ community, women on gender-based harm grounds, mental health considerations, and difficult home environments, to name a few).

The Dean of Student Affairs hosted the Dean’s Leader ship Conversations, aimed at contributing to the leadership development of Wits students, profiling individuals making significant contributions in their respective area, and raising discussion and debate on topical leadership issues.

4.5.3. Campus Housing and Residence Life (CH&RL) This report serves to give a reflection on 2020 priorities within the CH&RL environment, targets achieved and recommendations. The following were identified priorities for CH&RL for the 2020 academic year: approval for the private student accommodation policy by the University Council, filling critical positions in the unit, increasing the number of beds allocation of first-year students in all Wits residence to 40%, and introducing residence academic advisory services in junior residences for the support of first-year students.

All residence students received communication from the Vice-Chancellor that they all had to vacate residences by the 19 March because of the increasing concern around Covid-19, as communicated nationally and internationally by our own Ministry of Health and the WHO. The majority of students did vacate, but arrangements were put in place for International students and a limited number of South African students who had no other options and the approvals were granted by the Dean of Students. The process of preparing the residences for the return to campus of staff and students was challenging with no staff on campus at the time, but was successfully completed early in May because CH&RL received the first Health Science students registered in their clinical years of study by 06 May. The residences were cleaned and decontaminated, risk assessments were compiled for the residences following site inspections and guidance from the OHS&E Safety

Officer Evacuation Coordinator. Covid-19 requirements like educational posters, signage, santisers and PPE for staff such as masks, gloves and face shields were procured and supplied to them. Three staff members who were at risk remained at home. Students returned to residence in phases dependent on announcements made by the Ministry of Higher Education which aligned to the level the country was in. Residence students who returned to campus had to receive permits from their faculties before being permitted to return to any Wits residence. In addition, many requests were received from students whose home conditions were not conducive for online learning or academic success and a system was implemented, referred to as the “social justice” cohort, who applied via the Dean of Students Affairs office and the Director of CHRL for consideration to return to campus. Those who were approved through careful selection were sent permits to travel to the University. This continued from the end of June until the middle of October.

Although eighteen students were infected with Covid19, none became critically ill and were treated for mild symptoms, if at all. Generally, students and staff complied with the Covid-19 protocols which assisted in keeping the infection rate low. Residence students that tested positive were relocated to self-isolation areas in various residences. All arrangements were put in place to regularly check on the Covid-19 positive students with CHWC staff keeping in touch with them regularly.

44 4.5.4. Counselling & Careers Development Unit (CCDU) While 2020 was a very challenging year with Covid-19 and the lockdown, the CCDU team very efficiently and effectively adjusted to providing services to students online. As such, CCDU services were all made available for students through online platforms such as Zoom, MS Teams and the Wits Learning Management System: SAKAI. The team focussed on outreach to students to offer support and empowerment from all services during the online Academic Project. Advocacy, Therapy and Careers Services teams ensured that updates of supportive and related pertinent psycho-educative resources were uploaded on a regular basis onto the CCDU website and through the Wits social media platforms, with the assistance of the Marketing Department.

These included a range of Mental Health, Wellness, Careers and Gender Based Violence themes.

The majority of students requesting therapy/careers/ life-coaching sessions continued to connect online with the therapists/career practitioners. However, since mid-October, based on difficulties in connectivity/ privacy, there were a few students booking with therapists for physical sessions.

Key operations and services for 2020 at the CCDU were aligned to the Student Affairs Divisional Vision, Mission and Values 2019-2022 (June, 2019) and the priority objective of “Academic Excellence and the Wits

Experience” (Wits Vision 2022). The CCDU’s strategic overarching imperatives for 2020 included: • Holistic wellness, capacity development, advocacy initiatives and resilience building through the ongoing review and implementation of the Mental Wellness Strategy for students.

• The continued implementation of the mental wellness strategy, through partnerships and collaborations • Enhancement of Career Services and visibility toward increased uptake and participation by students in career service offerings • Enhancement of supportive services for Postgraduate students According to the reports received between January to December, there were 2 824 calls from students to the Wits Student Crisis line who were assisted by ICAS counsellors. From May to November, with the rollout of the Crisis texting App, there were a total of 884 live chat sessions with students. From the calls and texts, 1 453 counselling cases were opened inclusive of 40 where the high risk/suicidality of the students was managed.

Overall during 2020, the utilisation of the Crisis Line was significantly higher compared with 2019, with many students having been helped substantially and benefitting from this essential service.

4.5.5.

Wits Sport

The 2020 year was a difficult year for sport at all levels.

All sporting competitions and events came to a halt in March of the year. Several clubs had a lot of momentum and were most certainly on their way to achieve even more firsts for the Wits Sport record books. Under the circumstances, sport could very easily lose its relevance in the Covid-19 society. However, Wits Sport was looking at ways to address this challenge. During this time, Wits Sport hosted a number of online discussions with school principals to find out how they approach the situation.

In terms of performance there were still many highlights and the annual sports awards were still conferred with many top class performances. Flying under the radar a little, but by far the highlight of 2020 was the Yacht Club who competed in the 2020 Cape-to-Rio Sailing race finishing third overall and 1st in their class.

45

Some fantastic individual performances included the following: Shakeerah Jacobs

Represented SA at the All Africa Games and the U/20 Women’s Football World Cup qualifiers

Simone van Reenen

Selected to the South Africa (SA) Under-23 indoor Netball team to play against Australia and New Zealand.

Simone has also been included in Gauteng Senior Elite squad this year

Panashe Chiranga (on the left)

Panashe Chiranga was selected into the South Africa Under-21 team, (the Baby Proteas), for the upcoming Youth World Championships in 2021

Michaela Robinson

Awarded Youth Protea colours on three occasions, she broke the record for the youngest skipper in the history of the Cape to Rio Yacht Race. Michaela is winner of the Cape to Rio 2020 on handicap, with line honours in class

Karishma Naicker

Represented the SA Gymnastics National Team, at the 15th African Championship in Sharm EL Sheikh, Egypt, winning three silver medals in the process

Nomnikelo Veto

Selected for the SA Ladies Hockey Team and included in the 2020 Olympic Squad

Ayanda Tuku

Awarded his junior national colours and qualified to represent our country in the 2020 Junior Fencing Championships in Ghana, where he achieved silver medals for both foil and epee

Harry Saner

Presented with Senior National Colours in fencing and participated in the senior Fencing World Championship

Chad Futcher

Represented South Africa in both outdoor and indoor hockey. Also included in the South African Squad for the 2020 Olympics

Dylan Kruger Wandisile Similane

Won the SA National Sprint Triathlon title in February 2020 Made his Super Rugby debut for the Lions in the 2020

46

4.5.6.

Student Governance Office

The Student Governance Office is responsible for ensuring ethical cooperative governance for all students’ statutory and sub-structures within the institution. The Students Representative Council (SRC) General Election was successfully held in October 2020 and was declared free and fair. The SRC comprises 22 members, 13 of whom were directly elected by the student body. Nine of the Council members were elected through various constituencies, i.e. Postgraduates, Residences, Sports, Disability and International students. The Council comprises of 11 males and 11 females where three of them hold the executive portfolios. The elections of the Sub-Councils and School Councils were finalised by November 2020.

The SRC hosted a successful orientation week and a vibrant O-week Programme. Clubs, societies and organisations’ held an exhibition in a marquee for the entire week to promote and recruit membership.

Student formations breathe vibrancy and life in what we term “student life”. The Covid-19 pandemic brought an unimagined and abrupt halt to a student life that brings students together to promote social cohesion and alleviate various adversities. It is important to note that the extra curricula activities proffered by these formations contribute to a holistic development as we continuously strive to nurture and shape a well-rounded individual.

This invariably has had a negative ripple-effect to the overall student experience – these unusual circumstances created deterrents for students to freely associate and create meaningful and lasting networks that potentially could be sustained well beyond their graduation.

47

4.5.7.

Wits Citizenship and Community Outreach (WCCO)

The WCCO’s mission is to enrich learning through preparing students to be active global citizens by engaging them in service activities that enhance the quality of life for both others and themselves. Student leaders are an integral part to the success of community outreach programmes. Students take on leadership roles for all of the service and operational functions as volunteers. The Covid-19 pandemic restricted student engagement with surrounding communities. Much of the work done during the year focussed on supporting students to ensure that the student gained the necessary resources to remain successful academically and personally while adjusting to online learning during the lockdown.

The WCCO helped by assessing student needs for laptops as some students were without the necessary resources for the online programme. The WCCO played an instrumental role in coordinating the distribution of food through NGO’s, churches and through the Wits Food Bank to students in need of food during the Covid-19 lockdown.

Students residing in the greater Johannesburg area who sought assistance were connected to various organisations who were involved in providing Covid-19 food relief. The Wits Food Bank re-opened in September and food parcels were delivered to most of the student residential facilities in the university precinct. The WCCO assisted in excess of 1 000 students with food parcels over a four-month period during the Covid-19 pandemic.

In 2020, the WCCO also administered the Beit Trust Hardship Fund, which supports international students from Zimbabwe, Malawi and Zambia with funding for hardship with travel expenses and food. Seventy-six students were assisted with an amount of R4 874.93 each, to help them with basic needs. Furthermore, the WCCO also coordinated the accommodation of students who experienced complex, hardship, and/or unforeseen circumstances, by arranging for University sponsored accommodation, individualised assistance and in some cases tailored interventions. Overall, the WCCO is dedicated to student success and well-being by identifying concerns, addressing those concerns with students, and referring them to campus and community resources.

48

4.5.8. Development and Leadership Unit (DLU) The Development and Leadership Unit’s vision is to develop high and positive impact world leaders for a better society, by creating a vibrant student life experience. The DLU aims to create an environment that is enabling, empowering and one that allows the space for constructive debate, critical enquiry, civic engagement as well as one that challenges the status quo for the benefit of the students and the society at large. There are a variety of learning platforms DLU develops students through, such as: • Leadership Camps, Roundtables, Training and Development • Journeys of Discovery • Outdoor Experiential Related Learning.

By creating a unique out-of-classroom environment, DLU is able to maximise the opportunities for studentpersonal growth and intense self-discovery through exciting and challenging co-curricular activities and student leadership training. The focus is on: • Leadership Development and Experiential Programmes • First Year Experience (FYE) Programme • Student Entrepreneurship and Innovation • Diversity Programmes and Initiatives • Bursary Wrap-around Support The DLU provides continuous training to all student structures on campus. This includes all clubs and societies, School and Faculty Councils, House Committees and the Student Representative Council.

49

RESEARCH

50 4.6. Research In 2020, Wits academics continued their high quality research, enabling us to record about 19 significant discoveries while continuing publishing high quality work. The detail in the research report below will further attest to their productivity and excellence.

4.6.1. Research Achievements

In 2020, Wits announced 19 major discoveries (12 in 2019) with an accumulated advertising equivalent of R20.6 million (R15.6 million in 2019 and R9.5 million in 2018). These announcements are important as they fit in with our notion of producing research with impact, where take up is important. The advertising equivalent value gives some sense of the interest that the news media had in distributing this information. Other measures of the spread of this knowledge are the Twitter and Facebook impressions (54 758 and 240 821) respectively.

However, nothing replaces the value of peer-reviewed publications. Wits’ affiliated authors once again made 2020 a successful year for research publications. Two important bibliometric databases that are used to track productivity throughout the year are the Web of Science (also called by its historic name, the ISI database) and Scopus. The following figures show the growth of published items by Wits affiliated researchers, with 2020 outputs exceeding 2019 outputs.

51 The figure below shows the disciplinary breakdown of Wits’ 2020 research publications indexed by Scopus.

4.6.2. Research Awards

The 2020 VC Research Award was won by Professor Johnny Mahlangu(Heath Sciences) (left) for his sustained research excellence. With over 100 peer reviewed, ISI indexed publications to his name, an h-index of 25 (Web of Science) and a significant student supervision record it is clear that his scholarly contribution is excellent. His work in haemophilia is well represented in the scholarly literature including some very high impact non-discipline specific journals, like the New England Journal of Medicine.

Despite the tradition of large groups of co-authors in the Health Sciences it was noted that he appears as first author in 27% of his ISI publications, showing significant academic leadership.

The VC’s Innovation Award was activated for the first time in 2019 and awarded again in 2020. The award goes to Professor Willie Cronje and team, for their innovation: “A renewable energy personal consumer grid for off-grid electrification” – also called the “Peco Grid System”. Prof. Cronje, who is the head of the Future Electrical Engineering Technology research group in the School of Electrical and Information Engineering, led the development of the innovation for several years, and in 2019 took time from his sabbatical to spin out a company to bring the product to market.

PeCo Power (Pty) Ltd, was established in partnership with Wits Enterprise and commercial partner Umbono Capital, and now employs two of the team members.

The VC’s Social Impact Research Award was awarded for the first time in 2020 and went to Prof. Karen Hofman of the Faculty of Health Sciences. Prof. Hofman motivated on behalf of her team based at the School of Public Health and in the South African MRC Centre for Health Economics and Decision Science, PRICELESS SA. Their body of research was completed in the past 5 years and has shaped public attitudes and population health in South Africa and will likely continue to do so in the future.

52 The 2020 awards received by Wits academics are listed in the table below: 01 March 2020

01 March 2020

Oppenheimer Memorial Trust Fellowship

African Union Kwame Nkrumah Award

Professor Shabir Madhi

FOR SCIENTIFIC EXCELLENCE Research Professor Lizette Koekemoer

25 May 2020

25 May 2020

Membership of the Global Young Academy

2020 NSTFSOUTH32 AWARDS

Associate Pradeep Kumar

LIFETIME ACHIEVEMENT AWARD Professor Michèle Ramsay

02 Sep 2020

02 Sep 2020

2020 NSTFSOUTH32 AWARDS

2020 NSTFSOUTH32 AWARDS

DATA FOR RESEARCH AWARD

MANAGEMENT AWARD

Associate Professor Mark Collinson

Professor Judith Kinnaird

25 Sep 2020

07 Oct 2020

Fellow of the African Academy of Sciences

ALUMNI AWARD OF MERIT from the Harvard TH Chan School of Public Health in Boston, Massachusetts, USA

Professor Shane Norris

Professor Kathleen Khan

53 4.6.3.

Research Entities

Research is often best performed in cross-disciplinary collaborations. To this end, the University forms and recognises a number of research entities of different sizes and complexities. Below is a list of formally recognised research entities divided into units (focussed on a single senior academic), groups (consisting of a number of academics collaborating often across disciplines), Centres of Excellence (CoE) (which are groups with long-term external funders) and institutes (which are large organisational structures).

UNITS Flow Research

Professor BW Skews

Engineering & the Built Environment

Pulmonary Infections Research

Professor C Feldman

Health Sciences

Health Communication Research

Professor J Watermeyer

Humanities

Tsikinya-Chaka Centre for the Study of Shakespeare, Transnationalism and Multilingualism

Professor C Thurman

Humanities

Ancient Cognition and Culture in Africa

Associate Professor Y Sayed

Science

Ancient Cognition and Culture in Africa

Professor L Wadley

Science

Director/leader

Home faculty

GROUPS Entity Southern Centre for Inequality Studies

Professor E Webster

Commerce, Law & Management

Centre in Water Research and Development

Associate Professor C Sheridan

Engineering & the Built Environment

Brain Function Research

Professor A Fuller

Health Sciences

Carbohydrate and Lipid Metabolism Research

Professor F Raal

Health Sciences

Cardiovascular Pathophysiology and Genomics Research

Professor G Norton

Health Sciences

Effective Care Research

Professor GJ Hofmeyr

Health Sciences

Empilweni Services and Research

Professor AH Coovadia

Health Sciences

Hepatitis Virus Diversity Research

Professor A Kramvis

Health Sciences

HIV Pathogenesis Research

Professor M Papathanasopoulos

Health Sciences

Human Variation and Identification Research Unit

Professor M Steyn

Health Sciences

Maternal, Adolescent and Child Health Research

Professor J Smit

Health Sciences

Wits Advanced Drug Delivery Institute

Professor Y Choonara

Health Sciences

Wits Research Institute in Malaria

Professor M Coetzee

Health Sciences

Wits Sport and Health

Professor Benita Olivier

Health Sciences

African Ecology and Conservation Biology Research

Professor F Parrini

Science

54

CENTRES Entity

Director/leader

Home faculty

DST-NRF Centre of Excellence in Human Development

Professor S Norris

DVC (Research)

DST-NRF Centre of Excellence in Palaeosciences

Professor B Rubidge

DVC (Research)

DST-NRF Centre of Excellence in Strong Materials

Professor L Cornish

DVC (Research)

Centre for High Voltage Engineering

Professor C Gomes

Engineering & the Built Environment

National Aerospace Centre

Mr P Haupt

Engineering & the Built Environment

Specialisation Centre for Combustion Engineering

Dr J van Coller

Engineering & the Built Environment

DST-NRF Centre of Excellence in Biomedical Tuberculosis Research

Professor B Khana

Health Sciences

MRC/Wits Antiviral Gene Therapy Research Unit

Professor P Arbuthnot

Health Sciences

MRC/Wits Developmental Pathways for Health Research

Professor S Norris

Health Sciences

MRC/Wits Priority Cost Effective Lessons for Systems Strengthening

Professor K Hofman

Health Sciences

MRC/Wits Vaccines & Infectious Diseases Analytics

Professor S Madhi

Health Sciences

MRC/Wits Rural Health in Transition Research

Professor S Tollman

Health Sciences

MRC/Wits/NHLS Antibody Immunity Research Unit

Professor L Morris

Health Sciences

Wits Advanced Drug Delivery Platform

Professor V Pillay

Health Sciences

African Centre for Migration and Society

Professor J Vearey

Humanities

African Centre for the Study of the United States

Professor G Khadiagala

Humanities

DST-NRF Centre of Excellence for Integrated Mineral and Energy Resource Analysis

Professor J Kinnaird

Science

DST-NRF Centre of Excellence in Mathematical and Statistical Sciences

Professor F Mahomed

Science

Institute for Collider Particle Physics

Professor B Mellado

Science

Entity

Director/leader

Home faculty

Global Change Institute

Professor B Scholes

DVC (Research)

Mining Research Institute

Professor F Cawood

Engineering & the Built Environment

Wits Cities Institute

Professor N Murray

Engineering & the Built Environment

Clinical HIV Research

Professor I Sanne

Health Sciences

INSTITUTES

55

INSTITUTES (continued) Entity

Director/leader

Home faculty

Perinatal HIV Research

Professor N Martinson (Acting)

Health Sciences

Sydney Brenner Institute for Molecular Biosciences

Professor M Ramsay

Health Sciences

Wits Reproductive Health and HIV Research

Professor V Rees

Health Sciences

Society, Work and Development Research

Dr P Naidoo

Humanities

Wits Social and Economic Research

Professor S Nuttall

Humanities

Evolutionary Studies Institute

Professor M Bamford

Science

Mandelstam Institute for Theoretical Physics

Professor J Rodrigues

Science

4.6.4. SARChI CHAIRS

The Department of Science and Technology and the National Research Foundation established the South African Research Chairs Initiative (SARChI) in 2006 to attract and retain, “Excellence in Research and Innovation” at South African public universities. The key objectives of SARCHI are to: • expand the scientific research and innovation capacity of South Africa • improve South Africa’s international research and innovation competitiveness while responding to internal social and economic challenges • increase the amount of master and doctoral graduates, and to • create research career pathways for young and mid-career researchers.

Title of Chair

Name

Faculty

Research Chair in Equality, Law and Social Justice

Professor C Albertyn

Commerce, Law & Management

Clean Coal Technology

Dr S Bada

Engineering & the Built Environment

Hydrometallurgy: Innovation and Sustainability

Professor S Ndlovu

Engineering & the Built Environment

Research Chair in Sustainable Process Engineering

Professor T Majozi

Engineering & the Built Environment

Spatial Analysis and City Planning (Social Chair in Development Planning and Modelling)

Professor P Harrison

Engineering & the Built Environment

Health Policy and Systems

Professor F Griffiths

Health Sciences

HIV Vaccine Translational Research

Professor C Tiemessen

Health Sciences

Medical Entomology and Vector Control

Professor L Koekemoer

Health Sciences

Pharmaceutical Biomaterials & Polymer-Engineered Drug Delivery Technologies

Professor Y Choonara

Health Sciences

Research on the Health Workforce For Equity and Quality

Professor L Rispel

Health Sciences

Vaccine Preventable Diseases

Associate Professor M Nunes

Health Sciences

Virus-host dynamics for Public Health

Associate Professor P Moore

Health Sciences

56

SARChI CHAIRS (continued) Title of Chair

Name

Faculty

Bioinformatics of African Populations

Professor M Ramsay

Sydney Brenner Institute for Molecular Biology

Chair in Advancing African Languages for Social Inclusion and Success in Higher Education

Professor L Makalela

Humanities

Chair in Numeracy

Professor H Venkatakrishnan

Humanities

Chair in Post-School Education and Training

Professor S Allais

Humanities

Critical Diversity Studies

Professor M Steyn

Humanities

Mathematics Education

Associate Professor C Pournara Humanities

Mobility and the Politics of Difference

Professor L Landau

Humanities

Local Histories & Present Realities

Professor N Nieftagodien

Humanities

Political Theory

Professor L Hamilton

Humanities

Bio-inorganic Chemistry

Professor O Munro

Science

Fundamental Physics and String Theory

Professor R De Mello Koch

Science

Global Change and Systems Analysis

Professor B Scholes

Science

Protein Biochemistry and Structural Biology

Dr I Achilonu

Science

Radio Astronomy

Professor R Dean

Science

Research Chair in Energy Materials

Professor N Moloto

Science

Research Chair in Exploration, Earthquakes and Mining Seismology

Professor R Durrheim

Science

Theoretical Particle Cosmology

Professor V Jejjala

Science

The Origins of Modern Human Behaviour

Professor C Henshilwood

Science

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4.6.5. NRF Rated Researchers

One measure of research intensity is the number of NRF rated researchers in a university. The NRF runs an annual call for rating applications. These consist of a detailed curriculum vitae and an argument about one’s impact on a particular scholarly community. These applications are reviewed by up to six independent peer reviewers. Based on their assessments, a specialist panel awards ratings as follows: A (leading international scholar), B (internationally recognised scholar) or C (established researcher) rating. There are two ‘developmental’ ratings, namely Y (young entrants) and P (prestigious young scholars). Wits maintained its number of NRF rated researchers in 2020 boasting a total of 434.

Ratings

Commerce, Law & Management

Engineering & the Built Environment

Health Sciences

Humanities

Science

Total

Total

45

44

117

75

153

434

A

0

1

10

4

12

27

B

10

10

30

16

45

111

C

24

27

59

47

74

231

P

0

0

0

0

1

1

Y

11

6

18

8

21

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The following 27 Wits Professors are A-Rated researchers: Engineering & the Built Environment

Health Sciences

Humanities

Science

Professor Emeritus B Skews

Professor D Brouwer

Professor J Adler

Professor L Ashwal

Professor M Coetzee

Professor L Allais

Professor A Forbes

Professor C Feldman

Professor L Hamilton

Professor C Henshilwood

Research Professor G Gray

Professor A Mbembe

Professor J Lewis-Williams

Professor R Jewkes

Professor F Luca

Professor S Madhi (Dean)

Professor R Owen-Smith

Professor L Manderson

Professor B Rubidge

Professor C Mathew

Professor B Scholes

Professor L Morris (Deputy Vice-Chancellor: Research)

Professor R Sheldon

Professor L Richter

Profesor R Smith Professor L Wadley Honorary Research Fellow Professor Y Zelenyuk

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TECHNOLOGY & INFRASTRUCTURE 4.7. Technology and Infrastructure

4.7.1. Wits Capital Works Programme overview

The 2020 financial year was challenging for all due to the global pandemic. The University’s capital works programme was significantly impacted as a result. Commercial construction work was prohibited for three months of the imposed national lockdown which commenced in March 2020, with construction related restrictions finally lifted from June 2020. However, the lifting of restrictions resulted in a compromised resumption of the programme. The lockdown restrictions had a lasting impact on the industry, with many contractors having to downscale. The direct impact on the University includes: • Effective construction delays in excess of 6 months despite only three months prohibition • Construction standing time costs for projects in construction stage • Increased construction overhead costs relating to Covid-19 health and safety requirements • Material supply shortages both locally and internationally, resulting in delays and price uncertainty; delays on imported materials/equipment due to international border restrictions, resulting in delays and price uncertainty where the price is ROE linked; and delays on City Council responses and approvals due to significant backlog accumulated from capacity shortfalls arising from staff rotations.

Some of the above-listed impacts are still being felt across the industry today and the University is proactively managing these risks. Despite the challenges, the University managed to continue with planning and design for the capital works programme with teams working remotely off campus. This allowed to progress planning preparations for many projects, and has enabled the acceleration of the construction commencement dates for these projects.

The achievements are further highlighted by the conclusion of the appointment of two framework construction contractors as required for the capital works programme over the next three years which was approved by Council EXCO on 30 October 2020. These framework appointments now enable Wits to streamline the awarding of construction packages and build a mutually beneficial relationship with appointed construction partners who will each be delivering multiple projects across the University’s campuses.

The outlook for 2021 is positive, and the benefits of the preparation undertaken in the past year with the continued planning and preparation for many projects are being realised. The framework professional services, awarded in 2019, and now construction contractor appointments enabled the University to efficiently continue the capital programme, with all projects approved and funded as part of the previous DHET IEG 5th funding cycle (2018|19 to 2020|21), now all on track for completion by the end of 2022.

59

4.7.2. Campus Business Continuity Programme

• Braamfontein Generator capacity upgrade OPCBCOA_TO1 The generator capacity upgrade project for the University’s Braamfontein Campuses (East and West) generator stations includes the increase of total combined generator capacity from 7.5MVA to 12.5MVA. This upgrade serves to address the existing generator capacity shortfalls as well as accommodating expected increased demand from new infrastructure developments.

The upgrade further enables the consolidation of bulk electrical supplies for buildings adjacent to the Braamfontein Campus which currently have independent council supplies to ultimately ensure these buildings have access to the generator stations.

The project’s original scope has been completed, with the additional two 2.5MVA diesel generators successfully installed and commissioned. The additional scope to repair the existing generator silencer units (six units in total), which have deteriorated over time due to rain ingress, have also been completed. Photographs of the newly installed generators are included to the right.

• Substation upgrade This project involved the internal building refurbishment of main distribution substations across the Braamfontein and Parktown Campuses, managed together with Substation Medium Voltage Switchgear Replacement Programme.

Both the switchgear replacements (34 units in total) and substation refurbishments have been completed. Final snagging and additionally identified minor reticulation improvements are in progress and is expected to be completed by end of September 2021. A few examples of the new switchgear and external miniature substation units installed are illustrated (pictures below).

• Cultural Precinct electrical ring main connection This project, involves the integration of University precincts in Braamfontein, which currently have separate council electrical supplies, into the University’s bulk electrical network on the Braamfontein Campus. This aims to ensure all Braamfontein precincts have access to the centralised backup generator systems as well as reducing the number of individual utility accounts thereby reducing operational and financial management thereof.

The implementation of this project was dependent on the final completion of the Braamfontein campus generator capacity upgrade project referred to above, as this integration will ultimately increase the demand on the existing generator services.

The first phase of the project which involves the new supply integration, via the newly installed external miniature substation unit for the Cultural Precinct on the South East section of the Braamfontein Campus East, is now complete. Photographs of the new installation are shown above.

60 4.7.3.

Campus Waterproofing and Façade Repairs Programme

• Medical School Building 10th Floor waterproofing The waterproofing requirements for the rooftop of the Medical School Building on the Parktown Health Sciences Campus required additional capital funding.

As per the Deferred Maintenance reprioritisation, this project received the required additional funding.

The works started and experienced significant delays during the Covid-19 lockdown period where construction works were suspended. The project was completed in December 2020. (Refer to pictures on the right).

• Knockando Residence Window Frame Replacement OPWFROA_TO7 The original and additional scope to replace window frames at both Williams Hall and Lighton Hall at the Knockando Residence, Parktown, was finally completed in November 2020. The project was in progress until the Covid-19 lockdown when work was suspended. (Refer to pictures on the right). This project will be excluded from future narrative reports.

• DJ Du Plessis Building OPWFROA_TO11 The replacement of the waterproofing on the concrete portion of the DJ Du Plessis roof structure has been completed. The project was in progress until the Covid19 lockdown where work was suspended which resulted in significant delays. This project was completed in December 2020. (Refer to pictures on the right).

• Sport Head Office Complex waterproofing and roof replacement The waterproofing remedial work for the Sport Head Office Complex on the Braamfontein Campus West has been completed. The project was in progress until the Covid-19 lockdown where work was suspended. This project was completed in December 2020. (Refer to pictures on the right).

61 • Campus wayfinding and building signage This project, which included the new exterior signage for the T.W Khambule Mathematical Sciences Building on Braamfontein Campus West and the Origins Centre on Braamfontein Campus East, has been completed. (Refer to pictures on the left).

4.7.4.

Campus Building Compliance and SHE Programme

• Humphrey Raikes façade repairs The reglazing of the south laboratory façade of the Humphrey Raikes building with laminated safety glass is complete. In view of favourable costing and resulting savings, the scope has been extended to include the reglazing of the west office block façade. This work was originally planned for completion in December 2020, but there were challenges in accessing individual offices to undertake the work while the majority of the staff were working from home in 2020. The revised completion date is by December 2021.

• Oppenheimer Life Sciences Building The polycarbonate skylights fitted in the Oppenheimer Life Sciences building are cracked and damaged following decades of exposure to UV radiation and wear and tear. This project involves the replacement of the skylight fixtures in the Oppenheimer Life Sciences building which have become cracked and damaged over time. The project was completed in December 2020. (Refer to pictures on the left). This project will be excluded from future narrative reports.

4.7.5. Campus Universal Access Improvements • Universal Access Improvements: Exterior Ramps and/ or improvements – PPUAI01_TO1 The universal access improvements projects D1.1, D1.2 and D1.3 have been consolidated into a single project for management efficiency purposes. The original scope for handrail installations at various buildings on the Braamfontein Campus East was completed in December 2020. The additional scope for new ramps on the pedestrian pathways on the Braamfontein Campus West in order to improve on universal disability access and to consolidate pedestrian routes on the campus is now underway, with anticipated completion by end August 2021. (Refer to pictures on the left).

62 4.7.6.

New building, extension or alteration to existing building or other land improvements

• Wits School of Arts: Digital Arts Building and Multipurpose Performance venue The construction of the new Wits School of Arts (WSOA) Digital Arts Building was completed in March 2021, and the adjacent shared WSOA Multipurpose Performance Venue is also nearing completion after experiencing severe construction delays arising from the COVID related implications on the construction industry as a whole. The construction was suspended in the initial lockdown period where construction activities were prohibited. Upon resuming construction activities, the pace of construction was significantly reduced to comply with Covid-19 safety regulations, and severe material supply shortages (predominantly steel shortages) resulted in further delays. The revised completion date for the full scope of the project is 31 May 2021. The WSOA Digital Arts Department has already commenced with its academic programmes in the new facilities as from the 2021 academic year. (Refer to the pictures above and below ).

63 • Wits School of the Arts: Film and Television Lecture venue, Solomon Mahlangu Building Basement The previously unused lecture venue in Solomon Mahlangu House Basement Level 1 has now been redeveloped into a modern screening and teaching venue for the Wits School of the Arts, Film and Television Department. The construction was completed and handover to the client took place in February 2020.

• Humphrey Raikes Basement laboratory This project involves the development of four new research laboratories in the existing basement bulk chemical storage area of the Humphrey Raikes building. The construction was completed and handed over to the client in February 2020.

4.7.7.

• Solomon Mahlangu House West Wing Drawing Hall refurbishment The redevelopment and furnishing of the current Solomon Mahlangu House West Wing Drawing Hall aims to increase the venue’s tests and examinations seating capacity from the existing 270 seats to 440 seats. The scope further includes the complete replacement and overall capacity increase of the current heat, ventilation and air-conditioning system (HVAC) in order to accommodate the additional seating capacity of the venue. The HVAC portion of works has been completed. However, the construction portion of works was delayed due to operational uncertainty arising from the ongoing lockdown and safety restrictions on campus in the 2020 academic year. The revised construction commencement date is now 01 October 2021, with expected completion by the end of February 2022. Construction progress will be reported on in the next reporting cycle. Pictures of the completed HVAC works are provided below.

Lecture and teaching venue audiovisual (AV) equipment upgrade

The scope of work has been split over two phases of work, the first phase involving the priority lecture and teaching venue AV upgrades in select venues where systems were not functional, impacting on the teaching and academic programme. The works as per the original scope have been completed, with project savings being allocated towards further lecture and teaching venue AV upgrades in other teaching facilities. The additional scope is being finalised, and intended to be completed by the end of December 2021. Photographs of the completed AV upgrades in one of the earmarked venues have been provided below.

Gatehouse level 4: Before venue and audiovisual equipment upgrade

Gatehouse level 4: After venue and audiovisual equipment upgrade

64 4.8. Collaboration and Partnerships 4.8.1.

Global Engagement

Knowledge and innovation is not bound by national borders and the COVID pandemic of 2020 has brought this into stark focus. We are seeing clearly that knowledge has to be shared across the world to ensure that people all over the world benefit. There is no corner of the world that has been spared of the devastations that COVID has inflicted on nations. This is only one example of an issues that requires international collaboration. The scope and complexity of today’s challenges make the necessity for global engagement even more critical.

Connections between authors of publications from the TOP 15 countries/regions

Wits is actively looking into how we can assist South Africa and the continent at large to come to grips with these new challenges that arise on a regular basis. Our partnerships with other universities and networks open up global opportunities for students and staff - they are dynamic and research-led. Collaboration increases the quality of our research, improves teaching and learning, and sparks innovation. Our participation in international networks connects us to like-minded universities around the world and ensures that we remain at the forefront of transnational research exchanges. The COVID pandemic resulted in the ban on travels and this has had an impact on the collaboration activities of the university. As has happened in most areas of our work lives, collaboration activities have been restricted to online activities.

The regional breakdowns are as follows:

65 4.8.2.

Collaboration and Partnerships

The University has a number of academic cooperation agreements with universities and agencies around the world. These are too many to list, but in short, we have 75 active agreements in Africa, 111 in Europe, 58 in Asia, 69 in North America and 8 in South America. These vary in nature from simple staff and student mobility agreements, to joint degrees and use of specialised equipment. We have identified some of these as being strategic and as such are dedicating more resources to this handful of partnerships. These partners are University College London (UCL), Ryerson University (from Canada), Massachusetts Institute of Technology (MIT from the USA), University of Edinburgh (from Scotland), Vanderbilt University (from the USA) and the Universities of Limpopo and Venda (from South Africa).

Most of our mobility agreements are with universities in Europe, as the European Union is a generous funder of these. In 2020, this activity was drastically curtailed because of the Covid-19 pandemic. We had a number of our staff and students in Europe and Asia in the first quarter of the year and had to scramble to get them back home before the international ban on travel came into effect. In reality, we had a number of them that could not return before the ban was imposed. We worked with a number of embassies both locally and in internationally to ensure that each of them was returned home safely.

During 2020, the total number of publications attributed to Wits authors by Scopus was 3 567 (as compared to 3 170 in 2019). Many of these involved joint publications with authors from other universities. The graph below provides the affiliation of these authors from the TOP 15 countries/regions.

The regional breakdowns are as follows:

66 Wits has a number of cooperation agreements with various levels of government in South Africa, which has an impact on policy developments. Most notable of these are our agreements with the City of Johannesburg and the Gauteng Province. We work very closely with the City of Johannesburg to conduct research for them in a number of areas. For the Gauteng government, we host the Gauteng City Region Observatory on campus and are partners in the Cradle of Humankind World Heritage Site.

A number of fruitful engagements with the embassies of China, European Union, Germany and Palestine took place in 2020. Because of the Covid-19 pandemic, we were unable to host as many embassy delegations as we had done in previous years.

Our involvement in the Erasmus+ were restricted by the pandemic, but our involvement in Horizon 2020 programmes of the European Union continued as usual, but on a restricted basis. Wits continues to be an active member of the African Research Universities Alliance (ARUA). We have renewed our involvement in the consortium of South African and Swedish Universities (SASUF) for another ten years. Wits is actively taking part in the areas of digital technologies, big data and cybersecurity, climate change, natural resources and sustainability. We are also active members of the Nairobi Alliance, which currently links the universities of Nairobi, Rwanda, Malawi, Witwatersrand and Leicester. Wits is also a member of the BRICS Network of Universities, the Association of Commonwealth Universities, the Association of African Universities, the European Association for International Education and NAFSA (Association of International Educators) which enhances our collaboration opportunities.

Our involvement with the Brookhaven National Laboratory and the Brazilian Synchrotron Light Laboratory have continued in 2020, but at a remote level. Samples were sent via courier to the two facilities for analysis and the data was then sent back to the University via the internet.

4.8.3. Engagement with Society In the White Paper for the Transformation of Higher Education (1997), “responsiveness to societal interests and needs,’’ is considered as one of the three roles of a university, and one which should be fully integrated with mainstream teaching and research. The University fulfils this public mandate through a variety of activities. A key component of this range of activities are the academic and research activities that are geared towards community engagement and community beneficiation.

Wits has embraced a holistic approach to engagement with society. Instead of “community service” being practiced in a narrow and parochial manner, with connotations of a “self-actualised” and self-sufficient University ‘serving’, being “responsive to” and giving something of value to a community, and often doing extractive research that has no tangible benefit to the communities being researched, Wits tries to pursue a mutually beneficial and proactive approach, which seems to be described better by the term “engagement,” than the phrase “community service”.

The word “community” also has different meanings in Higher Education circles. It is a very broad term used to define groups of people; whether they are stakeholders, interest groups, citizen groups, etc. How, then, does Wits define its community? Wits understands communities as groupings of people who share similar values and patterns of living. They manifest themselves as groupings of people within the public sector (such as local, provincial and national tiers of government, agencies, parastatals and councils), within the private sector (such as business and industry) and within the civil sector (such as non-profit organisations, community-based organisations and social movements) and stratifications of society itself. Wits also understands that, as a University, we have to interact with various agencies outside of our national borders (such as foreign governments, international agencies and higher education institutions in other countries).

The current Wits Strategic Plan aims to position the University as a leading centre of intellectual activity in the developing world and in the world at large. Part of this will be achieved by engaging with many sectors of society (domestic and international) and developing strategic partnerships which will make Wits an active, committed, creative, and innovative force that advances the public good.

67

68 The many forms of community engagement at Wits can be grouped into four traditions: • the making available of academic expertise in the public domain • the practice of public scholarship, notably in the media • public interest work; and • the direct provision of services to communities.

Community engagement at Wits is coordinated through various offices as follows: • The Strategic Partnerships Office coordinates partnerships with organisations outside South Africa • The Wits Volunteer Programme (affiliated to the Student Development and Leadership Office) coordinates non-academic partnerships with NGOs and various communities • Faculties coordinate Service-Learning partnerships with NGOs, CBOs and other community groupings.

Previously, engagement with the community arose organically over time, driven by the interests of faculty, staff, students and the communities. The University now steers its “community engagement” more strategically, spreading outreach across executive portfolios and the schools, and focussing on efforts that benefit both the institution and other constituencies.

69

4.9. Development and Fundraising The Wits Development and Fundraising Office (DFO) provides strategic development and fundraising advice and assistance to executive leadership and academics across all five Wits faculties, as well as professional administrative departments. Depending on the priority assigned to a project, assistance can be provided from project conceptualisation, proposal writing and prospect research through to working with key University executives and academics on implementing fundraising plans and approaches to prospects.

The Wits Centenary (Wits100) Campaign entered its third year at the beginning of 2020. Despite coinciding with the onset of the global Covid-19 pandemic shutdown, Wits100 fundraising and development activities continued to be implemented in line with the campaign plan - albeit that certain critical projects that required ad hoc funding were incorporated into the plan as part of the University’s emergency response to the pandemic. These projects included the manufacture of sorely needed PPE facemasks for healthcare - and related - workers at the onset of the pandemic (which received almost instantaneous support from more than 200 individual and five major, corporate donors) and the purchasing and distribution of more than 5000 mobile learning devices to Wits students in largely rural areas who could not afford these devices. We are deeply appreciative of the support received from two major South African philanthropies who assisted to make this project a reality.

The Wits100 Campaign plan, with ambitious targets, has guided the South African and international (to date largely in the United States and United Kingdom) fundraising efforts with an emphasis on growing income from existing sources, whilst driving a major focus on securing sizeable gifts from high net worth alumni and other individuals. All cash donations, gifts-in-kind and associated sponsorships received since the beginning of 2018, as well as future pledges of support within the Campaign period, are counted in the campaign income. The Campaign

70 met its first income target of R1,1 billion at the end of July 2018 and, despite the considerably changed external circumstances, had raised more than R1,75 billion against the next income target of R1,8 billion set for the end of 2020.

As the campaign enters 2021, considerable work has been put into refining an enticing Case-for-Support - and a range of related priority projects - that reflect the vision of the incoming Vice-Chancellor and will underpin the campaign as advancement and fundraising efforts are accelerated leading up to, and beyond, the University’s centenary in 2022.

Total donor and sponsor income into Wits in 2020 was on par with the income received in 2019 – at around R400 million. Wits is fortunate to receive generous support from a wide range of corporate, foundation, government and individual donors - including bequests from alumni and others. There were, however, some fairly large fluctuations in the amounts received from certain key donor sectors. As was probably to be expected given the rather dismal external climate, there was an average decrease

of around 30 percent off the record amounts received in 2019 from the local corporate sector (comprising corporates and corporate foundations), Sector Education and Training Authorities and local philanthropic foundations.

Thankfully, these decreases were compensated for by a significant 150 percent increase in income from offshore foundations - which brought the income received from them back into line with the level of income previously recorded from this sector in the four years preceding 2019. Building on the positive ‘major gift’ donations and pledges already received from five wealthy alumni and “friends” of the University since the onset of the Campaign, approaches to potential major gift donors are being stepped up across all of Wits ‘global’ fundraising offices and there are positive indications that a suitable, though limited, number may gain traction during the campaign – or in future years. A very positive development that will add additional impetus to this is the expansion of these activities into Australia during the second half of 2020. Over time, we expect the Australian

71 operation to go from strength to strength.

Academic projects which include a range of major industrial sponsored Chairs, Centres and research projects such as the Wits BCX Chair in Digital Business, Wits African Centre on Philanthropy and Social Investment, Wits Southern Centre for Inequality Studies, the Wits Donald Gordon Medical Centre, the Wits Exxaro Chair in Sustainable Development, the Wits Sibanye Stillwater Digimine, the Wits CHIETA African Energy Leadership Centre and the INSETA Chair in Insurance have received around 43 percent of the Wits100 Campaign income to date and projects that support students 31 percent. Student endowment funds have received around 17 percent of the income and infrastructure projects make up the balance of 9 percent. Student support projects comprise largely of scholarships for the most needy students which make an important contribution towards alleviating the student funding crisis.

5. GOVERNANCE

5.1. Governance

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5.1.1.

Higher Education Act

The governance of the University is regulated by the Higher Education Act, (No. 101 of 1997), as amended, the Institutional Statute of 2002, as amended, and is a bicameral system of the lay-dominated Council on the one hand and the academic sector, Senate and faculty boards on the other. Added to these structures is the statutory advisory committee or University Forum that includes management, academic staff, professional and administrative staff and students, which must be consulted with regard to major policy decisions.

Management of policy in the University is the responsibility of the Vice-Chancellor and Principal and the Senior Executive Team (SET). The affairs of the University’s alumni are governed through the Executive Committee of Convocation.

The application of pertinent legislative requirements is as follows: a) Management of the University (as in Governance) is in the hands of the Council (s27 HEA) b) Academic and research functions are performed by Senate (s28 HEA) c) The Vice-Chancellor and Principal and SET (s30 HEA read with s26(2)(g)) d) Relationship between the structures: Council and Vice-Chancellor and Principal - Council and Vice-Chancellor and Principal: (s34 HEA 20(2)(h) (Stat); χ. Vice-Chancellor and Principal is accountable to Council (7)(4) (Stat) - Senate and Vice-Chancellor and Principal: ViceChancellor and Principal is chairperson of the Senate (s26(4) (a) HEA) - Council and Senate: Senate is accountable to Council (s28 HEA) - University Forum and Council: University Forum must advise Council on certain issues (s31 (1)(a) HEA) and University Forum must perform such functions as determined by Council (s31(1) (b) HEA)

- SET and Vice-Chancellor and Principal, Council and Senate – not provided for in Act or Statute, and - Vice-Chancellor and Principal and Executive of Convocation – the Chief Executive Officer participates in the deliberations of the Committee.

5.1.2.

The Council and its Members

The University of the Witwatersrand’s Council comprises academic and non-academic persons appointed in terms of the Statute of the University of the Witwatersrand, the majority of whom are non-executive. Sixty percent of the members of the Council are persons who are not employed by, or are students of, the University of the Witwatersrand. The role of chairperson of the Council is separated from the role of the University of the Witwatersrand’s Chief Executive Officer, the ViceChancellor and Principal. Matters especially reserved to the Council for decision-making are set out in the Statute of the University of the Witwatersrand, by custom and under the Higher Education Act, (No. 101 of 1997), as amended.

The Council is responsible for the ongoing strategic direction of the University of the Witwatersrand, approval of major developments and the receipt of regular reports from Executive Officers on the day-to-day operations of its business. The Council ordinarily meets four times a year and has several standing committees, including an Executive, Finance, Audit, Remuneration, Risk, Information, Communications and Technology, and the Board of Residences committees. All the committees are formally constituted with terms of reference and comprise mainly lay members of Council. Council and Senate have a set of joint committees, including: a Nominations, Honorary Degrees, University Research, Naming, Human Resources and a Student Services Advisory committees. Council met six times during 2019.

73 • Council Membership Incumbent

Other positions/achievements

Term

Chair Mr Isaac Shongwe BA Hons (Economics & Politics) (Wesleyan, USA, P.Phil (Oxford)

Chair: Letsema Holdings

14 June 2017-13 June 2019 (term extended to 31 December 2022)

Vice-Chair Mr Sipho Nkosi Com (Hons)(Econ) (UNISA), MBA (MASS), OAMLP (OXFORD)

Independent non-Executive Director: Sasol Board

1 June 2017-30 June 2019 (term extended to 31 December 2022)

Secretary to Council Ms Carol Crosley BA (Witwatersrand) H Dip.Ed (Witwatersrand) Honours (Unisa) MEd (Witwatersrand)

University Registrar

Ex officio

• External Members of Council Members appointed by the Minister of Higher Education and Training Ms Nasima Badsha M.Sc (Natal), Graduate Certificate in Education (Leeds), BSc (Hons) (London)

Former Deputy Director General 01 September 2018 – 30 December 2020 in the Department of Education, (term extended to 31 December 2023) Former CEO: Cape Higher Education Consortium

Dr Randall Carolissen MBA (Stellenbosch), MCom (Tax) (North West), PhD (UWC)

Administrator: National Students Financial Aid Scheme (NSFAS)

01 June 2016 – 31 May 2020 (term ended to 31 December 2020)

Professor Glenda Gray MBBCH, FCPaed(SA), DSc (honoris causa)

President & CEO of the South African Medical Research Council.

Research Professor of Pediatrics at the University of the Witwatersrand.

Director at the Perinatal HIV Research Unit in Soweto.

Co-PI of the HVTN and Director of HVTN Africa Programmes.

Member of the Vaccine and Infectious Disease Division at the Fred Hutchinson Centre Reseach Institute, South Africa

17 December 2019 - 31 December 2022

Ms Basani Maluleke

Chief Executive Officer African Bank Ltd, 2018-2021

17 December 2019 – 31 December 2022

B Com, LLB (UCT), MBA (Kellogg)

Mr Sipho Maseko BA degree (Witwatersrand), LLB (UKZN)

Board Member, African Bank Ltd 2015-2021 CEO at Telkom Group. Board member at Gyros Restaurant Group, Afrox and Centre for Development and Enterprises

17 December 2019 – 31 December 2022

74 • External Members of Council Members elected by the Executive of Convocation Innovations Manager: FNB Ms Stacey-Lee Bolon BA (Wits), BA (Hons) General Psych (Wits), MD: Early is Best BA (Hons) Industrial Psych (Wits), MA Director: Venture Network Industrial Psych (Wits)

1 August 2019 - 31 December 2019 (term extended to 31 December 2023)

Dr Maurice Goodman MB BCh, MBA (Witwatersrand) (Acting President of Convocation)

March 1998 - present 2006 - present 2019 - present 2020 - present

Chief Medical Officer (Discovery Health) Trustee: Discovery Foundation and Discovery Fund Committee: SAMA Human Rights, Law and Ethics

Members appointed by the Premier of Gauteng Mr Rashid Seedat BA (Wits), H Dip Development Planning (Wits), MM Public & Development Management (Wits), MSc Development Planning (Wits), Cert Metro & Municipal Development (UCL, UK)

Gauteng Provincial Government 1 October 2018 - 31 December 2019 (term extended to 31 December 2022) Local Government Fellowship (Warwick University & Southern African Advanced Education Programme, UK) Head of Central Strategy Unit (City of Johannesburg), Head of Gauteng Planning of Division (Gauteng Provincial Government), Member of Board of Trustees: Ahmed Kathrada Foundation

Members appointed by elected Donors Dr Jonathan Broomberg MBBCh (Witwatersrand); MA (Oxon); MSc (London), PHD (London)

CEO: Discovery Health Founding Director of Praxis Capital Director of the Soul City Institute for Health Communications

Professor Michael Katz BCom (Wits), LLB (Wits), LLM (HLS), LLD (honoris causa) Witwatersrand)

The Board of Governors (HUJ), Member of the King Committee on Corporate Governance, trustee of numerous trusts: Admitted Attorney (High Court of SA), Nelson Mandela Children’s Honorary Degree: Doctor of Laws (Wits), Fund, Chairperson: ENSafrica; Course director, Advanced Company Law Member of Constitution Hill (Wits), Honorary Professor (Wits) Trust, Legal Resources Trust, Constitutional Court Trust, Donald Gordon Foundation, and South African Holocaust and Genocide Foundation

1 September 2013 - 31 August 2017 1 September 2017 - 31 August 2022 (reappointed)

1 November 2019 - 31 December 2022

Members elected by Council Mr Mosa Mabuza BSc Hon (Geol, Wits), PDM (Wits Business School)

CEO: Council for Geoscience

Mr Isaac Shongwe BA Hons (Economics & Politics) (Wesleyan, USA, P.Phil (Oxford)

Chair: Letsema Holdings

1 November 2018 - 31 December 2019

Deputy Director-General: Department of Mineral Resources 1 June 2015 - 31 May 2017 1 June 2017 - 31 May 2019 (reappointed)

75 • External Members of Council Members elected by Council Chairperson, South African Professor Barney Pityana Human Rights Commission BA(Law), BProc, LLM (Unisa) Hons BD (London), CertTh (Oxford) PhD in Member: African Commission Religious Studies (UCT), DD FKC MASSAf on Human and Peoples’ Rights, Principal & Vice Chancellor of Unisa

1 June 2013 - 31 May 2017 1 June 2017 - 31 May 2021 (reappointed) (resigned 31 December 2020)

Ms Phindile Baleni BA LLB (Witwatersrand)

CEO: National Energy Regulator 1 June 2013 - 31 May 2017 of South Africa, RERA 1 June 2017 - 31 May 2021 (reappointed) Chairperson

Ms Nothando Ndebele MBA (Oxford, UK) MSc (Oxford, UK) (BA) in Economics and Women’s Studies (Harvard, USA)

Head: Financial Institutions Group: ABSA

1 April 2017 - 31 December 2019

Mr Sipho Nkosi

Independent non-Executive Director: Sasol Board

1 June 2017 - 30 June 2019 (term extended to 31 December 2022)

Dr Len Sizani Dip.Dent.Ther., BChD (Medunsa)

General Dental Private Practitioner

1 June 2016 - 31 May 2020

Members appointed by Business and Labour Organisations Mr Cas Coovadia BCom (University College Natal)

General Dental Private Practitioner

1 June 2016 - 31 May 2020

Other positions/achievements

Term

• Internal Members of Council Incumbent

Vice-Chancellor and Principal Dr Len Sizani Dip.Dent.Ther., BChD (Medunsa)

MD: Banking Association of SA, 1 July 2015 - 30 June 2017 Chairman of SABRIC and the 1 July 2017 - 30 December 2020 Johannesburg Civic Theatre (reappointed) (term ended 31 December 2020)

76 • Internal Members of Council Incumbent

Other positions/achievements

Term

Vice-Principal Professor Adam Habib BA (Natal), BA (Hons) (Witwatersrand), MA (Natal), MPhil (New York), PhD (New York)

Chair of Senate

Ex-officio

Vice-Principal Professor Andrew Crouch BSc (Hons) (UWC), PhD (Concordia University)

Deputy Vice-Chancellor: Academic

Ex-officio

Member of the Management appointed by the Vice-Chancellor and Principal Professor Zeblon Vilakazi BSc (Univ of Manchester) MSc (Wits); PhD (Wits)

Deputy Vice-Chancellor: Research and Postgraduate Affairs

Ex-officio

Members elected by Senate Professor Sharon Fonn MBBCh, DOH, DEpi, FFCH(SA), PhD, MASSAf

Awarded a South African Ministry of Science and Technology’s Distinguished Scientist Award for contributions to the quality of life of women (2005) Co-director of the Consortium for Advanced Research Training in Africa (CARTA).

01 November 2017 - 31 October 2022 (term extended to 31 December 2022)

Professor Joao Rodrigues BScHons, MS, PhD, FRSSAF

Chair: Theoretical Physics, School of Physics, University of the Witwatersrand

01 January 2017 - 31 December 2022

Professor Thokozani Majozi BScEng (Natal), MScEng (Natal), PhD (UMIST)

School of Animal, Plant and Environmental Sciences, University of the Witwatersrand

01 November 2017 - 31 October 2022 (term extended to 31 December 2022)

Professor Cathi Albertyn BA LLB (UCT), MPhil (Cambridge), PhD (Cambridge)

School of Law, University of the Witwatersrand

01 November 2017 - 31 August 2022 (term extended to 31 December 2022)

77 • Internal Members of Council Incumbent

Other positions/achievements

Term

Member elected by the Deans of the Faculties Professor Imraan Valodia BCom, BComHons, MSC (International Trade and Finance), DEcon

Dean: Faculty of Commerce, Law and Management

Dean: Faculty of Commerce, Law and Management

Member elected by Academic Staff Doctor Victor De Andrade BA (Speech and Hearing Therapy), MA, PhD (Wits)

School of Human and Community Development

01 May 2019 - 31 December 2021

Member elected by Non-Academic Staff Mr Tumishi Madihlaba Diploma, BA Politics and Management (Wits), PG Dip in Public Management (Wits)

IT Technician (Wits University)

01 September 2017 - 31 August 2021 (term extended to 31 December 2022)

SRC President Mr Mpendulo Mfeka Student

16 September 2020 - 16 September 2021

Postgraduate Appointed Chairperson Mr Mluleki Kubheka Student

16 September 2020 - 16 September 2021

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5.1.3. Matters of Significance Considered by Council during 2020

In view of the Council’s responsibility to govern the University and to provide ongoing strategic direction of the University, Council considered various matters during the year and received regular reports from the executive officers on the day-to-day stewarding of the University.

• The 2020 to 2025 Enrolment Plan: The University continues to increase its postgraduate intake, as well as part-time and distance enrolments.

• The 2021 Salary Agreement • Renaming of Wits Places and Spaces: Council approved renaming of four spaces • Property and Infrastructure Development: Council noted the approval by the Executive Committee of Council of the framework agreement for major construction works within the Wits Precinct. Council approved the purchase of Noswall Hall, noted plans for the upgrades to entrances and crossings on Jorissen Street and Jan Smuts, and expect major developments regarding the Frankenwald property in 2022.

• Wits Sustainability Strategy: Council noted the correlation between the 2021 Council objectives and the 2021 Institutional Scorecard and will be incorporated into the 2021 Annual Performance Plan.

• Appointments of Senior Executives: Council approved

the appointment of Professor Zeblon Vilakazi as the Vice-Chancellor of the University of the Witwatersrand.

Professor Ruksana Osman was moved from the portfolio of the Deputy Vice-Chancellor: Academic for Advancement, Human Resources and Transformation (AHRT) to Deputy Vice-Chancellor Academic.

The interim reorganisation of the Senior Management Team (SET) was as a result of the resignation of Professor Andrew Crouch. Professor Shabir Mahdi was appointed as the new Dean of the Faculty of Health Sciences from 1 January 2021. Professor Joao Rodriques was appointed the acting Deputy ViceChancellor, Research and Postgraduate Affairs as of 20 July 2020 to 31 December 2020. Council approved the appointment of Professor Lynn Morris as the new Deputy Vice-Chancellor, Research and Postgraduate Affairs with effect from 1 April 2021.

• New Learning Management System: Council approved of the conclusion of an appropriate contract for the purchase of a new learning management system. The system has been named ‘ulwazi’ (isiZulu for ‘knowledge’), and supports Wits’ move towards blended learning as outlined in the University’s Learning and Teaching Plan (2020 – 2024).

• Honorary Degrees and Gold Medals: Council approved

79

six honourary degrees and one gold medal.

• Finance Update: Council reflected at length on the financial sustainability of the University, including the potential impact of cuts in subsidies and fees on the 2021 budget. Council approved the 2021 budget based on an assumption that there will be no increase in subsidy from the state in 2021. Student fees and subsidy make up about 90% of the University’s income and the Chairperson of the Finance Committee commended the finance team and members of the University for maintaining the highest financial management and governance standards. Council also approved the bad-debt write off for 2020 of 80 million.

• University’s Response to Covid-19 Pandemic: Council noted the development of the submission to the Solidarity Committee and donors for Wits University to play a role in assisting research entities for the broad –roll-out of Covid-19 testing. Furthermore, Council acknowledged a substantive amount of research being conducted on the virus by Wits researchers and 670 face shields were made available, as well as test kits.

• Risk Management: The following matters were identified as major risks: Funding constraints, gender-based harm, deteriorating infrastructure and equipment, strained labour relations and transformation challenges.

• Student Matters: Council noted the continued implementation of the N+2 rule, approved adjustments to accommodation fees, and noted the measures taken to ensure students were able to study remotely due to the Covid-19 pandemic.

• Council approved the following policies: - Policy on working remotely - Leave policy (amended) - Sabbatical leave policy (revised) - Study support policy for staff - Policy on study support for dependents of staff members - Policy on regulating allowances for mobile computing devices (updated) - Travel policy (amended) - Students Plagiarism policy (updated) - Academic Workload policy - Covid-19 policy

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TSHEPO Tshepho = tss – eh – poh (Sesotho; Setswana) Hope

Inspired by an engineer’s primary responsibility to develop solutions for the needs of society, the naming of this room speaks to the importance of retaining a positive attitude amidst sometimes challenging contexts. A place for future engineers who are conscious of the problems they are to solve and the people they are solving them for.

Renaming of lecture rooms in the Northwest Engineering Building on Braamfontein Campus East

CURIOSITY Curiosity = (English)

kew – ree – oss – it – tee

Inspired by this important characteristic for an engineer – an ability and a desire to stand in awe and wonderment – to think more deeply and strive to understand. Curiosity is the engine of discovery and creation.

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IMBIZO Imbizo = eem – bee – zoh (IsiZulu; IsiXhosa; Sesotho) Gathering / Questioning / Summon

Inspired by traditional South African society, where problems of the community were solved and ideas were shared in traditional imbizos (Nguni for ‘gathering’ and Zulu for ‘summon or call’) at the chief’s court. In this venue, future engineers, summoned by their need to create a better world, sit around the table and begin to ponder upon the problems they are to solve with an open-minded and questioning attitude. Circles of engaged minds will allow future engineers to appreciate the importance of unity in diversity as conflicts are resolved, ideas are discussed, and solutions are formulated with the creativity of thought that only engineers can amass.

TUMBULWA

Tumbulwa = (Tshivenda) Discovery

toom – bool – wa

/

tuu – mbu – lua

Inspired by the journey that every student and engineer travels on throughout their lives, opening ourselves up to lifelong learning, experiences and opportunities that ultimately shape the people that we become.

82 - Policy on promotion of professional and administrative staff members (revised), and - Wits Research Integrity policy (amended).

5.1.4. E xcellence in Governance, Management and Support

The office of the University Registrar is charged with the responsibility of the University’s governance activities related to general institutional supervision with a view to, inter alia, ensure compliance with the provisions of the Higher Education Act, regulatory compliance, institutional governance, student administration and maintenance of University records. The University’s governance practices are continually being reviewed and improved by benchmarking against internationally accepted best practices and King III/IV. We recognise that the primary goal of the university is to educate and develop research and to be at the cutting-edge of thinking. To do this, Wits must ensure it has efficient administration and a service orientation towards supporting these goals. The University has developed appropriate systems, policies, and procedures that are both responsive to our community as well as being compliant with regulatory requirements.

This translates to: - simple and just policies, rules, and standing orders - Interdepartmental collegiality within the administration - clarity of ownership of processes and responsibilities (particularly in a devolved structure like the one at Wits) - a solid relationship between academics and the administration - service orientation towards students - administrative staff who are knowledgeable, professional, flexible and firm - regular post-mortem exercises after each major administrative activity, with the intention of improving business processes; and - a culture of mutual respect towards colleagues (particularly in the presence of students).

The events in the higher education environment over the past few years have necessitated that administrative departments and staff not only become agile and responsive to the needs of its stakeholders in this changing environment, but also, more often than not, required revised and enhanced administrative processes. This has enhanced engagements between staff to enable

students to gain a thoughtful and clear understanding of the University rules and processes, which included reporting lines and authority structures, and how these related to them in their everyday lives.

Excellence in all spheres of service delivery within the University is recognised as one of its key performance indicators. Attention is given to both internal and external service delivery areas. The University hosts an Integrity Hotline which deals with issues of fraud, whilst internally a multitude of platforms are used to measure performance, particularly with regards to student services.

These include a compliments and complaints hotline; and feedback devices placed in strategic offices such Fees Office and the Student Enrolment Centre.

5.2. Institutional Transformation and Workplace Equity Institutional Naming A new naming policy has been adopted and a revitalised Institutional Naming Committee with extended representation from a range of stakeholders has been active in renaming Wits’ places and spaces. In response to several calls to name or rename Wits’ buildings, spaces and places, several names were changed. Emphasis was placed on calling for submissions to name or rename after symbolic events and/or evocative descriptions of a particular place, after women who have played key roles in academia and after women who were involved in the struggle for gender equality.

Curriculum Reform Implementation of the Wits Learning and Teaching Plan 2020-2024 commenced in 2020. One of the focus areas of relevance to this section is “Strengthening institutional capacity for curriculum development and renewal.” Capacity development activities were undertaken by both the Centre for Learning, Teaching and Development and the Quality and Academic Planning Office in the form of workshops, online resources and individual consultations with academic staff.

Another focus area is, “Increasing flexible and life-long learning opportunities,” which included the planned increase in the number of programmes offered in blended and fully online modes. The Covid-19 pandemic accelerated this plan. In 2020, Wits, like many universities worldwide, implemented Emergency Remote Teaching (ERT) in an online mode. From April 2020, a site was created on the university’s Learning Management System (LMS) for every course. Academic staff populated their course sites with several learning resources

83 and assessment tasks, as well as using the sites as a mechanism for interacting with students via synchronous online sessions and discussion forums.

There has been a significant promotion of scholarship of teaching and learning in relation to curriculum renewal, and a move towards a distributed leadership model in terms of coordinating initiatives. The introduction of a common first-year engineering programme is one of the outstanding examples, which has now been structured to enable students who are not successful in some first semester courses to repeat them during the break or in the second semester, so that the students do not lose an entire year. There has been a complete overhaul of the architecture and built environment programmes and tremendous transformation in programmes based in the humanities and health sciences faculties, including the introduction of a compulsory African language in some programmes.

In addition, Wits Business School has been working on a Master of Management in African Philanthropy which is a new programme and first of its kind in Africa.

The programme has received full approval from the Department of Higher Education and Training (DHET), Council on Higher Education (CHE), and South African Qualifications Authority (SAQA) in March 2021. Wits Business School is also in the process of developing a Postgraduate Diploma in Energy Leadership, which has received PQM (Programme and Qualification Mix) approval from the DHET. The programme is aimed at addressing the challenging issues of energy shortages in Africa as well as the skills deficit in an industry which is of vital importance to economic growth on the continent.

The Corona virus pandemic affected many businesses across the world. As the virus continues to spread, many companies (private and public) are resorting to online solutions to mitigate the impact and fallout on profits caused by the lockdown. In March 2020, the University took a decision to offer the current contact programmes via Emergency Remote Teaching (ERT). The implementation of ERT was in line with international practices and the CHE’s decision to allow contact mode programmes to be offered via online and blended modes of delivery. While moving to ERT has allowed the University to continue to offer its current programmes through online and blended learning approaches during the period of the lockdown, the University has also been, for some time, planning to introduce several full online and distance programmes in line with its Learning and Teaching plan 2020-2024.

One of the online programmes that has received PQM approval from the DHET is the Postgraduate Diploma in Digital Business. Through the introduction of this programme, the University aims to help many South African corporates and businesses to navigate the unchartered territories of businesses and thrive in an era of profound technological changes. More new online programmes that have received PQM approval from the DHET include the Postgraduate Diploma in Accountancy.

The introduction of this programme will play a significant role in increasing the number of high-quality Accounting Professionals who are needed for achieving South Africa's economic goals.

It is also worth noting that the Faculty of Health Sciences is currently working on introducing an online Bachelors in Health Science degree in Nursing Systems Science, which has also received PQM approval from the DHET. The primary aim of this programme is to enable registered nurses in the country, the majority of whom, for historical reasons only obtained a diploma rather than a degree. The introduction of the programme will not only enable professional nurses to enter higher education and build their careers as nurse specialists, but it will also enable them to enrol in postgraduate research programmes. The University anticipates receiving full approval of these online programmes from CHE and SAQA in or before 2022.

Language Policy Inevitably the global Covid-19 pandemic impeded and slowed down the advocacy work carried out so successfully in 2018 and 2019, nonetheless the situation in 2020 accelerated the integration of language policy implementation within core University activities as reflected below.

Phase 1 - multilingual linguistic landscape and branding – falls under the portfolios of the Property and Infrastructure Management Division (PIMD) and Marketing, Communications and Events. Line managers across the University are responsible for submitting requests or proposals for multilingual/branding changes to these two divisions.

Related costs need to be integrated into the budgets of the various parties.

Phase 2 – teaching materials and resources for the teaching of isiZulu, Sesotho, and South African Sign Language (SASL) – is the responsibility of the teaching departments as is the continuous updating and extension of such materials and resources. Phase 3 – development of the linguistic abilities of staff and students in

84 English, isiZulu, Sesotho and SASL – continued in 2020.

Wits Language School (WLS) is responsible for the staff language courses. Some 207 members of staff have completed WLS courses. To date, the Language Policy budget covered has covered the cost of the course fees. Henceforth, it is recommended that individual administrative and academic divisions make provision in their budgets for staff development related to the implementation of the language policy. Responsibility for developing the linguistic abilities of students rests with each faculty and is a curricular matter. The Language Policy requires students to follow two semester courses in an African language (including SASL). The progress made by the faculties of Engineering and the Built Environment, Health Sciences and the Humanities in this regard has been reported on previously.

The remaining two faculties need to ensure that they comply with the Language Policy stipulations either within or outside the curriculum. The development of students’ linguistic abilities in English has always been the responsibility of each faculty and has been addressed by each faculty in accordance with its assessment of the needs of students. However, the adoption of the 2015 Language Policy led to intensified efforts in this regard. All faculties provide various forms of academic support and continue to roll out discipline-based writing intensive courses.

Phase 4 – development of the isiZulu, Sesotho and SASL as LOLTs alongside English (in appropriate and feasible contexts) – remains a critical implementation area. In 2020, language policy implementation continued to focus on creating multilingual teaching spaces through translanguaging[1] and terminology development within disciplines. Although isiZulu, Sesotho and SASL are used as LOLTs with the language disciplines, there is little likelihood of them being used as LOLTs in other disciplines without heavy investment in the development of specific disciplinary terminology and textbooks in these languages. The University’s role in producing graduates and professionals able to compete internationally suggests that English will remain the principal LOLT of the University. Nonetheless, multilingual training will give Wits graduates and professionals the edge on the local market.

In 2020, Professor Leketi Makalela ran several translanguaging workshops in the faculties of Commerce, Law and Management and of the Humanities. However, acceleration in this area was impeded by Covid-19 restrictions. This needs to be the focus of language

policy implementation going forward and responsibility for this rests with Teaching & Learning. All faculties are now required to report on language policy implementation to the Senate Teaching & Learning Committee.

Given the phasing out of the position of Language Policy Advisor and the integration of language policy activities into core responsibilities, it is essential that language policy implementation become a standing item on all (academic and administrative) agendas with ultimate oversight provided by the SET. Institutional Culture Tremendous endeavours have been made to address the University’s institutional culture and to change the internal climate, but this aspect of the transformation agenda remains a challenge. Covid-19 disrupted and impacted the lives of staff and students. The unplanned and urgent need to move from face-to-face to online learning impacted the University’s culture and lived experiences. It also highlighted inequalities that exist on campus, the need to address them in a human, empowering, and empathic manner to restore the dignity of the Wits community. A draft Institutional Culture Discussion document was developed by the TEEO (Transformation and Employment Equity Office) for discussions within committee structures within the University.

The University remains a divided community, where diversity and inclusion are sometimes not sufficiently appreciated. There are instances where members of minority groups feel silenced and where incidents of discrimination - be it gender-based harm or the marginalisation of people living with disabilities continue to be reported. Racial tensions continue to be experienced and reported.

This is an area of transformation that requires the reflection, engagement, and action of the entire University community. The Transformation and Employment Equity Office designed a comprehensive programme comprising of Diversity and Inclusion Training workshops, dialogues, focus group discussions, mediation, investigations, and other interventions, but some serious discrepancies in how we engage with and relate to one another remain. The TEEO plays a crucial role in coordinating Mediators across the university through its mediation Supervision Forum through which on-going training is offered. As a consequence of Covid-19, Mediation training was provided for online mediation to allow for continuity in the provision of mediation across the university.

85 Whilst there is still a long way to go towards addressing the University’s institutional culture, faculty and school transformation committees have been established and tailored solutions for faculties have been developed.

However, much more effort must be invested in this component of the transformation programme, from all sectors of the Wits community.

Promoting a Diverse and Cosmopolitan Residence Life Experience Through collaboration with several stakeholders in Student Affairs, several initiatives were planned for the 2020 academic year to enhance the student experience in residences and that of students in private accommodation. The Residence House Committees play an integral role in ensuring that the student experience in residences is one that is inclusive, memorable and in no way, offensive or discriminatory. It was through the 2020 House Committee training and induction, as conducted by the Development and Leadership Unit, that issues of initiation practices and human rights of students in residences were addressed. Other support departments such as the Gender Equity Office took part in the induction programme. The All Residence Sub Council (ARSC) and House Committees were encouraged to think of exciting programmes that would create a welcoming environment for first years coming to residences. Activities in residences took place outside of the academic orientation programme and were aimed at creating opportunities for first-year students to interact with each other within their respective residences. These included a residence-wide Welcome Dinner and several sporting events. The successful orientation programme played a key role in ensuring that the first-year residence students had a smooth and welcoming transition to the University.

Following the University’s decision to close the campus due to Covid-19 pandemic, many CHRL activities were suspended, and students vacated residences shortly thereafter. With the support of the Dean of Student Affairs, one residence remained opened for students who were unable to travel home due to borders being closed. Following the moderate easing of the lockdown regulations, and the announcement by the Minister of Higher Education, Science and Technology, the University was able to consider students return to campus using a staggered approach with each lock down level.

Residence students who returned to campus had to receive permits from their respective faculties before being permitted to return to any Wits residence. In

addition, many requests were received from students whose home environment/ conditions were not conducive for online learning or academic success and a system was implemented, referred to as the “social justice” cohort who applied via the Dean of Students Affairs office and the Director of CHRL for consideration to return to campus. Those who were approved through careful selection were sent permits to travel to the University. This continued from the end of June until the middle of October.

As a result of the Covid-19 pandemic, many CHRL activities could not take place. However through the continuous support of the Student Affairs and support departments at Wits, residence students were exposed to a wide range of opportunities for interaction and learning from their respective homes. Sister departments such as the Campus Health and Wellness Centre, Wits Citizenship and Community Outreach, the Counselling and Careers Development Unit and Student Governance office assisted in providing the requisite live assistance and ground therapy support that was practically possible.

Fortunately, the approved Accreditation Policy allowed for the CHRL team to ensure that all private accommodation service providers complied with the University requirements for accommodation. This ensured that students who were not directly in the care of the CHRL, lived in spaces of dignity and of a standard that matches the University’s. The Day Student Programme for students in this cohort continues to be a work in progress.

Access to Higher Education Whilst Wits seeks to become more of a postgraduate institution, it remains committed to increasing access for students. Despite the transformation of the University’s demographics, which are in line with national norms, funding and the lack of accommodation remain significant challenges. Wits has made several concessions over the last three years, which has enabled a greater number of students to register.

The University administers over R1 billion in financial aid, scholarships and bursaries annually.

On 16 December 2017, the Presidency announced that free education would be phased in over five years from January 2018. This translates into free education for students who come from homes that have a collective annual household income of R350 000 or below, which applies to about one fifth of Wits’ students. For 2019,

86

this dispensation applies to first year and second year students only. About 25 000 of Wits’ 38 000 students are on some form of financial aid, scholarship or bursary.

The majority of students at Wits fall into the “missing middle” category – those who are too wealthy to qualify for funding from the National Students’ Financial Aid Scheme (NSFAS) but too poor to pay their own way.

Wits has also increased its own funding for students through the introduction of the Wits Hardship Fund in 2019, setting aside more than an additional R13 million to assist students who are experiencing financial hardship by providing funding relief towards registration and accommodation assistance. This Fund is utilised to assist students in the missing middle-income category (with a R600 000 and below household income), to contribute the required 50% of historical debt to register, and to ensure accommodation assistance. In 2020, 297 students received registration assistance, amounting to R8 million from the Fund.

A further 244 students were furnished with accommodation assistance, amounting to R5 million and sponsorship arrangements with a private accommodation service provider. In addition to the Wits Hardship Fund, another concession was made to assist students to register. Students who had been re-admitted from an academic perspective and owed less than R100 000, and who had applied to the Wits Hardship Fund, and who were eligible to be funded, but who could not be assisted due to limited funds, were assisted to register once they had signed an Acknowledgement of Debt agreement. Approximately 296 students were assisted in this manner.

Numerous student support programmes have been instituted by faculties and the Dean of Student Affairs, including identifying and addressing students at risk and the implementation of at least three programmes to ensure food security for students. The food

security programme supports 1 000 Wits students with a daily meal, a food bank is available to students for monthly non-perishables parcels and students are involved in a food garden initiative to grow fresh vegetables in support of the programme. In addition, the University has implemented a comprehensive mental wellness programme for students, including increased staffing capacity via the Counselling and Careers Development Unit (CCDU) and the introduction of a 24-hour Wits Crisis Line and App, to try to address issues around mental wellness on campus.

Apart from the attempts to lower the financial barriers to access, the University has also extended its part-time offerings through the WitsPlus platform. New part-time programmes like the BA Law and BCom Law have been introduced. Many students have registered for the new part-time BSc Engineering programme and students who wish to transition from a normal degree into the Graduate Entry Medical Programme can now access a bridging programme via Wits Plus.

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Tremendous progress has been made in the majority of areas related to transformation as outlined above.

However, several hurdles remain, and new challenges develop intermittently. It is for this reason that a revised transformation programme will be conceptualised for implementation from 2020 onwards.

Sexual Orientation and Gender Identity Advocacy Programmes The Wits Sexual Orientation and Gender Identity (SOGI) Advocacy Programmes provide the most holistic and comprehensive support available for LGBTIAQ+ students and staff at Wits University, and are recognised in other universities, both on and beyond the continent, as an

example of excellence and best practice. The programmes are tailored to support people who are LGBTIAQ+ (Lesbian, Gay, Bisexual, Transgender, Intersex, Asexual and other identities of sexual orientations and genders).

There are four key areas that are implemented on an ongoing basis: training, advocacy, support, and interventions. Over the course of 2020, students who experienced discriminations because of their gender identity were assisted to return to residence and received ongoing support. The Be True 2 Me support group for transgender staff and students meets regularly. Safe Zones@Wits remains a key programme across South Africa, an example of best practice specifically in supporting LGBTIAQ+ students.

88

Race

5.2.1. Wits’ Employment Equity Plan Males

Females

EAP

University

% Variance

EAP

University

% Variance

African

42,7%

32,8%

9,9%

36,2%

37,5%

-1,3%

Coloured

5,3%

1,8%

3,5%

4,4%

4,0%

0,4%

Indian

1,7%

2,5%

-0,8%

1,0%

4,8%

-3,8%

White

4,9%

7,1%

-2,2%

3,8%

9,5%

-5,7%

5.3. Occupational Health and Safety The 2020 academic year saw many new initiatives from the OHS&E directorate as the University managed its response to the COVID19 pandemic. Over the course of the year, the directorate executed the following: • Two successful OHS&E awareness campaigns were conducted in various University areas. Both campaigns lasted for a week during which OHS&E staff extensively interacted with members of the Wits Community and enhanced awareness on various OHS&E topics.

• An OHS&E Newsletter was made available during the year to communicate a broad variety of topical OHS&E matters.

• The OHS&E intranet website was updated which contains a broad variety of OHS&E information. A Covid-19 Webpage was also established by the Communications Division and updated to keep the Wits Community appraised of topical matters pertaining to the pandemic. The OHS&E Directorate provided ongoing input towards updating the information on this webpage.

• An Emergency Response Contact Directory was finalised and distributed. The directory contains emergency contact information and procedures to follow for different types of emergency/crises situations that could arise at the University.

• Due to the prevailing pandemic, various OHS&E training courses were converted to online training interventions. OHS&E training continued online throughout the year in accordance with the annual OHS&E training schedule. These courses included; Contractor OHS&E Induction, Incident Investigation Course, Hazard Identification and Risk Assessment Course, Section 16.2 Assignee Training, OHS&E Representative Training

Course, Evacuation Coordinator Training course and First Aid Training.

• OHS&E legal appointments were kept updated in most University areas.

• OHS&E Committee meetings were conducted in terms of the OHS Act during which a broad range of OHS&E matters are discussed and attended to. Most of these meetings occurred online due to the prevailing pandemic.

• OHS&E Officers carried out OHS&E inspections at the various University entities and all identified deficiencies were brought to the attention of the various Section 16.2 Assignees for follow-up and correction.

• A University-wide Risk Assessment was performed integrating risk mitigation measures to address the identified risks. This assessment has undergone various updates. Numerous entities have also been assisted by the OHS&E staff in carrying out their Risk Assessments and recommendations were made to address identified OHS&E risks and deficiencies.

• Numerous OHS&E incident investigations were conducted, resulting in root causes of incidents being established as well as corrective actions being proposed to prevent similar incidents.

• Updated versions of the OHS Act as well as updated copies of various Government Gazettes were distributed to various University stakeholders.

• Work related injuries and diseases were reported to the Compensation Commissioner as per the COID Act requirements.

• OHS&E awareness posters were developed and distributed to various University departments. Posters regarding Covid-19 were also designed in collaboration

89 with the Communications Division and were strategically installed on all Campuses.

• The OHS&E Directorate actively participated on the ‘Covid-19 Emergency Response Committee’, the ‘Return to Campus Faculty Task Team Forum’ as well as the ‘Technical Committee’ to deliberate on matters regarding the return to Campus plans of every School in each Faculty as well as to discuss and make recommendations on technical issues that support the University’s Covid-19 preventative endeavors.

• The OHS&E Directorate provided frequent input regarding OHS&E and Covid-19 related matters for the VCO News relating to a broad variety of Covid19 matters.

• The Director: OHS&E Management was appointed as the University’s ‘Covid-19 Compliance Officer’ and implemented various interventions to ensure ongoing compliance.

• The Directorate: OHS&E Management developed a ‘Wits Covid-19 Policy’ addressing the strategy to protect staff and students against Covid-19 infection/ transmission.

• The OHS&E Directorate participated in the development of the “Return to Campus Workplace Plan” which, amongst others, addressed a broad variety of interventions to achieve a state of readiness for the return of staff/students.

• The OHS&E Directorate developed a “Covid-19 Emergency Response Plan” addressing roles and responsibilities in preventing the risk of transmission and Covid-19 management practices.

• The OHS&E Directorate developed/implemented a protocol for managing staff/students with Covid-19 symptoms.

• Monthly ‘Covid-19 compliance audits’ were carried out by the OHS&E staff to check level of compliance with legislative requirements to ensure staff/student return readiness.

• A Covid-19 symptom screening tool/app was developed and implemented requiring every person entering Wits is required to undergo Covid-19 symptom self -screening.

• A Covid-19 symptom screening and testing flow diagram was developed/implemented to indicate how the screening and testing process functions (including the

internal reporting, investigating and reporting of Covid19 cases).

• Contractor/service provider/supplier OHS&E plans and procedures were developed and/or revised to provide for protection against Covid-19 during their construction/maintenance work as well as other activities such as deliveries.

• Various Covid-19 OHS&E Readiness Inspection Checklists were developed/implemented to assist OH-S&E Officers in inspecting University areas to determine the status of Covid-19 readiness/preparedness.OHS&E Officers conducted ongoing OHS&E/ Covid-19 compliance inspections in the various University areas to determine the status of Covid-19 readiness/preparedness.

• A Covid-19 OHS&E Awareness Module was developed/implemented to enhance Covid-19 awareness for staff, students, contractors and service providers.

• Protocols were implemented to ensure the safe transportation of students on buses.

• A user friendly reporting form was developed and implemented for staff and students to report positive Covid19 infections to the OHS&E Directorate.

• The OHS&E Directorate developed and implemented a Covid-19 Infection Register for Staff and Students and kept this register updated.

• Infections arising out of and in the course of employment were investigated (as legally prescribed). Arising from such investigations various preventative interventions were identified that assisted to prevent further infections.

• Ongoing contact was kept with governmental and other credible institutions/organisations such as NICD and Higher Health to keep abreast with Covid-19 related developments.

Amongst others, the aforementioned are some of the positive value-added initiatives and interventions that have been implemented by the OHS&E Directorate which has assisted the University to: • Improve its level of legal compliance in terms of the OHS Act and the Covid-19 Governmental Protocols • Become a safer place in which to work and learn, and • Decrease its risk potential for fatalities, injuries and accidents.

90

5.4. Risk Management

91

92

LEGEND FOR SENIOR EXECUTIVE TEAM RISK DASHBOARD Risk Current risk temperature Trend Control effectiveness Independent assurance Three lines of defense Action progress Owner

Describes the risk name and the associated root causes or issues What is the current risk temperature: Cold, Luke Warm, Warm, Hot or Boiling.

Has the risk exposure increased, decreased or stayed the same? How does it compare with the risk temperature from the previous assessment?

How effective are the current controls? Red = Poor, Amber = Fair, Green = Very Good 1st line of defense: Management Assurance, Risk Owners (Line Managers and Employees) 2nd line of defense: Functional Assurance 3rd line of defense: Independent Assurance (Specialist Audits, Internal Audit, External Audit, Regulatory bodies) Have the action plans been completed?

Red = Not Yet Commenced, Amber = In Progress, Green = Complete/Nearly Complete Who is the risk owner, responsible for monitoring and reporting on the risk?

VC Vice-Chancellor VP Vice-Principle DVC Deputy Vice-Chancellor

COO Chief Operating Officer CFO Chief Financial Officer

Y = yes N = no P = partial

93

94 6. Finance Going Concern The annual financial statements as of 31 December 2020 have been prepared on the going concern basis.

In terms of the Companies Act 71 of 2008, the existence and sustainability of the organisation is determined using solvency and liquidity testing. We have used these tests, and additional specific assessments in light of the ongoing Covid-19 Pandemic, to support the assertion that Wits University is a going concern as of 31 December 2020.

This going concern basis presumes that funds will be available to fund/finance future operations and that during the course of operations the realisation of assets and settlement of liabilities, contingent obligations and commitments will occur for the foreseeable future. There is an adequate investment base and cash flows available to cover short term obligations for at least the next 12 months.

In conclusion: a. Assets fairly valued exceeded liabilities. b. There is sufficient liquidity to meet short term liabilities. c. Management is confident that the cash reserves of the entity will be sufficient to enable the University to meet its short-term obligations in the normal course of business. d. The University is a going concern.

The Senior Executive Team (SET) together with Council, has assessed the potential impact of the University’s ability to continue as a going concern, given the nature of the University operations in the social front, Council is of the opinion that it will be able to continue as a going concern into the foreseeable future.

Whilst the on-going pandemic potential impact have been considered, it should be noted that these issues are pervasive factors that impact all global and national economic participants in different ways, and Council and SET accordingly continue to monitor and manage the situation and impact along with all the key stakeholders.

Audit, Finance and Risk Management Council has established a number of governance sub-committees to assist Council with its responsibilities regarding audit, finance and risk management. These include: a. Council Audit Committee. b. Finance Committee of Council (FINCO) and c. Council Risk Committee Council Audit Committee The overall purpose and objective of the Audit Committee is to assist Council in fulfilling its oversight responsibilities with respect to financial reporting, internal control and management of financial risks, the audit process and the University’s process for monitoring compliance with laws and regulations and its own code of business conduct.

The Audit Committee is a non-executive body accountable directly to Council for all matters pertaining to the audit of the University’s financial affairs and any matters connected therewith. Both the internal and external auditors have unrestricted access to the Audit Committee, including periodic meetings with the Chairperson of the Committee, which ensures that the University of the Witwatersrand’s independence is in no way compromised and that appropriate financial procedures and management are practiced.

As part of the duties assigned by Council, the Committee fulfils an oversight role regarding the University’s Annual Report and the reporting process, including the system of internal financial control. It is responsible for ensuring that the University’s internal audit function, which is outsourced, has the necessary resources, standing and authority within the organisation to enable it to effectively discharge its duties. Furthermore, the Committee oversees

95

cooperation between the internal and external auditors and serves as a link between Council and these functions.

The Committee has recommended, for approval by Council, PwC as the external auditor and Mr R Ramdhany as the designated auditor for statutory reporting to the Department of Higher Education and Training for the 2020 financial year.

Ernst & Young Advisory Services (EY), the Universities outsourced internal auditors current contract has been extended by a further 7 months and will now expire in December 2021. Sizwe Ntsaluba Gobodo – Grant Thornton (SNG-GT), continues to provide the services of grant auditors and enterprise-wide risk management services (EWRM), whose contract is set to terminate at the end of June 2021.

Council has approved, the Committee’s recommendation for approval to Council, the University’s group external audit plan for the 2020 financial year as well as the internal audit plan for 2021 and the three-year internal audit rolling plan.

Finance Committee of Council (FINCO) FINCO is directly accountable to Council for all matters pertaining to the financial affairs of the University and the Group, apart from audit matters. Council expects FINCO to address the following matters, amongst others, in detail and to make appropriate recommendations for approval: a. Annual estimates of revenue and expenditure (budgets). b. Review of the quarterly reports of revenue and expenditure. c. Adoption of the annual statement of comprehensive income and expenditure and the statement of financial position and cash flows and d. Determination of the fees to be paid by students, in line with the recommendations by the Department of Higher Education and Training.

Council Risk Committee Risk assessment and risk management at the University is addressed through the Council Risk Committee (sub-committee of Council) and the Risk Management Committee.

The Council Risk Committee oversees the risk management activities on behalf of Council, and provides Council with formal and scheduled feedback on the status of key risks and management’s responses. The Committee considers material issues of risk, asset protection, security, legal and corporate governance.

SNG-GT has been appointed to provide advisory services for EWRM. Reporting into the Committee is the Risk Management Committee.

96

Consolidated and Separate Annual Financial Statements For the year ended 31 December 2020 COUNCIL’S STATEMENT OF RESPONSIBILITY FOR THE CONSOLIDATED AND SEPARATE ANNUAL The consolidated and separate annual financial statements, presented on pages 98 to 103, have been prepared in accor regulations in terms of the Higher Education Act, 1997 (Act No. 101 of 1997), as amended, and include amounts based on judgements for both its accuracy and consistency with the annual financial The going concern basis has been adopted in preparing the consolidated and separate annual financial statements. The Council has no foreseeable future, based on forecasts and available cash resources. The viability of the institution is The consolidated and separate annual financial statements have been audited by the independent auditing firm, PricewaterhouseCoopers committees. The Council believes that all representations made to the independent auditors during the University of the Witwatersrand,

97

FINANCIAL STATEMENTS -dance with International Financial Reporting Standards and in the manner required by the Minister of Higher Education and Training in the and estimates made by management. The Council has also prepared the other information included in the annual report and is responsible statements. reason to believe that the University of the Witwatersrand, Johannesburg together with its related entities will not be a going concern in the supported by the content of the financial statements.

Inc., who were given unrestricted access to all financial records and related data, including minutes of meetings of the Council and all its Johannesburg’s group audit are valid and appropriate.

98

CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME

2020

St

GROUP Note

Income

Council Controlled Unrestricted R'000

Specifically Funded Restricted R'000

SUB-TOTAL R'000

5 216 221

3 492 160

8 708 381

Accom

State subsidies and grants

3

2 153 331

162 837

2 316 168

Tuition and other fee income

4

1 962 853

376

1 963 229

Research contracts income

5

250 643

2 490 901

2 741 544

92 780

853

93 633

Sale of goods and services Private gifts and grants income

6

34 928

152 722

187 650

Other income

7

425 476

615 944

1 041 420

Net changes in fair value of investments

8

62 545

39 981

102 526

Profit on sale of investments

9

-

-

-

4 982 556

3 463 614

8 446 170

Subtotal Interest, dividends and net exchange rate gains/losses

10

233 665

28 546

262 211

Expenditure

13

5 038 454

3 339 142

8 377 596

Employee benefit expenses

11

3 094 705

1 665 979

4 760 684

-

Academic professional

1 889 532

363 989

2 253 521

-

Professional and Administrative

1 205 173

1 301 990

2 507 163

1 622 606

1 577 810

3 200 416

221 922

82 389

304 311

6 756

9 923

16 679

4 945 989

3 336 101

8 282 090

92 465

3 041

95 506

177 767

153 018

330 785

(1 210)

-

(1 210)

176 557

153 018

329 575

(153 018)

(153 018)

Other operating expenses Depreciation and amortisation Loss on sale of investments

13 14,15 and 16 9

Subtotal Finance costs

12

SURPLUS BEFORE TAXATION Income Tax NET SURPLUS AFTER TAXATION Transfer - Restricted Funds Net NET SURPLUS AFTER TRANSFER*

40

176 557

-

176 557

99 Consolidated and Separate Annual Financial Statements For the year ended 31 December 2020

TOTAL R'000

Student and Staff Accommodation Restricted R'000

08 381

2019

TOTAL R'000

Council Controlled Unrestricted R'000

Specifically Funded Restricted R'000

SUB-TOTAL R'000

Student and Staff Accommodation Restricted R'000

TOTAL R'000

302 567

9 010 948

5 253 291

3 909 403

9 162 694

394 033

9 556 727

16 168

18 770

2 334 938

2 064 268

105 442

2 169 710

18 630

2 188 340

63 229

283 265

2 246 494

2 048 954

18 973

2 067 927

370 140

2 438 067

41 544

-

2 741 544

115 956

2 661 402

2 777 357

-

2 777 357

93 633

381

94 014

91 695

2 038

93 733

5 238

98 971

87 650

151

187 801

57 615

225 562

283 177

25

283 202

41 420

-

1 041 420

510 980

790 228

1 301 208

-

1 301 208

02 526

-

102 526

39 830

-

39 830

-

39 830

-

-

-

15 703

24 444

40 147

-

40 147

46 170

302 567

8 748 737

4 945 001

3 828 088

8 773 089

394 033

9 167 122

62 211

-

262 211

308 290

81 315

389 605

-

389 605

77 596

284 447

8 662 043

4 824 688

3 847 308

8 671 996

364 333

9 036 329

60 684

117 342

4 878 026

2 930 409

1 760 460

4 690 869

73 817

4 764 686

53 521

526

2 254 047

1 794 269

369 813

2 164 082

734

2 164 816

07 163

116 816

2 623 979

1 136 140

1 390 647

2 526 787

73 083

2 599 870

00 416

107 357

3 307 773

1 536 637

2 001 571

3 538 208

233 852

3 772 061

04 311

35 035

339 346

259 953

82 575

342 528

34 464

376 992

16 679

-

16 679

-

-

-

-

-

82 090

259 734

8 541 824

4 726 999

3 844 606

8 571 605

342 134

8 913 739

95 506

24 713

120 219

97 689

2 702

100 391

22 199

122 590

30 785

18 120

348 905

428 603

62 095

490 698

29 700

520 398

1 210)

-

(1 210)

(916)

-

(916)

-

(915)

29 575

18 120

347 695

427 688

62 095

489 782

29 700

519 483

53 018)

-

(62 095)

(62 095)

-

76 557

18 120

427 687

29 700

(153 018) 194 677

427 687

-

(62 095) 457 388

100 Consolidated and Separate Annual Financial Statements For the year ended 31 December 2020

STATEMENT OF OTHER COMPREHENSIVE INCOME

2020

Council Controlled Unrestricted R’000

Specifically Funded Restricted R’000

SUB-TOTAL R’000

Student and Staff Accommodation Restricted R’000

TOTAL R’000

GROUP Net surplus after transfer Other comprehensive income Actuarial gain on post-retirement medical aid liability*

176 557

-

176 557

18 120

194 677

18 360

-

18 360

-

18 360

Total comprehensive income for the year

194 917

-

194 907

18 120

213 037

Net surplus after transfer Other comprehensive income Actuarial gain on post-retirement medical aid liability*

139 590

-

18 120

157 710

18 360

-

18 360

-

18 360

Total comprehensive income for the year

157 950

-

157 950

18 120

176 070

UNIVERSITY

GROUP

2019

Net surplus after transfer Other comprehensive income Actuarial gain on post-retirement medical aid liability* Total comprehensive income for the year

UNIVERSITY

Net surplus after transfer Other comprehensive income Actuarial gain on post-retirement medical aid liability* Total comprehensive income for the year

Council Controlled Unrestricted R’000

Specifically Funded Restricted R’000

139 590

SUB-TOTAL R’000

Student and Staff Accommodation Restricted R’000

TOTAL R’000

427 687

-

427 687

29 700

457 388

66 313 494 000

-

66 313 494 000

29 700

66 313 523 700

374 745

-

374 745

29 700

404 445

66 313 441 058

-

66 313 441 058

29 700

66 313 470 758

*Items that will not be subsequently recycled

3

101 Consolidated and Separate Annual Financial Statements For the year ended 31 December 2020 STATEMENT OF FINANCIAL POSITION

Note ASSETS Non-current assets

GROUP 2019 ((Res R’000

2020 R’000

UNIVERSITY 2020UNIVERSITY 2019 (Restated R’000 R’000 RR

10 065 829

11 458 475

9 720 708

11 156 807

Property, plant and equipment

14

7 726 661

7 628 034

7 504 465

7 416 938

Right of use assets

15

215 315

237 795

199 271

212 974

Intangible assets

16

87 542

105 070

87 542

105 070

Goodwill

17

486

486

-

-

Investments

18

1 938 920

3 383 422

1 476 800

2 989 878

Interest in controlled entities and amounts receivable

19

-

-

54 061

41 013

Interest in joint venture and associated entities

21

91 170

98 057

80 179

93 288

Accrued lease income

22

-

-

318 390

297 646

23 24

735 5 000

611 5 000

-

-

5 907 986

3 013 581

3 812 041

1 384 956

15 168

14 202

13 911

12 957

Deferred tax asset Other non-current receivables Current assets Inventories

25

Current portion of other non-current receivables

24

669

689

663

689

Investments

18

2 899 432

645 554

2 899 432

645 554

Interest in controlled entities and amounts receivable

19

-

-

46 945

28 884

Trade and other receivables

26

1 125 405

966 771

696 042

593 928

Tax receivable

27

53

159

-

-

Cash and cash equivalents

28

1 867 259

1 386 206

155 048

102 944

15 973 815

14 472 056

13 532 749

12 541 763

658 744

701 398

658 744

701 398

Revaluation reserve

3 880 043

3 880 043

3 880 043

3 880 043

TOTAL NON-DISTRIBUTABLE RESERVES

4 538 787

4 581 441

4 538 787

4 581 441

Endowment and contingency reserve

2 386 275

2 191 358

1 707 152

1 549 202

TOTAL RESERVES AND UNRESTRICTED FUNDS

6 925 062

6 772 799

6 245 939

6 130 643

Restricted use funds

1 320 996

1 107 205

1 320 996

1 107 205

Funds for specific purposes

1 134 295

938 766

1 134 295

938 766

186 701

168 439

186 701

168 439

8 246 058

7 880 005

7 566 935

7 237 848

2 879 717

2 744 222

2 847 802

2 697 791

TOTAL ASSETS FUNDS AND LIABILITIES NON-DISTRIBUTABLE RESERVES Property plant and equipment

Unrestricted use funds

Residences RESERVES AND FUNDS LIABILITIES Non-current liabilities Borrowings Pension and Post-retirement healthcare – benefit obligations

29

708 752

727 493

676 837

687 862

30

663 728

651 280

663 728

651 280

Government grants – deferred income

31

1 170 580

1 172 402

1 170 580

1 172 402

Deferred income and other liabilities

32

336 657

193 046

336 657

186 248

4 848 040

3 847 829

3 118 012

2 606 124

821 237

841 122

821 237

796 153

3 925 864

2 909 664

2 207 887

1 724 960

100 939

97 043

88 888

85 011

14 472 056

13 532 749

12 541 763

Current Liabilities Deferred income and other liabilities

31and 32

Trade and other payables

33

Current portion of borrowings

29

TOTAL FUNDS AND LIABILITIES

15 973 815 056

102 Consolidated and Separate Annual Financial Statements For the year ended 31 December 2020 STATEMENT OF CASH FLOWS

Note

GROUP 2020 R’000

2019 R’000

UNIVERSITY 2020 R’000

2019 R’000

Cash flows from operating activities Cash generated from operations Finance costs Tax paid

34 12 40

Net cash inflow from operating activities Cash flows from investing activities Purchase of property, plant and equipment Purchase of intangible assets Purchase of investments financial assets Proceeds on disposal of investments financial assets Proceeds on disposal of property, plant and equipment Increase in interest in controlled entities Interest received Dividends received

14 16 18 18

10 10

Net cash used in investing activities Cash flows from financing activities Proceeds from interest-bearing borrowings Principal elements of lease payments Repayment of interest-bearing borrowings

34.2 34.2 34.2

Net cash inflow from financing activities

1 294 466 (120 220) (1 820)

774 068 (122 590) (231)

778 768 (114 340) -

707 510 (114 710) -

1 172 426

651 247

664 428

592 800

(364 825) (5 565) (4 942 838) 4 422 876 175 230 175 32 094

(441 788) (51 974) (4 922 203) 4 570 567 2 252 358 148 14 478

(278 192) (5 565) (4 639 459) 4 151 606 119 (31 108) 205 298 32 094

(356 504) (51 974) (4 300 820) 3 516 493 1 970 379 677 272 380 18 871

(627 908)

(470 520)

(565 207)

(519 907)

73 323 (51 621) (85 167)

86 202 (43 179) (79 022)

73 323 (43 846) (76 594)

85 385 (35 809) (79 022)

(63 465)

(35 999)

(47 117)

(29 446)

Increase in cash and cash equivalents Cash and cash equivalents at the beginning of the year

28

481 053 1 386 206

52 104 102 944

Cash and cash equivalents at the end of the year

28

144 728 1 241 478

43 446 59 498

1 867 259

1 386 206

155 048

102 944

155 50 119 1 541

048 439 987 785

102 944 81 892 112 423 1 088 946

155 048 -

102 944 -

1 867 259

1 386 206

155 048

102 944

Cash and cash equivalents comprise the following: Bank and cash balances University of the Witwatersrand, Johannesburg University of the Witwatersrand Foundation Wits Commercial Enterprise (Proprietary) Limited Wits Health Consortium (Proprietary) Limited 28

13

103 Consolidated and Separate Annual Financial Statements For the year ended 31 December 2020

GOING CONCERN The annual financial statements as at 31 December 2020 have been prepared on the going concern basis. In terms of the Companies Act 71 of 2008, the existence and sustainability of the University is determined mainly by using solvency and liquidity testing. We have used these tests, and additional specific assessments, to support the assertion that Wits University is a going concern as at 31 December 2020.

The going concern assumption is a fundamental principle in the preparation of financial statements. Under the going concern assumption, an entity is ordinarily viewed as continuing in business for the foreseeable future with neither the intention nor the necessity of liquidation, ceasing trading or seeking protection from creditors pursuant to laws or regulations. Accordingly, assets and liabilities are recorded on the basis that the entity will be able to realize its assets and discharge its liabilities in the normal course of business. This going concern basis presumes that funds will be available to fund/finance future operations and that the realisation of assets and settlement of liabilities, contingent obligations and commitments will occur in the ordinary course of business and that there is an adequate assets base available to cover short term obligations until 31 December 2021 (12 months from year-end).

The financial indicators that supported our assertion of a going concern are:



There are no fixed-term borrowings approaching maturity that do not have a realistic prospect of renewal or repayment; nor is there an excessive reliance on short-term borrowings to finance long-term assets. Cash and cash equivalents exceed substantially interest bearing borrowings.



There has been no withdrawal of financial support by any creditors.



There are no negative operating cash flows indicated by historical or prospective financial forecasts.



There has been no experience during the financial year of an inability to pay creditors on due dates.



There were no operating losses or significant deterioration in the value of assets reported in any month over the financial year.



The University has the ability to meet its short term obligations i.e. the ability to pay its debts within a 12 month period of year end.



There were no experiences for non- compliance with the terms of loan agreements.



There were no changes from credit to cash-on-delivery transactions with suppliers.

In conclusion the fair value of total assets exceeds the fair value of total liabilities of the University, the current liquidity and solvency ratios are all within industry norm and are favourable, the University therefore continues to adopt the going concern basis in preparing its annual consolidated and separate financial statements.

67

104

105 7. THE WAY FORWARD The year 2020 was shaped by two notable events - Wits University completed the academic year amidst a global pandemic, and successfully navigated a change of leadership. Wit’s response to the pandemic saw a number of remarkable achievements - emergency online Teaching & Learning was implemented, a substantive amount of research on the virus was conducted by Wits researchers, and Wits academics took leading roles in the national response to the pandemic. The University embraced the change of leadership with Professor Vilakazi ably set to lead Wits to its centenary in 2022 and beyond, to steward a new vision for the academy, and to reinvigorate the academic project in a higher education context that is rapidly changing. With the 2022 Strategic Framework in its last phases, the University is focussed on realising the objectives contained in the framework, as well as creating a new vision and strategy to catapult Wits into a new era.

CONTACT US University of the Witwatersrand, Johannesburg Jan Smuts Avenue, Braamfontein, Johannesburg, 2000, South Africa Private Bag 3 | WITS 2050 | South Africa Tel: +27 (0)11 717 1000 ADMISSION ENQUIRIES Tel: +27 (0)11 717 1888 | www.wits.ac.za/askwits FEES feesoffice.finance@wits.ac.za FUNDING info.finaid@wits.ac.za INTERNATIONAL STUDENT ENQUIRIES Tel: +27 (0)11 717 1054/5 | studysa.international@wits.ac.za WITS INTEGRITY HOTLINE Report improper, unethical or illegal conduct or activities related to the University without fear of victimisation. +27 82 938 4559/69 | wits.integrity@wits.ac.za MAILING LIST Should you wish to be placed on a mailing list to receive regular email updates about Wits, please send an email to: witsnews@wits.ac.za FEEDBACK AND QUERIES Please direct any queries regarding this report to registrar@wits.ac.za