Ver-1 Integrated Report 2013 1July2014 - University of the ... structure 8 Council 8 Message from the Chairperson of Council 9 University Management Structure 10 Governance Structure

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Section OneIntroduction 3

Section ThreeGovernance structure 8Council 8Message from the Chairperson of Council 9University Management Structure 10Governance Structure of the University 11Members of Council 12Message of the Vice-Chancellor 14Vice-Chancellor’s Offi ce and the Senior Executive Team 16Leadership structure of the University 17Other Statutory governance structures 17 Convocation 18University Forum 18Student Representative Council 18Actions taken to infl uence strategicdirection 19

Section FourOperating context: risks and opportunities 20Legislative environment 20Legislation and regulations 20Operational risks 20 Senior Executive Team (SET) Risk Dashboard 20 SET Risk Dashboard 21Key risks 22Threats to sustainability 22Opportunities 22Strategic imperatives contributing to sustainability 22Strategic initiatives to generate income streams 23

Section FiveStrategy and resource allocation 24Where is Wits headed 24Risk management challenges - resources and relationships 25Risk management arrangements 25The linkage between strategies and actions 26Competitive advantage: Wits gives you the edge 26Principal management/administrative achievements, structures and resources 27Academic excellence 27Strategy and strategic achievements - institutional positioning initiatives 27Research and innovation 28Institutional development, sustainability transformation and organisational culture enhancement 29Institutional reputation, partnerships and internationalisation 29

Section SixPerformance 30Performance areas identifi ed in 2013 30Research highlights 30Institutional Score card 32Wits Institutional Scorecard: Key performance drivers 2014 33The University’s impacts on resources and relationships 34Signifi cant enrolment data 35Consolidated annual fi nancial statements 39

Section SevenFuture outlook 42Human resources and transformation management initiatives 42Adequacy of staffi ng levels, particularly in critical areas 42Institutional transformation and workplace equity 43Employment Equity (EE) 43Outlook based on realised achievements 43

Organisational overview and external environment 4Mission of Wits 6What the University does and the circumstances under which it operates 6The University’s business model 7Wits’ principal activity 7

Section Two

Distinctly Wits

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Section OneIntroduction

This report provides an overview of the University of the Witwatersrand, Johannesburg and is the University’s primary report to stakeholders. It integrates signifi cant information about strategy, risks, and opportunities and correlates them to social, environmental, economic and fi nancial issues. This report enables stakeholders to assess the organisation’s performance and the ability of the University to create and sustain value over the short, medium and long term.

In terms of Draft Regulations for Reporting by Public Higher Education Institutions published in 2012, as amended, the University submits to the Minister of Education the following Integrated Report of its proceedings and of the management of the University for the period 1 January to 31 December 2013. This Integrated Report meets the requirements of the International Integrated Reporting Committee Framework (IIRC), the International Financial Reporting Standards (IFRS) and Chapter 3 of the Manual for Annual Reporting of Higher Education Institutions. The University is cognisant of and acknowledges the general principles of governance as outlined in the King III Report on Governance.

The University acknowledges the growing emphasis on the need for integrated reporting as recommended in the King Code of Governance Principles for South Africa; a timely evolution in current reporting practice. The importance of the concepts of integrated sustainability and social transformation are supported by the University and is included in its vision 2022 document. In terms of good governance all Annual Reports of the University from 2013 onwards will incorporate integrated reporting as the University has implemented a road map for integrated reporting.

Key offi cials of the University: Chancellor, Vice-Chancellor and principal (Chair of Senate), Chair of Council as at 31 December 2013

ChancellorDeputy Chief Justice Dikgang Ernest Moseneke

Vice-Chancellor and PrincipalProfessor Adam Habib

Chairperson of the CouncilDr Randall Carolissen

3

Developed by Nishi Sooful and Vernon Nel, University of the Witwatersrand, Johannesburg, Private Bag 3, Wits, 2050 * Tel: +27 11 717 1223 * June 2014 ; Website: www.wits.ac.za

Integrated Report 2013

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Section Two

University of the Witwatersrand, Johannesburg

Integrated Report 2013 University of the Witwatersrand, Johannesburg


Organisational overview and external environment

the2.1

The University is formally inaugurated on 4 October 1922 at a ceremony at the Johannesburg Town Hall and Professor Jan Hofmeyr is appointed the �rst Principal.

The Johannesburg municipality donates a site in Milner Park to the University and construction begins on what is now East Campus.

Prince Arthur of Connaught is installed as the University’s �rst Chancellor.Sir William Dalrymple is elected as the �rst Chairperson of the Wits Council.

The Wits Story

1922

The Central Block is o�cially opened by His Royal Highness, Edward, Prince of Wales. In a famous student hoax, a ‘bogus’ prince is initially presented to the crowd.

Professor Humphrey Raikes is appointed Principal. His tendency to fall asleep during important meetings and even o�cial public occasions causes alarm, but is later recognised as narcolepsy and treated.

1925 1928

New Library, now the William Cullen Library, is o�cially opened by Prince George, Duke of Kent.

The University’s Council decides to

begin admitting black students to Wits.

1934

19821968

The Graduate School of Business

Administration (Wits Business School) is established in

Parktown.

Wits alumnus Sir Aaron

Klug wins the Nobel Prize for

Chemistry.

Wits confers an honorary doctorate on

Nelson Mandela.

Honorary Wits alumna Nadine Gordimer wins the Nobel Prize for Literature.

1988

Honorary Wits

alumnus Nelson

Mandela wins the

Nobel Peace Prize.

1993 2002

The University incorporates the Johannesburg College

of Education into the School of Education.

The University’s Donald Gordon Medical Centre,

South Africa’s only independent academic

medical facility, is launched as a result of a R100-million

donation by the Donald

Gordon Foundation.

2003

Prof. Loyiso Nongxa

Vice-Chancellor and

is appointed as Wits’�rst black

Principal.

The Governor-General, Sir Patrick Duncan, o�cially opens

the Great Hall in the newly completed Central Block.

1940

1943

The �rst major Wits student protest – against increased fees – takes place.

On 16 April, thousands of students and sta� stand in silence on campus to mourn the end of academic freedom as the National Party passes the Extension of University Education Act (a follow-up to the Bantu Education Act of 1953). Both acts exclude black students from white schools and universities.

1959

Honorary alumnus Dr Robert Broom

and Professor John Robinson discover

‘Mrs Ples’ at the Sterkfontein Caves.

1947 1960

The University purchases the Sterkfontein site, an area with limestone caves that are famous for their fossil �nds and palaeo-anthropological signi�cance.

On 12 October the �rst full-sized planetarium in Africa, and the second in the Southern Hemisphere opens its doors on Wits Campus to the public.

2006

Wits alumnus Gavin Hood and �ve other

Wits alumni win an

Oscar Academy Award in the category ‘Best

Foreign Film’, for Tsotsi.

2009 2010 2012

Seven-hundred Wits academics and sta�,

including the Vice-Chancellor,

don their academic gownsand bear placards on

Jan Smuts Avenue in protestagainst nationwide

xenophobic attacks.

2008

The new FNB Commerce Building and the Commerce

Library are completed.

The University issues a public statement condemning the

South African government’s denial of a visa to His

Holiness, the Dalai Lama.

Professor Adam Habibtakes o�ce as

Vice-Chancellor andPrincipal on 1 June

A groundbreaking discovery of

AustralophithecusSediba fossils

(one of which isnamed ‘Karabo’)

is announcedto the world by

Wits palaeoanthropologistProfessor Lee Berger.

Wits celebrates its90th birthday with

a party on the LibraryLawns on 4 October.

Dr Randall Carolissenis elected

Chairperson of theWits Council.

2013

storywits

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Section Two




Mission of Wits

The mission of the University 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.

2.2 What the University does and the circumstances under which it operates

The University of the Witwatersrand, Johannesburg (known as Wits), is one of the leading universities in Africa and the world.

Wits is renowned for its academic and research excellence and its commitment to advancing the public good. Its social leadership role was highlighted throughout 2013.

Distinctly Wits

Wits is the only university in Gauteng, and one of only three universities in Africa, to be placed in the top 400 (from amongst 23 500 universities world-wide) in three separate international rankings.

A world-class research university, Wits aims to be fi rmly embedded in the top 100 universities in the world by 2022, its centenary year.

Wits is internationally renowned for its academic and research excellence, and its commitment to advancing the public good. Situated in Johannesburg, the economic hub of the continent, Wits generates high level, scarce skills for a globally competitive world, whilst also addressing local social and economic development.

Wits in numbers

Wits has:

• Five Faculties - Commerce, Law and Management; Engineering and the Built Environment; Health Sciences; Humanities; and Science

• 34 Schools offering over 3 000 courses• 6 200 staff members (of whom 2 600 are permanent and 3 900 are academic)• More than 30 000 students, of which 70% are Black, 52% are female and 33% are postgraduate• 3 200 international students, hailing from more than 96 countries, speaking over 100 languages• 11 libraries giving students and staff access to over 1.5 million books, 500 000 journal titles and

50 000 new electronic resources• 18 residences that accommodate 20% of the student population• Over 100 student clubs and societies• 14 museums including the Planetarium, the Origins Centre, the Wits Art Museum, the Wits Theatre

Complex and the Life Sciences Museum• Developed over 150 000 graduates in its history. More than 90% of Wits graduates obtain permanent

employment within 12 months of graduation

2.3 The University’s business model

2.4 Wits’ principal activity

Figure 2: Wits in numbers

90% of Wits graduates obtain permanent employment with 12 months of graduation

Developed over 150 000 graduates in its 91 years of existence

Almost 37% of all doctoral candidates and about a third of all enrolments are in the Science, Engineering and Technology fields

6 200 staff members of whom of 3 900 are academic

3 600 courses to 31 148 are academic

52% are female

approximately1/3 are postgraduate

WITS IN NUMBERS

Business model

Financial

Intellectual

Research

Human

Social and relationship

Students

Financial

Intellectual

Research

Human

Social and relationship

Students

ActivitiesInputs Outputs Outcomes

Value creation (preservation, diminution) over time

External Environment

Mission and vision

Governance

Performance Outlook

Strategy andresource allocation

Risk andopportunities

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Section Three




ChancellorJustice Dikgang Moseneke

The Chancellor is the titular head of the University and in the name of the University confers all degrees. Council appoints the Chancellor for a six-year term of offi ce. The current Chancellor is Deputy Chief Justice Dikgang Moseneke. He is the recipient of many awards and honorary doctorates from both national and international universities.

Judge Moseneke was the fi rst black advocate to be admitted to the Pretoria Bar. He fi rst took silk in 1993. He served on the technical committee which drafted the 1993 interim constitution. In 1994 he was appointed deputy chairman of the Independent Electoral Commission.

He is a founder member of the Black Lawyers Association and of the National Association of Democratic Lawyers of South Africa, and has served several community-based and non-governmental organisations, including being Chairman of Project Literacy for more than ten years, trustee of Sowetan Nation Building, and deputy chairman of the Nelson Mandela Children’s Fund.

He was appointed to the Constitutional Court in November 2002. In June 2005, Moseneke was appointed Deputy Chief Justice of the Republic of South Africa. In 2006 he succeeded Justice Richard Goldstone as Chancellor of the University of the Witwatersrand. Judge Moseneke is currently serving a second term as chancellor of the University.

Judge Moseneke was born in Pretoria. At the age of 15 he was arrested, detained and convicted for participating in political activities as a member of the Pan Africanist Congress. He spent ten years on Robben Island during which time he matriculated and obtained a BA (English & Political Science) and a BJuris through Unisa. He subsequently completed an LLB, also through Unisa.

3.1.1 Council

The Higher Education Act 101 of 1997, constitutes the principal legal framework for the operation of the Council and directs the Council to ‘govern all public higher education institutions’ subject to this Act, any other law, and the institutional statute. Council is the highest decision-making body legally responsible for the governance of the University of the Witwatersrand, Johannesburg. However, Council cannot rule independently and takes account of the views of its community and other governing bodies.

The Higher Education Act requires that external members (persons not employed by or studying at the University) must form a clear majority – at least 60% of Council. Council is therefore an inclusive democratic structure comprising 30 members including the following constituencies. “60% who come from government structures, commerce and industry (NEDLAC and BUSA), and professional bodies (as prescribed above). 40% are academics, student leaders, support and service staff representatives and offi ce bearers of the University.” This ensures that no interest group internal to the University can dictate decisions.

Chair of CouncilDr Randall Carolissen

Message from the Chairperson of Council

In 2013 the Council of Wits steered the change in the leadership of Council as well as managed the appointment of Professor Adam Habib as the incoming Vice-Chancellor and Principal. In June 2013, Drs Randall Carolissen, Brian Bruce and Theunie Lategan were elected Chairperson, Deputy Chairperson and Chairperson of the Finance Committee of Council respectively. The passing of the baton from Professor Loyiso Nongxa to Professor Adam Habib further coincided with the expiration of term of two Deputy Vice-Chancellors.

This changing of the guard presented some continuity challenges on the one hand, but also provided the space for the incoming Vice-Chancellor to shape the Senior Executive team as well as review the strategic focus of the institution. Professors Andrew Crouch, Beatrys Lacquet and Zeblon Vilakazi were appointed as Deputy Vice-Chancellors Academic; Knowledge, Information and Infrastructure Management; and Research and Postgraduate Affairs respectively. Professors Helder Marques, Ruksana Osman and Imraan Valodia were appointed as Deans of Science, Humanities, and Commerce, Law and Management respectively.

The Senior Executive Team revisited the strategic intent of Wits and, following extensive consultation with Council, re-shaped the Vision 2022 to be consistent with emerging budget realities and strategic imperatives facing the higher education sector. This culminated in the development and implementation of the Council-approved Institutional Performance Plan which guided the fi rst phase of the performance management system for Senior Executives. The approval of the change in the fi nancial year from March to December allowed for more responsive planning and budgeting and further brought Wits in line with the majority of the tertiary sector.

The change in the fi nancial cycle also allowed for more realistic benchmarking of salaries, which had been a point of contention for many years. The concept of the 75th percentile, an aspiration which Wits had committed to previously, is now universally understood and while some anomalies still require redress, it laid the ground to resolve lingering and acrimonious labour disputes.

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3.1 Governance structure

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Section Three




Convocation

Senate

Deputy Vice-Chancellors

Senior Managers

Vice-Chancellorand Principal

Deans

Heads of Schools

UniversityForum

CouncilChancellor

University Management Structure

Management also dealt decisively with very serious sexual harassment cases which resulted in the dismissal of three staff members and the resignation of a fourth, and the establishment of an offi ce dedicated to such cases. The biggest part of the R1.5 billion infrastructure programme, initiated by the previous administration, was also brought to fi nalisation 2013. This included the establishment and renovation of teaching facilities, research infrastructure and student residences. Student accommodation is a national problem and will in all likelihood require ongoing investment from Wits. The renewal of the academic infrastructure, on the other hand, is providing the platform for expansion of postgraduate enrolment and research output.

As it stands Wits is already the leader in South Africa in scientifi c-based programmes. The investment in infrastructure, together with the renewed focus on the establishments of support programmes to promote teaching excellence will greatly assist in improving throughput rates. Council also approved the ongoing assistance by Wits to the Department of Higher Education with the roll-out of the two new universities in Mpumalanga and the Northern Cape. Wits staff members are playing leading roles in both the establishment of infrastructure development as well as the requisite administrative capacity. This, Council believes, is an invaluable role that Wits can and should play in the building of much needed human capital in South Africa to thereby improve the competitiveness of the nation and the lives of all of our people.

While 2013 was not without its challenges, the continued elevated international standing of Wits and the recognition of the intrinsic value of a Wits qualifi cation underscores the resilience and excellence of its people and the commitment of this institution to this great country.

Randall Carolissen

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Section Three




6

Position Incumbent Other positions/achievements

Chairperson Dr Randall Carolissen MBA (Stellenbosch), M.Com (Tax) (North West), PhD (UWC)

Group Executive: SARS

Deputy Chairperson Dr Brian Bruce DEng (Stellenbosch)

Retired CEO: Murray and Roberts

Secretary to the Council

(Acting) University Registrar: Ms Nita Lawton-Misra UDE (UDW) DIP in Specialised Education BA BEd (UNISA) MEd (Educational Psychology) (Wits)

Vice-Chancellor and Principal

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

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

Deputy Vice-Chancellor: Academic

Appointed by the Vice-Chancellor

Professor Tawana Kupe BA (Hons), MA (Zimbabwe), DPhilos (Oslo)

Deputy Vice-Chancellor: Finance and Operations

Appointed by the Minister of Education

Dr Randall Carolissen MBA (Stellenbosch), M.Com (Tax) (North West), PhD (UWC)

Group Executive: SARS

Dr John Kani Hon PhD DLitt (Rhodes)

Executive Trustee: Market Theatre Foundation; Founder & Director: Market Theatre Laboratory; and Chairperson: National Arts Council of South Africa

Dr Sihle Moon BA (UCT), MA (York), PhD (York)

Elected by the Executive of Convocation

Professor Conrad Mueller BSc, BSc (Hons) (Witwatersrand), MSc (RAU), PhD (Witwatersrand)

Professor Kantilal Naik BSc, BEd (Witwatersrand), UED, MEd, DEd (Unisa)

Retired Professor: School of Computational and Applied Mathematics, University of the Witwatersrand

Elected by the 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).

Professor Shireen Hassim BA Hons (Durban-Westville), MA (Natal), PhD (York)

Author of Women’s Organizations and Democracy in South Africa: Contesting Authority (2006), which won the 2007 American Political Science Association’s Victoria Shuck Award for best book on women and politics.

Professor Mary Scholes BSc(Hons) PhD (Witwatersrand)

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

Members of CouncilProfessor Cathi Albertyn BA LLB (UCT), M.Phil (Cambridge), Ph D (Cambridge)

School of Law University of the Witwatersrand

Elected by the Deans of the Faculties

Professor Helder Marques BSc(Hons) PhD (Wits) HDipEd MRSC CCHEM FRSSAfr

Dean: Faculty of Science, University of the Witwatersrand

Elected by the academic staff

Professor Gillian Eagle BAHons, MA(Clin Psych) (Natal), PhD (Witwatersrand)

Professor: Dept of Psychology University of the Witwatersrand

Elected by the support services staff

Mrs Adele Underhay Administrator University of the Witwatersrand

Appointed by the Premier of Gauteng

Mr B Ngobeni BA(Hons) (Limpopo)

Gauteng Provincial Government

Appointed by the Greater Johannesburg Metropolitan Council

Councillor Ruby Mathang BSc (Urban and Regional Planning) (Wits)

MMC for Development Planning and Urban Management

Elected by Donors

Dr Jonathan Broomberg MBBCh (Witwatersrand); MA (Oxon); MSc (London), PHD (London)

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

Dr Theunie Lategan DCom, CA (SA)

Chairman of RARE Holdings Limited, previously served as General Manager at Rand Merchant Bank

Appointed by the Council

Dr Brian Bruce DEng (Stellenbosch)

Retired CEO: Murray and Roberts

Mrs Elisabeth Bradley BSc (OFS) MSc (London)

Retired CEO: Wesco Retired Board member: Standard Bank and Sasol

Rev Canon – Professor Barney Pityana BA(Law), BProc, LLM (Unisa) Hons BD (London), CertTh (Oxford) PhD in Religious Studies (UCT), DD FKC MASSAf

Rector: College of the Transfiguration

Ms Phindile Nzimande BA LLB (Witwatersrand)

CEO: National Energy Regulator of South Africa, RERA Chairperson

Mr Sipho Nkosi BCom (Hons)(Econ) (UNISA), MBA (MASS), OAMLP (OXFORD)

CEO: Exxaro

Mr Rob Hamer CA(SA) ACA(UK)

Head: Investment Banking Division, Rand Merchant Bank

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

General Dental Private Practitioner

Elected by the SRC Mr Sibulelu Mgudlwa SRC President

Elected by the PGA Mr Lebohang Matshaba Student Postgraduate Association

Appointed by BUSU Mr Cas Coovadia BCom (University College Natal)

MD: Banking Association of SA, Chairman of SABRIC and the Johannesburg Civc Theatre

Appointed by NEDLAC Mr Alistair Smith Executive Director: NEDLAC

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Section Three




Vice-Chancellor and PrincipalProfessor Adam Habib

Message of the Vice-Chancellor

Leading a university currently in the contemporary era is an unenviable and challenging task. Undertaking this responsibility in the developing world is an even more onerous one, as the contextual challenges are more acute and the systemic environment more complex. In a world where science and higher education have no national boundaries, addressing local challenges such as declining state funding and students who cannot afford decent meals or accommodation, while still pursuing global competitiveness, requires hard trade-offs that are not simply managerial and strategic but also ethical and moral.

Wits, located at the heart of the South African and African economy needs to confront these challenges, as a responsive institution. Like its host country, Wits is blessed and refl ects multiple social realities within its precincts. It has world class infrastructure and a balance sheet that most African universities can only aspire to. Yet this budget, while large by African standards, is miniscule compared to its international peers and when seen against its own institutional ambitions. Moreover, while the University can boast some world class scientists, research and teaching footprints, it still has to manage the basic problems around funding and students, mentioned earlier. What this means is that Wits, has to balance the imperatives of building a globally competitive university with the demand for national responsiveness, which are not mutually exclusive goals. There are some who hold that being world class requires eschewing the national. In this view, to be world class means simply to imitate the foreign. Wits by contrast, holds as a principle that by responding to the national context, an institution can become globally competitive. It is the responsiveness to one’s contextual specifi cities that enhances a university’s ability, to make unique contributions to the global corpus of knowledge.

A second principle informing our future plans is a more globally recognised and common one. World class universities are built by great academics, who are given fi nancial resources and an enabling environment within which to operate. Both these goals will defi ne our agenda in the years ahead. National responsiveness is refl ected in our commitment to be a nationally diverse and racially integrated institution. Wits is currently one of the more demographically representative of South Africa’s research intensive universities. National responsiveness is also refl ected in our attempt to address throughput rates. In South Africa the vast majority of students, well in excess of 80%, do not complete their degrees within the minimum time. About half leave university without a qualifi cation. In an attempt to address this national challenge, Wits has revitalised its academic support programmes and throughput capacity, by establishing a Teaching and Learning Academy for students at risk. Wits is also providing professional retooling and support to academics in order improve the quality of their teaching.

Finally, in an effort to address inequality in terms of access, Wits has introduced a new scholarship programme entitled the Vice-Chancellor’s Equality Scholarship. Wits has always had a Vice-Chancellor’s Merit Scholarship targeted at the top learners in the country. The Vice-Chancellor’s Equality Scholarship however, is targeted at the top students in quintile one and two schools, those that are the most marginalised and depressed in the country.

The top ten students from these schools have been awarded a similar fully funded scholarship in 2014, to ensure that the talented students in marginalised settings are also given access to a university education at Wits. In addition, the Targeting Talent programme continues for grades ten, eleven and twelve scholars from rural schools who attend a winter school at Wits that provides deep-immersion preparation for university life. These two initiatives are targeted at inequality and are meant to strengthen hope and aspiration in a section of our society where these characteristics are sometimes fragile.

Yet global competitiveness is also integral to our agenda. Wits has initiated a programme to recruit 30 new distinguished scholars, those that are defi ned by the National Research Foundation (NRF) as being at the global cutting edge of their disciplines. A number of new multi-disciplinary research institutes have already been launched. Wits has also signifi cantly increased its quantitative research output while retaining its current globally competitive qualitative footprint. It has increased its existing cohort of postdoctoral fellows by another 100, and developed a plan to fund its postgraduate scholarships to the tune of R300 million over the next fi ve years. By the end of this decade, Wits should be a much more research-productive and postgraduate-oriented university.

These set of measures are intended to create a more globally competitive, yet nationally relevant and responsive Wits. Not only will these measures be important for South Africa to achieve its developmental and transformative potential, but they will also enable Wits to take its place as an equal partner in a global commons of 21st century universities, located in the heart of Africa.

The Senior Executive team and their respective line units made signifi cant advances towards these goals in 2013, and have achieved most of the performance objectives as set out in their Operational Plans. I assumed the role of Vice-Chancellor from June 2013 and would like to express my sincere appreciation to the former Vice-Chancellor, Dr Loyiso Nongxa for the advice, guidance and support he provided during my time as Vice-Chancellor Designate. The Executive and I faced some leadership challenges during my fi rst six months at the helm of Wits, but I am happy to report that as a team, we managed to address these challenges head-on and have acted decisively when required. I am confi dent that Wits is back on an even keel and being strategically repositioned as a globally competitive but equally important, nationally responsive and relevant institution located in the heart of Africa.

Adam Habib

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Section Three




3.1.2 Vice-Chancellor’s Offi ce and the Senior Executive Team

Vice-Chancellor’s Offi ce

Members of the Vice-Chancellor’s Offi ce, together with the fi ve Executive Faculty Deans are responsible for managing the University on a daily basis. The Vice-Chancellor’s team comprises the Vice-Chancellor and Principal, the Vice-Principal, the four Deputy Vice-Chancellors, the Registrar and the Chief Financial Offi cer.

Professor A CrouchVice-Principal and DVC: Academic

Professor B LacquetDVC: Knowledge,Information Management and Infrastructure

Professor Z VilakaziDVC: Research and Postgraduate Affairs

Professor T Kupe DVC: Finance and Operations

Ms N Lawton-MisraActing Registrar

Mr H Van Der WesthuizenCFO

Professor R MooreDVC: Advancement and Partnerships

Senior Executive Team

The Senior Executive Team is an advisory body consisting of the Vice-Chancellor, the Vice-Principal, the four Deputy Vice-Chancellors, the Faculty Deans, the University Registrar, the Chief Financial Offi cer and the Director of Special Projects.

Leadership structure of the University

3.1.3 Other Statutory governance structures

Senate

Senate is the University’s chief academic body, “accountable to the Council for the academic and research functions of the University”. It takes decisions on policy matters of an academic nature, such as:

• academic standards • content of courses• organisation and supervision of instruction• standards of examination, etc.

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Section Three




Convocation

Convocation is a statutory body comprising graduates of the University, the Registrar, full-time permanent members of the academic staff, professors emeriti and other retired members of the permanent academic staff whose period of service was at least 10 years. Diplomates not in possession of a degree are not eligible to vote in Convocation elections.

Members of the Convocation, defi ned as ‘the great legislative assembly consisting of qualifi ed members’ elect the Chancellor of the University, the President of Convocation and the 10 members of the Executive Committee of Convocation (ExCo). The President and one elected ExCo representative sit on the University Council.

University Forum

University Forum is constituted by the Statute governing the University to oversee the implementation of the Higher Education Act and the national policy on higher education. The Forum deals with issues such as:

• race and gender equity policies• selection of candidates for senior management positions• codes of conduct, mediation and dispute resolution procedures• the fostering of an institutional culture which:

- promotes tolerance and respect for fundamental human rights - creates an appropriate environment for teaching, research and learning.

Student Representative Council

The Student Representative Council (SRC) is a body of elected students which aims to provide a service to students to ensure that their voice remains central on the Wits campus. Members of the SRC hold offi ce for one year.

3.2 Actions taken to infl uence strategic direction

Appointment of Senior Management O�cers

New Student Housing

Term Dates for 2014 and 2015

Centre for Diversity Studies

Local + internationalfee increases

MoA Establishment on New Universitites

Institutional Performance Plan

Budget and salary increases for 2014

Investment of restrictedfunds

Human Resources policies

Principles and values regarding proteston Wits University campuses

Fact �nding and outsourcing investigations

Sexual harassment

ResearchPerformance

EnrolmentManagement

Relationships

NationallyResponsive

Attract beststa�

Retain Sta�

Est. diversi�ed sources of iincome

DistinguishedScholars

Lead and ManageWits

Strategy

Action

K E Y

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4. Operating context: risks and opportunities

4.1. Legislative environment

4.1.1. Legislation and regulations

The following legislation and regulations, although not an exhaustive list, is applicable to the University and affects the University’s ability to create and sustain value:

• the Higher Education Act, Act No 101 of 1997;• the Institutional Statute;• the draft Protection of Personal Information Bill;• the Promotion of Access to Information Act (PAIA), Act No 2 of 2000;• the South African Qualifi cations Authority Act, Act No 58 of 1995;• the Basic Conditions of Employment Act; Act No 75 of 1997;• the Labour Relations Act, Act No 66 of 1995;• the Skills Development Act, Act No 97 of 1998;• the Skills Development Levies Act, Act No 9 of 1999;• the Constitution of South Africa 1996;• the Copyright Act, Act No 98 of 1978;• the National Environmental Management Act, Act No 107 of 1998;• the Occupational Health and Safety Act, Act No 85 of 1993;• the Broad-Based Black Economic Empowerment Act, Act No 53 of 2003;• the Pension Funds Act, Act No 24 of 1956;• the Electronic Communications and Transactions Act (ECTA), Act No 25 of 2002;• the Consumer Protection Act (CPA), Act No 68 of 2008; and• the Regulation of Interception of Communications and Provision of Communication-Related

Information Act (RICA), Act No 70 of 2002• the Occupational Health and Safety Act, Act No 85 of 1993

4.2. Operational risks

4.2.1. Senior Executive Team (SET) Risk Dashboard

Key risks and opportunities are set out in the SET Risk Dashboard below.

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15

No

Ye

s

SE

T R

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hboa

rdR

isk

Actio

npr

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ontr

ols

Cur

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Ris

k Te

mpe

ratu

reIndependent Assurance?

Losses

Boi

ling

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Luke

war

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old

War

m

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inte

rnal

con

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s, d

ata

inte

grity

and

dis

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r rec

over

y pl

anni

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SIM

S. In

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f our

IT s

yste

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11

Part

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Ye

s

Inad

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uppo

rt fr

om C

entr

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ervi

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; poo

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scu

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; bre

akdo

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t con

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12

Yes

Ye

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Inte

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com

mun

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cha

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incl

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, rem

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.13

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Cos

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arac

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inst

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ta�

and

stud

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)

14

Yes

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s

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lleng

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recr

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1 Ye

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Yes

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of p

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2 Ye

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Yes

Att

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at h

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3

Yes

Ye

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, inc

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4 Ye

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put b

y st

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5

Yes

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p be

twee

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and

Don

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and

the

quan

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of

third

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me

6

Yes

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Rep

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age

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7

Yes

Ye

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Reg

ulat

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polic

y fo

r stu

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fee

incr

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8

Yes

N

o

Con

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exi

stin

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infr

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9 Pa

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ealth

and

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l

No

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4.2.2. Key risks

Lack of service oriented culture

ice

Declining financial

resources

ggancial

rces

Lack of Management

accountabilityt y

Need to lead/manage

change

Poor Institutional performancermancermance

Lack of Commitment

to Vision 2022

Incoherent institutional

planning

Poor institutional culture/climate

Lack of IT infrastructure

& support

4.2.3. Threats to sustainability

• Failure to prioritise and fund strategic initiatives in the Wits 2022 strategic plan and make trade offs • Marginal increase in subsidy over the next three years• Limit to fee increases – maximum increase will be around 10% p.a. • The weaker Rand and VAT regulations will have an impact on imported library resources• Changing cost structures - E-Learning previously funded by the earmarked teaching development

grant is now part of the Council budget implementing proper occupational health &safety policies & procedures with concomitant supporting organisational structures. An additional R3m is needed for this initiative

• Overdependence on fees and subsidy income

4.3. Opportunities

4.3.1. Strategic imperatives contributing to sustainability

• Several strategic initiatives have been included in the 2014 budget and the 5 year plan to invest strategically to improve research and graduation output

• Appointment of 30 A-rated scholars over the next three years. R10m p.a. is provided for in 2014, 2015 and 2016

• Increase research incentive amount to researchers by R10m in 2014• Enrolment of 1200 postgraduate students. Undergraduate enrolment is the same as 2013• Appointment of 100 post-doctorate fellows. To be funded for the next two years by earmarked funds

after which the program should be self-funding from research (publication) outputs• Investment in improving throughput• Settling the salary/wage dispute issues with the unions to pave the way for a multi-year agreement

and changing the conversation and creating unity of purpose on strategic priorities

4.3.2. Strategic initiatives to generate income streams

• A more aggressive investment strategy for unrestricted funds• Review of the Wits Group to determine which of the companies can provide additional income

streams• A vigorous approach to derive long term value from the Frankenwald estate• Review of Cost Recovery (CORY) and Externally Funded Work Policy

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5.2. Risk management challenges – resources and relationships

ChallengesNo integrated ICT roadmap for Wits Limited interaction with City and Province on

matters of infrastructure and transport and utilities

Address governance issues of ICT at Wits Need to update all relevant policiesNo integrated space planning at Wits Need new policies, e.g. HVAC, energy,

green/sustainable campus, ICT governance, space usage

Clarify roles and responsibilities for PIMD/CPD/SERVICES

Develop a roadmap for the libraries

No preventative maintenance plan Implementation of OH&SNeed to get all the building structures compliant and approved

Implement computing device per student

5.3. Risk management arrangements

DeliverablesMore consultation with university community on needs regarding ICT, infrastructure and services

Set up integrated space planning capability

Develop a roadmap for Wits ICT by June 2014

Set up integrated space development capability

Implement computing device for each stu-dent for 2015

Construct a maintenance plan

Develop an energy (and water) effi ciency plan and implement

Undertake skills needs analysis and skills gap analysis

Develop a roadmap for the library Plan staff developmentImprove contractor management Roll-out of OH&S plan

24 25

Strategyamplify the University’s generation and dissemination of ground-breaking knowledge in niche areas

attract and retain the best academic and support staff

optimise the University’s international visibility and impact of research, and our reputation for teaching

contribute to society through research, teaching and social engagement

maintain a high proportion of international students and staff

maintain a distinctive focus and reputation for ground-breaking research and scholarship in science, engineering and technology (SET) areas

recruit highly talented students for undergraduate education

benchmark with top-league and top-100 universities, including the UK Russell Group, the Australian Group of Eight, and the Big 5 in South Africa

maintain a high proportion of carefully selected postgraduate students

provide a high-quality, supportive research and educational environment for students and staff

produce highly infl uential graduates for the global civil society

establish and sustain a sound base for diversifi ed sources of income

widen its footprint globally through extensive strategic networks

retain a high degree of academic freedom and institutional independence

attract and retain distinguished scholars and prize-winning leaders in niche and strategic fi elds

retain the University’s long-lasting legacy of high-level achievement and excellence

5. Strategy and resource allocation

5.1. Where is Wits headed…

In pursuing the University’s visionary goal of becoming a top-league university located on African soil, it aims to:

From the above it is clear that the University assesses and measures its achievements and targets its outcomes for the short medium and long term. This correlates with the organisational overview and context in which Wits operates. It provides stakeholders with an understanding of what drives and protects the value of the organisation.

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5.5. Competitive advantage: Wits gives you the edge

5.4. The linkage between strategies and actions Wits University has claimed the top African spot within the global executive alma mater index; a study that tracks higher education backgrounds of executives that lead global corporations. Wits also claimed the 24th place in the top global 100 list.

In a statement released on 25 September 2013, it was noted that “Wits University has emerged as the best place to study in Africa if you have aspirations of becoming a global CEO”.

5.5.1. Principal managerial/administrative achievements, structures and resources

In the past year, the University under a new leadership has been repositioned and its Executive portfolios restructured towards achieving its strategic objectives as set out in Vision 2022. During 2013 the University improved its position in the various higher education global ranking systems. The Senior Executive Team (SET) and Vice-Chancellor developed and implemented their portfolios’ Operational Plans for 2013, which were aligned to Wits’ Vision 2022. Institutional performance in relation to these Operational Plans was discussed at the various SET Retreats in terms of identifying specifi c challenges and developing effective strategies to address these challenges. The main areas of responsibilities for the Vice-Chancellor and Principal as agreed to with the University Council for 2013 were as follows:

• Academic excellence• Research and innovation• Institutional development, sustainability transformation, and organisational culture enhancement• Institutional reputation, partnerships and internationalisation.

5.5.2. Academic excellence

A new teaching and learning plan has been adopted by Senate, which involves training for new lecturers managed by the Centre for Learning and Teaching Development (CLTD) and the early identifi cation of students at risk, being co-ordinated by the faculties.

New plans have been approved and implemented to increase postgraduate student numbers by 1 200. Recruitment fairs were hosted in Cape Town, Durban, Pretoria, Johannesburg, Ghana, Nigeria, Kenya, Botswana, Zimbabwe and Lesotho.

5.6. Strategy and strategic achievements - institutional positioning initiatives

Objective and critical areas of performance for the University included continuing to lay a solid foundation for the Wits 2022 Strategic Framework and Wits 2013 Strategy. To achieve this goal there was close monitoring of the University’s performance against set targets and a special focus on the University’s rankings. This monitoring included:

• A Bibliometric Analysis of the State of Research at Wits was produced by the University using the services of Johann Mouton. This report provides rich research performance data which allows for better research planning in the University

• The State of Enrolment Report 2013 was also produced. This report provides a detailed analysis of enrolment trends at Wits in the past four years. It also provides comparison between Wits and other local universities in relation to student enrolment; staffi ng patterns; internationalisation and student success

26 27

Improve management/staff relationships

Improve research performance

Implement throughput plan

Improve enrolment management

Become nationally responsive

Lead and manage Wits

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• Completion of Triennial Reviews in Professional and Support Services• The University improved its rankings on international ranking systems as follows:

Rankings 2011 2012 2013Times Higher Educa-tion Rankings

251-275 226-250 226-250

Times Higher Educa-tion Alma Mater Index: Global Executives Rankings

Wits is positioned 24th among the world top 100 universities from which Fortune 500 CEOs graduated

QS Rankings 399 363 313Shanghai Rankings 301-400 301-400 301-400

• Faculty profi les were completed for all fi ve faculties of the University• The University performance and rankings report, the QS Bespoke Benchmarking Report 2013 was

produced through the QS Rankings• The First Year Experience 2012/2013, Undergraduate Student Experience 2012/2013, Postgraduate

Experience 2012/2013, and the Undergraduate Experience Report 2012/2013 were all completed.• The Student Participation in Quality Assurance Report 2013 was also produced• The analysis of the University’s performance against the Wits 2013 Strategy was conducted and a

detailed report was produced• The fi rst draft of the Wits 2016 Strategy was produced

Various other initiatives have been put in place and its various sub-structures to ensure meaningful monitoring of the University’s performance including Students at Risk and the Wits Facts and Figures.

In addition to this, the University also successfully ran the Wits Distinguished Scholars Programme.

Furthermore, in 2013 the University allocated R14m to the SPARC Fund, which has helped the University community become more innovative in support of the University’s goal to be well-embedded in the top-league of universities globally, which is the cornerstone of the University’s strategic plan.

The University also produced the Wits 2013 Operational Plan, implemented this and reviewed the institution’s performance against this operational plan, producing the Wits 2013 Operational Plan Report. 5.6.1. Research and innovation

• A new research plan which has been prioritised and resourced has been approved by Senate• The Research Incentive (RINC) subsidy was increased by R10m• R20m has been released for the appointment of 100 additional postdoctoral scholars• Senate approved a review of all 21st Century Research Institutes to be concluded in November

2013

5.6.2. Institutional development, sustainability transformation, and organisational culture enhancement

• As approved by the Council, Executive portfolios have been signifi cantly reorganised to enable effi cient management and service delivery

• A new institutional performance scorecard has been developed and approved by the Council. A new performance and bonus scheme for Executives have been approved by REMCO and Council

• A review of the Faculty of Commerce, Law and Management was completed and its fi ndings presented to the Council

• A new enrolment plan to achieve both historical redress and maintain the University’s cosmopolitan character has been implemented

• Expenditure components of the University’s budget have been reviewed and reduced, especially in non-core items such as food and legal costs

• New income streams have also been developed and plans are currently being implemented• A review of all entities in the Wits Group was actioned and led by the Deputy Chairperson of the

Council and a report will be presented to the Council in 2014

5.6.3. Institutional reputation, partnerships, and internationalisation• The University is involved in negotiating an urban rejuvenation project in Braamfontein that

includes among others, creating a safe precinct, developing new entrepreneurial opportunities and pioneering the precinct as a software training hub

• A partnership is currently being explored with the University of Johannesburg on the sharing of resources including library holdings

• The negative press coverage on sexual harassment and student protests at the University was managed timeously and effectively

• A legal case with Gauteng Health was averted and a new development accord pioneered with the Minister of Health on service levels in academic hospitals

• The Vice-Chancellor partnered with the University of Cape Town to establish an African consortium of research universities

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Section Six6. Performance

6.1. Performance areas identifi ed in 2013

6.2. Research highlights

Plans were put in place by the University to improve the research output, including better incentives for researchers, recruitment of additional postdoctoral fellows, recruitment of an additional 30 distinguished research professors and increased supervision capacity.

The University:

• Is one of only two South African universities that continues to publish extensively in high-impact ISI-accredited journals

• Accommodates seven research institutes, 20 research units and 10 research groups• Hosts 22 prestigious South African Research Chairs and dozens of privately endowed chairs• Is the proud home of 14 Centres of Excellence focusing on Mathematical and Statistical Sciences,

Biomedical TB Research, Strong Materials, Aerospace, the Palaeosciences and Advanced Drug Delivery Technology and Viral Gene Therapy

• Is home to over 250 rated scientists of which 16 are A-rated, international leaders in their disciplines

Six Wits scientists were elected to the Academy of Science of South Africa, the offi cial national academy of science which represents the country in the international community of science academies.

Wits physicists were acknowledged and cited by the Nobel Committee when it awarded the 2013 Nobel Prize in Physics. The Witsies are part of a team at the European Organisation of Nuclear Research (CERN) whose collaboration on the ATLAS experiment led to the discovery of the Higgs boson.

The Rock Art Research Institute won the National Heritage Council Golden Shield Award for Academic Excellence in 2013.

The Wits School of Education was recognised for its distinctive role in expanding research in the fi eld of education. The award of the Most Enabling Institutional Environment for Educational Researcher in Africa, is jointly sponsored by the African Development Institute from the African Development Bank and the Korea-Africa Economic Cooperation.

The Faculty of Health Sciences announced the launch of the Wits Research Institute for Malaria (WRIM).

Wits launched a new Evolutionary Studies Institute (ESI), a global hub that aims to expand and extend South Africa’s position as the global leader in the palaeosciences. The ESI combines the strengths of the Institute for Human Evolution, the Bernard Price Institute for Palaeontological Research, and many allied disciplines - palaeontology, palaeoanthropology, molecular biology, genetics, geosciences, archaeology, geography, biology, ecology and climatology.

The fi rst ever evidence of a comet entering Earth’s atmosphere and exploding, raining down a shock wave of fi re which obliterated every life form in its path, was discovered by a team of South African scientists and international collaborators, including Professor David Block from the School of Computational and Applied Mathematics.

30 31

1 • Teaching Effectiveness and Enrolment

2 • Research Output and Research Profile

3 • Technology Innovation and Technology Transfer

4 • Finance

5 • Culture and Intellectual Capital

6 • Brand, Community Engagement and Alumni

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Section Six6.3. Institutional scorecard

The University examined its Key Performance Indicators (KPls) and Key Risk Indicators (KRls) regarding the organisation’s performance against its strategic objectives and related strategies.

The analysis took into consideration six primary strategic goals:

1. Teaching effectiveness and enrolment2. Research output and research profi le3. Technology and infrastructure4. Finance (stability)5. Culture and intellectual capital6. Brand, community engagement and Alumni

The analysis is illustrated below.

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Section Six6.4. The University’s impacts on resources and relationships

6.5. Our role in society

The University fulfi ls its public mandate through a variety of activities. A key component of this range of activities is its academic and research activities that are geared towards Community Engagement and Community Benefi ciation. These academic and research activities are conducted in such a manner that there is mutual benefi t, i.e. the communities served by the University and the various constituencies at the University (staff, students, schools and faculty) should all benefi t from these engagements. The profi le of the institution, its reputation and credibility are central to informing the investment decisions made by the state, industry, philanthropic foundations, individuals and potential students and staff members.

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• the direct provision of services to communities

At Wits, the institution’s broader set of roles are seen as a mix of the following: • direct services to the people in our community • advising government (at all levels) in policymaking decisions; sometimes for free and at other times through commissioned (paid) research • developing appropriate skills for the country • creating knowledge • training leaders

6.6. Signifi cant enrolment data

Faculty of Science - Total

Faculty of Humanities - Total

Faculty of Health Sciences - Total

Faculty of Engineering and the Built Environment - Total

Faculty of Commerce, Law and Management - Total

25.48 %

13.05 %

25.86 %

17.03 %

19.58 %

Enrolled

2013 Student Enrolment by FacultyFaculty Enrolled %Faculty of Commerce, Law and Management - Total 7935 25.48%Faculty of Engineering and the Built Environment - Total 6009 19.58%Faculty of Health Science - Total 5305 17.03%Faculty of Humanities - Total 7742 24.86%Faculty of Science - Total 4067 13.06%Grand Total 31148 100.00%

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Institutional climate is improving, robust engagement in Senate and other forums

Strategic priorities will be led, managed and monitored by SET, Senate & Council

Performance scorecard has been developed and will be implemented and monitored

SET to provide leadership and support for Heads of Schools in terms of institutional performance

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Section Six

UNKNOWN, UNKNOWN, UNKNOWN

MALE, WHITE, WHITEMALE, BLACK, INDIANMALE, BLACK, COLOUREDMALE, BLACK, CHINESEMALE, BLACK, AFRICANFEMALE, WHITE, WHITEFEMALE, BLACK, INDIANFEMALE, BLACK, COLOUREDFEMALE, BLACK, CHINESEFEMALE, BLACK, AFRICAN

30.91 %

0.29 %

2.40 %

7.67 %

13.28 %

27.49 %

10.72 %

5.47 %

1.31 %

0.38 %

0.07 %

2013 Student Enrolment by Gender and RaceGender Race Parent Race Enrolled %FEMALE BLACK AFRICAN 9627 30.91 %

CHINESE 91 0.29 %COLOURED 749 2.40 %INDIAN 2390 7.67 %

BLACK Total 12857 41.28 %

WHITE WHITE 4138 13.28 %WHITE Total 4138 13.28 %

FEMALE TOTAL 16995 54.56 %MALE BLACK AFRICAN 8564 24.49 %

CHINESE 117 0.38 %COLOURED 407 1.31 %INDIAN 1704 5.47 %

BLACK Total 10792 34.65 %WHITE WHITE 3339 10.72 %WHITE Total 3339 10.72 %

MALE TOTAL 14131 45.37 %UNKNOWN UNKNOWN UNKNOWN 22 0.07 %

UNKNOWN Total 22 0.07 %UNKNOWN Total 22 0.07 %Grand Total 31148 100.00 %

2013 Student Enrolment by Faculty and Gender

Faculty Gender Enrolled %

Faculty of Commerce, Law and Management - Total

FEMALE 4121 13.23 %MALE 3810 12.23 %UNKNOWN 4 0.01 %

Faculty of Engineering and the Built Environment - Total

FEMALE 2014 6.47 %MALE 4084 13.11 %UNKNOWN 1 0.00 %

Faculty of Health Science - Total FEMALE 3465 11.12 %MALE 1836 5.89 %UNKNOWN 4 0.01 %

Faculty of Humanities - Total FEMALE 5416 17.39 %MALE 2314 7.43 %UNKNOWN 12 0.04 %

Faculty of Science - Total FEMALE 1979 6.35 %MALE 2087 6.70 %UNKNOWN 1 0.00 %

Grand Total 31148 100.00 %

Faculty of Science - Total UNKNOWN

Faculty of Science - Total MALE

Faculty of Science - Total FEMALE

Faculty of Humanities - Total UNKNOWN

Faculty of Humanities - Total MALE

Faculty of Humanities - Total FEMALE

Faculty of Health Science - Total UNKNOWN

Faculty of Health Science - Total MALE

Faculty of Health Science - Total FEMALE

Faculty of Engineering and the Built Environment - Total UNKNOWNFaculty of Engineering and the Built Environment - Total MALEFaculty of Engineering and the Built Environment - Total FEMALEFaculty of Commerce, Law and Management - Total UNKNOWNFaculty of Commerce, Law and Management - Total MALEFaculty of Commerce, Law and Management - Total FEMALE

13.23 %

12.23 %

6.47 %

13.11 %

11.12 %

5.89 %

17.39 %

0.04 %

6.35 %

6.70 %

7.43 %

0.00 %

0.01 %

0.00 %

0.01 %

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Section Six6.7. Consolidated annual fi nancial statements

8

STATEMENT OF FINANCIAL POSITION GROUP

Consolidated Annual Financial Statements

For the year ended 31 December 2013

UNIVERSITY

3102 etoN Restated

2012

2013 Restated

2012

000’R 000’R

R’000 R’000

ASSETS Non-current assets 8 560 785 8 127 044 8 125 788 7 701 376

Property, plant and equipment 12 6 524 376 6 197 708 6 407 733 6 078 271 Intangible assets 13 147 240 136 115 147 240 136 115 Available-for-sale-investments 14 1 800 631 1 708 372 1 143 351 967 471 Interests in controlled entities - 51 - 252 174 413 283 Student loans - 61 - - - Interest in joint venture and associated entities 17 77 424 75 639 76 154 53 710 Accrued lease income - 81 - 93 037 48 316 Deferred income tax assets 51 91 - - - Other non-current receivables 20 11 099 9 210 6 099 4 210

Current assets 936 878 907 389 284 158 220 419

Inventories 21 16 472 14 164 16 451 14 137 Current portion of other non-current receivables 20 4 966 4 566 4 966 4 566 Trade and other receivables 22 332 724 286 251 197 620 148 369 Cash and cash equivalents 23 582 716 602 408 65 121 53 347 TOTAL ASSETS 9 497 663 9 034 433 8 409 946 7 921 795

FUNDS AND LIABILITIES NON-DISTRIBUTABLE RESERVES

Property, plant and equipment 529 476 494 884 497 632 462 048 Revaluation reserve 3 896 551 3 896 551 3 880 043 3 880 043 Fair value fund 235 177 204 304 101 770 61 452 TOTAL NON-DISTRIBUTABLE RESERVES 4 661 204 4 595 739 4 479 445 4 403 543 Unrestricted use funds Endowment and contingency reserve 976 068 980 283 510 935 515 688 TOTAL RESERVES AND UNRESTRICTED FUNDS 5 637 272 5 576 022 4 990 380 4 919 231 Restricted use funds 1 135 061 1 027 152 1 138 252 1 034 308

Other educational and general 1 081 320 970 970 1 084 509 978 126 Residences 53 741 56 182 53 743 56 182

RESERVES AND FUNDS 6 772 333 6 603 174 6 128 632 5 953 539

LIABILITES Non-current liabilities 1 769 460 1 496 967 1 753 748 1 476 749

Interest-bearing borrowings 24 417 226 394 903 414 189 391 462 Post- retirement healthcare - benefit obligations 25 391 825 364 893 391 825 364 893 Government grants - deferred income 26 933 664 720 394 933 664 720 394 Lease incentive accrual - 72 300 - - Deferred Income 28 26 745 16 477 14 070 -

Current liabilities 955 870 934 292 527 566 491 507

Deferred Income 28 6 173 5 819 - - Trade and other payables 29 940 764 921 311 519 337 485 618 Current portion of borrowings 24 8 633 6 262 8 229 5 889 Current portion of lease incentive accrual 27 300 900 - - TOTAL FUNDS AND LIABILITIES 9 497 663 9 034 433 8 409 946 7 921 795

2013 Qualifi ed Undergraduate StudentsExt / Non-Ext Desc Race Parent Race Qualifi ed %Extended General Academic 1st Bachelors 16 0.40 %

Professional 1st Bachelors Degree 27 0.68 %Extended Total 43 1.09 %Not Extended General Academic 1st Bachelors 2074 52.48 %

Professional 1st Bachelors Degree 1818 46.00 %Undergraduate Diploma 17 0.43 %

Not Extended Total 3909 98.91 %Grand Total 3952 100.00 %

2013 Qualifi ed PostgraduatesProgram Type Qualifi ed %Doctoral Degree 195 6.28 %Honours Degree 1043 33.57 %Masters Degree (Research and Coursework) 933 30.03 %Masters Degree (Research) 225 7.24 %Postgraduate Diploma 711 22.88 %Grand Total 3952 100.00 %

Postgraduate Diploma

Masters Degree (Research)

Masters Degree (Research and Coursework)

Honours Degree

Doctoral Degree

6.20 %

33.57 %

30.03 %

7.24 %

22.88 %

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Section SixCONSOLIDATED STATEMENT OF CASH FLOW GROUP UNIVERSITY

2013

2012

2013

2012

Note R'000 R'000 R'000 R'000 Cash flows from operating activities Cash generated from operations 30 (102 411) 162 831 (9 541) 158 569

stsoc ecnaniF (76 106) (61 110) (59 824) (53 285) )diap(/deviecer xaT (110) - - -

Net cash (outflow)/inflow from operations (178 627) 101 721 (69 365) 105 284 Unexpended grants and donations 134 750 (28 713) 130 781 64 328 Net cash (outflow)/inflow from operating activities

(43 877)

73 008

61 416 169 612

Cash flows from investing activities Purchase of property, plant and equipment

(481 947)

(439 891)

(457 910) (417 116)

Purchase of intangible assets (30 461) (95 591) (30 461) (95 591) Proceeds on disposal of property, plant and equipment

696

834

492

185

Purchase of available-for-sale investments

(2 407 287)

(1 725 125)

(1 749 499) (1 330 783)

Proceeds on disposal of available-for-sale investments

2 453 577

1 760 074

1 614 355

1 405 813

Decrease/(Increase) in student loans - 7 758 - 7 758 Increase in accrued lease income - - (44 721) (48 316) Increase in loans and receivables (2 289) (5 757) (2 289) (757) Decrease/(Increase) in interest in controlled entities

-

-

161 109 (13 006)

Decrease/(Increase) in interest in joint venture and associated entities

(2 506)

(26 251)

(2

508)

(53 710)

deviecer tseretnI 91 247 110 342 64 727 84 210 deviecer sdnediviD 27 188 15 175 17 723 3 462

Net cash used in investing activities (351 782) (398 432) (428 982) (457 851)

Cash flows from financing activities Increase in Government grants 339 439 222 920 339 439 222 920 Proceeds from lease incentive accrual (900) (900) - - Increase in Deferred income 10 621 3 530 14 070 - Proceeds from interest-bearing borrowings

39 625

111 905

39 623

111 128

Repayment of interest bearing borrowings (14 931) (33 869) (14 556) (32 748) Net cash inflow from financing activities 373 854 303 586 378 576 301 300

(Decrease)/Increase in cash and cash equivalents

(21 805)

(21 838)

11 010

13 061

Cash and cash equivalents at beginning of year

23 602 408

622 545

53 347 38 585

Exchange profits on cash and bank overdrafts

2 113

1 701

764

1 701

Cash and cash equivalents at end of year

23 582 716

602 408

65 121

53 347

Cash and cash equivalents comprise

:gniwollof eht

secnalab hsac dna knaB University of the Witwatersrand, Johannesburg 65 121

53 347

65 121

53 347

University of the Witwatersrand Foundation 8 793

28 877

-

Wits Commercial Enterprises (Proprietary) Limited 34 330

39 167

-

Wits Health Consortium (Proprietary) Limited 469 896

478 276

-

Speer Management Services (Proprietary) Limited 1 112

-

-

The Witwatersrand University Flying Association 139

168

-

Origins Centre Association (Non Profit Company) 3 325

2 573

-

582 716 602 408 65 121 53 347

STATEMENT OF COMPREHENSIVE INCOME

2013

Council Controlled Unrestricted

R'000

Specifically Funded Restricted

R'000SUB-TOTAL

R'000

Student & Staff Accommodation

R'000 TOTAL R'000

Group Surplus after transfers (9 519) - (9 519) 13 937 4 418 Other comprehensive income : Investments – fair value adjustment 138 549 - 138 549 - 138 549 Realised gain on sale of available for sale assets (107 676) - (107 676) - (107 676) Actuarial loss on post-retirement healthcare (882) - (882) - (882) Total comprehensive income for the year 20 472 - 20 472 13 937 34 409

University Surplus after transfers (9 061) - (9 061) 13 937 4 876 Other comprehensive income : Investments – fair value adjustment 40 736 - 40 736 - 40 736 Realised gain on sale of available for sale assets

(418) - (418) - (418)

Actuarial loss on post-retirement healthcare (882) (882) (882) Total comprehensive income for the year 30 375 - 30 375 13 937 44 312

Restated 2012

Council Controlled Unrestricted

R'000

Specifically Funded Restricted

R'000SUB-TOTAL

R'000

Student & Staff Accommodation

R'000 TOTAL R'000

Group Surplus after transfers 32 186 - 32 186 7 732 39 918 Other comprehensive income : Investments – fair value adjustment 127 168 - 127 168 - 127 168 Realised gain on sale of available for sale assets (14 708) - (14 708) - (14 708) Actuarial loss on post-retirement healthcare (30 325) - (30 325) - (30 325) Total comprehensive income for the year 114 321 - 114 321 7 732 122 053

University Surplus after transfers 62 929 - 62 929 7 732 70 661 Other comprehensive income : Investments – fair value adjustment 41 749 - 41 749 - 41 749 Realised gain on sale of available for sale assets - - - - - Actuarial loss on post-retirement healthcare (30 325) (30 325) (30 325) Total comprehensive income for the year 74 353 - 74 353 7 732 82 085

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Section Seven




7. Future outlook

This section on future outlook builds on the content elements and actions of sections two to six and highlights anticipated changes expected over time. It provides information, built on sound and transparent analysis about:

• How the University is currently equipped to respond to the operating context that it is likely to face in the future

• How the University balances short and long-term interests• Potential repercussions of where the University expects it will go in the short, medium and long term• The actions needed to get there• The associated uncertainties

7.1. Human resources and transformation management initiatives

7.1.1. Adequacy of staffi ng levels, particularly in critical areas

Scarce Skills are directly linked to the University’s ability to fi ll vacancies quickly with suitably qualifi ed/talented individuals. However, given the national skills constraints within the areas of Information and Communications Technology (ICT), Engineering, Medicine (and related Therapeutic Sciences), the technical Sciences, and Accounting and Mathematics, skills in these areas within the University are inadequate.

In particular, the Faculties of Health Sciences, and Engineering and the Built Environment, often struggle to fi ll vacancies in their particular subject areas because of competition with the private sector. Potential incumbents who have the necessary knowledge and skills are quickly snatched up by industry given that the private sector has the ability to offer far more lucrative salary packages. In an attempt to offset the negative effects of market competition for skilled labour, the University continually tries to attract young academics (under the age of 40 years) and place them on Project Fortifi cation. Under the auspices of the Centre for Learning and Teaching Development (CLTD), this project is aimed at bolstering support for ‘young academics’ so that they are better able to complete their PhDs.

Critical Skills have particular relevance and signifi cance to the Human Resource Development function of the University (i.e. staff training and development). They provide a direct indication of the kind of training and development that needs to be targeted and prioritised for any given year.

The University’s priority/critical skills training requirements emerged as follows in 2013:

• Leadership/managerial skills• Project management skills• Diversity management skills • Research supervision skills • Teaching and research skills• e-Learning skills • Occupational health and safety skills• Fundraising skills• Employment relations skills (ER/IR)• Confl ict resolution skills• Service excellence skills

Within the constraints of the available training budget, many of these Critical Skills are being addressed through the roll-out of staff training and development programs in 2013-2014.

7.1.2. Institutional transformation and workplace equity

In line with the Vice Chancellor’s strategy, the focus of transformation in 2013 has shifted signifi cantly to one where the commitment and accountability for the transformation of the University rests with line managers, including Deans and heads of support divisions/departments. The role of the Transformation and Employment Equity Offi ce is to ensure an enabling, and empowering environment. The goal of transformation at the University has been articulated as a collective effort to obtain social justice, demographic representivity, inclusiveness, redress, cosmopolitism and research, teaching and service excellence.

Over the next fi ve years, the transformation efforts of the University will be guided by the Wits Transformation Plan which was crafted under the auspices of the University Forum. The six broad areas of transformation are:

• Student life and participation• Learning, teaching, research• Employment equity• Institutional culture• Community engagement• Governance

7.1.3. Employment Equity (EE)

The University Employment Equity Plan will expire at the end of 2014. The process of consultatively putting together the EE Plan for the period 2015-2020 will be the primary preoccupation of 2014.

7.2. Outlook based on realised achievements

Wits, like other universities in South Africa, needs to balance the imperatives of building a globally competitive institution with the demands of being nationally responsive. Both goals, national responsiveness and global competitiveness will defi ne our agenda in the years ahead. In the past year, the University under a new leadership has been repositioned and its Executive portfolios restructured towards achieving its strategic objectives as set out in Vision 2022. To this end, the University leadership in consultation with the Council, identifi ed six main priorities to be addressed in 2013 as follows:

1. Improve management and staff relationships2. Improve research performance3. Implement throughput plan4. Improve enrolment management5. Become nationally responsive6. Lead and manage the institution effectively

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Section Seven




In terms of performance on these objectives the following issues will be addressed in 2014:

• Labour issues, relationships between management and the unions and a process for a multi-year salary negotiations

• Improve the research output including better incentives for researchers, recruitment of additional postdoctoral fellows, recruitment of an additional 30 distinguished research professors and increased supervision capacity

• Professionalisation of teaching staff together with the establishment of a Teaching and Learning Academy for students at risk academically

• Review of the University’s residence policy and investigate a plan for make the institution more cosmopolitan in character, especially in the residences, the new Equality Scholarship for students in quintiles one and two will be implemented and the Targeting Talent Programme for schools will be expanded

• Performance agreements for the Executive would be fi nalised• A Sexual Harassment Offi ce will be established to investigate complaints and respond accordingly

The Senior Executive Team and their respective line units have performed satisfactorily in 2013, achieving most of the performance objectives as set out in their Operational Plans. There are some projects on which Wits has not made as much progress as initially anticipated. Therefore these projects will be prioritised in 2014 by the Senior Executive Team.

An examination conducted by the Executive Management identifi ed leadership challenges. Some of these challenges were addressed and resolved in 2013. However, it has become imperative that in order for the University to be strategically positioned as a global world class university, Wits envisages that it would be nationally responsive, and a relevant institution located in the heart of Africa.

The University owns a 200 hectare fallow tract of land adjoining the Waterfall development between Sandton and Midrand. The University will pursue various strategies to obtain an annual income pool from this asset, which it could deploy towards bursaries, staff development and other developmental ends.

The Senior Executive Team decided that in 2014 it would focus on the following strategic priorities; reviewing the strategic commitments to Council that had been achieved in the past year, by each of the Faculties and business units; thematic discussions on important strategic goals and challenges facing the University in 2014, such as IT provision; implementation of the Institutional Performance Scorecard; and the Wits Business School as a strategic contributor to the overall agenda of the University.

44

Documents

Ver-1 Integrated Report 2013 1July2014 - University of the ... structure 8 Council 8 Message from the Chairperson of Council 9 University Management Structure 10 Governance Structure