THE SERVICE PROVIDER
Urban Edge Architects
P O Box 71299
Bryanston
2021
Tel: 011 486 0641
Fax: 011 486 0657
Email: urbanedge@uejhb.co.za
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TASK TEAM
The Task Team whose inputs were used under facilitation by the service provider, Urban Edge, were comprised the following:
ZINGITWA N (MR)
ZIDE G N (PROF)
LOUW A (PROF)
VAN DER BANK R (PROF)
MABUZA R (PROF)
DHURUP R (PROF)
NDEGE M (PROF)
KHUBONI M (MR)
OMARA-OJUNGU P (PROF)
MARTIN R (DR)
VAN DER MERWE H (MR)
DIAGO M (MR)
TSIEANE F (MR)
RAMASODI D (MR)
ROBERTS N (MRS)
SEROKA S (DR)
MOKOENA D (DR)
CHAIRPERSON
DVC: OPERATIONS & RESOURCES
DVC: INNOVATION
EXECUTIVE DEANS
EXECUTIVE DIRECTOR: CORPORATE AFFAIRS
CAMPUS DIRECTOR: EKURHULENI
CAMPUS DIRECTOR: SECUNDA and ACTING ED: HR
PROJECT MANAGER: INNOVATION, EDUCITY
PROJECT MANAGER: VC’S OFFICE
EXECUTIVE DIRECTOR: FINANCE
EXECUTIVE DIRECTOR: IT SERVICES
EXECUTIVE DIRECTOR: LIBRARY
EXECUTIVE DIRECTOR: SSS
REGISTRAR
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EXECUTIVE SUMMARY
1.
Introduction
Vaal University of Technology approved the new strategy, vision and mission around the year 2011. Subsequently, in 2013 the nine (9) Predetermined Strategic
Objectives were approved, which would be subject to the annual audit by the
Auditor-General.
Therefore, based on these Predetermined Strategic Objectives, together with the requirements by the Department of Higher Education & Training (DHET), the CMP project was embarked upon.
The journey of the development of VUT assumed the following path:

The University Council approved in 2011 the strategy, vision and mission, which incorporated VUT values.

Council represented by the Administrator approved the Enrolment Plan 2012
– 2019.

In 2013, Council approved VUT’s nine (9) Predetermined Strategic Objectives.

Significant changes / additions to the physical infrastructure have occurred from 2011, and such projects are still ongoing in 2014.

The nature and number of programs offerings on each of the five campuses has changed in the last three (3) years, including the relocation of programs offered by the Faculty of Management Sciences from Sebokeng to Main
Campus.
The investment in the physical infrastructure on the three (3) affected campuses has been as follows:
 The Main Campus has been developed to include the new IT & Registration building, and the new Engineering building.
 Also, about 100 offices were upgraded to affect about 993 academic staff members as the new Engineering and IT & Registration buildings became functional.
The main campus hosts all four faculties of Applied Computer Science, Engineering
& Technology, Humanities and Management Sciences.
The Schneider Education South African branch for Electric project is also stationed on main campus.
The student accommodation on main campus was increased from some 1650 beds by a new 480-bed residence.
Currently, another residence of 400 beds is under construction.
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The Sebokeng Campus, now referred to as Science Park houses the Technology
Transfer & Innovation (TTI) Centre, ChemCity, Steinmuller Project, Small
Enterprise Development Agency.
On the campus, a 300-bed student residence is being built and completion is expected in 2015.
Further, the 4-storey Teacher Education Building is being constructed on the campus for completion in 2015.
Other activities on the campus include the following: i) Innovation Centre; ii) Office of the Campus Administrator; iii) Centre of Sustainable Livelihood (CSL); iv) Soya Demonstration Centre; v) VUT / TIA Technology Station; vi) Additive Manufacturing precinct; vii) E-skills Academy & Internet Café; viii) Stein Muller Welding Academy; ix) VUT-DED Fabrication Laboratory; x) Composite Laboratory; xi) Graduate Business Support Centre; xii) Enterprise Development Centre; xiii) Sasol-VUT Commercial Centre; xiv) Institute of Chemical & Biotechnology; xv) National Footwear & Leather Incubator; xvi) Offices of the National Footwear & Leather Cluster; and xvii) Small Enterprise Development Agency.
Daveyton Campus
Programmes offered at the campus are in the faculties of Applied and Computer
Sciences, Management Sciences and Human Sciences.
The campus plans to build a 500-bed student residence during 2015 for occupation in 2016.
Upington Campus
The Upington Campus is the smallest of all the campuses in respect of student numbers and programme offerings.
Academic programs are in the faculty of Management Sciences, Human Sciences and Applied & Computer Sciences.
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The CMP attempts to represent the nine (9) strategic Predetermined Objectives approved by Council in 2013.
The CMP also seeks to address in a coordinated way, issues of space deficits and surpluses in all four (4) faculties, and at the Science Park.
The overpopulation of the main campus is considered and the overpopulation in respect of the specific programmes enrolments is dealt with in accordance with the HEMIS norms and standards.
In respect of student accommodation, the University’s plans are towards increase the student accommodation to the 34% norm required by the gazette Policy on
Student Housing at Public Universities. The current provision of student accommodation is at about 10% of the student population.
Also, the university has an Executive Management Committee approved policy on
Accreditation of Privately-owned Student Accommodation to alleviate the current shortages.
The structure and approach to the library in respect of e-learning, e-books among the latest developments is being benchmarked for implementation.
The current Library has a knowledge Commons for Masters and Doctoral students with computers facilitating internet access. There are social to formal and quiet areas.
The Learning Commons for Undergraduate Students also have internet access with computers, while there is also a BTech or post-graduate room with internet access, including copying and scanning facilities.
Summary for the Individual Campuses
The vision of the Daveyton Campus is to transform the current site of delivery into a fully-fledged satellite campus. Preparations are being made towards approval of the PQM clearly defining and aligning the needs of the campus. The framework for the campus also include programmes and activities that promote the student university experience, and the creation of parity between the Ekurhuleni Campus and those at other campuses. Also receiving attention are programmes, plans and policies related to the core business of VUT. Currently, the Ekurhuleni Campus focuses only on teaching and learning.
Therefore, the proposed master plan for Ekurhuleni covers the following categories:
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
PQM
 Campus physical infrastructure
 Student enrolment and support services
 Campus staff; and
 VUT core business
The Campus PQM
Initially within the next 5 years it is planned that new academic programmes will be added to existing programmes. This plan is partly driven by the needs of
Ekurhuleni region, current academic staff capacity and on-going demands from potential students.
New programmes
Accordingly the following new programmes (at Diploma and Bachelor degree levels) are proposed for launching within the next 5 – 10 years.
Faculty of Engineering:

Transportation or railway engineering

Electrical engineering
Faculty of Applied and Computer Sciences:

Environmental Sciences

Physics, Chemistry and Mathematics (as service courses)

Agriculture
Faculty of Management Sciences:

Logistics
 Financial Economics
 Small Business Management
Faculty of Human Sciences:
 Ecotourism and Tourism Logistics
 Health and Safety Management
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Secunda Campus
The Secunda Campus’ mandate is to deliver quality teaching and learning programmes to industry and community stakeholders in the Mpumalanga province. Programmes are offered in the Faculty of Engineering and Technology,
Human Sciences and Management Sciences. In the Faculty of Engineering and
Technology, a Foundation Programme will be introduced, based on the current
Intro SET programme on main campus in Vanderbijlpark. There are also plans to extend the Technology Transfer and Innovation services to the Secunda campus.
Science Park Campus
The vision for the Science park campus is to transform the site into an economically prosperous region in the Sebokeng Precinct. The Precinct will compromise:
 Manufacturing precinct
 Incubation precinct
 Business park

Training & teaching venues

Education Faculty

Student residences

Retail area with a housing development complex

Recreational area.
The vision of developing the Sebokeng precinct with the VUT Science Park at its heart is a unique opportunity to transform the region through technology and economic activities that creates employment for the region.
The current activities at the Science Park have been a catalyst to secure opportunities that have resulted in immediate infrastructural requirements for the following facilities: i) Demonstration Centre in renewable energy and waste beneficiation; ii) Foundry Demonstration Centre; iii) Soya Demonstration Centre & Storage area iv) A National Footwear & Leather Incubator; v) Oil, Health & Natural Medicines Incubator; vi) VUT-SEDA Incubator(s); vii) Technology workshops; viii) Leather Beneficiation Manufacturing facility; ix) Eskom Production Facility (I) x) Eskom production Facility (II) xi) Oil, Health & Food manufacturing Facility; and xii) Ambio Environmental Laboratory (Food, Tox & Micro laboratory – H-block).
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In addition to the facilities above, a recreation facilities is privisaged. Also, a housing development to accommodate the local manufacturing, incubation staff is planned.
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2.
2.1
2.2
Background to the Campus Development Master Plan (CMP)
The VUT Strategic Objectives 2014 – 2019
The Council approved VUT Strategic Objectives (SA) for the period 2014-2019 are listed below:
SO1 Create an enabling environment for effective strategic management
SO2 Build a PQM and institutional curriculum of excellence
SO3 Achieve adequate funding levels
SO4 Improve the corporate image of VUT
SO5 Improve student access and success
SO6 Optimise teaching and learning
SO7 Enhance research output, innovation and commercialisation
SO8 Ensure effective management of Human Resources
SO9 Improve institutional effectiveness
These objectives which co-incidentally form part of the Vice-Chancellor’s performance contract, are subjected to an annual audit by the Auditor General.
The VUT Values Charter
The VUT Values Charter are incorporated in the University’s Strategy, Vision and
Mission as below:
Vision
To be a University that leads in innovative knowledge and quality technology education.
Mission
Our mission is to produce employable graduates who can make an impact in society by:

Creating a scholarly environment conducive for knowledge creation, learning and innovation.

Developing a program Qualification Mix that meets the needs of society in
Africa and beyond.
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2.3
2.4
2.5
2.6
The Approval of the CMP
The principle of the CMP project was approved by both the Executive
Management Committee and Council. Both structures will consider final approval of the CMP, once completed.
Matters not covered in the CMP
As the CMP is a representation of the VUT Strategic direction and is therefore highlevel, it is intended to provide sufficient guidelines to VUT stakeholders in respect of a structural plan to grow the University.
Also, the CMP will allow DHET to understand the needs of VUT in terms of among others, funding that would be required for the various projects to enable the
Vision.
The disability audit conducted in 2010 remains valid, and forms part of this CMP.
The maintenance audit is in the process of being compiled, and will be submitted as a supporting document to the CMP once the exercise is completed.
Status Quo of the Campuses
The status quo of each of the campuses is discussed in latter relevant sections.
Some of the issues common to all the campuses include:

The general conditions of the physical infrastructure presents a challenge to improve on the maintenance backlog estimated to be about R30m.

Campus equivalence requires attention such that facilities at all campuses are as close to those on main campus as possible. These include library facilities, general maintenance, lecture venues, security and recreational facilities among others.

Development of the campuses of Secunda, Daveyton and Upington is restricted by the position that they are not owned by VUT.
The Library
Introduction:
One of the library’s key focus areas is to ensure accessibility to information in terms of both the physical space (library as a place) and the virtual environment
(24/7). All of the library’s activities are in support of teaching, learning and research.
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3.
3.1
All current and future requirements are in support of the following strategic themes:
Improve student access and success (SO5)
Optimize teaching and learning (SO6)
Enhance research output, innovation and commercialization (SO7)
Mission and vision of the library:
To provide access to quality information to support the dynamic needs of VUT.
The Library is a strategic asset to the University, contributing to the creation of knowledge and the development of life-long learning by means of:
•
•
•
Skilled and motivated staff.
Innovative information technology and infrastructure.
Quality resources and services to meet the information needs of the library’s clients.
• User friendly physical and virtual environments for study, teaching and research.
•
•
Marketing of resources and facilities.
Information literacy programmes using current technology.
Value proposition
Customer intimacy which encompasses getting to know our clients well through various interventions of which:
•
•
•
Embedded librarian concept is one.
Focus on campus needs rather than on what librarians do is another.
Support decision making of our clients.
Operational excellence is achieved through navigating within an
•
•
Ambiguous environment and operate on the principle of
Planned abandonment (stop doing things that no longer add any value).
Principles that Underpin the CMP
Academic Planning Principles
The considerations for developing academic planning for VUT include the following:
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 The enrollment planning process and its implications for the long term infrastructure plan.
 Constraints in Faculties.
 Academic support with a focus on teaching and learning.
 Research support.
 The spatial model is primarily based on HEMIS norms, including lecturing, study and laboratory spaces.

The main campus is currently overpopulated, with very little opportunity for growth beyond the currently physical infrastructure projects.

The Sebokeng campus has vast land that can be used for future growth.

All four (4) Faculties, Engineering & Technology, Management Sciences, are represented at the Main Campus.

The Daveyton Campus offers programmes in the Faculty of Management
Sciences; Applied & Computer Sciences and Human Sciences.

The Secunda Campus offers programmes in the Faculty of Engineering and
Technology, Human Sciences and Management Sciences.

Courses offered at the Upington campus are in the Faculty of Management
Sciences, Human Sciences and Applied & Computer Sciences.
3.1.1
Student Numbers and Growth Policy
The university has planned an annual growth in enrolment of 1% for the period
2014- 2019.
Enrolment Planning Principles
To manage the actual enrolment with the enrolment plan going forward, to be within a variance of 2% as required by the DHET.
All campuses show a decline in enrolments from 2011-2014.
Although there is a decline in the enrolments at the Daveyton/Kemptonpark campus, opportunities exist to reverse the decline in light of the new location with more strategic advantages and opportunities.
Secunda campus shows a more drastic decline. This poses a question whether this decline is reversible or not.
The decline in enrolments at the Upington campus amounts to almost 50%. This raises many critical questions with regard to sustainability given the establishment of the new university in Kimberley, which enjoys strong government support.
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Vanderbijlpark campus needs to manage the enrolment plan in respect of the
Science, Engineering and Technology (SET) ratio: 12:28:60 - Human Science:
Management Science: Engineering and Applied Science
To manage the Headcount: FTE ratio.
There is a decline in the enrolments from 2012-2014 for Engineering,
Management Sciences and Applied and Computer Sciences.
The Human Sciences enrolment shows an increase from 2008-2013, stabilizing in
2014. This growth is likely to be remarkable in 2015/6, when the B degree in
Education is introduced.
There is a planned effort to increase the enrolment for Post Graduate Certificates and Diplomas as the Btech is being phased out.
The gap between the planned and actual Masters and Doctorals is increasing which might indicate that the targets might not be realistic.
There is uncertainty about the effectiveness of the Foundation programmes.
Space
The enrolment plan especially the FTE student enrolment plan used together with the DHET space norms can serve as guide to assess the space faculties and support services are entitled to.
A preliminary analysis shows the three faculties, Applied and Computer Systems,
Engineering and Management Sciences have considerable space deficits which puts a severe limit on their growth potential and their ability to provide quality education.
In 2019 the deficit for Applied and Computer Science, Engineering and
Management Sciences will be even more severe despite the current infrastructure expansion as part of the infrastructure funding.
In 2019 the deficit for Management Sciences will be slightly lower due to the reduced FTE numbers planned for in the enrolment plan.
The space norms indicate that there is a severe lack of space for support services.
The space norms indicate that there is a surplus in space for the faculty Human
Sciences.
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Academic Support
The introduction of a new teaching and learning model identifies the need for new additional infrastructure.
The reconfiguration of the PQM impacts on staffing and space needs.
The implementation of E-Learning demands that VUT have a digitally enabled campus.
Under consideration, is the formation of a Task Team to further develop a strategic plan for “smart classrooms”. The strategic plan will also address the establishment of Wi-fi hot spots which will include durable benches and tables to be used for peer-peer learning. The students would then be able to gather as small study / focus groups, and be able to wirelessly and remotely print their work from the hotspots.
Inadequate facilities for academic staff development
Research
The drive to expand research at VUT, growing numbers of centres of excellence,
Post-Doctoral Fellowships, visiting professors, post graduate students and
Knowledge Commence results in infrastructure demands we are currently not able to meet.
Enrolment planning principles
The development of a strategy for Daveyton Campus to take advantage of the strategic advantages and opportunities brought about by the new location
Opportunities are presented by the presence of SASOL and its servicing partners in the area. A strategy could be developed to take into account the challenges and opportunities within the environment
A strategic review of the campus is recommended
Conduct cohort studies to inform the understanding of the variance in the
Headcount: FTE ratio.
An analysis of the planned versus actual enrolments, for both headcount and FTEs, will give a better understanding of the decline in enrolments in the three faculties.
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The new Education building planned and approved for the 2013-2015 infrastructure funding, needs to be completed and operational.
An investigation needs to be done to determine the infrastructure requirements for the Post Graduate Certificates and Diplomas.
A study needs to done to understand why the Masters and Doctorals are not growing, and inform a strategy to increase Post Graduate enrolment.
Do a review of the entrance requirements as well as the use of the national benchmark test with regard to placement in foundation, extended and mainstream programmes.
Space
In future the enrolment planning process must take into account the DHET space norms.
The academic framework group puts forward the following strategies for consideration:

Consider the move of disciplines which aligns with Technology Transfer &
Innovation (TTI) activities to relocate to Educity to alleviate spacial pressure on Vanderbijlpark campus as well as providing residences for students affected.

More strategic use of Educity.

More strategic use of the land around the Vanderbijlpark campus e.g. stadium and taxi ranks.

Acquire more land surrounding Vanderbijlpark campus.

Review the growth and model of satellite campuses.
 More strategic use of Vanderbijlpark campus e.g. grouping of faculties on campus.
 It needs to be ascertained whether Human Sciences has a surplus in terms of space as to the extend currently generated by the space norms, especially in light of the EDL Laboratories which are used by students from all faculties, but do not generate FTEs (890sqm) and their ownership of Sisonke (518sqm)
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which combines the student training restaurant with "staff food services" and conference facilities.
Academic Support
Refer to the CMP developed by the Centre for Academic Development (CAD) for requirements in terms of space needed for e.g. training facilities, offices etc.
Research
There is a need for office space, training venues and accommodation.
The planning for the FTE Student capacity of VUT has been captured. The tables below show the calculation of ASM based on real FTE numbers for 2013. The space occupied by each faculty is deducted from those numbers to indicate the deficit/surplus for each faculty.
FACULTY
Applied & Computer Sciences
Engineering
Humanities
Management Sciences
SPACE
ENTITLED TO
NOW
16904
21790
7697
9398
EXISTING
SPACE
OCCUPIED
DEFICIT/SURPLUS
NOW (BACKLOG)
9331 7573 DEFICIT
14911 6879 DEFICIT
10369 -2672 SURPLUS
5203 4195 DEFICIT
Space generated by projected FTEs in 2019
FACULTY SPACE
ENTITLED TO
Applied & Computer
Sciences
IN 2019
24340
EXISTING
SPACE
DEFICIT DEFICIT/SURPLUS
MINUS BUILD. IN
PROGRESS
OCCUPIED
9331 15009 10899 DEFICIT
Engineering
Humanities
Management Sciences
31372
10965
8994
14911
10369
5203
16461 15401 DEFICIT
596 -1014 SURPLUS
3791 3791 DEFICIT
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3.1.2
3.1.3
3.2
3.2.1
New Buildings in progress:
Engineering: 1060 ASM
Applied and Comp. Sc.:4110 ASM
Teacher Education Building: 1610 ASM
Space norms according to total FTEs are also provided for:
Academic Support
Student Services
Institutional Support
Operations and Maintenance of Plant
Auxiliary Enterprises (Student Housing).
Spaces required can also be calculated for these categories, using total FTEs for 2103 and for 2019.
Academic Modules
Policy on Changes to Teaching Module re: Tutorial Venues Policy
Spatial Planning Principles
Transport, Parking and Linkages
Student Bus Service
The bus service provides for transport between external residences only. The costs for the bus service is included in the residence fees. The arrangement is applicable only on main campus which is the only campus with student residences.
Transport between campuses is primarily for staff, who use university passenger vehicles.
For sporting events, students use university mini buses, or hired busses where capacity is inadequate.
Parking
Parking on main campus is strained, and is continuously worsening with more staff that are being employed. Therefore, parking will be receiving budgetary attention once Human Resource staffing projections are finalized.
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At the other four (4) campuses, and the student residences on main campus, parking is adequate and is not expected to be a major challenge in the future.
Access Control
Access control is currently basic and modest. It is being upgraded into a state-ofthe-art system via a tender to be published in October 2014. The project will upgrade the CCTV camera network, control rooms, turnstiles, gates, doors, server rooms and guard rooms, among other facilities.
3.2.2
Student Residences
Currently, VUT accommodate 1 750 students in the old residences and 480 students in recently completed accommodation.
In terms of norms and guidelines for student accommodation, about 34% of the student population needs to be accommodated in university housing.
Of the 21 000 VUT students, it is estimated that 15 000 of them would require university student accommodation. Therefore, 5 100 beds would be required to achieve the 34% threshold.
To this end, 400 beds and 300 beds are being built at Vanderbijlpark and Sebokeng campuses, respectively.
Another 3500 beds have been approved by Council to be provided.
The table below reflects the planning for the long term:
CAMPUS NO. OF
BEDS
Main
Campus
(2014)
1750 +
480 =
2230
BEDS
REQUIRED
(2014)
5100
BEDS
PLANNED
(2015)
400
BEDS
PLANNED
(2016)
3500
FULL
CAPACITY
6130
Sebokeng
Daveyton
Upington
Secunda
-
-
-
-
-
500
-
-
300
500
-
-
-
500
-
-
The total student housing provision will be at 6930 beds (46.2% of 15000).
300
500
-
-
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3.2.3
The University aims to accommodate all first year experience in order to create a more conducive learning environment to positively assist with success rates.
Further student accommodation (where applicable) will be provided in terms of private University accredited housing.
Information and Communication Technologies
Principles
The vision and mission of the department is to unleash hidden human potential through the use of technology. The department is committed in creating a virtually connected and collaborative community. The department will continue enable the institution to realize its objectives in delivering teaching, teaching, learning, research and technology transfer.
What services do we offer:
We offer ICT services that includes business critical services such as emails, business process management and dependable information for knowledge sharing.
Short term vision:
To have collaborative communities that embrace optimal use of ICT technology.
Long term vision:
To unleash human potential through the use of information and communication technologies.
Challenges:
IT Services has 23 permanent posts with 15 contract employees providing ICT services for the institution. It renders support to over 1 500 staff members and approximately 19 000 students. One of its challenges is attracting skilled employees due to location and affordability of such human capital.
Most of our students cannot afford functional computers, laptops or tablets. VUT has students predominantly from historically disadvantaged background.
VUT has security challenges for after hours studying. Limited access to study areas for non-resident students. Limited open computer areas also plays a role in
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restricting effective learning. Missed opportunities due to lack of training on productive use of available technologies.
Requirements:
Short term:
Urgent need to rollout wireless coverage to all areas including sites of delivery taking into account, student / campus ratios.
The need for TV White Space (TVWS) coverage to improve wireless network coverage for staff and students.
I need to fund top students with mobile devices such as tablets or notebooks. The above-mentioned infrastructure roll-outs will promote the use of mobile devices for academic services.
Training on current available technology services will enable the institution to have technology savvy learners and academics.
Long term:
VUT has insufficient open learning spaces for students. These spaces should be made of groups discussion areas, computer centres, etc. Let’s review current computers against enrolments for 2014 to assess our needs:
Campus Vaal Secunda
Head count
Proposed new
(based on 20:1)
16336
Current Computers
(ration for student/ computer)
250 (65:1)
820
30 (27:1)
42
Daveyton Upington
826 1167 261
New campus.
No open lab yet
No space
60 30 proposed minimum
Improving VUT’s student computer ratio requires more than just creating computer labs. Based on the proposed 20:1 student computer ratio, we recommend that we should have a building in each campus for learning centers as per proposal hereafter:
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Vaal Secunda
1000 computer
and study areas
100 computer and
study areas
Daveyton
200 computer
and study areas
Upington
50 computer and
study areas
3.2.4
The IT Services staff should be increased to enable IT to support the business well.
Current staff/IT support ratio of 55:1 is not ideal for innovative thinking and support. Too many responsibility are rested on few individuals which stifles growth and efficient support.
Infrastructure:
Additional computer servers will be required for warm disaster recovery management. The plan is to reduce the risk of one site business. More monitoring tools will be required to improve service delivery for business.
Facilities for non-core activities
Student Centre
Amenities at VUT are limited to the Amphitheatre, the Izak Steyl Stadium and sports fields at the residences. At the other campuses, there are no recreational facilities at all.
Therefore, the priority for non-core activities is to plan to build a state-of-the-art student centre comprising facilities such as retail shops, gymnasium, internet café, food court, gaming, banking and possibly indoor sport facilities, among others.
The facility will be open to both staff and students.
Staff Canteen
There is currently no staff canteen, especially one that is trading full time and catering for customers without accessibility restrictions.
Multi-Purpose Hall
An opportunity exists to incorporate the staff canteen above in the soon-to-be constructed multi-purpose hall.
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3.2.5
3.2.6
Religious Facilities
Currently there is a chapel, which is fully utilized by members of the Christian faith.
Council is presently considering permitting Muslims to erect and establish
Mussallah or prayer facility, which will be a stand-alone building funded by them.
Way finding
VUT’s way finding system currently incorporates signage providing directions to
VUT from the main roads.
On campus, directions are provided from the main entrances to the various divisions and units. Further, at the campus level, directions are provided to departments that form the divisions.
Room numbers are also provided in the buildings, including those of common areas such as boardrooms, kitchens, ablutions, offices and laboratories.
Consideration is being given to acquiring state-of-the-art digital, touch-screen information boards. The electronic boards have the advantage that they can be used for commercial advertising and for flighting event announcements.
Sporting Facilities
The VUT flagship for sporting facilities takes the form of the Izak Steyl Stadium on main campus.
Principles of Department or Stakeholder
On offer are 17 sporting codes to VUT student clients as well as coaching assistance to our local communities. (The sporting codes are aerobics, athletics, basketball, bodybuilding, chess, cricket, dance sport, football, hockey, judo, karate, netball, rugby, softball, table tennis, tennis and volleyball).
The following services are rendered:
Sport Administration, running the daily administrative structures to enable our students to participate and compete in various regional, national and international competitions.
Coaching in all sporting codes
Financial support (bursaries)
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The short term vision is to continuously improve on student sporting performances and student participation numbers.
Our vision for the future:
The long term vision is to regularly qualify for USSA tournaments;
To actively participate in and qualify for Varsity Sport Competitions (ASEM).
Regional and Provincial inclusion of VUT student sport stars and as a result deliver sport students who will make an international impact.
Space Challenges – Space Allocations (Auditoria, class rooms, tutorial spaces, learning / studying areas, specialist requirements, labs, etc.
 Inadequate facilities. No appropriate indoor centre for accommodating student orientation programmes. No conference facilities (sport auditorium).
 Present sport offices are accommodated in a temporary building removed from the stadium facility.
 No proper boardroom for Sport Academy meetings.

Both the sport offices at campus, as well as the stadium are inaccessible for disabled students. (There are no ramps to offices, club houses, etc. and no appropriate ablution facilities for such students).

Infrastructure challenges – IT, access control, projection facilities, audio visual requirements, etc.
Requirements for the near future:
Indoor sport complex at our stadium, accommodating a:

Well equipment gymnasium and

All indoor sporting facilities for volleyball, basketball, netball, karate, table tennis, aerobics, mini soccer, dance sport, and judo. This facility should be user friendly to our clients and especially to students with disability.
 In view of the possibility of and high risk, regarding sport injury, an on-site mobile clinic is required.
Space allocation per pre-requisite (e.g. Lecture rooms, auditoria, etc.)
Also a gymnasium and a central high roof open area surface that can be utilized as a multi-purpose court for the mentioned sporting codes.
Space allocation in square meters: 5000 square meters.
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3.2.7
Infrastructure requirements
IT, access control, projection facilities, etc.
Access control at the main gate to the stadium.
Projection facilities at sport auditoriums.
Upgrade of all sport office computers.
Establish an electronic link with stadium.
Other
To enable the sport division to operate professionally with regard to student participation in various sport leagues, meetings and competitions, a limited transport fleet, directly under control of the sport division is required. There exist a need for 2 x 35 seater buses, 4 x quantum’s (kombi’s) and 2 small sedan vehicles.
Land Ownership
The Secunda and Upington campuses are on leased property, and therefore not on VUT land.
The Ekurhuleni campus in Daveyton is in the process of being transferred to VUT.
The VUT-owned properties (land) are as listed below:
Campus Description Land size
(hectares)
19.324
29.791
1. Main Campus
(Vanderbijlpark)
North of the canal
South of the canal sub-divided as:

Portion 71 of the farm Vanderbijlpark
No. 550 IQ

Portion 120 of the farm Leeuwkuil No.
396 IQ

Portion 147 of the Farm Vanderbijlpark
No. 550 IQ

Erf 71 Bedworthpark

Erf 72 Bedworthpark
2. Sports Stadium Vanderbijlpark
3. Sebokeng Land divided as:

Portion 27 of the Farm Quaggasfontein
No. 548 IQ

Portion 28 of the Farm Quaggasfontein
(remainder) No. 548 IQ
18.878
172.149
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3.2.8
3.2.9
4. Kempton Park Portion 1 of Erf 476 Spartan Ext 1
Township
1.015
5. Klerksdorp Sub-divided as:

Portion 2 of Erf 7 of Klerksdorp Town
Area

Portion 1 of Erf 1802, Klerksdorp, Ext 2, town area

Portion 527 of the Farm town and town lands of Klerksdorp
46.72
Energy and Sustainability
The university has recently employed a Director: Utilities, whose focus will be to drive VUT strategy of being energy efficient and sustainable.
The strategy envisions reflecting as many lights as possible by energy-efficient lights in old buildings, incorporating motion sensors to operate lights, efficient shower heads in student residences, maximizing natural lighting and ventilation in building designs.
In order to create relevance of our “green building” approach to infrastructure, the multi-purpose hall to be constructed provides for research opportunities on environmental sustainability issues, including the foregoing, and rain harvesting.
At the new student residences, all lighting is energy efficient, while water is solar or heat pump-heated.
In the planned 1800-bed residence, the opportunity of using grey water is being pursued.
Also, correct billing for utilities (water, electricity and gas) by the municipality, along with ensuring that leaks are minimized feature prominently on the maintenance dashboard.
Legislative Compliance
Occupational Health & Safety policy is being revised and legal appointments have been refreshed, given the large number of new senior management appointments recently.
Safety committees are also being re-constituted and have started functioning after a period of being dormant.
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The occupational health aspect of VUT business is being handled by a qualified
Occupational Health nurse, reporting to the Occupational Health & Safety
Manager.
The occupational safety portion is managed by the Occupational health & Safety manager themselves.
Waste Management
Waste management in the chemical laboratories is done on a formal basis, and waste disposal is outsourced to registered, accredited companies.
Different coloured waste bins have been acquired, and placed in strategic points for paper, glass, cans and plastics.
Once the waste management policy has been compiled and approved, the general waste recycling will be formalized.
3.2.10
Disability Access
Over 90% of the buildings are over 20 years old, having been built in the era during which Building Regulations did not prescribe compliance to construction of buildings allowing for access to people with disabilities.
In 2010, VUT conducted a comprehensive disability access audit, with recommendations for corrective action and improvements.
The recommendations are being prioritized in the context of affordability as the cost for 100% compliance is estimated to be high.
As a stop-gap, a mobile wheelchair lift was purchased in 2013, and is being successfully used to give access to all and any building to students and staff needing the assistance.
All new buildings are designed and constructed in full compliance to the Building
Regulations, thus allowing for disability access.
3.2.11
Space/Facilities Management
The university has recently appointed a Director: Utilities, whose responsibilities include the compilation of a space management strategy. Space utilization will also be covered in that strategy.
A formal maintenance strategy will also be developed by the new director.
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Other areas that will be focused on are the management of utilities such as water, electricity, gas, ensuring that billing by the municipality is correct.
Provision is currently being made to replace the current outdated maintenance management system by a modern one in 2015.
Also, a building management system is being considered for installation in 2015.
3.2.12
Maintenance
Recently, a maintenance audit was conducted of both the residences and main campus. The backlog maintenance was estimated at R47m for main campus,
R45m for residences, and R10m for the Sebokeng campus.
From the results of the audit, a 5-year maintenance plan has been drawn.
The 5-year plan will be used as a tool towards reducing the current re-active maintenance approach to planned and scheduled maintenance.
It is especially so with the new buildings being constructed as maintenance funds are provided for to implement scheduled maintenance of the assets over their life cycles.
Vanderbijlpark Campus 4.
4.1
Context and Existing Campus
4.1.1
Main Campus Context
4.1.2
Main Campus Status Quo
4.1.3
Key Issues
4.2
Campus Vision
4.3
Campus Master Plan
4.3.1
Main Campus Student Capacity
4.3.2
Master Plan Overview
4.3.3
4.3.4
Land Use
Movement
4.3.5
4.3.6
4.3.7
Open Space and Landscape
Urban Design Directives
Academic Plan 2019
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4.4
Long Term Expansion of the Campus
Conclusion 4.5
5.
5.1
Daveyton Campus
Context and Existing Campus
5.1.1
Daveyton Campus Context
5.1.2
Daveyton Campus Status Quo
5.1.3
Key Issues
5.2
Campus Vision
5.3
Campus Master Plan
5.3.1
Daveyton Campus Student Capacity
5.3.2
Master Plan Overview
5.3.3
5.3.4
Land Use
Movement
5.3.5
5.3.6
5.3.7
Open Space and Landscape
Urban Design Directives
Academic Plan 2019
5.4
5.5
Long Term Expansion of the Campus
Conclusion
6.
6.1
Science Park Campus
Context and Existing Campus
6.1.1
Science Park Campus Context
6.1.2
Science Park Campus Status Quo
6.1.3
Key Issues
6.2
Campus Vision
6.3
Campus Master Plan
6.3.1
Science Park Campus Student Capacity
6.3.2
Master Plan Overview
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6.3.3
6.3.4
6.3.5
6.3.6
6.3.7
6.4
Land Use
Movement
Open Space and Landscape
Urban Design Directives
Academic Plan 2019
Long Term Expansion of the Campus
Conclusion 6.5
Acknowledgements
The University of Johannesburg’s Campus Master Plan was used as a template, and for format.
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