WALTER SISULU UNIVERSITY
STRATEGIC PLAN 2008 - 2017
AS APPROVED BY COUNCIL ON 14 MARCH 2008
2
TABLE OF CONTENT
TABLE OF CONTENT .................................................................................................................................................................................................................................................................2
(I)
GLOSSARY OF ACRONYMS .........................................................................................................................................................................................................................................4
(II) PREFACE BY VICE CHANCELLOR AND PRINCIPAL .................................................................................................................................................................................................7
(III) EXECUTIVE SUMMARY....................................................................................................................................................................................................................................................8
CHAPTER I: INTRODUCTION................................................................................................................................................................................................................................................10
1.1 HISTORY OF WSU .................................................................................................................................................................................................................................................................10
1.2 LOCATION .............................................................................................................................................................................................................................................................................10
1.3 MERGER PROCESS .................................................................................................................................................................................................................................................................11
CHAPTER 2: STRATEGIC DIRECTION OF WSU ...............................................................................................................................................................................................................12
3.1. WSU VISION ........................................................................................................................................................................................................................................................................12
3.2. WSU MISSION STATEMENT .................................................................................................................................................................................................................................................12
3.3. VALUES OF WSU .................................................................................................................................................................................................................................................................12
3.4. WSU GOALS, OBJECTIVES AND OUTCOMES.........................................................................................................................................................................................................................13
CHAPTER 3: TRANSFORMATION OF WSU’S ACADEMIC ENTERPRISE ...................................................................................................................................................................22
4.1. CORE-BUSINESS TRANSFORMATION .....................................................................................................................................................................................................................................22
4.1.1. Context of academic enterprise transformation ...........................................................................................................................................................................................................22
4.1.2. List of Approved Academic Programmes and Qualifications by Faculty.....................................................................................................................................................................22
4.1.3. Faculty Academic Programmes (2008 – 2017) ............................................................................................................................................................................................................22
4.1.4. Academic Enterprise Architecture and Campus Reconfiguration ................................................................................................................................................................................23
4.1.5. Enrolment Plan (Size and Shape) .................................................................................................................................................................................................................................23
4.1.5.1. Projected Student enrolments (2008 – 2010) ....................................................................................................................................................................................................................................... 23
4.1.5.2. Shape of WSU (2006 – 2010) ....................................................................................................................................................................................................................................25
4.2.
ACADEMIC SUPPORT SERVICES TRANSFORMATION ........................................................................................................................................................................................................25
4.2.1. Learning and Teaching Development Plan ..................................................................................................................................................................................................................25
4.2.2. Research Development Plan.........................................................................................................................................................................................................................................26
4.2.3. Community Engagement and External Linkages Plan .................................................................................................................................................................................................26
4.2.4. Library and Information Services Plan ........................................................................................................................................................................................................................27
4.2.5. Quality Management Plan ............................................................................................................................................................................................................................................27
4.2.6. Rural Development Plan ..............................................................................................................................................................................................................................................28
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4.2.7. Urban Planning and Development Plan ......................................................................................................................................................................................................................28
CHAPTER 4. TRANSFORMATION AND DEVELOPMENT OF CORE-BUSINESS ENABLERS .................................................................................................................................29
5.1. STUDENT SERVICES PLAN ....................................................................................................................................................................................................................................................29
5.2. HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT PLAN ..........................................................................................................................................................................................30
5.3. FINANCIAL MANAGEMENT PLAN .........................................................................................................................................................................................................................................31
5.4. INFORMATION AND COMMUNICATION TECHNOLOGY PLAN. ................................................................................................................................................................................................31
5.5. MARKETING, COMMUNICATION AND DEVELOPMENT PLAN .................................................................................................................................................................................................32
5.6. PHYSICAL /SPATIAL DEVELOPMENT AND MANAGEMENT PLAN ...........................................................................................................................................................................................32
5.6.1. FACILITIES PLAN ...............................................................................................................................................................................................................................................................32
5.6.2. RESIDENCE DEVELOPMENT PLAN .......................................................................................................................................................................................................................................33
5.6.3. ESTATES AND TECHNICAL SERVICES PLAN ........................................................................................................................................................................................................................34
5.7. ACADEMIC ADMINISTRATION PLAN .....................................................................................................................................................................................................................................34
5.8.
INSTITUTIONAL PLANNING AND ENROLMENT MANAGEMENT PLAN ...............................................................................................................................................................................35
5.9. GOVERNANCE AND MANAGEMENT PLAN .............................................................................................................................................................................................................................35
CHAPTER 5: IMPLEMENTATION AND REVIEW OF THE STRATEGIC PLAN ..........................................................................................................................................................37
6.1. IMPLEMENTATION MECHANISM ...........................................................................................................................................................................................................................................37
6.1.1. Integration of Planning and budgetary cycles ..............................................................................................................................................................................................................37
6.1.2. Strategic Alignment of Performance Management System with Planning ...................................................................................................................................................................37
6.1.3. Development of an Implementation and Accountability Framework ...........................................................................................................................................................................37
6.1.5. Development of a Medium Term Expenditure Framework (Three Years) ....................................................................................................................................................................37
6.1.6. Development of Annual Operating Plans (AOP) ..........................................................................................................................................................................................................38
6.2. REVIEW MECHANISM ...........................................................................................................................................................................................................................................................38
6.2.1. Review Cycle ................................................................................................................................................................................................................................................................38
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(i) Glossary of Acronyms
ABSA
AIPT
AIT
AOPs
ASGISA
AU
BT
CBD
CHE
CLTD
DoE
DoH
DoL
DST
DTI
DVC
EAP
ECT
ESKOM
ETQA
EXCOs
FET
FETCs
FTE
GET
HEIs
HEQC
HEQF
-
Amalgamated Banks of Southern Africa
Academic Integration Planning Team
Administration Integration Team
Annual Operating Plans
Accelerated and Shared Growth Initiative for South Africa
African Union
Border Technikon
Central Business District
Council on Higher Education
Centre for Learning and Teaching Development
Department of Education
Department of Health
Department of Labour
Department of Science and Technology
Department of Trade and Industry
Deputy Vice Chancellor
Employee Assistance Programme
Eastern Cape Technikon
Electricity Supply Commission
Education and Training Quality Assurer
Executive Committees of Council
Further Education and Training
Further Education and Training Colleges
Full Time Equivalent
General Education and Training
Higher Education Institutions
Higher Education Quality Committee
Higher Education Qualifications Framework
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HESA
HIV/AIDS
HR
IC
ICE
ICT
IDZ
IEM
IOP
ISP
IT
JIPSA
JMC
JMO
JMTTs
KPAs
L&T
MOA
MTEF
NBA
NEPAD
NMD
NPHE
NQF
NSB
OBE
OHS
PGDP
PQM
RBO
RPL
-
Higher Education South Africa
Human Immuno Virus/Acquired Immune Deficiency Syndrome
Human Resources
Interim Council
Interim Council Elect
Information and Communication Technology
Industrial Development Zone
Interim Executive Management
Institutional Operating Plan
Institutional Strategic Plan
Information Technology
Joint Initiative for Priority Skills Acquisition
Joint Merger Committee
Joint Merger Office
Joint Merger Task Teams
Key Performance Areas
Learning and Teaching
Memorandum of Agreement
Medium Term Expenditure Framework
Neil Butcher and Associates
New Partnership for Africa’s Development
Nelson Mandela Drive
National Plan for Higher Education
National Qualifications Framework
National Standards Body
Outcomes-Based Education
Occupational Health and Safety
Provincial Growth and Development Plan
Programme and Qualification Mix
Relationship by Objectives
Recognition of Prior Learning
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SADC
SAQA
SCM
SET
SMME
UNITRA
VCs
WSU
WSU-O
-
Southern African Development Community
South African Qualifications Authority
Supply Chain Management
Science, Engineering and Technology
Small Micro and Medium Enterprises
University of Transkei
Vice Chancellors
Walter Sisulu University
Walter Sisulu University Objective
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(ii) Preface by Vice Chancellor and Principal
The first of July 2005 is an important date for Walter Sisulu University (WSU). It marked the official establishment of WSU as a comprehensive institution
arising from the merger of Border Technikon, the Eastern Cape Technikon and the University of Transkei. The establishment of WSU as a comprehensive
university placed it in a context of formidable challenges and sound prospects to which it has to respond. In terms of its location, and also by its nature as a
comprehensive university, WSU is well placed to respond to the local and national development needs, but requires funding support to accomplish its
mandate.
This document sets out WSU’s Institutional Strategic Plan for the next ten years. It combines the Institutional Operating Plan (five year plan submitted to the
DoE) with the Neil Butcher and Associates Report (A Strategic Plan for the Campuses of Walter Sisulu University). The document proposes interventions
designed to stabilise and completely integrate the university in the next five years (2008 – 2012) while at the same time seeks to lay a solid position for
sustainable growth and development of the university up to 2017.
The ISP that is set out in this document is based on the key themes of WSU’s vision of a responsive, innovative, technological, comprehensive and
developmental university that specializes in rural development and urban renewal. The proposed programme and qualification mix (PQM) to be submitted
to the DoE during the course of 2008 seeks to respond to local, regional and national developmental imperatives. The long term goal of WSU is to be a
sustainable and resilient institution of choice and the ISP document sets out strategies to achieve that goal.
This ISP document, which is the result of ideas that emerged in the course of institutional planning workshops, is therefore a comprehensive plan of WSU.
This strategic plan is also intended to serve as a reference point in the formulation of faculty and departmental strategic plans, medium term strategic
enrolment plans and annual operating plans. Such subsidiary plans are necessary and must be embarked on once this strategic plan has been accepted by the
University Council. It is only when this strategic plan is implemented throughout the institution in this way that its vision, mission, values, goals and
objectives will be achieved. Minor reviews to the document will be done annually and major reviews on a three year cycle as part of the medium term
strategic planning of the university.
Let me take advantage of this opportunity to express my sincere gratitude and that of the University to all those who played a role in this planning process.
Their contribution is greatly appreciated, and I hope that they will extend their enthusiastic participation in this process to the implementation of this strategic
plan.
_______________
Prof. M M Balintulo: Vice Chancellor
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(iii) Executive Summary
This Institutional Strategic Plan (ISP) is a combination of the Institutional Operating Plan (IOP) dated 9 March 2007, already submitted to the DOE for
approval, and the Neil Butcher and Associates (NBA) report entitled “A Strategic Plan for the Campuses of the Walter Sisulu University for Science and
Technology 2007 - 2011” dated 4 December 2006.
Chapter provides background information about the institution. Walter Sisulu University for Technology and Science, Eastern Cape, generally known as
Walter Sisulu University (WSU), was created out of the merger of Border Technikon (BT), Eastern Cape Technikon (ECT) and the University of Transkei
(UNITRA) on 1 July 2005. This is the last merged institution that the Minister of Education established to complete the restructuring of Higher Education
which resulted in eleven (11) universities, six (6) comprehensive universities and six (6) universities of technology.
WSU is one of the six comprehensive universities. The three institutions that merged to form WSU are historically disadvantaged, with vast distances
among them: 270 km between the Buffalo City Campus (Potsdam) and Mthatha Main Campus (equal to the distance between Pretoria and Mafikeng),
230km between Queenstown Campus and Buffalo City Campus, 237 between Queenstown and Mthatha campus (equal to the distance between Pretoria and
Kroonstad), and 170km between Butterworth Campus and Queenstown Campus. Butterworth Campus is halfway between the Buffalo City Campus and
Mthatha Campus. A round trip from Mthatha to Buffalo City, Queenstown and back to Mthatha is 737 km (equal to the distance between Bloemfontein and
Oudtshoorn).
Chapter two outlines the strategic direction of WSU by including the Vision and Mission statement, Values as well as the Goals, Objectives and Expected
Outcomes of WSU. The goals and objectives were approved by the WSU council and submitted to the DoE as part of the IOP document dated 9 March
2007. These are arranged under key performance areas (KPA’s) of Learning and Teaching; Research Development; Community Engagement and External
Linkages; Quality Management; Human Capital Management, Student Experiences, Financial Management, Infrastructure Management and Development;
Innovation and Technology, Governance and Management.
Chapter three deals with the transformation of WSU’s academic enterprise. The ISP document has separate annexures for the List of Approved Academic
Programmes and Qualifications by Faculty, programmes to be discontinued and Planned New Academic Programmes by Faculty (2008 – 2017).
The new Programmes and Qualification Mix (PQM) for WSU will be finalised and consolidated in 2008. WSU will be organized in terms of faculties,
schools, programmes and departments. The original eleven faculties which were reduced to six have been further reduced to only four faculties.
The projected student enrolments for the period 2008 - 2010 show a headcount of 23760 students enrolled in 2005; 24271 in 2006; 23836 in 2007; 23946 in
2008 and 24077 in 2009 with weighted FTE’s of 34903 in 2005; 35257 in 2006; 35636 in 2007; 36040 in 2008 and 36469 in 2009.
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The academic support services transformation suggests strategic initiatives which have been created to address the challenges as outlined in chapter 2 when
the internal environmental context of WSU was discussed. The strategic initiatives are cross referenced to the approved WSU goals and objectives are
outlined in chapter 3 and indicators, in the form of strategic measures realize such initiatives together with realistic timeframes, are tabulated.
The KPAs used for this analysis are arranged in brackets under the Learning and Teaching Development Plan (Curriculum Restructuring and Programme
Development, Staff Academic Development, Students Throughput and Retention, Students Career Guidance and Development and Schools and FET
Colleges Liaison); Research Development Plan ( Research Development); Community Engagement and External Linkages Plan (Community Engagement,
External Linkages); Library and Information Services Plan ( Provision and Management of Information Sources and Infrastructure); Quality Management
Plan (Integrated Academic Quality Management and Integrated Support Services Quality Management); Rural Development Plan (Foregrounding Rural
Development); Urban Planning and Development Plan (Establishment and development of the Centre for Urban Planning and Development).
Chapter four covers the transformation and development of core business enablers like Students Services Plan (KPA’s are Student Recreation, Student
Wellness, Student Development and Governance, HIV/Aids, Students Sports Development, Students Residences, Students Counseling Support Services and
Students International Services); Human Resources Management and Development Plan ( Staff Recruitment and Retention, Employment Equity, Human
Resources Development, Organisational Development, Staff Wellness and Safety, Labour Relations, Customer Focused Business Processes); Financial
Management Plan (Financial Management, Third Stream Income, Debt Management, Asset Management and Supply Chain Management); Information and
Communication Technology Plan ( ICT Management and Development); Marketing, Communication and Development Plan (Integrated Marketing,
Communication and Development); Physical/Spatial Development and Management Plan (subdivided into facilities Plan for each of the four campuses,
Residence Development plan for each of the four campuses and Estates and Technical Services Plan with Estates and Technical Services as the KPAs);
Academic Administration Plan (Customer Centred Administration ); Institutional Planning and Enrolment Management Plan (Strategic Planning, Academic
Planning and Enrolment Management and Institutional Research); Governance and Management Plan (Corporate Governance, Corporate Management,
Corporate Governance and Management Support, Campus Management and Audit and Risk Management).
Chapter five covers the implementation and review of strategic Plan with implementation mechanisms and reviews mechanisms. The implementation
mechanisms include integration of planning and budgeting cycles, alignment of performance management systems with planning, and the development of
annual operation plans.
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CHAPTER I: INTRODUCTION
1.1 History of WSU
Walter Sisulu University for Technology and Science, Eastern Cape, (WSU), was established on 1 July, 2005 through the merger of the former Border
Technikon, Eastern Cape Technikon and the University of Transkei. It is a new comprehensive university established in terms of the Higher Education
Act no 101 of 1997, as amended, to comply with the transformation of higher education throughout South Africa. The merger process began in 2002
and was completed in 2005. The previous 36 South African universities and technikons have been reduced to 23 through mergers and incorporations.
The term “technikon” will no longer be used by any higher education institution in South Africa. Only the following three types of institution will exist:
❒ “Traditional” universities;
❒ Comprehensive universities that offer both “technikon-type”
and “university-type” programmes and
❒ Universities of Technology, previously technikons.
As a unique comprehensive university WSU offers students a wealth of academic choices together with articulation and mobility across the
qualifications spectrum – ranging from certificates to diplomas, degrees and post-graduate studies.
As a comprehensive university, WSU embraces the following characteristics:
• A diverse range of academic programmes that provides accessibility through a variety of entry and exit points;
• Student mobility through strong vertical and horizontal articulation;
• Work-related qualifications from certificates through to full degrees;
• Service to community, business and industry;
• Innovative, problem-solving research;
• Life-long learning opportunities;
• Multi-level responsiveness shown through programme and research focus appropriate to local, regional and national needs and
•Flexibility by strengthening relationships with community, civic, government, business and industry partners for local and regional development.
1.2 Location
Strategically located within the Eastern Cape Province, WSU straddles a vast spectrum of the urban and rural divide of the region. This provides the
University with the platform to engage intensely with the drivers of development so that an appropriate programme and qualification mix (PQM) and
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research projects can be formulated to be responsive to local, regional, national development priorities, and cognisant of continental and international
imperatives. WSU focuses on quality, technological and career orientated programmes, providing relevant skills for development in both rural and
urban areas and places special emphasis on the development of entrepreneurship.
By the end of 2005 WSU had a student population of approximately 24,000 and a staff complement of approximately 2,000.
The Head Office of WSU is at Nelson Mandela Drive, Mthatha. Four campuses with eleven delivery sites are spread across Buffalo City, Butterworth,
Mthatha and Queenstown. The three institutions that merged to form WSU are not only historically disadvantaged but also have vast distances among
them: 270 km between the Buffalo City Campus (Potsdam) and Mthatha Main Campus (equal to the distance between Pretoria and Mafikeng), 230km
between Queenstown Campus and Buffalo City Campus, 237 between Queenstown and Mthatha campus (equal to the distance between Pretoria and
Kroonstad), and 170km between Butterworth Campus and Queenstown Campus. Butterworth Campus is halfway between the Buffalo City Campus
and Mthatha Campus. A round trip from Mthatha to Buffalo City, Queenstown and back to Mthatha is 737 km (equal to the distance between
Bloemfontein and Oudtshoorn).
1.3 Merger Process
WSU came about as a result of the hard work and contributions of a number of role-players. The three merging partners had to spend a great deal of
effort in planning this merger, informed by merger guidelines, best practice from other merging institutions, lessons learnt by the university community
and also by literature on mergers. The pre-merger road had been a fairly long one for the merging partners with an additional six month postponement
from 1 January to 30 June 2005. The initial six months that were meant for the interim phase were also extended by three months until 31 March 2006.
After all the years, months, days and hours of intensive planning and preparations, WSU has now reached the substantive or post-merger phase.
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Chapter 2: Strategic Direction of WSU
3.1. WSU Vision
Walter Sisulu University (WSU) will be a leading African comprehensive university focusing on innovative educational, research and community partnership programmes that are
responsive to local, regional, national development priorities, and cognisant of continental and international imperatives.
3.2. WSU Mission Statement
In pursuit of its vision as a developmental university, WSU will:
1.
2.
3.
4.
Provide an educationally vibrant and enabling environment that is conducive to the advancement of quality academic, moral, cultural and technological learner-centred education
for holistic intellectual empowerment, growth and effective use of information;
Provide and maintain the highest possible standards in innovative learning and teaching, applied, basic and community-based research and community partnerships in
cooperation with development agencies, the public and private sectors;
Provide affordable, appropriate, career-focused and professional programmes that address rural development and urban renewal with primary emphasis on science, technology
and development studies;
Create a new generation of highly-skilled graduates capable of understanding and addressing complex societal challenges, with critical scholarly and entrepreneurial attributes
grounded on morally sound work ethics and responsible leadership.
3.3. Values of WSU
In pursuit of its Mission, WSU commits itself to the following values which are an affirmation of the eternal principles which will inform all dealings of the University:
1.
2.
3.
4.
5.
6.
7.
1
Academic Freedom: In line with our vision and mission as an accountable institution, we acknowledge our right to exercise academic freedom in a responsible way, in teaching and
learning, in research and in community service.
Quality: We commit to institution-wide quality management, value and reward excellence and uphold and protect the integrity of the University.
Access and success: We provide equitable access to higher and continuing education at all stages of adult life to students who have a potential to succeed.
Transformation: We are committed to addressing equity imperatives, diversity, and entrepreneurship and to democratic governance.
People development: We are committed to the optimum development of the human resources potential and leadership capacity of all staff.
Caring University: We commit to mutual respect, ubuntu, humility, good citizenship, student centredness and endorse and uphold all principles of Batho Pele1.
Resource Consciousness: We commit to utilising the University’s resources prudently and responsibly at all times with a view to adding maximum value to the institution.
Batho Pele means People First: Batho Pele is a set of principles adopted by the public service as part of its commitment to quality service and customer care.
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3.4. WSU Goals, Objectives and Outcomes
KPA
LEARNING AND
TEACHING
GOALS
1. To review and design
relevant undergraduate and
strategic post graduate
academic programmes that:
 will equip students
with life and work
skills.
 are responsive to the
needs of the
community
 will promote
entrepreneurship
OBJECTIVES
1.1. To offer a comprehensive range of
undergraduate and selected postgraduate
programmes that are responsive to the needs
of the community.
EXPECTED OUTCOMES
1.1.1. Reviewed and designed undergrad programmes.
1.1.2. Limited quality postgraduate programmes
1.1.3. Relevant and responsive programmes to community needs
1.2. To design and implement inter-disciplinary
and multi – disciplinary programmes
1.2.1.
Inter-disciplinary and multi-disciplinary programmes
1.3. To design programmes that promote
entrepreneurship
1.3.1.
1.3.2.
Entrepreneurship in programmes.
Graduates with entrepreneurial skills
1.4.1.
1.4.2.
Viable Programmes
Mission compliant programmes
1.5. To promote the learning and acquisition of
life skills that contributes to academic and
professional success as part of a wellbalanced life.
1.5.1.
Graduates imbued with holistic life skills.
2.1. To promote a culture of learning and teaching
that fosters the development of self-directed
learning, analytical skills and critical
thinking.
2.1.1.
Improved OBE compliant culture of learning and teaching and self
directed learning
Improved throughput rates
1.4. To review and test academic
programmes for viability and mission
compliance.
2.
To promote learnercentred teaching, active
enquiry and critical
thinking.
2.1.2.
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3. To promote excellence in
undergraduate and
postgraduate studies
2.2. To promote excellence in learning and
teaching.
2.2.1.
2.2.2.
Centres of excellence in learning and teaching
Renowned programmes nationally.
2.3. To apply reliable mechanisms for the
evaluation of teaching and learning
2.3.1.
2.3.2.
Reliable performance evaluation instruments
Improved academic performance
2.4. To introduce and implement a learnercentered approach to teaching
2.4.1.
2.4.2.
2.4.3.
Learner-centred teaching practices.
Improved throughput rates
Learners who are self-reliant
3.1. To promote a flexible curriculum design that
allows for articulation
3.1.1. Flexible curriculum
3.2. To improve student access and success rates
3.2.1.
3.2.2.
3.3. To promote the use of teaching methods that
are responsive to the students’ diverse needs
3.3.1. Improved methods of teaching students with
diverse needs
3.4. To develop methods that encourage the use
of relevant technology in teaching
3.4.1.
Technology- mediated teaching and learning
3.5. To achieve enrolment targets as set out by
DoE by 2010
3.5.1.
Compliance to DoE enrolment targets by 2010
3.6. To develop and review niche areas in the
context of the vision and mission of the new
comprehensive University.
3.6.1.
3.6.2.
3.6.3.
Niche areas that are in line with the Vision and Mission
Niche areas that embrace the comprehensiveness of WSU
Niche areas that differentiate WSU from other institutions
Improved access.
Improved throughput and success rates
KPA
GOALS
OBJECTIVES
EXPECTED OUTCOMES
RESEARCH
DEVELOPMENT
4. To create an enabling
environment that empowers
staff and students to conduct
4.1. To enhance the research environment and
develop capacity to improve the quality and
quantity of research.
4.1.1.
4.1.2.
4.1.3.
Conducive environment for research
Improved research output
Enhanced quality of research
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research.
KPA
COMMUNITY
ENGAGEMENT
AND EXTERNAL
LINKAGES
GOALS
5. To initiate and support
developmental initiatives in the
region through community
partnerships.
4.2. To improve the staff and students’ research
output
4.2.1.
Improved research output
4.3. To increase students involvement in research
at WSU.
4.3.1.
4.3.2.
Increased students’ involvement in research activities.
Improved research output
4.4. To promote academic commitment to
scholarship and creativity.
4.4.1. Staff committed to scholarship and creativity
OBJECTIVES
5.1. To facilitate and support the development of
community-based programmes that address
community development priorities.
EXPECTED OUTCOMES
5.1.1. Community-based programmes.
5.1.2. Community development in line with their priorities
5.2. To create opportunities for the involvement
of students in a range of community-based
activities which earn academic credit
5.2.1.
5.2.2.
Students’ exposure and engagement in community work.
Increased students participation in service learning
5.3. To encourage and support community-based
research in partnership with government,
non-governmental organisations, private
sector and communities as a contribution to
community development
5.3.1.
5.3.2.
Research conducted for community development
Research partnerships.
5.4. To enhance the value of theoretical learning
through practical learning
5.4.1.
Work Integrated Learning infused in programmes
5.5. To contribute to skills development
initiatives and generate third stream income
5.5.1.
5.5.2.
Programmes that address skills needs.
Increased third stream income through offering short learning
programmes
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6. To establish linkages with
institutions of higher learning
and other relevant institutions,
locally, nationally and
internationally.
KPA
QUALITY
MANAGEMENT
GOALS
7. To promote a culture of
quality and integrity
throughout the institution.
5.6. To formulate policies on rural development
and urban renewal
5.6.1.
Policies on rural development and urban renewal
5.7. To create a centre of excellence in rural
development.
5.7.1.
A centre of excellence in rural development
5.8. To infuse Rural Development/Urban
Renewal programs/modules in all WSU
faculties.
5.8.1.
Rural development/urban renewal modules in all faculties.
6.1. To develop strategic external linkages and
projects.
6.1.1.
Effective strategic linkages with relevant institutions or organisations
6.2. To increase the number of international
students to at least 5% of the total
institutional enrolment by 2015
6.2.1.
6.2.2.
6.2.3.
Increased enrollment of international students
Improved revenue base for the university
Enhanced image of the university internationally
6.3. To revive and develop strategic external
linkages and collaborations with Higher
Learning Institutions (HEIs) and Further
Education and Training Colleges (FETCs).
6.3.1.
6.3.2.
Revived and developed working linkages with HEIs.
Revived and developed working linkages with FETCs.
6.4. To develop the institution by soliciting
externally funded projects
6.4.1.
6.4.2.
Increased number of externally funded projects.
Measurable development of the institution
OBJECTIVES
7.1. To embed quality in all programmes,
services, processes and systems of the
institution.
EXPECTED OUTCOMES
7.1.1. Quality embedded in all programmes, services, processes and systems.
7.2. To maintain acceptable standards of quality
in teaching and support services.
7.2.1.
7.2.2.
7.2.3.
Acceptable standards of quality maintained
Emergence of the culture of quality
Accreditation of academic programmes by CHE and professional
bodies where applicable
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KPA
HUMAN CAPITAL
MANAGEMENT
GOALS
8. To attract and retain high
quality academic and support
services staff
7.3. To develop and implement a plan for
monitoring, evaluation and reporting on
learning and teaching as well as all other
activities.
7.3.1.
OBJECTIVES
8.1. To develop and maintain an affirmative staff
recruitment plan, consistent with the
University’s mission.
8.2. To develop and implement a comprehensive
plan for human resource development
EXPECTED OUTCOMES
8.1.1. Attained equity targets
7.3.2.
8.3.2.
Human resource development plan
Staff development
Improved staff performance
Enhanced staff professionalism and integrity
Improved administrative leadership in academic and non-academic
units.
Improved performance of these units
8.4. To sensitise staff to appreciate, respect and
embrace diversity and change.
8.4.1.
8.4.2.
8.4.3.
Tolerance and unity in diversity
Co-existence of staff from different backgrounds and orientations
Emergence of a new culture and identity
8.5. To provide a supportive environment to all
staff
8.5.1.
8.5.2.
8.5.3.
Retention of staff
Improved performance of staff
Improved labour relations
8.6. To provide staff development to enhance
instructional delivery to meet the needs of a
diverse student population.
8.6.1.
8.6.2.
Improved throughput and success rates in all programmes.
Retention of students
8.3. To develop and enhance administrative
leadership in both academic and nonacademic units.
8.2.1.
8.2.2.
8.2.3.
8.2.4.
8.3.1.
Plan for monitoring, evaluating and reporting on learning and teaching
and other activities.
Improved throughput and success rates in all programmes
Approved by Council on 14 March 2008
18
KPA
STUDENT
EXPERIENCE
GOALS
9. To promote holistic student
development and welfare.
OBJECTIVES
9.1. To promote student academic development
programmes
EXPECTED OUTCOMES
9.1.1. Student academic development programmes
9.1.2. Infrastructure for student personal development
9.2. To promote student personal development
and welfare
9.2.1.
9.2.2.
Infrastructure for student personal development
Student personal development
9.3. To plan and manage student enrolment in line
with the national planning targets.
9.3.1.
9.3.2.
9.3.3.
9.4.1.
9.4.2.
9.4.3.
9.4.4.
9.5.1.
Enrollment that is in line with set targets.
Enrollment that is within WSU’s carrying capacity
Improved throughput and success rates in all programmes.
Seamless admission and registration process
Superior customer value
Enhanced image of the institution
Institution of choice
Improved quality of student services
9.6. To create for students an environment that is
conducive to effective learning
9.6.1.
9.6.2.
Conducive environment for effective learning
Increase in throughput rates
9.7. To produce students with relevant and strong
academic competencies for the competitive
labour market.
9.7.1.
9.7.2.
9.7.3.
Employable graduates
Graduates with a competitive edge in the labour market
Graduates who are critical agents for development
9.4. To plan for an effective and efficient student
admission and registration process
9.5. To improve the quality of student services in
line with affordable best practice.
KPA
GOALS
OBJECTIVES
EXPECTED OUTCOMES
FINANCE
MANAGEMENT
10. To improve WSU’s financial
viability and sustainability
10.1. To develop systems that will provide
accurate, reliable and relevant financial
information timeously.
10.2. To make the institution increasingly selfsufficient by encouraging and implementing
an entrepreneurial approach
10.1.1.
10.1.2.
10.1.3.
10.2.1.
10.2.2.
Reliable and credible financial information
Enhanced and informed decision-making.
Accurate and timeous financial reporting.
Increased third stream income
Prudent use of existing resources
Approved by Council on 14 March 2008
19
KPA
INFRASTRUCTURE
MANAGEMENT
AND
DEVELOPMENT
GOALS
11. To provide and maintain
appropriate and adequate
infrastructure.
10.3. To plan for the optimal financial
management and utilisation of University
assets.
10.3.1. Efficient utilisation of university finances and assets.
10.3.2. Maximum value derived from the current assets
10.4. To develop a Black Economic
Empowerment (BEE) compliant
procurement policy
10.4.1. A BEE compliant procurement policy.
10.5. To leverage financial resources to maintain
fiscal stability
10.5.1. Increased third stream income.
10.5.2. Improved and sustainable fiscal stability
OBJECTIVES
11.1. To develop and implement a maintenance
disaster management plan
EXPECTED OUTCOMES
11.1.1. Functioning equipment and facilities
11.1.2. Derived value for money
11.1.3. Managed disaster when it occurs
11.2. To provide and improve incrementally the
physical facilities of the University.
11.2.1. Incrementally improving physical facilities
11.2.2. Suitable facilities for students and staff
11.3. To provide a healthy, clean, safe and secure
environment in all the campuses of the
University
11.3.1. Conducive environment to learning and teaching
11.3.2. A healthy, clean, safe and secure university.
11.4. To support all university operations with
efficient and effective Information and
Communication Technology (ICT) services
11.4.1. Efficient and effective ICT services
11.4.2. Improved and efficient operations and services to students and staff
11.5. To ensure that all physical structures are
compliant with legal and environmental
requirements
11.5.1. Legally compliant physical structures
11.5.2. Accessible physical facilities to people with disabilities
Approved by Council on 14 March 2008
20
KPA
INNOVATION AND
TECHNOLOGY
KPA
MANAGEMENT
AND GOVERNANCE
GOALS
12. To develop, adapt and apply
appropriate technology.
GOALS
13. To create and sustain
efficient and effective
management and governance of
WSU
11.6. To provide all staff and students with
appropriate learning and teaching,
residential and recreational facilities
11.7. Policy on physical planning and space management
11.8. Learning and teaching facilities for staff and students.
11.9. Residential facilities for staff and students
11.10. Recreational facilities for staff and students
OBJECTIVES
12.1. To introduce students and staff to the latest
learning and teaching technology
EXPECTED OUTCOMES
12.1.1. Latest technology used for learning and teaching
12.1.2. Skilled staff and students on technology.
12.2. To promote innovativeness
12.2.1. Increased new projects discovered by students and staff.
12.2.2. Unleashed creative potential of staff and students
12.3. To develop a plan that will promote the use
of appropriate technology
12.3.1.
12.3.2.
12.3.3.
12.3.4.
OBJECTIVES
13.1. To establish structures that promote good
governance and management for both the
academic and the non-academic sector
EXPECTED OUTCOMES
13.1.1. Properly functioning academic and non-academic structures in place
13.1.2. Well-established and sustained good governance
13.2. To enhance Council support for the quality
governance and oversight.
13.2.1. Quality governance processes
13.3. To enhance Management capacity to
improve the quality of management at all
levels of the University.
13.3.1. Quality management processes
13.4. To develop a delegation policy.
13.4.1. Delegation policy in place and applied
13.4.2. Devolved decision-making and fast-tracked service delivery.
13.4.3. Efficient and effective business processes.
Technology-mediated learning and teaching and support services
Inter-campus communication mediated by technology
General business processes enabled and simplified by technology
Multi-campus management made simpler by technology.
Approved by Council on 14 March 2008
21
13.5. To encourage participative governance
13.5.1. Participative and democratic governance processes
13.5.2. Decisions and outcomes owned by the University community
13.6. To enhance communication, marketing and
image of the university
13.6.1. Improved public image of the university
13.6.2. Attraction and retention of quality students and staff
13.6.3. Integrated communication and marketing of the university
13.7. To promote and embed a culture of planning
at all levels and sections of the university
13.7.1. Institutional and cascaded planning at all levels and sections in all
functional areas
13.7.2. Plans and programmes implemented.
Approved by Council on 14 March 2008
22
Chapter 3: Transformation of WSU’s Academic Enterprise
4.1. Core-business Transformation
4.1.1. Context of academic enterprise transformation
WSU, in terms of its vision, has positioned itself as a unique developmental university. It has identified its anchor niche areas as rural development and
urban renewal and is positioning itself as a responsive, innovative, technological, scientific comprehensive and developmental university specializing in these
two niche areas. It seeks to transform its Programme and Qualification Mix (PQM) to respond better to local, regional and national developmental
imperatives. WSU wants to embed in its programmes entrepreneurship and the values Walter Sisulu stood for so that it is able to produce a new kind of
graduate that is unique.
While undergoing transformation the university also seeks to influence the transformation of society through conducting relevant research and producing a
new kind of graduate that is able to offer alternative development solutions to society. It is also enhancing its capacity so that it can better respond and
contribute to community development as part of its strategy to make a difference in the lives of the people.
WSU needs to develop a new PQM. The existing PQM has been inherited from the merged institutions. The vision of WSU as a developmental university
cannot and will not be achieved unless the university reviews its PQM. As a response to the vision and mission of the university, a new PQM of WSU will
be developed in 2008. Once the PQM is approved, the curriculum content of programmes will be restructured to ensure that it addresses the desired
outcomes as defined in the mission of the university. The PQM will be supported by research that is focussed on the identified niche areas of Rural
Development and Urban Renewal.
4.1.2. List of Approved Academic Programmes and Qualifications by Faculty
The list of existing programmes is provided for as annexure 1separately
4.1.3. Faculty Academic Programmes (2008 – 2017)
Faculties have worked on their academic plans on the basis of the Neil Butcher and Associates recommendations and as well as on the basis of the vision and
mission of the university. They have worked out a suite of programmes to be retained, reconfigured, discontinued and new programmes to be introduced as
Approved by Council on 14 March 2008
23
from 2010. The list of these programmes is provided for in appendix B of Annexure 1. Further refinement of the PQM of the university will be done in 2008
and once approved by Council it will be submitted to the Department of Education for approval. The phasing out and phasing in of programmes will also be
influenced by the new Higher Education Qualifications Framework (gazetted by the Minister in October 2007) to be implemented as from January 2009.
4.1.4. Academic Enterprise Architecture and Campus Reconfiguration
WSU will be organised in terms of Faculties, schools, programmes and departments. As from 2008 WSU will reduce its number of Faculties to four namely:
1. Faculty of Business, Management Sciences and Law
2. Faculty of Education
3. Faculty of Health Sciences
4. Faculty of Science, Engineering and Technology
Faculties will have their programmes spread in various campuses in line with the requisites of the IOP as contained in Annexure 2.
4.1.5. Enrolment Plan (Size and Shape)
4.1.5.1. Projected Student enrolments (2008 – 2010)
WSU ORIGINAL ENROLMENT PLAN
REVISED PLAN IN LINE WITH DOE
PERFORMANCE TARGETS
HEACOUNTS CONTACT
MODE
TABLE 3
CONTACT STUDENTS
ONLY
HEAD COUNT
ENROLMENTS BY
Average
annual
Planned
Expected
Enrolments
2006
2007
2008
2009
2010
increase
enrolments
2006-2010
2008
Approved by Council on 14 March 2008
2009
2010
24
MAJOR FIELD OF
STUDY
Actual Figures
SET
6825
7197
7230
7235
7247
0.42
7223
7622
7699
Business management
8089
8112
7749
7375
7025
-0.65
8150
8003
8151
Education
4673
4928
4950
4953
4962
0.29
5368
5716
5822
Other humanities
4668
4682
4472
4256
4054
-0.38
3660
2858
2329
Total
24256
24918
24400
23819
23288
-0.31
24400
24200
24000
Average
REVISED PLAN IN LINE WITH DOE
PERFORMANCE TARGETS
Average
WSU ORIGINAL ENROLMENT PLAN
%HEADCOUNTS
CONTACT MODE
TABLE 3a
percentage
CONTACT STUDENTS
ONLY
%HEAD COUNT
ENROLMENTS BY
MAJOR FIELD OF
STUDY
Actual Figures
Planned
expected
Enrolments
2006
2007
2008
2009
SET
28.1
28.9
29.6
Business management
33.4
32.6
Education
19.3
Other humanities
Total
Percentage
enrolment
enrolments
2010
2006-2010
2008
2009
2010
2006-2010
30.4
31.1
29.6
29.6
30.4
30
30
31.8
31.0
30.2
31.8
33.4
33.6
35
34
19.8
20.3
20.8
21.3
20.3
22
24
25
24
19.2
18.8
18.3
17.9
17.4
18.3
15
12
10
12
100.00
100.00
100.00
100.00
100.00
100.0
100
100
100
100
Approved by Council on 14 March 2008
Enrolment
25
4.1.5.2. Shape of WSU (2006 – 2010)
Major Field of Study
SET
Business management
Education
Other humanities
Total
2006
28.1
33.4
19.3
19.2
100
2010
30
35
25
10
100
4.2. Academic Support Services Transformation
This section outlines the type of specific strategic initiatives on which the institution will embark to deliver on the strategic direction of the university
outlined in Chapter Three of the plan. These strategic initiatives have also been informed by the environmental context analysis outlined in Chapter Two.
These types of initiatives will be implemented at a university level and are not necessarily unit or faculty plans but are university initiatives to be
implemented across units and faculties. Faculties and units strategic plans will be informed by these Plans. This means that Faculties and Units are expected
to incorporate these specific strategic initiatives into their plans. The specific strategic initiatives have been designed in line with the principle of SMART 2.
They are also directly aligned to WSU Goals and Objectives e.g. WSU.O.1.1, which refers to WSU Objective 1 of Goal 1.
4.2.1. Learning and Teaching Development Plan
KPA
Curriculum Restructuring
& Programme
Development
WSU Objective
WSU.O.1.1. – 1.4.
WSU.O.3.1.
Staff Academic
Development
WSU.O.3.3. – 3.4.
2
Strategic Initiatives
Review programmes for viability and mission
compliance
Develop new programmes
Introduce new programmes as prioritised
Develop a staff academic development strategy
Strategic Measures/Indicators
Completion of the review process within
timeframes
Approval of the new PQM by DoE
Introduction of programmes at the set
timeframes
Approved staff academic development
strategy
SMART is an acronym for: Specific, Measurable, Achievable, Realistic, and Time-bound objectives and strategic initiatives. It is widely used by organisations as a planning tool.
Approved by Council on 14 March 2008
Timeframes/Year/s
2008
2008-2010
2010 – 2017
2008
26
Student Throughput and
Retention
Student Career Guidance
and Development
Schools and FET Colleges
Liaison
WSU.O.2.1.-2.4
Implement the throughput strategy
% improvement of throughput annually
2008-2010
WSU.O.1.5.
Develop a student career guidance and development plan
Approved plan within timeframes
2008
WSU.O.6.1. & 6.3.
Forge links with FET Colleges
Implementation of the MoU with FET
Colleges
 Identification of strategic schools.
2008
On-going
2008-2012
Strategic Measures/Indicators
% increase of staff/students involved in
research
% annual increase in research output
% annual increase of students involved in
research
Increased number of faculty support
interventions
Increased number of faculties engaged in
research
Timeframes/Year/s
2008 – 2015
Develop links with targeted strategic schools in the
immediate vicinity of WSU
4.2.2. Research Development Plan
KPA
Research Development
WSU Objective
WSU.O.4.1 – 4.4.
Strategic Initiatives
Create a conducive environment for research
Incrementally improve research output
Increase student involvement in research activities
Increase and strengthen the capacity and number of
faculties involved in research
2008- 2015
2010 -2015
2008 – 2012
4.2.3. Community Engagement and External Linkages Plan
KPA
Community Engagement
WSU Objective
WSU.O.5.1. – 5.8.
Strategic Initiatives
Embed community engagement in all faculties
Develop a strategy and policy on community
engagement
Expand Service Learning module and WIL in all
programmes in all faculties
Encourage faculties to engage in community based
research
Strategic Measures/Indicators
Increased number and level of faculty
community engagement activities
Approved strategy and policy on community
engagement.
% annual increase of programmes with service
learning module and WIL
% annual increase of faculties’ engagement in
community based activities
Approved by Council on 14 March 2008
Timeframes/Year/s
2008
2008
2009 – 2017
2008 – 2017
27
External Linkages
WSU.O.6.1. – 6.4.
Provide short learning programmes to address
community needs
Activate and strengthen existing linkages
Initiate new linkages in strategic areas
Mobilise and solicit externally funded projects for
institutional development
Develop a policy on internationalisation
Introduction of short learning programmes and
its % increase annually
 A plan to activate and strengthen linkages
 Active linkages
% annual growth of linkages
% annual increase in externally funded projects
2008 – 2017
Approved policy on internationalisation
2008
Strategic Measures/Indicators
Quantifiable and assessable improvement in
library technology, holdings and facilities
Quantifiable and assessable improvement in
library technology, holdings and facilities
Existence of tools to do research
Timeframes/Year/s
2009-2015
2008 -2010
2008 – 2012
2008 – 2017
4.2.4. Library and Information Services Plan
KPA
Provision and management
of information sources and
infrastructure
WSU Objective
WSU.O. 3.2.
Strategic Initiatives
Build new library structures.
Upgrade the existing library structures
2008-2012
2009 – 2017
WSU.O.4.1.
Provide necessary tools to do research
WSU.O.2.1
Encourage critical thinking through Information
Literacy Programmes
Existence of Information literacy programmes
2008 – 2017
Strategic Initiatives
 Develop an integrated quality management
strategy
 Implement the strategy and embed quality in all
processes
 Develop an integrated quality management
strategy
 Implement the strategy and embed quality in all
processes
Strategic Measures/Indicators
 Approved strategy within timeframes
 Institutionalisation of the strategy in all
units and faculty Strategic Plans
Timeframes/Year/s
2008


2008 – 2010
4.2.5. Quality Management Plan
KPA
Integrated Academic
Quality Management
Integrated Support Services
Quality Management
WSU Objective
WSU.O.7.1. - 7.3.
Approved by Council on 14 March 2008
Approved strategy within timeframes
Mainstreaming of the strategy in all section
and faculty Strategic Plans
2008 – 2010
28
4.2.6. Rural Development Plan
KPA
Fore-grounding rural
development
WSU Objective
WSU.O. 5.3 – 5.8.
Strategic Initiatives
Develop a coherent strategy on rural development
Strategic Measures/Indicators
Approved strategy within timeframes
Timeframes/Year/s
2008
Implement the rural development strategy
Mainstreaming of the strategy in faculty
Strategic Plans
2008-2017
Develop university policies on rural development
Approval of the policies within time-frames
4.2.7. Urban Planning and Development Plan
KPA
Establishment and
development of the Centre
for Urban Renewal and
Spatial Development
WSU Objective
WSU.O.1.1. – 1.3.
Strategic Initiatives
Establish a Centre for Urban Renewal and Spatial
Development
Develop and implement a strategy on Urban Renewal
and Spatial Development
Strategic Measures/Indicators
 Approved founding document for the
Centre
 Staffing of the Center
 Approved strategy
 Mainstreaming of urban renewal and spatial
development into relevant faculty plans
Approved by Council on 14 March 2008
Timeframes/Year/s
2009
2009 – 2012
29
Chapter 4. Transformation and Development of Core-Business Enablers
This section outlines the type of specific strategic initiatives on which the institution will embark to deliver on the strategic direction of the university
outlined in Chapter Three of the plan. These strategic initiatives have also been informed by the environmental context analysis outlined in Chapter Two.
These types of initiatives will be implemented at a university level and are not necessarily unit or faculty plans but are university initiatives to be
implemented across units. Faculties and Units strategic plans will be informed by these Plans. This means that Faculties and Units are expected to
incorporate these specific strategic initiatives into their plans. The specific strategic initiatives have been designed in line with the principle of SMART
objectives. They are also directly aligned to WSU Goals and Objectives e.g. WSU.O.9.2. which refers to WSU Objective 2 of Goal 9.
5.1. Student Services Plan
KPA
Students Recreation
WSU Objective
WSU.O. 9.2.
Students Wellness
WSU.O. 9.2.
Strategic Initiatives
Provide student recreational facilities and
programmes
Provide primary health services to all students
Strategic Measures/Indicators
Implementation of the plan
Timeframes/Year/s
2010 – 2015
Accessible primary health services to all
students.
2008 – 2012
Provide a student welfare support system
Provide leadership development programmes to
students
Develop and implement a holistic HIV/AIDS
strategy
Social assistance for needy students
% annual increase of student leadership
development programmes
 Approved strategy within timeframes
 Implementation of the strategy within
timeframes
% triennial increase of sport facilities
2009 – 2012
2008 – 2010
% triennial increase of student accommodation
to the national benchmark
% increase of the number of students that have
received the services
Balanced ratio of counselors to students
Existence of a dedicated office
2008 – 2017
Students Development
and Governance
HIV/AIDS
WSU.O. 9.2.
Students
Sports
Development
Students Residences
WSU.O. 9.2.
Provide sports facilities
WSU.O.11.6.
Develop student accommodation
Students
Counseling
Support Services
WSU.O. 9.2.
Provide counseling and support services to all
students
Students International
Services
WSU.O.6.2.
Provide a streamlined international service for
students
WSU.O. 9.2.
Approved by Council on 14 March 2008
2008 – 2012
2008 – 2017
2008 - 2017
2009
30
5.2. Human Resources Management and Development Plan
KPA
Staff Recruitment and
Retention
Employment Equity
WSU Objective
WSU.O.8.1.
Strategic Initiatives
Develop a staff recruitment and retention strategy
Strategic Measures/Indicators
Approved strategy within timeframes
Timeframes/Year/s
2008
WSU.O.8.1.
Develop an equity plan


2008
Human Resources
Development
Organisational
Development & Culture
WSU.O.8.2. – 8.6.
Develop and implement an integrated staff
development strategy
Develop an organisational development strategy
Approved equity plan
% annual improvement of the equity profile
of WSU.
Approved strategy within timeframes.
Approved organisational development strategy
2009
Develop a change management strategy
Existence and implementation of a change
management strategy
2008-2012
Develop and implement a performance management
system
Comply with occupational health and safety
requirements
Finalise the development of an integrated HIV/AIDS
strategy
Develop an Employee Assistance Program (EAP)
Approved performance management system
2008
% improvement of WSU compliance profile to
OHSA prescriptions
Approved strategy within timeframes
2008
Existence of the EAP
2008-2009
WSU.O.8.4. – 8.5.
Harmonise conditions of service & salaries
Harmonised conditions of service and salaries
2008 -2010
Existence and implementation of the plan.
2008 – 2009
WSU.O.8.3. – 8.6.
Develop a comprehensive communication plan on
HR matters
Develop a labour relations strategy
Develop a customer focused business processes
Existence of approved strategy
Existence of a customer focused business
processes
Conduction of annual staff satisfaction surveys
2008 -2009
2008-2009
WSU.O.8.3. & 8.5.
Staff Wellness and
Safety
Employment relations
Customer Focused
Business Process
WSU.O.8.4. – 8.5.
Run annual staff satisfaction surveys
Approved by Council on 14 March 2008
2008 – 2012
2008 – 2010
2008
2008 – 2017
31
5.3. Financial Management Plan
KPA
Financial Management
WSU Objective
WSU.O.10.1. & 10.3.
Strategic Measures/Indicators
Approval of a strategic budget by Council
Adoption and implementation of the model by
management
Adoption and implementation of the model
Adoption and implementation of the third
stream income strategy
Timeframes/Year/s
2008
2008
WSU.O.10.2. & 10.5.
Strategic Initiatives
Align budgeting to planning
Develop a resource allocation model for effective
utilization of financial resources
Develop a costing model for programmes
Develop a strategy to manage third stream income
Third Stream Income
Generation
WSU.O.10.3.
WSU.O.10.3.
Supply Chain
Management (SCM)
WSU.O. 10.4
% improvement of third stream income in line
with set IOP targets
Reduction of student debt by 20% annually
Approved and implemented strategy
Consolidated and up to date Asset Register
Measurable compliance to the policy
Approved and implemented strategy in line with
budget
2008 – 2012
Debt Management
Asset Management
Develop and implement fundraising targets for the
university as set out in the IOP
Develop a debt recovery management strategy
Develop an asset management strategy
Aggressively implement the SCM policy
Develop a Supply Chain Management strategy
2008
2008
2008 – 2012
2008
2008 – 2017
2008
5.4. Information and Communication Technology Plan.
KPA
Information and
Communication
Technology
Management and
Development
WSU Objective
WSU.O.12.1.
WSU.O.11.4.
WSU.O.12.2.
Strategic Initiatives
Deploy technology for learning, teaching and
research
Develop an innovation hub in collaboration with
public and private sectors
Strategic Measures/Indicators
% annual improvement of learning and teaching
technology
 Funding proposal developed
 Existence of the Hub within timeframes
Timeframes/Year/s
2008 – 2015
WSU.O.12.3.
Increase the ratio of students to computers to 5:1
% annual improvement of the ratio of students
per computer
Audit confirming the full utilisation of existing
technology
Existence of a management information system
2008 – 2017
Optimal access and use of the existing technology
Improve the reliability of management information
systems
Approved by Council on 14 March 2008
2010 – 2015
2008
2008 – 2010
32
Develop a disaster risk management system
Existence of the system
2008
Strategic Measures/Indicators
Approved marketing strategy within timeframes
Approved communication strategy within
timeframes
Marked improvement of the role of Alumni
annually
Enhanced value of the brand

% annual increase in donor funding

Operational WSU foundation
Timeframes/Year/s
2008
2008
Strategic Measures/Indicators
% triennial improvement of learning and
teaching facilities
% triennial improvement of sports, recreational
facilities and infrastructure for learning and
teaching
 Approved migration strategy
 Completion of the consolidation process
within timeframes
Completion of construction
Timeframes/Year/s
2008 – 2017
% triennial improvement of learning and
teaching facilities
2008 – 2017
5.5. Marketing, Communication and Development Plan
KPA
Integrated Marketing,
Communication and
Development
WSU Objective
WSU.O.13.6.
Strategic Initiatives
Develop an integrated marketing strategy
Develop an integrated communication strategy
Engage WSU Alumni
Strengthen the brand of the university
Develop an integrated Resource
Development/Mobilisation strategy
2008 -2012
2008 – 2017
2008
5.6. Physical /Spatial Development and Management Plan
5.6.1. Facilities Plan
KPA
Buffalo City Campus
WSU Objective
WSU.O.11.5. – 11.6.
Strategic Initiatives
Provide adequate facilities for learning and teaching
Provide adequate sports, recreational facilities and
infrastructure for learning and teaching and
administration
Consolidate delivery sites and programmes in line
with the IOP
Butterworth Campus
Develop a purpose built learning and teaching facility
for SET (Technopark)
Provide adequate facilities for learning and teaching
Approved by Council on 14 March 2008
2010 – 2017
2008 – 2012
2008 – 2017
33
Provide adequate recreational facilities for staff and
students
Consolidate delivery sites and programmes in line
with the IOP
Mthatha Campus
Enhance facilities for learning and teaching
Provide adequate recreational facilities for staff and
students
Provide adequate facilities for learning and teaching
for Health Sciences in collaboration with the
provincial government
Relocate the campus to an appropriate site
Queenstown Campus
% triennial improvement of recreational
facilities
 Approved migration strategy
 Completion of the consolidation process
within timeframes
% triennial improvement of learning and
teaching facilities
% triennial improvement of recreational
facilities
Completion of construction


Identification and acquisition of the site
Relocation plan
2010 – 2017
2008 – 2012
2008 – 2017
2010 – 2017
2009 – 2013
2009
5.6.2. Residence development plan
KPA
Buffalo City Campus
WSU Objective
WSU.O.11.2, 11.3, 11.5, 11.6
Strategic Initiatives
Develop student and staff residences
Strategic Measures/Indicators
Completion of construction of residences
Timeframes/Year/s
2009 – 2017
Butterworth Campus
Queenstown Campus
WSU.O.11.2, 11.3, 11.5, 11.6
WSU.O.11.2, 11.3, 11.5, 11.6
WSU.O.11.2, 11.3, 11.5, 11.6
Completion of construction
To be determined by the successful relocation of
the campus
Completion of construction
Completion of construction
2008 – 2012
2009 – 2017
Mthatha Campus
Develop student and staff residences
Develop residences subject to a successful relocation
of the campus to an appropriate site
Develop student and staff residences
Develop residences for Health Sciences students
through funding from the DoH ( provincially)
Approved by Council on 14 March 2008
2009 – 2017
2009
34
5.6.3. Estates and Technical Services plan
KPA
Estates and Technical
Services management
WSU Objective
WSU.O.11.3.
Strategic Initiatives
Create consciousness about the value of WSU’s
resources
Develop a Disaster/Risk Management Plan (
electricity, water, etc)
Develop a model for planning and management of
space
Refurbish buildings using DoE Funds
Strategic Measures/Indicators
 Existence of an awareness programme
 Implementation of the programme
 Existence of the plan
Timeframes/Year/s
2008

Existence of the model
2008


2008 – 2012
WSU.O.11.5.
Refurbish buildings for legal compliance using DoE
Funds


WSU.O.11.3
Harmonise provision of services ( in- house or
outsource)


Existence of the refurbishment plan
Refurbishment of buildings in line with the
plan
Existence of the refurbishment plan
Refurbishment of buildings in line with the
plan
Existence of a harmonisation plan
Completion of harmonisation within
timeframes
WSU Objective
WSU.O. 9.4. & 9.5
Strategic Initiatives
Develop and review annually a registration plan
WSU.O.13.1.
Enhance academic administration structures
Strategic Measures/Indicators
Existence of an annually reviewed registration
plan
Existence of a plan to enhance academic
structures
WSU.O.11.1.
WSU.O.11.6.
WSU.O.11.2.
2008
2008 – 2012
2008 – 2010
5.7. Academic Administration Plan
KPA
Customer Centred
Administration
Approved by Council on 14 March 2008
Timeframes/Year/s
2008
On-going
2008
35
5.8.
Institutional Planning and Enrolment Management Plan
KPA
Strategic Planning
WSU Objective
WSU.O.13.7.
Strategic Initiatives
Embed a culture of planning at WSU
Strategic Measures/Indicators
 Existence of institutional, faculty and unit
Strategic Plans
 Alignment of the institutional processes to
the strategic plan
 Implementation of the plans
 Existence of annual institutional, unit and
faculty performance reports
Timeframes/Year/s
2008
2008 – 2010
2008 – 2010
2008 – 2010
Academic Planning and
Enrolment
Management
WSU.O.9.3.
WSU.O.3.2 & 3.6.
WSU.O.6.2.
Institutional Research
WSU.O.12.3.
Develop enrolment plans in line with institutional
capacity and national targets
Improve access especially with regard to gender and
disability
Increase the participation of international students to
5% of the total enrolment by 2015
Existence of annual enrolment plans
2008 – 2010
% increase of the participation of students in
these categories
% annual increase of the participation of
international students
2008 – 2010
Develop a reliable management information system
Existence of the system
2008 – 2010
Strategic Initiatives
Streamline governance committees
Strategic Measures/Indicators
 Completion of the review within stipulated
timeframes
 Implementation of the review
 Existence of the project plan
 Finalisation of appointments
Timeframes/Year/s
2008
2008 – 2015
5.9. Governance and Management plan
KPA
Corporate Governance
WSU Objective
WSU.O.13.1.
Speed up the finalization of substantive appointments
at all levels
Approved by Council on 14 March 2008
2008
36
Corporate Management
WSU.O.13.1. – 13.5.
Streamline management committees

2008
Strengthen participative governance



Completion of the review within stipulated
timeframes
Implementation of the review
Completion of a review on management
systems and processes
Implementation of the outcomes of the
review
Approval of the policy within timeframes
Implementation of the policy
% improvement in ownership of decisions
WSU.O.13.2.
Develop a comprehensive support system for council

Existence of the system
2008
WSU.O.13.3.
Strengthen communication between statutory
structures and the university community

Campus Management
WSU.O.13.3.
Audit and Risk
Management
WSU.O.13.1.
Develop an appropriate model for multi-campus
management
Develop an Audit and Risk Management Plan
Identify and fill gaps in management systems and
processes



Develop and implement a delegation policy
Corporate governance
& management support
2008 – 2010
2008
2008
Improvement of awareness on decisions
taken by statutory structures
 Improvement of relations between statutory
structures and the university community
Approval of the model
2008
Approval of the Plan
2008
Approved by Council on 14 March 2008
2008
37
Chapter 5: Implementation and Review of the Strategic Plan
6.1. Implementation Mechanism
6.1.1. Integration of Planning and budgetary cycles
The linkage, integration and inter-dependency of planning priorities with budgetary priorities most clearly communicates to all stakeholders the University’s
determined commitment to its own planning objectives, as well as optimising the prospects for achievement of specific goals.
In an environment of limited resources, the allocation of scarce funding for selected objectives should always reflect strategic prioritisation and balance
between university-wide obligations and targeted aspirations. Put simply, the University should put its resources where its plans indicate priorities.
6.1.2. Strategic Alignment of Performance Management System with Planning
Reasonable alignment of individual staff development and performance goals, organisational unit objectives and the strategic directions of the University is
likely to lead to optimised personal job satisfaction, maximised unit performance and the enhancement of University achievements overall. Once the
Strategic Plan is in place a performance management system has to be put in place for staff.
6.1.3. Development of an Implementation and Accountability Framework
The implementation framework will be categorised into three areas: the annual operating plan which will outline priorities for the year, the faculty and unit
plans template which will be aligned to the overall operating plan and which will also have specific faculty and unit priorities and a strategy and budget
implementation framework which will be align budgets to the strategic plan. Faculties and units will be expected to submit quarterly performance reports to
the executive management which will report to council through its committees on the performance of the university against its annual operating plan. This
mechanism will also serve the purpose of annual monitoring and evaluation of the implementation of the plan. 6.1.4. Development of a Medium Term Strategic
Framework (Three Years)
The Plan will be developed once the ISP is approved by Council
6.1.5. Development of a Medium Term Expenditure Framework (Three Years)
The Plan will be developed once the ISP is approved by Council
Approved by Council on 14 March 2008
38
6.1.6. Development of Annual Operating Plans (AOP)
Sometimes called Cost Centre Plans, Unit Plans address and give effect to the Strategic Directions and the Functional Plans, but would also normally
incorporate distinctive aspects of the operations of each particular Unit. It would comprise a vision statement, goals, strategies, targets, responsibilities,
projected timelines and key performance indicators. It may also include or refer to specific sub-units components (e.g. ‘School’ Plans or ‘Section’ Plans).
These are the focused ‘action plans’ for a twelve month period. They would comprise a University-wide AOP and separate Faculty/Unit AOP’s, in which
strategic priorities are directly linked to budget priorities for the immediate future, appropriate resources are identified, clear responsibilities and
accountabilities are allocated, and precise timelines are listed, with automatic review as part of the year cycle of “PLAN-DO-REVIEW”.
Operating Plans should be brief and concise. The University AOP would be a transparent and public document incorporating explicit responsibilities for the
strategic management team of the University. The University AOP will be submitted to Council annually for approval by the Vice Chancellor. It is this
document that will be linked to the annual budget of the University
6.2. Review Mechanism
6.2.1. Review Cycle
It is vital that the integrated “PLAN-DO-REVIEW” cycle is incorporated into the normal operations of the whole university.
The ten year Strategic Directions/Plan documents’ formal review should overlay the three year formal review cycle for Functional and Faculty Strategic
Plans. The Faculty/Unit Plans will contain one to three year performance targets linked to Three Year Strategic Enrollment Plans. Effective strategic
management and implementation of the Plans will then require regular monitoring and assessment which is predictably brought to Council for information
and comment where appropriate. Formal reviews will be scheduled in sufficient time to ensure comprehensive revision and update within the published
timelines of the cycles and plans.
The integration of the planning and review cycles within annual cycles is vital, and the Annual Operating Plans will follow the “Plan-Do-Review” cycle in a
year frame.
Approved by Council on 14 March 2008
39
A yearly Planning and Review Cycle would appear as:
Jan to March: The Vice-Chancellor announces the University Annual Operating Plan to the university community, emphasising priorities for the current
year. Annual Operating Plans, drafted late last year, now finalised.
Units and Faculties finalise previous year performance reviews and revise targets for the year on the basis of performance reviews.
April to June: Functional Plans are refined and updated as needed; budgetary information and planning outcomes for the previous year are reviewed;
updates, reviews and information on selected Key Performance Areas presented to Council (through the middle of the year). Annual report of the university
is developed. Planning guidelines for the following year are issued
July to Sept: Annual Operating Plans monitored; financial performance analysed in relation to strategic as well as accounting objectives. Planning for the
following year commences. First draft strategic budget is submitted to Council
Oct to Dec: Strategic priorities are finalised for the following 12 months in line with Strategic Directions and Functional Plans; budgetary alignment with
strategic priorities; Budget finalised for the following year; current Annual Operating Plans reviewed and AOP’s for next year prepared.
In addition, monitoring of performance and outcomes against objectives and targets will occur throughout the year, but with explicit focus on the preceding
year’s AOP’s in the first quarter. A detailed formal review of each Unit’s performance against planning targets for the previous year would also occur each
year prior to budgetary revisions in a three year Projected Budget framework and in the context of reviewing the AOP’s. These will be in line with
management reports to be submitted to executive management at least quarterly for review
Approved by Council on 14 March 2008