Download the Annual report 2011 - Unisa

eral disability awareness campaigns for staff at the university.
While the physical infrastructure at the university
is not yet optimally conducive to supporting staff with
disabilities, steps are taken with all new buildings to ensure
appropriate accommodation. However, Unisa has
some very old infrastructure, and the refurbishment of
existing buildings is an expensive initiative, but notwithstanding
the costs, the matter is receiving attention and
is part of the institutional Estates Plan. The employment
equity compliance review 2008–2011 was finalised and
challenges have been highlighted to be addressed in the
2012–2014 Employment Equity Plan.
Unisa is engaged with a very exciting project to analyse
all policies and the workforce profile to assess its adherence
to employment equity best practice standards. The
outcomes will also be factored in to the 2012–2014 Employment
Equity Plan.
New organisational structure
A significant focus of Unisa’s transformation journey has
been on the areas of teaching, research, education, science
and technology, which needed an injection of newness
that would bring to the fore the necessary spirit of
innovation. With this in mind, in 2011 we adopted a new
institutional structure which included a separate College
of Education 12 and three new portfolios of Teaching and
Learning, Research and Innovation 13 and Institutional Development.
Adequacy of staffing levels
Unisa needed to address escalating HR costs while continuing
to ensure the adequacy of staff provisioning. Accordingly,
the decision was taken to prioritise the human
resources in line with the university’s mandate and core
business. In order to ensure that there are adequate academic
resources, and to ensure the necessary agility to
accommodate changes in the PQM and the nature of
the student compliment, a 70/30 principle (70% permanent
and 30% contract appointments) was introduced.
This was used as a guideline in 2010 and it was
formally implemented during the 2011 HR planning
process. Further, during 2011 a gain of 10% was reported
regarding the filling/appointment in academic
positions and 7% in the primary support positions which
are essential in terms of our ODL nature. This gain was
at the expense of the institutional support where 9%
fewer positions were filled compared to 2010. Addition-
UNISA ANNUAL REPORT 2011
| 33 |
ally, the time taken to fill vacant positions showed an improvement
of 33%. This aspect impacts on the availability
of resources within the university. The initiatives will
be further enhanced by the utilisation of technology in
the future.
Environmental sustainability
Being an engaged and relevant institution also implies
maintaining our relevance in the global context, and, in
line with strategic Goal 6, I emphasised in my inaugural
address all forms of sustainability, including the global
groundswell of concern for the sustainability of our
planet, the systems which drive it and the people who
inhabit it. As a result, 2011 saw Unisa building upon the
foundation laid in previous years. Unisa has committed
to embracing and embedding an ethos and practice of
sustainability in all its activities, and I have taken the step
to place the monitoring and oversight function directly
in my own office, as our ethical mandate and commitment
to the United Nations Global Compact (UNGC)
akes this a non-negotiable priority. A number of significant
initiatives have been undertaken that demonstrate
the growing commitment to comprehensive and concrete
support for sustainability at Unisa. The university
is favourably capacitated in its sustainability endeavours
by the active and engaged support of the Council. The
staff are equally responsive and we will begin a plan of
action to ensure that our students will also soon be taking
the necessary lead in this direction.
However, in 2011 our activities were more about raising
awareness and supporting current and new quick-win
initiatives in the area of environmental sustainability.
Going forward, the university will develop a consolidated
comprehensive plan under the gaze of Council, as the
Environmental Sustainability Policy (which will be approved
in 2012) is submitted along with an operational
plan that sets clear deadlines of achievement.
As a signatory to the UNGC we have been engaged in
a systematic process of embedding its ten principles
across all university activities. We have also begun a successful
process of developing an integrated strategy for
corporate social responsibility in respect of economic,
social and environmental issues, which is confirmed by
the positive feedback from UNGC offices to the 2011
institutional report.
12 Previously the School of Education was part of the College of Human Sciences. However, the national imperatives and priority on improved basic education made it clear that a dedicated
College of Education was necessary.
13 Previously there were two portfolios: Academic and Research, and Learner Support. The new structure emphasises the synergies between teaching and learner support while providing a
separate dedicated focus on research and innovation which is an agreed growth area for Unisa.