Download the Annual report 2011 - Unisa

Management Information
Planning and management decisions in an organisation
of Unisa’s complexity are, of necessity, informed by regular
analyses and sophisticated business intelligence.
These include, but are not limited to, surveys (annual student
satisfactions surveys run consistently for the past
five years and staff surveys for the past three years), ad
hoc institutional research initiatives addressing institutional
informational needs at all levels and multiple sectors
of the organisation, portfolio-level dashboard
reports which illuminate performance on operational
objectives on a one-to three-year timeframe. In addition,
quarterly reports from the various portfolios headed by
Vice-Principals and the Registrar provide reports on the
finances of the university, human resource performance,
research, aggregated registration data, reports on examination
performance, and annual Hemis submissions
(which identify the complex range of statutory reporting
requirements to the Department of Higher Education
and Training). These reports are tabled at Management
Committee and committees of Council committees. Individually
and in combination, these information resources
provide multiple lenses to assess institutional
performance, and facilitate sound decision making by
Management and Council.
Management Remuneration
Committee
Remuneration in the university is governed through two
remuneration committees, namely the Remuneration
Committee of Council (RCoC) which determines the remuneration
and fees of Council members and governs
the remuneration matters of employees on post grades
1–3 14 (Executive Management), and the Management
UNISA ANNUAL REPORT 2011
Self-assessment of institutional performance
Institutional performance against pre-determined strategic objectives: 2011
14 The Peromnes Grading System is used to conduct job evaluations and grade positions at Unisa.
15 The Peromnes Grading System is used to conduct job evaluations and grade positions at Unisa.
16 The Remuneration Committee is a Council Committee and appropriately dealt with under that section of the Report.
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Remuneration Committee (Manrem) which manages all
remuneration issues relating to employees on post
Grades 4–18. 15 In addition to the basic cost to company
remuneration package of staff on post grades 1–4, Unisa
also applies an integrated performance management
system which is based on an annual assessment of the
individual staff member’s performance in terms of
his/her performance agreement with the Vice-Chancellor.
Performance bonuses are paid, calculated on the
rating of the staff member during the annual assessment.
It is anticipated that the integrated performance
management system and performance bonus payments
will be implemented for all staff at the university from
2012. The Manrem is also the mandating body for remuneration
related matters to be negotiated at the
Unisa Bargaining Forum.
Both committees function within structured and approved
terms of reference which are reviewed regularly
to ensure compliance with the principles of King III and
alignment to the delegation of HR powers within Unisa.
Both terms of reference have been forwarded to the Department
of Higher Education and Training for consideration,
and we are awaiting feedback.
The membership of the Manrem 16 comprises the Principal
and Vice-Chancellor, the Pro-Vice-Chancellor, the
Assistant Principal, the Vice-Principal: Operations, the
Vice-Principal: Finance and University Estates, and the
Executive Director: Human Resources. Ten Manrem
meetings were held in 2011. More detail regarding
Management remuneration will be presented in the report
on the Financial Statements.
Goal 1
Revitalise the PQM, The university completed about half of the 20 pre-determined activities for the year.
teaching and learning In retrospect, it is acknowledged that the partial compliance state of affairs is significantly
attributed to the fact that the university was, perhaps, too ambitious when
setting its annual goals, given the complexity of some of the projects and the
dependency on external factors beyond the organisational span of control. The lesson
in realism will characterise the planning parameters for the next three-year cycle
(2012-2013). A highlight of achievement includes the finalisation of the PQM
viability model which will finally address some of the on-going integrity and service
delivery at the university and ensure a product range that is relevant both in terms of
national needs and stakeholder demand. Other projects in which material progress
was made include the approval of the Quality Management System for teaching and
learning, the Virtual Learning pilot project, and the development of systems to facilitate
digital submission of examination question papers and student assignments.