Download the Annual report 2011 - Unisa

UNISA ANNUAL REPORT 2011
Goal 2
Increase innovative Research and innovation was given a boost with the introduction of a dedicated
research and research portfolio and I believe that the focussed attention will result in the university
capacity achieving increasingly improved compliance with the targets. More than 50% of the
objectives were achieved in 2011 and the progress towards enhanced performance
is evident in the Senate Report (subsection: Research and Innovation).
Goal 3
Grow community We have not been as effective as intended in realising the pre-determined objectives
engagement initiatives under this goal, with many of the targets not being met. However, the university
acknowledges the importance of community engagement in compliance with both
its sustainability commitment (based on the triple complex) and the national agenda
imperatives. In 2012 a dedicated directorate will be established with a direct
reporting obligation to the PVC to prioritise the implementation of the commitments
and compliance.
Goal 4
Position Unisa as a The noteworthy achievement for 2011 was the approval of the ODL Implementation
leading ODL institution Plan. However, the establishment of partnerships on the continent remains work in
progress; as is the case with regard to the OER project.
Goal 5
Create an enabling I am very satisfied with the commitment to achieve the pre-determined objectives in
environment for this area. All the set objectives were met establishing a sound platform for continpersons
with ued growth and improvement to cater to the diverse needs of our stakeholders.
disabilities
Goal 6
Establish Unisa as a I am confident that Unisa is beginning to comprehend, and embed and internalise the
leader in sound best practice principles and values of sound corporate governance. I am pleased
corporate governance with the institutional performance, notably, the completion of the Integrated Transand
the promotion formation Plan, the sustainability initiatives (based on the triple complex), the organiof
sustainability sational policy environment, and student governance. Taken holistically, they establish
a sound foundation for future growth and improvement.
Goal 7
Redesign organisational The organisation structure was reviewed and re-shaped to ensure optimal performarchitecture
in line ance in the strategic areas of the university. Commensurate with this, there has been
with institutional good progress in improving the regional structures and facilities as part of the larger
strategy and the commitments under the Unisa property plan. A focus for 2011 was embedding
ODL model leadership, stewardship, performance orientation and management and an ethical
institutional culture. I am pleased (and proud) to be able to report that the predetermined
objectives were all met in this regard. The organisational architecture
is a major project and remains work in progress.
As part of the institutional performance management
system (per Goal 7), my performance as Chief Executive
Officer (CEO) and Vice-Chancellor is appraised by a
panel comprising the Chairperson of Council, the Deputy
Chairperson and the Chairperson of the Human Resources
Committee. At the end of the year in 2011, it
was gratifying to receive a personal performance rating
that spoke to a belief by the Committee that I (and by
implication the university) had performed in a manner
that consistently exceeded expectations. Unisa is an ex-
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citing space at this point in time and I believe that with
the support of my management team and the leadership
of the Council, we will continue to grow from strengthto-strength.
Professor MS Makhanya
Principal and Vice-Chancellor