ANNUAL REPORT 2012 - University of South Africa

UNISA ANNUAL REPORT 2012
Achievements per strategic goal continued
Strategic Goals Progress Actual % of
2012 targets
achieved
Several developments relating to the improvement of teaching and learning were implemented, including the
development of online teaching in some selected modules and the development of signature courses.
The online marking tool was enhanced to cater for marking of all assignments submitted online.
The initiative on OERs has made substantial progress. The use of OERs has been incorporated in the Policy
on Prescribed books and the revised Curriculum Policy.
The Integrated Tutor Model was approved by Senate. It is envisaged that e-tutors will be available to all
students registered for NQF 5 modules in 2013.
With regard to enrolment planning, the primary instruments for implementation in 2012 were the application
of the Admission Policy and the increased student support. The new generic admission requirements as well
as the re-admission provisions of the Admissions Policy will be implemented from 2013 onwards.
The Regional Model aimed at establishing regional centres and hubs as student support centres was
approved by the Management Committee. The tracking system is still based on few pilot modules due
to system development factors.
Goal 2: Increase Significant progress was made towards the achievement of institutional research objectives. There was an 66.0%
innovative research increase in the number of books, journal articles and conference proceedings published. This could be the result
capacity
of several research capacity development interventions introduced within the university.
There was an increase in the number of Research Chairs and expectations are this will assist to increase
the university’s research output. Furthermore, there were several engagements with scholars (including visiting
professors, postdoctoral students and visiting research fellows) in different areas.
Progress was made towards the development of research capacity within the institution. This included the
development of business requirements for master’s and doctoral IT-enabled research platforms, the introduction
of flagship programmes in Topology, ODL Research, Ecotoxicology, Fuel Cell and Nanotechnology, Water Research
and Human Computer Interaction.
Eight policies were updated to create a conducive research environment.
Goal 3: Grow The university has made big advances in the institutionalisation of community engagement (CE). In this regard, 83.3%
community
departments and colleges continued to establish CE partnerships with different stakeholders. Given the
engagement
pivotal role of CE in learning and research, the university has started to develop capacity in the CE
initiatives
Directorate. It is envisaged that this will enhance the value and also the impact of community engagement
within the university and beyond.
Goal 4: Position Unisa, as an ODL institution, acknowledges the value of partnerships. Partnerships were established with 33.2%
Unisa as a leading several institutions on the continent and beyond. These include partnerships with Ethiopia, Namibia, Angola,
ODL institution the Marcus Garvey Institute and the University of Makerere.
At national level, partnerships were established with the following libraries: Nkandla, Sekhukhune FET-CS Barlow,
Sekhukhune FET-CN Phathudi, Sasolburg, Potchefstroom, De Aar, Laingsburg, Mopodile, Vryburg, Gerald Sekoto,
Vredendal, Burgersfort, and Knysna. This assisted in positioning the library and the university.
Goal 5: Create an The university initiated several measures to create a nurturing environment for persons with disabilities. At a 90.0%
enabling environ- policy level, the Recruitment and Selection Policy was revised to include disability as a priority variable during the
ment for persons recruitment and selection process. Efforts are being made to employ people with disabilities and to improve
with disabilities the current infrastructure to cater for their needs.
Goal 6: Establish Sustainability is a priority to Unisa. Measures related to sustainability, including the development of an 61.5%
Unisa as a leader Investment Strategy, were taken. The university also commissioned a comprehensive study to determine the
in sound corporate impact of various factors on Unisa’s long-term financial sustainability.
governance and
the promotion As a signatory to the United Nations Global Compact (UNGC), Unisa submitted an annual Communication
of sustainability on Progress (CoP) Report (at an advanced reporting status level). These measures underline the university’s
commitment to sustainability and sound corporate governance.
Goal 7: Redesign Across the university there was a better understanding of the need to explore the utilisation of ICT supported 61.6%
organisational learning tools. Given its ODL nature, there is a need to implement ICT enhanced teaching strategies and
architecture in line increase investment in ICTs.
with institutional
strategy and the There was a notable commitment to the culture of developing service charters as a mechanism to increase
ODL model
service to the students and other stakeholders. These charters are being integrated into the IMPS to ensure
effective implementation and overall management.
Career conversations took place across the university. The conversations are increasingly used to inform staff
training and capacity development needs. Career conversations, conducted in line with the university’s Talent
Management strategy, are envisaged to support Unisa in becoming a higher performing institution.
The university is increasingly making investments into property development. It is in this context that the
Property Plan was approved during the September 2012 Council meeting.
TOTAL 65.8%
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