The Turnaround BulletinWorking together to rebuild Walter Sisulu University

Issue 3April 2013

www.wsu.ac.za

Editorial

New Roles

Professor SP Songca has been appointed as Overall Project Coordinator for the eight projects of the Turnaround Plan. Prof Songca will also be the project leader for Project 2: The Academic Enterprise.

Mr F Gerber will act as Dean of the Faculty of Science, Engineering and Technology.

One of the key factors that makes the administration intervention at WSU unique is that WSU did not in fact properly merge in 2005. This means that a great deal more needs to be done to achieve merger objectives as well as addressing the immediate issues raised in the Independent Assessor’s Report to the Minister on the status of WSU.

The WSU Turnaround Strategy is a process rather than an ‘event’.

The WSU merger is widely regarded as the one of the most complex. The merger of a traditional university and two former technikons into a unitary comprehensive university was compounded by the fragile financial status of the three merging entities; the wide geographic spread of the campuses and sites; the rural and urban balance and the disadvantaged economic position of the majority of the communities of WSU’s mandate. In most merged institutions, the concept of bringing together a well-endowed institution with a previously disadvantaged institution was achieved. In the case of WSU however, the new university comprised three disadvantaged institutions without the advantage of a well-endowed partner to balance the scales. That the costly WSU merger was also under-funded is another factor that has contributed to this university having to be placed under administration.

We have been very well supported thus far by the Department of Higher Education and Training which has contributed over R800 million toward the Turnaround Strategy requirements. Further funding to meet the required target of R2,3 billion is being solicited from other sources which include the National Treasury.

The Academic Enterprise being our core business, is of particular interest to our stakeholders.

Access with Success translates into the fact that all universities need to increase access to higher education.

This means that no campus will be closed as a result of the turnaround activities of WSU.

Professor LR van Staden

Our new and ONLY official facebook page!

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Project Updates

PROJECT 1:

PROJECT 2:

PROJECT 4:

PROJECT 3:

ACADEMIC ENTERPRISE / PROGRAMME QUALIFICATION

MIX

PROJECT LEADER: PROF SP SONGCA

Institutional Goal 2: The Academic Enterprise is characterised by A: Good Governance and Management, B: Excellent performance and C: A Programme Qualification Mix (PQM) of high quality, which is financially viable and relevant to socio-economic development.

A project team has been formed and is working on a variety of sub-projects. The following principles have been approved to guide the offering of academic programmes on WSU’s four campuses:

1. Financial viability; 2. Socio-economic relevance and 3. Quality.

An underpinning Resource Allocation Model is being developed for strategic planning purposes taking into account international trends in higher education, national benchmarks and performance indicators. Some of the international trends to take into account include: a strengthened management steering core; an expanded developmental periphery; a stimulated academic heartland; a diversified funding base and an entrepreneurial culture.

The Academic Workload Guidelines project is underway to build a scientifically justifiable approach to academic allocation.

INSTITUTIONAL GOVERNANCE

PROJECT LEADER: MR HK MAPHINDA

Institutional goal 1: To develop a divisional governance and management model suitable for a single, comprehensive, multi-campus WSU, that will ensure stability and coherence by centralising accountability for its core functions, policies, systems, processes and procedures, and decentralising accountability for the execution of those functions, processes and procedures across its academically distinct and geographically dispersed campuses, with change management interventions to sustainably embed this transformation.

The key activity now underway is to finalise a new institutional statute to support a new governance model for WSU. The unitary, centralized governance model adopted in 2005 for WSU failed the university in no uncertain terms. The new governance and management model is to be a divisional approach suitable for a single, comprehensive, multi-campus WSU. What this means is that each of the four campuses will be governed independently under a campus head, with its own budget within a framework of common policies and systems for a fully merged university. The institutional executive ideally will be seated on neutral ground and will not be physically attached to any of the four campuses. The span of control will be more immediate and quality control will improve.

Regional embedment will be an important driver for each campus which has its own unique features and culture. All campuses will be regarded as equal, each with its own diversity. An organogram to support

STUDENT GOVERNANCE PROJECT LEADER: MS Z DOTWANA

Institutional Goal 3: To enhance scholarship, citizenship and leadership, as well as participative and responsible student life and student governance.

A new SRC constitution has been developed and approved and after elections in March 2012, a substantive SRC is now in place. Aspects such as the Academic Exclusions Rule (G7), special examinations, fee increments, and NSFAS funding are being continuously addressed to ensure the understanding of students.

The Academic Exclusions Rule is being implemented as academic integrity cannot be compromised; but it will not be unjustly applied.

During March 2013 students held the first Student Parliament at WSU since 2010. This in itself is a major achievement that indicates promising student unity.

FINANCIAL MANAGEMENT PROJECT LEADER: MR P SLACK

Institutional Goal 4: To establish an integrated and highly functional financial system, balancing efficient service with sufficient compliance and controls.

The outcome of a study on the financial impact of the merger indicates that indeed the WSU merger was underfunded and historical debt is shown to be a serious obstacle to the financial sustainability of WSU. A comprehensive asset verification exercise was conducted and many assets were identified which had

the new governance and management structure will follow the implementation of a Resource Allocation Model and the finalization of the new Institutional Statute.

PROJECT 6: PROJECT 7:

PROJECT 5:ICT INFRASTRUCTURE

PROJECT LEADER: DR N COETZEE

Institutional goal 5: To audit, plan, devise and implement an integrated and up-to-date Information and Communicational Technology (ICT) domain ensuring business information, communication and contingency.

A complete overhaul is crucial and urgent and will need a large investment of money and skill to succeed. The integrated, but outdated transaction system used by WSU includes HR, Finance, Student, Academe, Physical Facilities, Assets, Time-Tabling, etc. and it needs to be updated in line with other universities. Unfortunately, uniform protocols and use are absent, and staff at each campus follow their own rules or refrain from capturing data. This means that the whole data and information system is haphazard and of dubious integrity, accuracy and not of the quality one would

previously not been recorded on the asset register.

A total of six forensic audit reports were concluded, the findings of which are being addressed and many disciplinary processes have been and will continue to be implemented. The significant challenges on the management of the student financial aid are being addressed and initiatives to improve procurement processes have been instituted.

The process of building valuations has been completed and we now have a comprehensive listing of all buildings, both owned and leased. Cost-saving and cost-cutting efficiencies in finance have been implemented and it is anticipated that by the end of 2013 WSU will for the first time have a balanced budget.

require, especially for DHET and other compliance requirements.

It will not be possible to restore financial stability in isolation from interventions to achieve a complete overhaul and reconfiguration of all IT and Communication infrastructure and systems, in support of the day-to-day business of a large university. For this purpose, an expert was appointed to do a complete ICT Efficiency and Infrastructure audit. Based on these findings, a strategic and comprehensive ICT plan, in line with the new WSU configuration of programs and sites, is being drawn up.

HUMAN RESOURCE MANAGEMENT

PROJECT LEADER: MR P MORRIS

Institutional Goal 6: To establish a stable, high performing workforce that is working in synergy and in the best interest of WSU.

Human resource is the most expensive asset at a university and therefore needs to be managed to ensure that a return on the investment is received. The effectiveness and financial impact of the human resource component will be determined through a review of the current WSU remuneration strategy, market comparisons and market-related pay, performance-related pay and financial sustainability, in line with DHET and other sector benchmarks. The long term impact of the human resource strategy, in relation to the implementation of the new divisional governance and management model is to be determined. The current ineffective performance management system at WSU will be revised to ensure that staff job profiles are aligned to the institutional and departmental strategic objectives.

A qualifications audit has been

conducted for all the incumbents in current positions. The human resource policies review and Delegation of Authority system are complete and a new standardized job description format approved. A draft Performance Review system has been approved.

A review of payroll and cost to company is complete and the HR Department skills audit is concluded. Furthermore a Change Management programme is underway as is harmonization across the four campuses of WSU.

TEACHING AND LEARNING TECHNOLOGY AND

EQUIPMENT

PROJECT LEADER: MR P SLACK

Institutional Goal 7: To install modern Teaching and Learning Technology and ensure its ubiquitous and effective use (in technique and content) to improve student throughput.

A detailed audit of every teaching and learning venue has been concluded. An IEF submission was made and the amounts awarded are shown in Project 8.

This publication is edited and designed by The WSU Department of Marketing, Communication and Development. Acting Director: Angela Church, achurch@wsu.ac.za

PHYSICAL INFRASTRUCTURE AND RESOURCE PLANNING

PROJECT LEADER: MR P SLACK

Institutional Goal 8: To strategize and execute efficient physical infrastructure and resource planning, maintenance and utilisation. For the implementation and execution of institutional goal 8, WSU is totally dependent on the allocation of Infrastructure and Efficiency Funding (IEF).

With the implementation of a new divisional governance and management model, campuses need to be adapted to accommodate a revised Academic Enterprise. Investment will be required in the upgrade of teaching and learning facilities such as auditoria to accommodate large groups. The current teaching and learning technology in classrooms needs to be upgraded and total new infrastructure implemented to ensure that students and lecturers can make use of online resources in their teaching and learning environment. A new strategy for information access in the Libraries and Resource Centres will be the driver to upgrade infrastructure in these areas.

Sport and recreation facilities with the establishment of a new Sport Centre will not just service WSU but will also add value to the rural community of Butterworth. It is envisaged that WSU will increase its accommodation capacity in residences with another 4,000 beds on four different campuses. It will therefore be required to fast track the maintenance schedule of existing student residences, increase the availability of residences with adequate communal and study space and enforce polices and rules on health and safety, squatting, access control and alcohol abuse.

The Department of Higher Education and Training has already approved R485 million for WSU in response to WSU’s bids for funding based upon the draft Turnaround Framework.

PROJECT 8: The breakdown is as follows:

1. Residences: R121 million2. Maintenance: R100 million3. Health Sciences: R75 million4. Security, teaching and learning

technology: R64 million5. Teacher Education: R60 million6. Engineering: R54 million7. Special disabilities: R6 million8. Project Management: R5 million

A submission is currently being prepared for National Treasury to cover the balance of the funding required for the Physical Infrastructure and Resource Planning project. This submission will be completed by 14 April, 2013.