Presentation to the new Council of the Vaal University of Technology

Presentation to the new Council of the
Vaal University of Technology
16 – 17 August 2013
1
Presenta*on Content
Welcome
VUT Geographic Location
Brief History of the Vaal University of Technology
Principles underpinning UOT’s
Challenges 2004 – 2007
HEQC Mandate
Turn-Around Strategies:
Vision and Mission
Summary of achievements
Conclusion
2
Geographic Location?
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Our university is within the Sedibeng District Municipality,
based in Southern Gauteng
It includes three local municipalities
•  Emfuleni
•  Lesedi
•  Midvaal
Population: 916 484 = 9% of Gauteng Province
Gauteng 2001 census = approx 9 million people
Major companies – Afrisam, Grinaker LTA, Afrox, Sasol,
Arcelor Mittal, BHP Billiton, etc
3
Brief History
• 
This institution started in 1966 as the College of Advanced
Technical Education.
• 
In 1979 became Vaal Triangle Technikon.
• 
Rationalization of Higher Education in 2004.
• 
Renamed Vaal University of Technology.
• 
Transition from a Technikon to a University of Technology came
with its challenges.
• 
VUT as a stand-alone University
4
Principles on which UoTs were founded
• 
The application of technological knowledge
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Training technicians and technologists
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Focus on Applied Research
• 
Direct interaction with employment providers
• 
Multi-disciplinary course packages
• 
Cost-effective and Quality career-oriented education
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Outcomes-based and demand-driven curricula.
• 
Emphasis on the immediate and productive employability of graduates and the
relationship of the institution with industry
5
Challenges (2004-­‐2007)
Transitional Phases: Technical College –Technikon –UOT 2004
Institutional reputation of the time
• 
Policy landscape
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Erosion of the donor influence
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Inconsistent employment practices (contracts)
Internal Climate
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Lack of support from service functions
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Random re-deployment (productivity levels)
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Unequal remuneration for the same job
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No promotions
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Silo mentality – lack of integration
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Uncertainty about roles and responsibilities
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Administration versus Academic staff
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UoTS Identity problem
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The brand of the institution lost due to name change
6
Challenges (Con*nued)
•  Historically due to uneven funding and the vocational ethos followed
by Technikons, UoTs, continue to have a great emphasis on
Teaching and Learning to detriment of research
•  Although Technikons were involved in research, the call for
Universities of Technology was to move towards a deeper and
broader research base, in terms of creating new knowledge areas,
that will be more meaningful, applied and commercialised through
technology transfer and diffusion.
7
Challenges (Continued)
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Student Growth
Accommodation
Productivity Levels (Culture)
Erosion of Donor Influence
Staff Qualifications
Location
Delivery sites
Institutional Transformation
Student Support Services
Student Debt
Student Governance (SRC)
8
Challenges (Continued)
•  Non merger status
•  Staff accommodation
•  Student Social Activities
•  Institutional Reputation ( Media)
9
Impact of mergers on new identity of universities
within the HE landscape
10
Interventions
It soon became apparent to me that this unsavoury situation cannot
be ignored. Fortunately my fears were re-inforced by the HEQC
mandate to re-craft a new Vision and Mission towards a University of
Technology.
In order to effectively address the above, the University was
compelled to look for external expertise, since VUT did not have the
requisite capacity within.
•  Recommendations from the HEQC Audit (2006)
•  Appointment of Remchannel (HR expertise)
•  Turnaround strategies (MPL Capital Ltd)
•  Internal and external environmental scans (Fishbone)
•  Institutional reputation (Donor funding)
•  Alignment with Industry
•  Alignment with national priorities
11
Context for building a case for a New Corporate
Strategy
  Higher education institutions are a key factor in determining the development
trajectory and competitive strength of any nation. Knowledge of the developmental
challenges facing South Africa is critical to determining the strategic direction of
VUT.
  South Africa is considered to be a developing / emerging economy. At other times it
is a middle income economy. Ironically we seem to have moved from developing to
being a welfare state eg. +15 million of the population depend upon state welfare.
  The current state of our country in terms of human capital growth and sustainability:
–  Unemployment rate currently stands at +25.4%, however, those who have given
up on looking for jobs, increase the rate of unemployment to +33%
–  4 million youths between 15 and 24 have no immediate work prospects. If you
can’t get a first time job no work record is possible. +70% of our youth are in this
position. Who will employ such people?
–  15 million of our population are receiving welfare payments from a shrinking tax
payer base. One of the highest ratios in the world.
12
POLICY INTERVENTION: HEQC AUDIT
•  Institutional Audit conducted by HEQC in 2006 Identified 22
shortcomings.
• 
Primary recommendation
“The HEQC recommends that VUT enters into a broad
institutional debate about the type of university of
technology it wants to become, as a precursor to developing
a comprehensive strategy which signals changes in the
focus of the three core functions, (namely Teaching and
Learning, Research and Community Engagement) and the
nature and scope of its relationship with industry.”
13
HEQC Report
•  The strategy should indicate a timeframe and the level of
resource allocation necessary to support the institution’s
transition from a technikon to a university of technology”.
(February 2010).
•  This recommendation compelled me to revisit my
transformation map for VUT, and capture all the current
gaps that impede our transformation towards a true
university of technology. It dawned on me that the
University was standing at a threshold where three
scenarios could emerge, namely, the High Road, the Low
Road, or the Do Nothing Road.
14
Appointment of HR experts (REMCHANNEL)
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Review University organisational structure
Evaluation and profiling of jobs
Career-pathing
Address internal mismatches
Organisational re-alignment
Conversion of temporary positions to fixed contacts or
permanent
Interventions to address state and status of delivery sites
15
The Dawn of an “MIT” in Africa
How do we get there?
16
HE institutions whether UoT’s or other universities are characterised by
fundamentally three aspects. The key difference is the degree of
emphasis amongst the three aspects.
Current Focus of VUT
Desired focus of VUT
Teaching and Learning
Research and Innovation
Teaching and Learning
Research and Innovation
Community Engagement
Community Engagement
0%
5%
5%
20%
0%
50%
30%
90%
The current focus of VUT is heavily biased towards
Teaching and Learning
A shift towards a more balanced approach is desirable
We currently have 5 NRF Rated Researches.
17
A look into best prac*ce reveals that leading universi*es are funded from a variety of funding sources, unlike VUT at present.
0%
Dona*ons
5%
Best Prac*ce
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There should be a balance between funding for applied and fundamental research
There should be a policy for promo*ng centres of excellence or seeking to develop any world class specialisa*ons? Innova*on fund
Tui*on Endowments, giYs and dona*ons
Government Subsidy
Fundraising
IP
Research funding from Public and Private sector
Fees
30%
Subsidy
65%
VUT
VUT’s heavy reliance on subsidy from Government is not sustainable in the long term if government reduces its support in favour of ins*tu*onal self sufficiency.
Dona*ons and Grants
5%
0%
Research
15%
Subsidy
50%
Fees
30%
Universities
– Current
Universi*es on the other hand are diversifying their funding sources
18
External and internal environment scans revealed several shortcomings that required urgent interven*on by T management.
Inadequate and poorly
maintained facilities
Too dependent on limited
state subsidy
Students residence needs
upgrading
Registration process too slow
Poor sports facilities
Ill equipped laboratories
Auditoriums ill equipped
for lecturing (affects
student’s performance)
Poor systems, old
technology principles
Unclear roles and
Responsibilities
Remuneration model
needs revision
Low lecturer to
student ratio
Not conducive
organizational
culture
Inconsistent
application of
policies
Driven by
bureaucracy
Untrusting environment
Fiduciary duty not
understood
Inappropriate org culture
and policies in place
University has
Too dominated by legacy of the past
Poor culture of payment
changed twice but
(Technikon)
Admissions policy does
remained the
not attract quality
Regarded as a second choice University
Dependency deprives
sameUniversity lacks a
students
having own ID
Inability to attract top quality
pervasive culture
Entry req does not
students
Remain subservient to
guarantee student
Poor teaching resources
Culture
of
blaming
dictates of the State
success
Too high student
Racism still prevalent
Management lack
Dependency leaves it
to staff ratio
Research from industry very
capacity to drive
open to admitting
Too high
weak
change
substandard students
workload for
Outdated business
No common
lecturers
understanding of philosophy
No alumni strategy
Uncordial relationship
transformation
Weak communication and
with Mgmt
marketing strategy
No basis for decision
making
Poor performance management
and incentive program
Poor Image and reputation
of the University
Cannot maneuver
Lack of post graduate facilities
Inadequate computer
labs
Attracting poor quality
students
Entry req does not support quality
teaching
Need for modern and electronic
library
Move towards 50% T&L
requires workload to shift to
students
No sense of urgency
TTI, T&L and CE not fully
integrated
Inconsistent job grading
Teaching methods not aligned
to knowledge economy
Unclear roles and
responsibilities
Niche areas not fully
exploited
No third stream
income
Researcher and
lecturer same person
Weak research
capacity and capability
Satellite campuses not
providing quality education
Poor academic student
support
Students not stimulated enough
CE seen as soup kitchen
EDU in planning phase for 14 mths
Academic program does not
fully reflect societal needs
19
Shortcomings identified:
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Inadequate and poorly maintained facilities
Too dependent on limited state subsidy
Attracting poorly quality students
Poor image and reputation of the University
Inappropriate organisational culture and policies in place
Teaching methods not aligned to knowledge economy
Weak research capacity and capability
Academic program does not fully reflect societal needs
20
The scan has also highlighted the need to assess certain
VUT offerings in terms of its contribution to real societal
needs.
1
3
4
H
Skills set
required
in the
market
place
5
6
M
2
0
1
9
2
3
4
2
3
4
3
5
4
2 5
5 2
6
3
0 3
6
8
2
7
2
8
4
6
1
1
9
1
0
2
9
2
4
21-22
2
7
4
1
3
1
3
2
4
7
M
Degree alignment of VUT’s curriculum
3
3
4
3 4
4
3
7
3
8
3. 
4. 
5. 
6. 
7. 
8. 
9. 
10. 
11. 
12. 
13. 
14. 
15. 
16. 
17. 
18. 
19. 
20. 
21. 
22. 
23. 
24. 
25. 
26. 
27. 
28. 
29. 
30. 
31. 
32. 
3
9
4
0
L
L
12-18
1. 
2. 
H
33. 
34. 
35. 
36. 
37. 
38. 
39. 
40. 
41. 
42. 
43. 
44. 
45. 
46. 
47. 
Education
Dress making and pattern
construction
Fin IS
NDT
Agric Mgmt
Analytical Chemistry
Biomedical Technology
Bio-technology
Bio Medical Technology
Ceramic Design
Cost and management
Accounting
Chemical Engineering
Civil
Computer Systems
Electrical
Industrial
Mechanical
Metallurgy
Fashion
Fine Art
Food and beverage
management
Food service management
Graphic design
Hospitality Management
HR Management
IT
Internal Auditing
Labour Relations /
management
Logistics
Management of training
Marketing
Office management and
Technology
Operations Management
Photography
Policing
PR Management
Retail Business Management
Safety Management
Sport and exercise technology
Sport Management
Tourism
Community Nursing
Business Administration
Chemistry
HR Development
Multi media
Nursing
21
This together with the emerging niche
areas identified is integrated into the
new PQM developed as part of the
academic plan.
48.  Petrochemical Engineers
49.  Instrumentation Engineers
50.  Renewable Energy (Fuel cells, Wind
turbine
51.  Waste Management
52.  Water and Air Management
53.  Production planners
54.  Power Engineering
55.  Cable testing
1
H
Skills set
required
in the
market
place
54
51
55
7
6 8
4
2
2
0 21-22
2
9
4
2
4
2
7
1
8
4
4
4
2
6
7
48 50
49
3
52
53
M
Turn into COE
L
L
M
Degree of alignment of VUT’s curriculum
H
1. 
2. 
3. 
4. 
5. 
6. 
1
12-18
13
5
3
9
4
3
3
8
4
4
7. 
8. 
9. 
10. 
11. 
12. 
13. 
14. 
15. 
16. 
17. 
18. 
19. 
20. 
21. 
22. 
23. 
24. 
25. 
26. 
27. 
28. 
29. 
30. 
31. 
32. 
33. 
34. 
35. 
36. 
37. 
38. 
39. 
40. 
41. 
42. 
43. 
44. 
45. 
46. 
47. 
Education
TERMINATE
Fin IS
NDT
TERMINATE
Analytical Chemistry /
CHEMISTRY
Biomedical Technology
Bio-technology
DELETE (Same as 7)
COMBINE WITH 20
Cost and management
Accounting
Chemical Engineering
Civil
Computer Systems
Electrical
Industrial
Mechanical
Metallurgy
Fashion?
Fine Art
Food and beverage management
Food service management
COMBINE WITH 20
Hospitality Management
TERMINATE
IT?
Internal Auditing
Labour LAW
Logistics
TERMINATE
Marketing?
TERMINATE
TERMINATE
COMBINE WITH 20
CRIMINAL JUSTICE
TERMINATE
TERMINATE
Safety Management
Sport SCIENCE
COMBINE WITH 39
Tourism / ECO TOURISM
COMBINE WITH 47
Business Administration
MULTICULTURAL STUDIES
(NEW)
HR Development?
NEW media / MEDIA STUDIES
Nursing
22
Industry scan for local, na*onal and interna*onal relevance
Cluster / Sector Example of Industries Skills needed to make these industries successful
Steel
Arcelor Mittal, Van Leer, Clotan Steel,
Consolidated Wire, African Cables, etc
Metallurgical Engineers, Foundry, Maintenance Engineers, Researchers, NDT, Environmental
Scientists, SHE and Wellness, Cost Accountants, Quality Managers, New Business
Development,
Mining
Exxaro, Samancor
Metallurgists, Geologists, Mine Surveyors, Informatics, Statisticians
Petrochemical
Sasol, Natref, Polymers, Karbochem,
Afrox, etc
Chemical Engineers, Petrochemical Engineers, Piping Engineers, Project Managers,
Mechanical Engineers, Research Scientists, Production Planning and Logistics, Warehousing,
Instrumentation Engineers, Alternative Energy Engineers
Agriculture
Dairy, livestock, Karan Beef, Eskort,
Milling, Tannery
Inventory Management, horticulturists, Agricultural Economics,, Agronomy, Entomology, Plant/
Weed Science,, Agricultural Education, Turfgrass Management, Plant Physiology, Plant
Pathology, Biochemistry, Protein Biochemistry, Molecular Biology, Microbiology, Organic
Chemistry, Computational Chemistry, Physical Chemistry, Analytical Chemistry, Environmental
Chemistry,, Toxicology, Plant Breeding, Cell Biology, Genetics
Tourism
Casino, Guest Houses
Hotel management, catering, Adventure tourism , Conservation, Events Management, Food
and Beverage Management, Eco Tourism, Social Science
Power Generation
Lethabo Power Station, Afrox
Heavy current electrical engineers, Power Engineers, Alternate energy engineers
Water and Air
Rand Water
Water Purification Scientists, Water conservation, Air Management
Manufacturing
Tiles, fertilizers,
Ceramic designers, production planners, Maintenance Technicians, Welders, Boiler Makers,
Supply Chain Management , Industrial Engineers , Materials Management
Retail
Malls, Automotive, bakery,
confectionery, service stations
Accountants, sales, marketing, IT system engineers
Services
Legal, Consulting, business Chambers,
Banking, Property Development
Civil Engineers, Road Engineers, Lawyers, attorneys, Accounting, Finance, Chemical
Engineering, Materials Management, Engineering, Law, Human Resources., Mathematical
Finance, Actuarial Science
23
The scan highlighted that VUT can expand its offering in certain niche areas.
Industry Sector
Potential Need for type of
student
Current Academic
offering from VUT
Potential niche
addition to curriculum
Mining and Metallurgy
Metallurgists, Geologists
Metallurgical Engineering
Material Science
Energy
Researchers engineers in
alternative energy
Fuel Cells Engineering,
(Post Graduate to Electrical
Engineering)
Wind Turbine Energy
Generation (Post Graduate to
Mechanical Engineering)
Power Engineering
Cable testing
Engineers in conventional Power
generation
Finance
Management Accountants, Cost
Accountants
Management Accounting
Maintain as COEs
Manufacturing
Industrial Engineers, production
planners
NDT
Production Planning
Petrochemical
Petrochemical Engineers, Piping
Engineers, Instrumentation
Engineers
Petrochemical is covered
under Chemical Engineering
Instrumentation is covered
under Electrical Engineering
Introduce Petrochemical
Engineering as a new
discipline as a (Post
Graduate to Chemical Eng),
Engineering
Mechanical, Civil , Chemical
Electrical Engineers
Mechanical, Chemical,
Electrical, Civil Engineering,
Maintain as COEs
Environmental
Management
Waste Management
Civil Engineering
Environmental Scientists Post Graduate degrees to
Civil Engineering
Logistics
IT in Transport
Agriculture Management
Agriculture Development
Air and Water Management
Transport
Agriculture
Transport Planners and
Logisticians
24
In order for the academic program to be successful, it needs to be
supported by critical support pillars. VUT’s support functions ought to
be realigned to support the core academic program.
2.  Recruitment,
Selection and
retention of
high quality
Teachers and
Researchers
1.  Academic quality
assurance – Ensure
Quality Education
Teaching and
Learning
Research
Technology
Transfer and
Innovation
6. Key enabler is
Integrated
systems
Community
Engagement
5. Proper funding,
facilities and
institutional capacity
3.  Staff coaching, development and support
4.  Learner counselling and support
25
Machavelli observed many years ago in the The Prince ( 1514) 1961,
p 27):
“ It must be realized that there is nothing more difficult to
plan, more uncertain of success, or more dangerous to
manage than the establishment of a new order of things;
for he who introduces (change) makes enemies of all
those who derived advantaged from the old order and
finds but lukewarm defenders among those who stand to
gain from the new one”
26
PITFALLS OF CHANGE
Research shows that executives leading efforts frequently miscalculate the
following factors:
  The amount of resistance to change they will encounter.
  The time needed to shape, sell and execute the change
  The resources, support and sponsorship required;
  The need for face-face communication;
  The emotional impact that the change will have on employees and the
need to listen
27
OLD VISION AND MISSION
  The old vision read:
To be a dynamic centre of Technology, leading in quality education for the
Nation.
  The old mission was:
The Vaal University of Technology is committed to the development of
Higher Education through Teaching and Learning, Research, Community
Engagement, Technology Transfer and Innovation, Partnerships (through
engagement, community involvement, co-operative education,
internationalisation, etc.).
28
After intensive consultations with all stakeholders
VUT adopted the following Vision and Mission VISION: We are a university that leads in innova*ve knowledge and quality technology educa*on
Interpreta*on of the Vision and aspira*ons of VUT:
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The vision statement reflects the aspira*ons of the University over the next five years. It emphasizes the need for the University to change tact in an increasingly knowledge intensive world. The vision is clearly student centric and the university’s teaching methods would be geared to teach students how to con*nue to create knowledge outside the walls of the campus, hence the emphasis on innova*ve knowledge. Innova*on is the use of exis*ng knowledge to create new products and services.
Quality cuts across the end to end value chain of VUT. The quality dimension is manifest in teaching methods, quality in learning styles, quality in teaching infrastructure, quality in management, etc. The focus on quality henceforth comes first, second and third.
The differen*a*on from a tradi*onal university is made by emphasizing technology educa*on. Technology would permeate every aspect of the curriculum and students gradua*ng from VUT would be technology literate irrespec*ve of the type of course studied. This will make them ready for the world of work, to hit the ground running and to give the students and their employers a dis*nct compe**ve advantage by being produc*ve from day 1. 29
Mission:
Our mission is to produce top quality employable graduates who can make an
impact to society by:
Adopting cutting edge technology and teaching methods
Producing a scholarly environment conducive to learning and innovation
Developing a PQM that meet the needs of society in Africa and beyond!
• 
Interpretation of the Mission statement of VUT:
• 
Whilst the vision statement relates to “tomorrow”, the mission has to do with the here and
now. The success of the mission of VUT would be measured by the employability of their
graduates. This would force the university to constantly align its curriculum to the needs of
society and in doing so would continually strive for and remain relevant.
• 
The twin motive of employability and impact is a daunting undertaking for the University but
one worthy of pursuing as this will help turn the reputation of the University around. This ties
back to the motive of not only concentrating on high graduate rates but high quality graduates
thus linking it back to the Vision.
The University would constantly invest in cutting edge teaching methods to adjust to a
50:30:20 between Teaching and Learning, TTI and Community Engagement.
• 
30
Developing the corporate strategic performance management
framework for VUT depend on an understanding of the cause and effect
relationships
  The strategic objectives can be placed in 4 perspectives of the “University
diamond”
Budget and Facilities Perspective
3. Enhance Financial Viability of VUT
Student Perspective
1. Create an enabling environment for effective strategic
leadership
2. Build an institutional curriculum of excellence
4. Adopt an integrated marketing and communication
strategy in line with VUT corporate strategy
5. Improve student access and success
Research and Teaching Perspective
6. Optimize Teaching and Learning
Institutional Effectiveness
Perspective
9. Improve Institutional effectiveness
7. Enhance research output and innovation
commercialization
8. Ensure effective management of Human Resources
31
6. Optimize
Teaching and
Learning
April 2013
Continue to Develop
Postgradaute Support
Capacity and Numbers
Institutionalise Research
Focus Areas
Finalise Research Plan
and Policy
Finalise TT Plan and
Policy
Revisit Structure and
Capacity of TTI
Effective Integration of
Student Learning
Needs in Learning
Development
Continue with Staff
Capacity Development
- NDHE
- Assessor Training
- General Development
Create Effective Flexible
Learning Opportunities
Entrench ICT Enhanced
Learning
Continue to Grow
Research Support and
Output
Revisit QA System to
Optimise Quality of T+L
- Peer Evaluation
- Student Satisfaction
- Program Assessment
Extend Information
Literacy Program
Establish CAD to
Facilitate Academic
Development, Learning
and Learner Support
Introduce Effective
Student Profiling
System
Introduce Student
Application Process
VUT
Today
Develop Integrated
Marketing Strategy
5. Improve student
access and
success
Develop Effective Student
Information and
Communication System
Postgraduate Numbers
Reach 500
Close skills gap
Grow Next Generation
of Academics
Grow Industry
Relations Through
Research and
Technology
Collaboration
80% of All Academic
Staff Have M-Degrees
Create Well Equipped
Laboratories, SET, ICT
and Language
Hold
Roadshows
Improve Physical
Infrastructure
Pro-Active Management
of Student Learning
Process
Implement the Workload
Model
4. Improve the corporate
image of VUT
Develop Collaboration
Local and International
to Enrich and
Benchmark Curricula
Hold regular
Roadshows with
key stakeholders
Develop prof. corporate
identity pack, corporate
brochures, induction
manuals & business cards
Institute
ongoing
internal /
Hold first
external comm.
alumni forum
activities
Develop TOR
for
using popular
Detailed external
social networking
media & PR plan
platforms as
developed
comm. channels
Embark on extensive branding
exercise (Logo and Corp
Image)
Promote pride
Develop
and cleanliness
business plan for
Alumni
Develop instit
info for
Appoint Communication
marketing
Dir and develop comm.
strategy
campaign
Develop System for
Assessing Graduate
Employability
Feed niche
development into
marketing strategy of
VUT
Improve Learning
Environment at Satellite
Delivery Sites
Effective WIL System
Effective Identification
of At Risk Students and
Subjects
Improve the Orientation
Program
Close skills gap
Extend Tutor and Peer
Assistants Program
Optimise Library
Accessibility and
Services
Restructure Faculties
Implement Progress
Monitoring System to
Identify Poor
Performance
Proactively
Vision:
We are a university
that leads in
innovative
knowledge and
quality technology
education
Monitor Quality and
take corrective action
Improve Student Staff
Ratio
Finalise IP Policy
Grow Research
Capacity of Staff
0
Monitor Quality and
take corrective action
Excellence
Park
Establish EDU
Grow Commercialisation
April 2014
Integrate Entrepreneurship
and Citizenship Skills Into
All Curricula
Generate
Revenue from
Niches
Focus on
commercialization
of products
Generate
additional
revenues from
Arts and design
Develop short
courses for
commercialization
Solicit external
funding
Implement business
plan for EDU
3. Enhance Financial
Viability of VUT
Focus on Student
Graduateness
lop a
le
entre arning
pren organ
euria
iz
l cen ation an
tre
d
April 2012
April 2011
Develop 10yr
Review all business
Adopt strategy driven
Revisit the Faculty
infrastructure
processes
zero based budgeting
structures
development plan
process
Reengineer
Make all key
Fully functional
Registration Process in
facilities disabled
electronic
specific
Expand
friendly
supported Library
Integrate and
residence
standardize all IT
Implement and monitor
ICT
enable
all
systems
QC and QA measures
business processes
Establish
Implement change
across VUT
Revisit VUT
central
archival
management
interventions
size and shape
Upgrade
function
to change university
Postgraduate
Implement staff
culture
research facilities
Revisit
wellness program
Conduct infrastructure
management of
audit of all VUT facilities
assessment
Develop
Develop a staff
Conduct regular staff
strategy to close
Develop strategy
allocation model
satisfaction surveys
kills gap
to effectively
Refine and
Review VUT
Revisit
balance resource
Refine
tighten
remuneration
conditions of
structure, and
service
allocation
model
service
JD’s
delivery SLA’s
Grow Hub
Strengthen
Impl delegation
and Spokes
Postgraduate
Monitor change in
of authority
Program
Preparation Program
Review incentive
University culture
system
programme
towards excellence
Grow
Impl VUT wide
Strengthen Funding
Institution
Network Relations
PM IT enabled
Wide
Review
Continue with the
system
Innovation
Planning and
recruitment and
System
and
Establishment
of
the
Grow
Focus Areas,
Conduct
a
VUT
retention
Process
Institutes and Centre of
Science and Industrial
wide skills audit
strategy
D e ve
7. Enhance
8. Ensure effective
research output
management of
and innovation
Human Resources
commercialization
9. Improve Institutional
effectiveness
April 2010
Staff to embark on
Compulsory
development
program
Finalize mandate on
delegation of
authority
Finalize performance
Ensure Effective WIL agreements with all
Integration
staff
Clarify definition of roles
Grow Research
and
expectations
of all
and Curriculum
staff
Nexus
Establish curriculum
Development Teams
Actively Engage
Advisory Boards to
Ensure Relevance and
Quality-Cooperative
Education
Develop new Integrated Curriculums for All
Programs
Introduce New
PQM
Develop Focus Areas
and Technology
Orientation
Ensure Relevance and Acceptability of
Existing and New Programs
Develop
business plans
per Dept
Cascade VUT
corporate strategy
into DVC
Departments
Extended
Rectorate
performance
contracts
drafted and
signed
1. Create an enabling
2. Build a PQM and
environment for
institutional curriculum
effective strategic
of excellence
32
leadership
Strategy Implementation is work in progress
Summary of Achievements (2007-2012)
These have been achieved in line with our strategic objectives
•  Student Enrolment Headcount has increased from
16146 in (2007) to 21 203 by (2012)
•  Our infrastructural growth has been aligned to cater for the
growth as well as new focus areas.
•  Development of a new institutional policy landscape: e.g
– 
– 
– 
– 
– 
– 
Delegation of Authority and Decision-making (Governance)
Language Policy
Research funding policy
HR Strategy document
University statutes
Procurement Policy
33
Summary of Achievements (2007-2012)
These have been achieved in line with our strategic objectives
Transformation of HR from transactional inward-looking function to a
strategic
function that provides thought-leadership and service
excellence:
–  Development of the new HR operating model.
–  HR Strategy
–  New Organisational Structure
–  Development of a new HR remuneration Strategy.
34
Summary of Achievements (2007-2012)
These have been achieved in line with our strategic objectives
GROWING THE RESEARCH : Research output has grown from(36.5 Units in 2009 – 82.63
by 2012).This reflects our 2007
commitment to grow the University’s research base.
DEEPENING OUR RESEARCH: Strengthening VUT scholarship
base led to the institution of inaugural addresses for professorshipsthe first for VUT
THE SANTRUST COLLABORATION: includes a PHD proposals
Development Programme. This has helped us see 21 candidates
complete their doctoral studies.
35
Summary of Achievements (2007-2012)
Inaugural Addresses
36
Summary of Achievements (2007-2012)
These
have been achieved in line with our strategic objectives
•  Establishment of the VUT Science and Technology Park in line with
our 2007 commitment. The park has already established linkages
with private and public partnerships.
•  Completed/About to be completed new buildings:
•  Engineering Block
•  IT and Registration Building
•  Student Accommodation
•  The Health Simulation Lab and HIV Unit.
•  New auditorium block to a capacity of 3500.
•  Additional infrastructural funding of R 343 million for 7 major
projects, incl. African Languages Centre
37
Summary of Achievements (2007-2012)
These
have been achieved in line with our strategic objectives
•  Through partnering with government, industry, commerce and
business and community we have raised R 4,67 million and well
over R 200 000 in Laboratory equipment and donations in kind in
2012.
•  The University’s Finance Asset base has grown from R 870 million
in 2008 to over R 1.6 Billion in 2012.
•  To complement this achievement, VUT won 1st Position during
2010 in the Higher Education Excellence Award and second and
third positions in 2011 and 2012.
•  The University received a award for NSFAS Best Compliance)
38
Summary of Achievements (2007-2012)
These have been achieved in line with our strategic objectives
The Vaal University of Technology is improving its PQM (Programme
Qualification Mix) in line with its mission by re-curriculating and introducing
new programmes.
Newly approved academic programmes :
• 
• 
• 
• 
• 
• 
Diploma in Labour Law
Diploma in Legal Assistance
PHD in Chemistry
Bachelor of Science in Medical Laboratory Sciences
Post Graduate Diploma in Higher Education
Diploma in Eco-Tourism Management.
39
THE HALLMARK OF ANY ORGANISATION IS
DEMONSTRATED BY SOUND GOVERNANCE AND
FINANCIAL MANAGEMENT
40
VAAL UNIVERSITY OF TECHNOLOGY
STATEMENT OF FINANCIAL POSITION - 2005 TO 2007
2005
R
2006
R
2007
R
ASSETS
Non-current assets
404 635 307
412 277 732
473 558 338
Property, plant and equipment
Non-current investments
Non-current investments - earmarked
375 237 384
17 697 662
11 700 261
379 708 957
20 450 638
12 118 137
399 407 077
23 795 318
50 355 943
Current assets
114 685 805
163 656 473
217 098 048
181 845
214 053
177 326
9 470 479
11 441 044
32 796 397
Cash and cash equivalents
105 033 481
152 001 375
184 124 325
Total assets
519 321 112
575 934 204
690 656 386
Inventories
Accounts receivable
VAAL UNIVERSITY OF TECHNOLOGY
STATEMENT OF FINANCIAL POSITION - 2008 TO 2012
2008
R
2009
R
2010
R
2011
R
2012
R
640 659 002
658 118 194
ASSETS
Non-current assets
465 257 363
494 429 800
583 042 644
Property, plant and equipment
Investment property
Non-current investments
Non-current investments - earmarked
412 927 096
956 333
51 373 934
437 483 015
4 445 206
1 250 721
51 250 858
527 962 066
4 368 456
1 564 168
49 147 954
582 207 891
4 291 706
1 629 377
52 530 028
651 405 121
4 214 956
2 443 031
55 086
Current assets
405 455 268
528 559 536
632 342 185
806 211 963
957 743 106
-
-
-
-
-
Inventories
Inventories
Accounts receivable
47 952 300
41 090 116
48 086 205
61 328 871
70 604 706
Cash and cash equivalents
357 502 968
487 469 420
584 237 980
744 883 092
887 138 400
Total assets
870 712 631
1 022 989 336
1 215 366 829
1 446 870 965
1 615 861 300
Growth in Total Assets Base Total Assets
1800000000
1600000000
1400000000
Axis Title
1200000000
1000000000
800000000
600000000
400000000
200000000
0
Total Assets
2005 2006 2007 2008 2009
2010 2011 2012 519321112
575934204
690656386
870712631
1022989336
1215366829
1446870965
1615861300
SUMMARY OF INFRASTRUCTURE PROJECTS FUNDING 2012-2015
PROGRAMME
FUNDING APPROVED
PROGRESS
PLANNED COMPLETION
Disability Unit and African Languages Centre Building
R31.599 million
Professional Team appointed, they are busy with preliminary design.
December 2014
Life and Physical Sciences Building R124.910 million
Professional Team selected by Tender Commimee. Awai*ng ministerial approval before appointments are made
July 2015
Extension to Engineering Building: R15.063 million
Addi*onal Floor
Professional Team appointed, they are busy with preliminary design
July 2014
Teacher Educa*on Building at Educity Campus
R33.735 million
Professional Team appointed, they are busy December 2014
with preliminary design. Possible delays due to rezoning
Turn-­‐key Student Housing at Educity Campus for 300 beds
R54.386 million
Professional Architect and QS appointed. Development Co. to be awarded by Tender Commimee on 20 August 2013
Rezoning must be done
December 2014
Turn-­‐key Student Housing at Main R76.735 million
Campus for 400 beds
Professional Architect and QS appointed. Development Co. to be awarded by Tender Commimee on 20 August 2013
July 2014
Renewals and altera*ons of labs
Busy with process of specifica*ons and tendering
December 2014
Busy with processes of tendering and ordering
November 2013
R7.149 million
Teaching and Research Equipment R73.587
44
Oustanding strategic priorities
•  Strategic re-positioning of the future of Secunda and
Upington campuses in light of the newly announced
Universities in Mpumalanga and the Northern Cape by the
Minister of Higher Education and Training.
•  Rationalisation of our Faculties and curriculum to ensure
alignment, relevance and greater value in our offerings.
•  Alignment of our Business-wing (Science Park initiatives)
with our OfferingsIdea, conversion, commercialisation, innovation, transfer
and application.
45
Oustanding strategic priorities
•  Completion of the HR Strategy review process
•  Reviewing of the ICT role against new priorities for promoting
and sustaining the academic enterprise.
•  Implementation of the infrastructure development plan in line
with the enrolment plan targets and the new academic focus for
VUT.
•  Full implementation of the institutional performance
management system against strategic priorities. This is in line
with the new Reporting Regulations.
46
Conclusion.
This is certainly what I understand makes
the VUT dictum “ Your World to a Better
Future” a truly relevant and vital motto.
47
The Importance of a Vision
Said Alice to the Cheshire Cat:
“Would you tell me, please, which way I
ought to go from here?”
“That depends a good deal on where you
want to get to” said the Cat.
“I don’t much care where” said Alice.
“Then it doesn’t matter which way you go”
said the Cat.
48
“Executives like to say they produce results.
In a one-person operation, or even in a very small
firm, that might be so. But once there are more
than a few people the best a leader can do is create
the conditions – the context – in which other people
will produce results.
In fact, this is the ultimate leadership task”.
(Manning, 2001:p.4)
49
It's been a hec*c week..
So put your feet and have a relaxing
weekend !! Enjoy.
50
Thank You!
51