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Staff Assembly

Personeelbyeenkoms

TYGERBERG, 29 November 2016STELLENBOSCH, 1 December 2016

What a year! Looking back on 2016 and ahead at 2017Prof Wim de Villiers, Rector & Vice-Chancellor

Outline of presentation

1. Introduction

2. 2016: The year in review

3. Feedback from Council

4. HR issues

5. Looking ahead at 2017

6. Conclusion

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“Stellenbosch University is inclusive, innovative, and future focused: a place of discovery and excellence

where both staff and students are thought leaders in advancing

knowledge in the service of all stakeholders.”

Vision 2030

(SU Institutional Intent and Strategyhttp://www.sun.ac.za > Strategic Documents)

“Staff members are appreciated, and their

contributions acknowledged, and their

further professional development is also

encouraged. They are highly skilled and make a

difference to the University and its students.”

Institutional Plan 2017–2022

(2) 2016: The year in review #FMF: What was different?

• In 2016, the strategies and tactics of the Fees Must Fall (#FMF) movement increasingly made rational conversation virtually impossible

• The kind of noise generated by some of the protesters precludes dialogue, silences opposing voices, and is profoundly undemocratic

– Rosalie Small (1)

• Levels of violence in 2016 extremely worrying:

o Cost of damages to property > R900 million(DHET, October 2016)

(1) In an article entitled “Much to discover if we step in their shoes – Let art connect us to young minds” in the Cape Times, Friday, 28 October 2016

(2) 2016:

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Negotiating protest at SU• Measures to ensure we complete the academic year:

o Contingency committeeo Private security companieso Public order policeo Regular communicationo A webpage with urgent campus updateso Student Affairs (including Dean of Students)

• Commitment to keep communication channels open and resolve local implications of national movement

• Violent attacks on two staff members and a student on 20 September was a low point at SU

(2) 2016:

SU management stanceYES:

• Constitutional right to peaceful protest

• Subsidised education for poor students and those in “missing middle”, based on household income

NO:

• We fundamentally disagree with the shutdown of academic activities as a strategy

• We unconditionally condemn the use of violence to intimidate students, staff and others; and also the destruction of University property

(2) 2016:

Safeguarding the academic project

• In September, we obtained a court order against 30 respondents to vacate the Wilcocks Building

• They were also interdicted from occupying any campus building, disrupting activities, obstructing entrances, damaging property and assaulting others

• 12 students also temporarily suspended for contravening University rules, pending disciplinary hearings

(2) 2016:

Disciplinary hearings• Central Disciplinary Committee 13 Oct – 4 Nov:

o One student expelled, three suspended for period, six suspended sentences & community service, two cleared

• Students who were found not guilty or received stayed suspensions had rights at University restored

• Faculties were requested to assist them to continue with their academic activities, including completing their examinations, where possible

• Thanks to everyone for going the extra mile

(2) 2016:

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Firm, but fair• A dual commitment to:

• Protecting people, facilities, academic project; and• Respectful, rational deliberation with stakeholders

• In October, management met with protesting students and concerned staff in a facilitated meeting

• Special EC(S) meeting then decided on measures to support protesting students academically

(2) 2016:

Thanks to all staff membersExams

• Unlike elsewhere, proceeded relatively smoothly at SU• 2nd opportunity ends Sat 3 Dec

Graduation• Nine ceremonies scheduled from 6 to 9 Dec• Again on track for record numbers• 138 PhDs (up from 127 in 2015)

(2) 2016:

SA’s only improving university

QS World University Rankings 2016/17• Released in September• SU in 395th place (up from 401-410 band in 2015)• UCT dropped to 191(from 171 in 2015)• Wits down to 359 (from 331 in 2015)• UP and Rhodes fell from 501-550 band to 551-600• UKZN slipped into 651-700 band from 551-600• Newcomers UWC & NWU both in 701+ band

(3) Feedback from Council: Budget 2017

• 2017 budgeting experienced challenges due to #FMF

• An unsustainable budget tabled at Council this year

o Budget 2017 still in the black …

o … but shortfalls projected for 2018-2022

• Interventions required in 2017 to address shortfalls

o Determining factors:

– Expected changes to HE funding

– New subsidy formula

– Outcome of Fees Commission

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Integrated Income Budget 2017• Total integrated income budget = R5,5 billion• State subsidy increases by 1,7% (2015: 3,1%)• Main Budget 42,8% of Integrated Budget

(2015: 43,2%)

(3) Feedback from Council:

R 1 352,1m24,5%

R 863,6m15,6%

R 150,1m2,7%

R 334,4m6,1%

R 2 825,9m51,1%

Main Budget - State subsidyR 1 352,1m (24,5%)

Main Budget - Student feesR 863,6m (15,6%)

Main Budget - Other incomeR 150,1m (2,7%)

Accommodation BudgetR 334,4m (6,1%)

Budget for Third and FourthStreamR 2 825,9m (51,1%)

Composition of expenses on Main Budget 2017

• 90% of faculties’ Main Budget spent on staff remuneration

Remuneration 2017

• General remuneration adjustment of 6% (2016: 7%)

• Total remuneration for 2017 up by 7% (2016: 11,2%)

• Remuneration 61% of total Main Budget (2016: 61%) and 41,7% of total Integrated Budget (2016: 42,1%)

(3) Feedback from Council:

Increases for 2017

• No adjustment to Base Remuneration Levels (BRL)

• 6% for all staff members who achieved a performance mark of 3 or more in the previous evaluation cycle

• An additional increase to top performers as follows:

+ 1% for 4-4.49 in previous three cycles (May not increase the employee’s CTC to above 10% of the BRL)

+ 2% for 4.5 and higher in previous three cycles (May not increase the employee’s CTC to above 25% of BRL)

• Effective January 2017

(3) Feedback from Council:

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The SU value proposition• National asset• Sought-after graduates• High research output• Rated scientists• Record numbers of PhDs • Innovative academic

student support services • Average SA first-year pass

rate is 50%; 86,7% of SU students go on to 2nd year

• Develop graduate attributes & thought leadership

Student fees: Background

* Data above correct as of mid‐2016

• Chronic underfunding Decline in state subsidy / nominal increase below CPI

South African context

2012 2013 2014 2015 2016 2017*

5,63% 5,75% 6,07% 4,58% 6,80% 6,42%Annual Consumer Price Index (CPI) for period 2012 – 2017 (* forecast)

Student fees: Background

• Chronic underfunding• State funding below CPI• HEPI higher than CPI

Consumer Price Index forecast for 2017

South African contextStudent fees: Background

HE investment as % of GDP• SA lower than BRICS and other African countries• SA: 0,71% of GDP / UK: 0,9% / Germany: 1,1%

South African contextStudent fees: Background

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Contribution of student fees at SU

41%

23%

16% 16%

5% 6%

38%

55%

0%

10%

20%

30%

40%

50%

60%

70%

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

% Income Contribution to Total Income -2000 (R906,2 million) until 2015 (R5 390,5 million)

State subsidy Student fees Accommodation Third- and Fourth Stream Income

Note: These figures are per SU’s annual financial statements. 

Student fees: Background

Student fees for 2017

• Tuition fees:o 8% increase in tuition fees in general

– In line with HE Price Index (which is 2% above CPI)– In line with the Minister’s guideline of 19 Sept

• USB: 10% increase in tuition fees

• Accommodation fees:o 10% increaseo The extra 2% due to additional cost of viable sourcingo Additional financial support through accommodation

bursaries for qualifying students below the R600,000 household income category

(3) Feedback from Council:

Bursaries as strategic instrument

• Unequal society

• Fee-free higher education not currently feasible

• Differentiated approach to providing financial aid to poor, academically deserving students (sliding scale according to combined annual household income:

1. Income of R600,000+ p.a.: in better position to pay tuition fees

2. Income R240,000 to R600,000: variable SU support

3. Income R122,000 to R240,000: SU bursaries for part of ‘missing middle’

4. Income less than R122,000: NSFAS financial support

Student fees: Background Bursary statistics

• 38% of SU undergraduate students receive bursaries

• 70% of SU undergraduate BCI students receive bursaries

• Total bursaries last year: R658,7 million• R402,8 million from own funds & research contracts• R115 million from the SU main budget• R255,9 million as agents (including on behalf of NSFAS)

• Such initiatives would be jeopardised if SU is not in a position to increase its annual income

Student fees: Background

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(4) HR feedback:

Women in the workplaceREMUNERATION: • HR found instances where women received less than male

employees on same level• Clearly in conflict with our commitment to the equitable

treatment of all employees• RMT decided that these women should receive parity

adjustments to ensure equitable remuneration with comparable male counterparts; Backdated to 1 January 2016

MATERNITY LEAVE: • Council on Monday reaffirmed that this

should be prioritised and funded

(4) HR feedback:

Medical aid schemes• Based on benefits survey earlier this year …• … Management decided to provide employees with a wider

choice in medical aid schemes• For 2017, permanent staff can choose between:

OR

• Deadline: 5 December 2016• Make your choice on sun-e-HR• More info: SU’s healthcare consultant

021 808 4827 / afhealth@sun.ac.za • Queries or difficulties: HR Client Service Centre

021 808 2753 / sun-e-hr@sun.ac.za

(4) HR feedback:

Staff workload

• Following complaints, an investigation has been launched into suitable work models for SU

• For both academic & PASS (Professional, Administrative, Support and Service) environments

• Project driven by HR, Finance, Institutional Planning & Research

• Envisioned to be completed during 2017

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(4) HR feedback:

Wellness support to staff• Protest actions could impact

negatively on staff wellbeing• Threats to safety and security could

cause stress, anxiety and even trauma• Wellness services have been

extended for staff to access professional counsellors

• More than 40 debriefing sessions since October

• Your wellbeing is our primary concern

• Contact Ms Maureen Kennedy, HR Manager: Wellness

021 808 4824 maureenk@sun.ac.za

Senior appointmentsVice-Rectors• Prof Nico Koopman:

Social Impact, Transformation & Personnel • Prof Hester Klopper:

Strategic Initiatives & Internationalisation• Prof Arnold Schoonwinkel:

Learning & Teaching• Prof Eugene Cloete:

Research, Innovation & Postgraduate Studies

Chief Operating Officer• Prof Stan du Plessis

(Prof Leopoldt van Huyssteen retiring at the end of 2017)

(4) HR feedback:

Senior appointments, 2016Registrar• Dr Ronel Retief

(Mr Johann Aspeling retiring end 2016)• Ms Farah Fredericks, Deputy Registrar: TygerbergDeans• Prof Sam Tshehla, Military Science• Being finalised: Engineering, Law, Theology• Appointment committees: AgriSciences, Economic and

Management Sciences, Arts & Social Sciences, Education

Dean of Students: Ms Tonia OvermeyerOmbud: Adv Rina Meyer Research Chair in Social Justice: Adv Thuli Madonsela

(4) HR feedback:

Rector’s Strategic Personnel Fund• R68,6 m allocated in 2015 to the RSPF to broaden diversity

by appointing/promoting CBI-staff• The RSPF Overview Committee considered all applications

and approved how the R68,6 million was allocated to appoint/promote academic and support staff over the 3-year period, 2016 – 2018:

ACADEMIC Male Female TOTAL

Appointments 11 8 19

Promotions 2 2

PASS Male Female TOTAL

Appointments 1 3 4

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(4) HR feedback:

PASS Male Female TOTAL

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(5) Looking ahead at 2017:

Language Policy

• New Language Policy adopted 22 June 2016

• For implementation from January 2017

• Aimed at broader access & academic success

• For studies in Afrikaans & English

• Each faculty developed a customized Language Implementation Plan

• Will be published on faculty websites and in 2017 module frameworks once approved in Jan.

Other important new policies

• Employment Equity Policy

• Policy on Unfair Discrimination & Harassment

• Revised Student Disciplinary Code

• Plagiarism Policy

• Records Management Policy

• Postdoctoral Research Fellows

Calls for decolonising SU• The decolonising project back on the agenda worldwide

• Key elements:

1. Placing Africa at the centre of knowledge production, not on the peripheryo The African university not mere extension of the Westo Including African thinkers in the curriculumo “And/and”, not “either/or”

2. Being relevant to the challenges of human development in Africao Research agendaso Graduate attributes

3. Our institutional culture, which should be inclusive and reflect our African identity

(5) Looking ahead at 2017: Review of the Institutional Intent & Strategy (IIS)

• Purpose: To provide a framework for SU as a world-class university rooted in Africa

• Task Team: Profs Hester Klopper & Leopoldt van Huyssteen, Dr Jerome Slamat (Coordinator: Dr Barbara Pool)

• IIS Advisory Committee with broader staff involvement

• Core document to be developed by these two structures

• To be distributed to faculties, PASS divisions and external stakeholders for input

• Time framework: Launch planned during 2018 as part of Centenary Celebrations

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TransformationInstitutional Transformation Committee established (will report regularly to the RMT):o One representative of each faculty, each responsibility

centre, the Women's Forum, Maties Staff Forum and other staff forums, and the Equality Unit

o Two representatives of the SRC; also ex officio membersDraft Transformation Implementation Plan to be submitted to RMT on 30 Nov 2016:o Due for campus consultation

before final approval by SenateCourses to build transformation competencies:o Training provided to 395 staff

members & 988 students in 2016

(5) Looking ahead at 2017:

Lessons learnt from 2016• SU has a long way to go to become a truly inclusive

institution, but it is a journey that we are committed to

• Structure is important for meaningful engagement – plan deliberately for meaningful engagement

• Adversarial relationships are lose-lose relationships – the costs for all parties are high

• We must live the values of our University : * Excellence * Innovation * Empathy * Shared accountability * Leadership in service of others

• Mission: “Create academic community in which social justice and equal opportunities will lead to systemic sustainability”

• Stand firm against behaviour running counter to our values

(6) Conclusion:

Finding each othero …we have to find each other to address shared

concerns about persistent social inequality and the reality that fine young minds are being excluded because they cannot afford the cost of education

o The path is through our shared commitment to sustained and improved quality public higher education for future generations

o If we do not engage each other in constructive ways soon, the real victims will be the poor and marginalised. The wealthy will simply continue to buy themselves out of dysfunctional public institutions

‐ Prof Yunus Ballim, VC of Sol Plaatje University

(6) Conclusion:

A Vice-Chancellor’s perspective

Prof Yunus Ballim, VC of Sol Plaatje University: (2)

o There is much in the form of the protests … that is about contestation around the fundamental values that we believe universities should stand for

o … to ask me to step aside is to ask me to break trust on a promise that I made to the entire community of the university, including its future students

(2) In an article entitled “Away from the barricades, a Vice‐Chancellor gives his perspective on protests” in Business Day [insert date]

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My responsibilities as VC

• I, too, cannot break the trust of the vast majority of students and parents who want the academic project to continue unhindered

• I cannot break the trust of industry partners who look to us to provide them with well qualified professionals

• I cannot break the trust of future generations of diverse staff and students who will want to inherit a functional, quality university from us

Going forward

• We need a way out of the lose-lose situation of the past two years

• It is important that we find new ways of engagingone another

• SU management plans to engage purposefully with a range of stakeholders in the long term interest of our students, staff and the University as a whole

• I invite all our stakeholders to join us in making 2017 a year of meaningful engagement

(6) Conclusion:

Thank You Dankie Enkosi