The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark
~ Michelangelo
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GOAL 1: Maintain and strengthen our general formative degree offering and the research-teaching- community engagement nexus which enable our students to access powerful knowledge |
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Objectives |
Performance Indicators |
2017 Baseline |
Annual Targets |
Responsible |
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2018 |
2019 |
2020 |
2021 |
2022 |
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1.1. Ensure accreditation and recognition of all academic offerings/programmes of Rhodes University by respective national, professional and international authorities |
Percentage of programmes with full accreditation of statutory authorities |
100% |
100% |
100% |
100% |
100% |
100% |
DVC: A & SA |
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1.2. Draw on research-led approaches to curriculum design, teaching and assessment |
Percentage of academic programmes/offerings with internally reviewed curricula |
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60% |
70% |
80% |
90% |
100% |
DVC: A & SA |
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1.3. Provide opportunities for students to participate in theorised initiatives falling along the spectrum of Community Engagement |
Number of service learning options/programmes available to students for engaged learning |
79 |
79 |
80 |
81 |
82 |
83 |
Director: CE |
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1.4. Strengthen and enhance flexibility in the curriculum and our unique approach to dual major degree |
Percentage of graduates completing with majors across two or more faculties/study areas at undergraduate level |
24% |
24% |
25% |
26% |
27% |
28% |
DVC: A & SA |
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1.5. Provide wider reach of our general formative degrees/programmes through e-learning and blended modes of delivery |
On-going progress reports on development of e-learning at faculties( 1 annual report per faculty) |
|
6 |
6 |
6 |
6 |
6 |
Deans |
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Table 4: Objectives and KPIs for Goal 1
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GOAL 2: Enable access to Rhodes University by all academically qualifying students and provide them with conditions which enable all students to flourish and which promote their holistic development as critical citizens |
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Objectives |
Performance Indicators |
2017 Baseline |
Annual Targets |
Responsible |
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2018 |
2019 |
2020 |
2021 |
2022 |
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2.1. Promote diversified student body |
Student demographic diversity index |
0,53 |
0,52 |
0,52 |
0,51 |
0,51 |
0,50 |
Registrar |
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Annual assessment report on marketing/ recruitment strategy targeted at student diversity (1 from registrar, 1 from Director: CA) |
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2 |
2 |
2 |
2 |
2 |
Registrar & Director CA |
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2.2. Strengthen ability to provide quality counselling and academic advising to students |
Percentage of students seeking academic advice assisted |
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100% |
100% |
100% |
100% |
100% |
Deans |
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Percentage of students seeking counselling assisted |
|
100% |
100% |
100% |
100% |
100% |
Director: SA |
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2.3. Promote a sexually responsible citizenry and safe community within Rhodes University |
Number of programmes/intervention/events promoting sexually responsible citizenship |
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10 |
10 |
10 |
10 |
10 |
Director: SA |
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Number of reported incidences of breach of students’/staff safety within the campus |
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0 |
0 |
0 |
0 |
0 |
Executive Director: IOF |
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2.4. Increase access to RU for learners from local schools by providing academic support programmes in local schools |
Number of students at Rhodes University from local schools |
100 |
90 |
110 |
120 |
140 |
160 |
Dean Education & Director: CE |
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2.5. Provide enriched student experiences for all students of Rhodes University |
Students’ perception of overall student experiences (1 -10) |
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7/10 |
7/10 |
7/10 |
7/10 |
7/10 |
Director: SA |
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Number of recreational and sporting events organized by the University |
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10 |
10 |
10 |
10 |
10 |
Director: SA |
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2.6. Improve the level of student funding to academically qualifying students |
Percentage increase in available student bursaries/funding |
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5% |
7% |
9% |
11% |
13% |
Director: CA |
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Table 5: Objectives and KPIs for Goal 2
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GOAL 3: Maintain and strengthen our unique institutional niche as a research-intensive university outside a major urban area |
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Objectives |
Performance Indicators |
2017 Baseline |
Annual Target |
Responsible |
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2018 |
2019 |
2020 |
2021 |
2022 |
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1.1. Maintain the reputation of Rhodes University as a research intensive University by production of knowledge of high impact |
Total Research output units (Weighted) |
989 |
1064 |
1135 |
1204 |
1276 |
1352 |
DVC: R&D |
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1.2. Improve the production of postgraduate students |
Number of annual Masters’ and PhD graduates |
257 |
266 |
330 |
360 |
390 |
410 |
Deans |
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1.3. Improve qualification of academic staff |
Percentage of academic staff with PhD degrees |
55 |
56 |
59 |
60 |
62 |
63 |
Deans |
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1.4. Sustain and grow our post-doctoral fellowship opportunities and other research capacity development opportunities at Rhodes University |
Number of post-doctoral fellows |
60 |
60 |
65 |
70 |
75 |
80 |
DVC: R&D & Director: Research |
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Number of staff participating in research capacity development initiatives |
80 |
85 |
95 |
105 |
115 |
125 |
Director: Research |
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1.5. Intensify fund-raising for research |
Percentage increase in level of research funding |
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5% |
7% |
9% |
11% |
12% |
Director: Research |
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Table 6: Objectives and KPIs for Goal 3
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GOAL 4: Ensure financial and environmental sustainability practices at Rhodes University through good governance, leadership and management |
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Objectives |
Performance Indicators |
2017 Baseline |
Annual Targets |
Responsible |
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2018 |
2019 |
2020 |
2021 |
2022 |
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4.1. Ensure sufficient levels of financial resources for the institution |
Ratio of Expendable net assets to annual Operating costs (primary reserve ratio) |
0.02 |
0.03 |
0.07 |
0.08 |
0.09 |
0.11 |
Director: Finance |
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4.2. Grow and leverage the contribution of third stream income |
Rand amount of third-stream income (Rm) |
- |
19 |
20 |
21 |
22 |
23 |
Director: CA |
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Creation of a Strategic Endowment fund (Rm) measured as % of subsidy income |
-
|
1,5% |
1,5% |
1,5% |
1,5% |
1,5% |
Executive Director: IOF |
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4.3. Ensure sufficient investment in physical assets |
Facilities management expenses as % of total income (facilities maintenance ratio which EXCLUDES backlog maintenance, protection services, municipal services and grounds & gardens services) |
4,7% |
4,9% |
6% |
7% |
8% |
9% |
Executive Director: IOF |
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Outstanding maintenance costs as % of net expendable assets (deferred maintenance ratio) |
179.5% |
168.7% |
152.8% |
136.4% |
- |
- |
Executive Director: IOF |
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Creation of long-term capital plan (Yes=1 No= 0) |
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1 |
1 |
1 |
1 |
1 |
Executive Director: IOF |
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4.4. Ensure high levels of management, governance and fiduciary oversight |
Number of major audit findings |
0 |
0 |
0 |
0 |
0 |
0 |
Director: Finance |
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Average percentage attendance of SENATE, Institutional Forum and Council meetings |
47% |
80% |
80% |
80% |
80% |
80% |
Registrar |
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Creation of a financial management policy (Yes=1 No= 0) |
0 |
0 |
1 |
1 |
1 |
1 |
Director: Finance |
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Development of IDP & APP (Yes=1 No= 0) |
0.5 |
1 |
1 |
1 |
1 |
1 |
Director: IPU |
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Prepare Mid-year and Annual Monitoring Reports (Yes=1 No= 0) |
1 |
1 |
1 |
1 |
1 |
1 |
Director: IPU |
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4.5. Enhance implementation of environmental sustainability policy and practices |
Electricity usage per enrolled student (kWh / student) |
176,9 |
176,8 |
176,7 |
176,6 |
176,5 |
176,4 |
Executive Director: IOF |
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Water usage per enrolled student (Kl / student) |
26,6 |
26,5 |
26,4 |
26,3 |
26,2 |
26,1 |
Executive Director: IOF |
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Percentage reduction in volume of hard-paper printing particularly at secretariat (% reduction w.r.t 2017) |
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5% |
7% |
9% |
11% |
12% |
Registrar |
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Table 7: Objectives and KPIs for Goal 4
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GOAL 5: Attract, nurture and retain staff of high calibre and maintain an inclusive, welcoming, affirming and positive institutional environment |
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Objectives |
Performance Indicators |
2017 Baseline |
Annual Targets |
Responsible |
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2018 |
2019 |
2020 |
2021 |
2022 |
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5.1. Ensure recruitment of suitably qualified and experienced I/R & support staff of top calibre |
Percentage of staff recruited with matching qualifications and competencies as prescribed for position of appointment |
100% |
100% |
100% |
100% |
100% |
100% |
Director: HR |
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5.2. Continue to strive for diversity within staff establishment of Rhodes University especially at senior academic levels |
Percentage of black permanent I/R staff |
32.6% |
33% |
34% |
35% |
36% |
37% |
Director: HR |
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Percentage of black women permanent I/R staff at associate professor/professor levels |
7% |
7% |
7.5% |
8% |
8.5% |
9% |
Director: HR |
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Demographic diversity index of all staff of Rhodes University |
0,61 |
0,60 |
0,60 |
0,59 |
0,59 |
0,58 |
Director: HR |
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5.3. Work towards all categories of staff remuneration being competitive within the sector |
Average salary of staff of RU benchmarked against sector average (Percentile) |
|
50th |
50th |
50th |
50th |
50th |
Executive Director: IOF and Director: HR |
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5.4. Provide targeted intervention towards appointment of Previously Disadvantaged Individuals/under-represented groups particularly in administrative leadership positions |
Percentage of black permanent support and administrative staff at grade 14 and above |
51% |
51% |
51.5% |
52% |
53% |
54% |
Director: HR |
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Percentage of black women permanent support and administrative staff at grade 14 and above |
28% |
28% |
28.5% |
29.0% |
29.5% |
30.0% |
Director: HR |
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5.5. Drive transformation by identification of socially unjust systematic patterns and recommend/implement remediation through the transformation plan |
Institutional transformation plan adopted and annual reports produced. (0=N0, 1= YES)
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1 |
1 |
1 |
1 |
1 |
Director: Equity & Institutional Culture |
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Number of events/projects targeted at promoting transformation |
10 |
10 |
10 |
10 |
10 |
10 |
Director: Equity & Institutional Culture |
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5.6. Promote Internationalisation at home & cultural diversity |
Number of events/projects promoting an understanding and appreciation of cultural diversity across all the University stakeholders |
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10 |
10 |
10 |
10 |
10 |
Director: Internationalization |
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Table 8: Objectives and KPIs for Goal 5
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GOAL 6: To provide the relevant/appropriate academic infrastructure, equipment and facilities to support our academic project |
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Objectives |
Performance Indicators |
2017 Baseline |
Annual Target |
Responsible |
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2018 |
2019 |
2020 |
2021 |
2022 |
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6.1. Provide and maintain appropriate teaching & research spaces for our academic project |
Overall student satisfaction (score) on residential classroom and laboratory spaces |
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7/10 |
7/10 |
7/10 |
7/10 |
7/10 |
Executive director: IOF |
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6.2. Provide and maintain appropriate laboratory equipment and learning facilities |
Budget for purchase of new and maintenance of existing laboratory equipment and learning facilities (R’000) |
0 |
0 |
500 |
600 |
700 |
800 |
Executive director: IOF |
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6.3. Provide world-class library services to staff, students and community |
Total annual user log data on library use |
550 252 |
556 488 |
560 000 |
563 000 |
566 000 |
570 000 |
Director: Library |
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General user satisfaction (score) on library services |
|
7/10 |
7/10 |
7/10 |
7/10 |
7/10 |
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6.4. Provide world-class ICT services in support of the academic project |
Percentage of residence & rest of campus with full Wi-Fi coverage |
80% |
80% |
80% |
100% |
100% |
100% |
Director: ITS |
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General user satisfaction (score) on ICT services |
|
7/10 |
7/10 |
7/10 |
7/10 |
7/10 |
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6.5. Provide and maintain decent residential accommodation |
Residential bed-spaces available to students as % of UG headcount |
|
60% |
60% |
60% |
60% |
60% |
Executive director: IOF |
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Overall student satisfaction (score) on residential accommodation |
|
7/10 |
7/10 |
7/10 |
7/10 |
7/10 |
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6.6. Provide advisory Oppidan/off-campus accommodation information to our students |
Oppidan/off-campus accommodation advisory list provided (YES =1 /NO = 0) |
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0 |
1 |
1 |
1 |
1 |
Executive director: IOF |
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6.7. Provide/maintain clean & safe campus environment |
Compliance level with occupational health and safety standards |
|
100% |
100% |
100% |
100% |
100% |
Executive director: IOF |
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Student satisfaction (score) on campus aesthetics, cleanliness and safety |
|
7/10 |
7/10 |
7/10 |
7/10 |
7/10 |
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Table 9: Objectives and KPIs for Goal 6
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GOAL 7: To Promote Rhodes University as an institution for public good in the local, provincial, national and international contexts |
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Objectives |
Performance Indicators |
2017 Baseline |
Annual Target |
Responsible |
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2018 |
2019 |
2020 |
2021 |
2022 |
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7.1. Establish local government collaboration with Makana Municipality and strategic business partnerships that address Grahamstown challenges |
Number of strategic and active partnerships formed to address the challenges of Grahamstown |
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2 |
2 |
2 |
2 |
2 |
VC
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Number of collaborative projects with Makana municipality |
|
3 |
3 |
3 |
3 |
3 |
Executive Director: IOF |
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7.2. Promote, establish and co-manage community development partnerships with local NGOs/Public Institutions/Private Organizations |
Percentage of partnerships with co-management & participatory involvement of community members |
|
60% |
65% |
70% |
75% |
80% |
Director: Community Engagement |
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Number of community users of the Rhodes University Library |
90 |
92 |
100 |
100 |
100 |
100 |
Director: Library |
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7.3. Identify new and strengthen existing academic collaborations and partnerships with the regional Universities for the development and advancement of the Eastern Cape |
Number of partnerships with the other universities in the province |
|
3 |
3 |
3 |
3 |
3 |
VC |
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Number of targeted research projects for development of the Eastern Cape. |
5 |
5 |
6 |
7 |
8 |
10 |
DVC: R&D |
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7.4. Identify new and strengthen existing national and international research, teaching and learning partnerships |
Number of teaching and learning partnerships at national and international levels |
|
5 |
5 |
5 |
5 |
5 |
DVC : A&SA |
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Number of research partnerships at national and international levels |
20 |
20 |
25 |
30 |
35 |
40 |
DVC: R&D |
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Last Modified: Wed, 13 Mar 2019 09:24:13 SAST