UJ’s STRATEGIC THRUSTS FOR THE NEXT DECADE

1. UJ’s STRATEGIC THRUSTS FOR THE NEXT DECADE ELG Breakaway 7-8 February 2011

2. PREAMBLE The University of Johannesburg is a modern African city University - vibrant and cosmopolitan in character; liberal, progressive and transformative in the values it espouses - that provides education that is accessible and affordable, challenging, imaginative and innovative, for a just, responsible and sustainable society, through the excellence and relevance of its comprehensive programmes and its research, and by cultivating students with integrity, who are knowledgeable, well-balanced, ethical leaders and confident global citizens.

3. PREAMBLE (cont’d 1) • a scholarly and cultural orientation; geographic location • strategic partnerships, staff & student networking  preferential resource allocation • international staff & student recruiting: African focus • academic curricula & research activities  material relevant to Africa • regular showcasing of “African” academic activities Dimensions of an “African” university • UJ embedded in economic capital of Africa • UJ reflects the vibrancy and social, ethnic and class diversity of the Jhb metropolis • active nurturing of cultural and social diversity as an institutional strength • programme content responsive to demands of business, finance, manufacturing, industry & technology • students prepared for leadership roles in the corporate headquarters and civic society • cosmopolitan character reflected in programme profile (CESM mix) & cultural activities Dimensions of a “cosmopolitan”character

4. PREAMBLE (cont’d 2) • promotion of academic freedom as primary value • promotion of collegiality as primary driver of academic ethos • pluralities of academic, social and political discourse • demographic diversity of staff & students • campus equivalence: resources and stature • curricular transformation evident in teaching & learning development and support, in citizenship modules, application of T&L philosophy, educational ICT, NGS • research opportunities for all to flourish • implementation of Language Policy • naming strategy Dimensions of “liberal, progressive & transformative” values

5. PREAMBLE (cont’d 3) • challenging but fair admission requirements • dedicated attention to the recognition and nurturing of academic potential • ADS responsive to the challenge of student under-preparedness • adequate contact time for teaching and learning • financial & other resource support for under-resourced students • establish pathway for poor students to PG studies Dimensions of “accessible and affordable” education • maintenance of programme mix between professional, vocational & general formative programmes (no “academic drift” allowed) • stature, relevance, depth & quality of technology programmes • teaching-focused career pathways for academics • Senate composition reflective of comprehensive academic staff complement Dimensions of “comprehen-sivity”

6. PREAMBLE (cont’d 4) • knowledgeable • healthy • well-balanced • responsive to the demands of the workplace • broadminded • smart/alert/agile • confident • empathetic/civic-minded • ethical • skilled communicator • global citizen • leader able to exert positive influence Qualities of a UJ graduate

7. STRATEGIC THRUSTS FOR THE NEXT DECADE Thrust 1: Sustained excellence of academic programmes, research and community engagement Thrust 2: A comprehensive institution recognized for the stature and quality of its scientific and technology programmes and its technology-driven research Thrust 3: Equivalence of all campuses, with dedicated initial focus on SWC and DFC Thrust 4: An international profile of staff, students, scholarly output and institutional reputation

8. STRATEGIC THRUSTS FOR THE NEXT DECADE Thrust 5: A brand that identifies UJ with relevant, accessible and excellent higher education Thrust 6: Leadership that matters, in the institution and in civil society Thrust 7: Supportive and engaged alumni that contribute to UJ’s resource base and reputation Thrust 8: Resources that enable UJ’s fitness for purpose, support the achievement of the primary thrusts and facilitate a responsible and responsive institutional citizenship

9. THRUST 1 Sustained excellence in: • the quality provision of intellectually challenging & relevant academic programmes; • the conduct of relevant, intellectually challenging & internationally recognized research; • teaching and learning, research and strategic engagement with communitiesthat is mutually beneficial & promotes social, economic & educational development.

10. THRUST 1 – KEY INDICATORS • appropriately qualified, • appropriately capacitated in respect of curriculum design and delivery across the range of three tracks of UJ programmes (i.e. general formative, professional and career-specific), • adequately remunerated and incentivized, and • appropriately supported with respect to relevant UJ services and resources. Staff • are no more than 50 000 in terms of total headcount, • display enrolment profile aligned to UJ’s Enrolment Plan, • are recruited in a focused manner via early (school-level) interventions, if / where appropriate, • are provided with professional guidance & counselling prior to admission to ensure appropriate placement  aimed at optimal academic success & to reduce the drop-out rate for the whole university from the current 19 % to 16% by 2020 . Students Thrust 1 - Academic Excellence

11. THRUST 1 – KEY INDICATORS (cont’d 1) • all participate in a well-grounded and faculty-specific FYE programme, the value of which is annually monitored, • are recruited for post-graduate studies to attain a 16%:84% PG/UG profile by 2020 (current profile 13%:87%), • 25% of first-time entering first years have an APS score of 35 and higher by 2020, • 1 000 first-time entering first-year places are reserved for learners from schools serving the poorest communities (nationally defined & determined), compliant with minimum admission requirements, • appropriately prepared for the world of work and for responsible citizenship, to ensure a graduate employability rate of at least 80%. Students Thrust 1 - Academic Excellence

12. THRUST 1 – KEY INDICATORS (cont’d 2) • reflective, self-conscious and geared towards producing well-rounded graduandi & diplomandi, • formally recognizes & integrates the Scholarship of Teaching & Learning, • integrates ADS for sustained above-the-norm success rates of 80% (from the current average base of 77%) & improved graduation rate by 2020, • actively promotes & incentivizes teaching and learning excellence & innovation, • ensures that all permanent staff have a masters & 50% have a doctorate (from the current base of 32%), by 2020. Teaching & Learning Thrust 1 - Academic Excellence

13. THRUST 1 – KEY INDICATORS (cont’d 3) • consistently places UJ in the top 6 residential universities in South Africa, in terms of aggregate research output & scholarly impact, • achieves aggregate research output of 700 accredited output units by 2020, • achieves 112 PhD (current 70) and 672 Masters graduates (current 320) annually by 2020 • increasingly enables innovation & technology transfer, • incorporates at least 25 productive & mainly self-funded research centres, including centres driven by technological innovation, • has at least 15% of academics recognized as rated researchers, from the current base of 5%. Research Profile Thrust 1 - Academic Excellence

14. THRUST 1 – KEY INDICATORS (cont’d 4) • at least 10% of all academic programmes incorporate service learning efficiently & cost-effectively in their curricula by 2020, from the current base of 4% • increasingly recognise & implement CE as UJ’s third core academic function, • address the developmental needs of communities by providing them with access to the University’s intellectual capital. Community Engagement Thrust 1 - Academic Excellence

15. THRUST 1 – KEY INDICATORS (cont’d 5) • Improve the depth, stature, relevance and quality of academic programmes, • by 2015, reviewed to determine their continued strategic significance to the core academic mandate of UJ, • enable technology-enriched learning in support of the UJ Teaching and Learning Strategy, • ensure rigorous application of minimum quality standards, • enhance & sustain existing ‘strong’ programmes, • promote internal differentiation to position faculties in ways that capitalise on their unique strengths Academic Programmes Thrust 1 - Academic Excellence

16. THRUST 2 A reputation as a comprehensive institution with a unique identity in the higher education sector because of the stature and quality of its scientific and technology-rich programmes and its scientific and technology-driven research, innovation and technology transfer.

17. THRUST 2 – KEY INDICATORS • identify technology programmes for focused developmental trajectories, • prestige that attracts top performing students, • comprehensively span across the three programme tracks (general formative; professional; career and occupation-specific) • integrate high-level technologies, • intellectually challenging and expansive, • mostly interdisciplinary & empower students to design solutions to problems through innovative thinking, • offered via innovative teaching & learning approaches (e.g., problem-solving, multidisciplinary teams, studio training), • clear articulation pathways into degree and/or postgraduate studies, • robust training in appropriate first year core modules (e.g., maths, physics, chemistry, languages, ICT). • Appropriate CESM mix: SET (29%  32%); Bus/Mgt(41.5% 38%); Educ(9%  9%); Other Hum (20.5%  21%) Scientific & Technology Programmes Thrust 2 - Technology

18. THRUST 2 – KEY INDICATORS (cont’d 1) Academic Staff • critical mass • highly qualified • innovative Top performing students • entrepreneurial, • innovative • active participants in technology innovation, • source for a critical mass of PG students • policy-makers, industry, professional boards, government, private sector  collaboration, commercialization & innovation, • international partners aimed at cutting edge training, innovation & teaching & learning collaboration • establish co-funded Technology Innovation Fund and Technology Innovation Centre to support technology transfer Strategic partnerships Thrust 2 - Technology

19. THRUST 3 A unique programme profile for each UJ campus, equivalence of resource provision and stature, with a dedicated focus on the Soweto Campus (SWC) and the Doornfontein Campus (DFC) for the next three years.

20. THRUST 3 – KEY INDICATORS • focus mainly on Education and Leadership Development, • reflect the comprehensive nature of UJ by offering a good mix of degree and diploma programmes at undergraduate and postgraduate levels, • encourage strong research activity, • enhance strong community engagement, • provide high quality of infrastructure, service and human resource capacity, • offer programmes in the anchor faculties of Education, Humanities, Financial & Economic Sciences and Management, • develop a marketing message and campaign that positions SWC as a premier study destination and first choice study destination for education studies. SWC Thrust 3 – Campus Equivalence

21. THRUST 3 – KEY INDICATORS (cont’d 1) • focus mainly on Health Sciences and Engineering and the Built Environment, • comprehensive range of professional, career-specific and technology-rich programmes, at both undergraduate and postgraduate levels, presented, • strong research activity evident, • strong community engagement activities present, • strong work-integrated learning capacity that closely replicates a pressurized working environment established, • high quality infrastructure, service and human resource capacity available, • a marketing message and campaign that positions DFC as the first choice study destination for appropriate health and engineering studies. DFC Thrust 3 – Campus Equivalence

22. THRUST 4 An international profile of students, staff, scholarly output and institutional reputation.

23. THRUST 4 – KEY INDICATORS • well- resourced • implements the Strategy to Enhance the International Profile of UJ International Office • presents specially structured seminar programmes, • focuses on US, Europe and China • is aligned with US and other grade structures to enable credit transfer, • encourages internships through semester research credits, • makes use of special recruitment agencies, • charges market related fees, and • aims for 400 students annually by 2020. Study Abroad Programme Thrust 4 - Internationalization

24. THRUST 4 – KEY INDICATORS (cont’d 1) • 8% of students  international students by 2020 (⅔ UG) from current base of 4.6% • Focus on continental (African) students • Utilise SA Embassies to assist recruitment • Undertake research on attractiveness of UJ to international students • Capitalise on English language study • Utilise professional recruiters, expo’s & institutional sites • Develop relationships with local embassies & government offices International UG recruitment • 8% of students  international students by 2020 (⅓ PG) from the current base of 4.6% • Use institutions, rather than students, as first contact • Utilise the same undergraduate strategies if appropriate • Utilise African staff at UJ to assist • Faculties to market specific postgraduate programmes • Introduce “sandwich” programmes to facilitate articulation International PG recruitment Thrust 4 - Internationalization

25. THRUST 4 – KEY INDICATORS (cont’d 2) • Africa to be prioritized but Brazil, India and China (BRIC) as well as USA and Europe, especially Germany may be considered. • potential partners must have sufficient funding to sustain the partnerships. • prioritize agreements for resourcing • all agreements reviewed every 3 to 5 years • all agreements considered by International Advisory Board prior to approval Partnerships • aim for 10% of permanent academic staff by 2020, from current base of 9% International staff recruitment Thrust 4 - Internationalization

26. THRUST 5 Establish a brand for UJ that identifies it with relevant, accessible and excellent higher education.

27. THRUST 5 – KEY INDICATORS • dynamic & vibey trendsetter  established, first-choice university of stature, • without loss of momentum • use scholars & their scholarly achievements as brand and market drivers, • an internal brand campaign that highlights annual themes. Transition UJ Brand Strategy • Integrated campaigns for different market segments reflecting this change in positioning: Targeted marketing messages Thrust 5 - Branding

28. THRUST 5 – KEY INDICATORS (cont’d 1) • To resonate with potential students, parents and teachers, with focus on Diploma’s and Science, Engineering and Technology (SET) Undergraduates • To resonate with potential postgraduates and alumni Postgraduates • To position SWC as a premier study destination and first choice destination for Education and Leadership studies SWC • To improve public perceptions of the location of the campus and position it as the Engineering / Health Sciences campus DFC • To support international marketing efforts International • To ensure brand alignment with external messaging in the staff and student population (continue brand champion programme, 2010) Internal Thrust 5 - Branding

29. THRUST 6 Leadership that matters, in the institution and in civil society.

30. THRUST 6 – KEY INDICATORS Leadership Roles & Responsibilities • negotiated • defined • performance-managed leadership • all levels • build capacity and empower people  appropriate qualities • e.g. visionary thinking, strategy planning and formulation, conflict resolution, employee motivation, emotional intelligence, entrepreneurship • development and planning for succession Virtual Leadership Academy Student Leadership Development & Mentoring • Tailor-made strategy for: • current & future SRC • house committees • other student leadership structures Thrust 6 - Leadership

31. THRUST 6 – KEY INDICATORS (cont’d 1) • institution-wide strategy • for both academics and managers Efficiency & Effectiveness • increase professors by 5% - from the current 13% of fulltime contract and permanent academics to 18%, • increase associate professors and principal lecturers by 11% from the current 7% of fulltime contract and permanent academics to 18% Increase Senior Academic Staff • must, by 2020, be either associate professors, principal lecturers or professors, unless exceptional circumstances dictate otherwise Seniority of HODs • regular & coordinated • develop institutional knowledge base of people in leadership positions Environmental Scanning Thrust 6 - Leadership

32. THRUST 6 – KEY INDICATORS (cont’d 2) • Participation by UJ scholars in public debate and dialogue: • to strengthen national democratic values, • to support and promote public causes • to disseminate widely / prominently in public domain UJ Scholarship • collegiality • transparency • accountability • ethical, values-driven behaviour Institutional Culture • Employee experience: • leadership credibility • effectiveness • impact Internal Monitoring Thrust 6 - Leadership

33. THRUST 7 Alumni that are supportive and engaged and contribute actively to the institution’s reputation and its resource base.

34. THRUST 7 – KEY INDICATORS • UJ graduates since 2005 • alumni from legacy institutions established in their careers • high-income, influential alumni Targeted Campaigns Social Networking Community • vibrant & interactive • modern / cutting-edge ICTs • continuous relationship with UJ • lifelong learning Affinity Groups • Develop and expand: • faculty / disciplines • sport groups • residences Thrust 7 - Alumni

35. THRUST 7 – KEY INDICATORS (cont’d 1) • extensive (lifecycle management) • continually updated • sustainable • valuable Database • positive student experiences • benefits programme Loyalty • align to the relevant alumni campaigns (faculty-based) Staff Alumni Thrust 7 - Alumni

36. THRUST 8 Generate, cultivate and sustain resources &structures that: • enable the University’s fitness for purpose, • support achievement of primary strategic thrusts, & • facilitates a responsible and responsive institutional citizenship.

37. THRUST 8 – KEY INDICATORS Human resource capability that supports the achievement of the primary strategic thrusts • opportunities for professional and personal development, • participates in a performance management system that is developmental and rewards both individual and collective effort, • demographically representative and culturally sensitive, • provided with the institutional support for optimal functioning, and • respects human dignity and embraces diversity. Staff • demographically representative, • observant of UJ rules and policies, responsible and accountable for their decisions and their actions, • opportunities for their holistic development, • participate actively in leadership, cultural and sporting structures, • respect human dignity and embrace diversity Students Thrust 8 – Resources

38. THRUST 8 – KEY INDICATORS (cont’d 1) • supports the teaching & learning, research & innovation strategy of the University, • equivalent on all campuses, • environmentally sustainable. Infrastructure • in support of teaching and learning that is open and ubiquitous, • in support of research that fulfils the demands of “super computing” required for advanced scientific and technological research, • enables the effective management of information and communication and of institutional business intelligence (MIS), and • enhances the effective and efficient operation of administrative and support systems and of institutional governance. Information & Communication Technology Thrust 8 – Resources

39. THRUST 8 – KEY INDICATORS (cont’d 2) • cultivates its staff and students as responsible citizens, • • is responsive to the challenges of a sustainable environment, • • commits the institution to efficient and effective stakeholder service, • • provides an accessible and welcoming environment for its students, • • ensures operational systems that are capacitated, agile and responsive, • • submits systems and structures to regular review to ensure strategic alignment, • • cultivates a culture of appreciation and acknowledgment among staff and students, • • makes UJ the destination of choice for cutting-edge education and scholarship. Organisational Design & Ethos Thrust 8 – Resources

40. THRUST 8 – KEY INDICATORS (cont’d 3) • that ensures sustainable and efficient allocation of resources to achieve the UJ vision, mission and goals Finance • that ensures sustainability, efficiency and effectiveness and inherent quality in resource allocation Risk Management • increasingly responsive institution-wide quality ethos Quality Culture Thrust 8 – Resources

41. TO RECAP … • UJ in the next decade will position itself as a modern African city university which is cosmopolitan in character and espouses liberal, progressive and transformative values. It will provide education that is affordable and accessible, that is challenging, imaginative and innovative and contributes to a just, responsible and sustainable society. It will offer a comprehensive range of excellent programmes and will cultivate students with integrity, who are knowledgeable, well balanced and ethical and confident global citizens. • It will achieve this vision by means of the dedicated implementation of the following 8 Strategic Thrusts:

42. TO RECAP … STRATEGIC THRUSTS FOR THE NEXT DECADE • Thrust 1: Sustained excellence of academic programmes, research and community engagement • Thrust 2: A comprehensive institution recognized for the stature and quality of its scientific and technology programmes and its technology-driven research • Thrust 3: Equivalence of all campuses, with dedicated initial focus on SWC and DFC • Thrust 4: An international profile of staff, students, scholarly output and institutional reputation

43. TO RECAP … STRATEGIC THRUSTS FOR THE NEXT DECADE • Thrust 5: A brand that identifies UJ with relevant, accessible and excellent higher education • Thrust 6: Leadership that matters, in the institution and in civil society • Thrust 7: Supportive and engaged alumni that contribute to UJ’s resource base and reputation • Thrust 8: Resources that enable UJ’s fitness for purpose, support the achievement of the primary thrusts and facilitate a responsible and responsive institutional citizenship

44. THANK YOU

45. Depth, stature, quality and relevance of academic programmes Objectives More reflective and self-conscious approach to T&L Produce well-educated and trained graduates for social & economic development Students able to realise full potential in educational achievement  improved success rates, fewer dropouts UJ programmes1st choice for students

46. UNPACKING THE TERMS Depth: The opportunities a curriculum offers to a student for deep learning. Stature: Positioning of a programme in relation to similar programmes in and outside South Africa. Quality: Features of a programme through which it is deemed to be excellent. Relevance: A function of a programme’s relationship to its context. Contexts include: learning; field of practice; social & economic

47. IMPLEMENTATION STRATEGIES STRATEGY ONE: Improve staff capacity in curriculum design and programme delivery STRATEGY TWO: Profile existing strong programmes: Benchmark; Marketing; Build research enterprise STRATEGY THREE: Attract high level cadre of academic teaching staff and develop existing staff: extend SQP; international links STRATEGY FOUR: Deepen and extend student academic engagement: Student counselling to ensure appropriate placement FYE programme extended to whole UG student body Expand tutorial programmes Enrich campus social and cultural environment Student engagement with citizenship, democracy and ethics in all UG programmes Thrust 1

48. Differentiation • Programme offerings across faculties range from a strong focus on technology-oriented and/or professional programmes to general formative knowledge domains. • Faculties may be grouped according to the dominant programme type offered: General formative programmes • Humanities • Science Professional programmes • FEFS • Health Sciences • Law • Education • Management Technological programmes • FADA • FEBE

49. Implementation Strategies Targets to form the basis of annual performance management of faculties Faculties to demonstrate year-on-year incremental achievement towards 10 year goals. Faculty specific targets should inform strategies for: Annual enrolment planning Enhancing teaching & learning, Increasing research output, Internationalisation, Focus on enhancing staff qualifications, Resource allocation 4.On-going monitoring against agreed upon targets

50. Net Result in 10 years: Achieved through internal differentiation UJ doubles its research output8th to 6th position. It expands its postgraduate base13% to 18% All academic staff= masters qualification & 50% of staff= PhD one of few universities to have such a highly qualified staff complement. Increased success rates and graduate outputs  a further 774 to 1663 graduates one of the country’s largest producer of university graduates By increasing its intake in SET it will be a major player in addressing the country’s needs for skills in critical areas. Thrust 1