REPORT ON THE REVIEW OF ADMINISTRATIVE DIVISIONS · supporting, developing, managing performance) of staff, ensuring adherence to policy, communication within the Division, extent

RHODES UNIVERSITY

REPORT ON THE

REVIEW OF ADMINISTRATIVE DIVISIONS

18 – 21 June 2002

CONTENTS PAGE

1. Introduction 2

2. Objectives of the Review 2

3. Departments/Divisions reviewed 3

4. Review Committee Composition 3

5. Process 3

6. Comments on Submissions received 4

7. University-wide Issues 4

8. Comments on Individual Divisions 5

9. Conclusion 22

APPENDICES

A. New Positions requested and prioritised 24

B. Administrative Reporting Structure 26

C. Growth of Staff in Admin Divisions since 1998 28

D. Acronyms 29

Rhodes University AP&QA Office: Administrative Review Report, Final version: August 2002 1

1. INTRODUCTION

In its Mission Statement, the University commits itself to “strive for excellence and

promote quality assurance in all its activities”. In support of this commitment

and as part of the University’s quality management system, regular reviews of

academic and administrative departments / divisions are undertaken.

Academic reviews were conducted in 1997 and 2000 and the first administrative

review was undertaken in 1998. The second administrative review took place

from 18 to 21 June 2002.

These reviews are seen as an opportunity for the Divisions to reflect on their

current operations and identify the needs they have in terms of resources

(people, skills, money, time), systems and processes and together with the

committee look at a way forward.

2. OBJECTIVES OF THE REVIEW

The Objectives of the Review were to:

Review the strategic purpose of each Division in relation to the vision and

mission of the University.

Examine the strategy, structures and systems of the administrative divisions

in realizing the objectives of the University.

Assess the staff profile in terms of race and gender, years of experience

and service, commitment to the Division and organisation.

Consider the skills needed to be effective and efficient compared to the

existing skills available. Where there is a gap between skills needed and

those available, the implications for staff development need to be

assessed.

Examine the management of the Division inter alia: style of management,

shared values of the Division, methods of managing (delegating,

supporting, developing, managing performance) of staff, ensuring

adherence to policy, communication within the Division, extent and

nature of disciplinary action within the Division, management of change.

Assess working relationships and communication with other administrative

divisions and academic departments.


Assess the necessary resources (staff, equipment, time) needed to realize

the strategy of the Division.

Assess barriers (internal and external) to maximizing the effectiveness and

efficiency of the Division

3. DEPARTMENTS/DIVISIONS REVIEWED

Academic Development Centre, Dean of Research, Dean of Students,

Communications, Development, Estates, Finance, Human Resources,

Information Technology, Library, Registrar, Vice-Chancellor’s Office (including

the Academic Planning and Quality Assurance Office).

4. REVIEW COMMITTEE

Vice-Chancellor (Dr D Woods, Chair)

Vice-Principal (Dr C Johnson)

Dean of Commerce (Prof A Webb)

Dean of Education (Prof G Euvrard)

Dean of Humanities (Prof I Macdonald)

Dean of Law (Prof R Mqeke)

Dean of Pharmacy (Acting Dean - Prof R Walker)

Dean of Science (Prof P Terry)

Director, Human Resources Division (Mr B Smith)

Human Resources Development Manager (Ms S Fischer)

SRC President (Mr M Webber)

NEHAWU Representative (Mr W Bikitsha)

NTESU Representative (Mr J Landman)

Director, Academic Planning and Quality Assurance (Ms S Stephenson)

External Adviser (Prof J Steele)

Secretariat (Ms L Rautenbach)

NOTE: The administrative review was intended to consider all aspects of the

University’s operations, including the East London Campus, and the East London

Campus accordingly submitted a comprehensive self-evaluation report.

However, the Minister of Education’s decision to incorporate the East London

Campus into the University of Fort Hare was announced shortly before the start

of the review meetings and it was decided that their participation would not

serve a constructive purpose. The EL self-evaluation document, however, will

provide a valuable starting point for transitional arrangements with Fort Hare

and will be considered by the Joint Transitional Team established to facilitate the

joining of RUEL and Fort Hare.


5. REVIEW PROCESS

The process followed was that each Division undertook a self-evaluation

exercise, identifying strengths and planning for areas that need development

over the next 3-5 years. The review committee then studied each self-evaluation

report prior to discussing it with the Director and members of the Division after

which recommendations would be submitted to Management, Faculties and

Council. All members of the Rhodes community were invited to contribute their

views in writing to the Committee and Directors were asked to comment on the

(anonymous) submissions received. A statistical profile of each Division,

including comparative financial and demographic information, was provided to

Divisions in early 2002. (A copy of each Division’s self-evaluation report is kept in

the Academic Planning and Quality Assurance Office and is available on loan

by request.) Once the Committee had produced a draft review report, the

recommendations for individual divisions were provided to each divisional

director for comment. A second draft was then considered by the biennial

senior management bosberaad held from 19-21 July 2002. A further meeting of

the review committee was held shortly thereafter to revise the

recommendations accordingly and the final report will be considered by

faculties, Senate and ultimately the University Council.

6. COMMENTS ON SUBMISSIONS RECEIVED

48 submissions were received from members of the university community in

response to an invitation to comment on administrative structures. Directors of

divisions were provided with a copy of (authorless) comments pertaining to their

division, and asked to respond during the review meetings. Whilst a few of the

submissions concerned isolated complaints or aired personal grievances, the

majority provided constructive criticism and addressed system failures or

structural problems. An encouraging amount of praise was also received where

support services were seen to be functioning optimally. It became clear to the

Review Committee that many complaints resulted from misinformation or a lack

of information, and the issue of communication will be separately addressed

later in this report. Those issues identified as problematic will be addressed by

the relevant Division and as a result of this review, certain administrative

practices will be changed or improved. In addition, the Review Committee

would like to point out to the University community that in most cases, formal

structures and procedures are in place to deal with day-to-day problems and

complaints. The Comprehensive Guide for Members of Staff for 2001 as well as

the annually revised Heads of Departments Guide (both available from the

Human Resources Division) provide detailed information on administrative

structures and troubleshooting procedures.


7. UNIVERSITY-WIDE ISSUES REQUIRING ONGOING ATTENTION

Certain issues were raised several times in different contexts and are flagged

here as university-wide concerns:

The effects of the loss of the university’s East London Campus, and the

implications of the Agency agreement to be operational in 2003

The University’s website, which was found to be uncoordinated and out of

date in several areas

The impact of HIV/AIDS on staff and students

The equity profile of senior academic and administrative staff requires

attention (the current strategy of ‘growing our own timber’ is long term)

The need to improve the equity profile of university staff makes career-

pathing for existing staff extremely difficult. The Staff Development

Committee is considering ways of addressing this challenge and will report

to Senate in due course

A perceived lack of transparency and/or communication regarding why

certain strategic decisions are made

Inadequate statistical information on the demographics of administrative

divisions in the Statistical Digest

Some contributors felt there was an increasingly ‘managerial’ approach

to higher education, resulting in an ‘us vs them’ perception between

academics and administrators

Several calls were made for the introduction of a performance

management system for the university

The university’s ageing physical infrastructure is creating severe

maintenance and repair problems

The steady increase in student numbers over the past few years has

placed growing pressure on the university’s support structures, particularly

the Estates Division

The integration of administrative IT systems should be reviewed and

streamlined

Succession planning in administrative divisions is inadequate

A designated ‘second-in-command’ should be identified in each division

The systematic translation of university-wide documentation into Xhosa

requires consideration

The constant demands from national bodies to comment on and

participate in developing national policies at times places academics

and senior managers under unmanageable pressure

The implications of the King II report on corporate governance on existing

administrative practices should be carefully evaluated

The role of the Institutional Forum should be reviewed

The policy of internal advertising of vacancies requires reconsideration

The University’s mission and vision statement should be revisited


8. ADMINISTRATIVE DIVISIONS: COMMENTS AND RECOMMENDATIONS

(A summary of new posts requested is provided in Appendix A)

8.1 THE ACADEMIC DEVELOPMENT CENTRE

The University has made a strong investment in teaching and learning in the

form of a well-staffed and proactive Academic Development Centre which

provides support in the form of services, workshops and consultations. In 1999,

the ADC moved from a student to a staff focus and the Centre plays a clearly

defined quality assurance and developmental role within the University. The

ADC is recognised as a leader in its field in South African higher education and

its staff are constantly in demand to present workshops and contribute to policy

development at the national level. In 2000 the ADC introduced a qualification

(the Postgraduate Certificate in Higher Education) designed to accredit

academic staff as professional educators at the tertiary level, and a great deal

of external interest has been shown in this programme which is currently only

offered in-house. The provision of formal teaching in addition to academic

support has, however, resulted in a tension between the Centre’s administrative

and academic roles.

Strategic priorities identified by the Academic Development Centre:

Improving capacity across the University to assess students’ work

Providing support to academic staff in meeting the requirements of the

University’s teaching and learning policies

Continuing to offer and develop the Postgraduate Certificate in HE

(PGCHE)

Continuing to participate in national HE structures

Continuing to undertake research and publish in the field of HE studies

Focusing on student development in the form of contributing to

foundation programmes at Faculty level.

The Committee recognises the valuable role played by the ADC, and

commends the Centre on the many compliments received internally as well as

nationally. It is clear that excellent leadership has contributed to a great

improvement since the 1998 review and that the ADC displays a healthy level of

collegiality and enthusiasm.

Recommendations:

(i) The administration of the Vice-Chancellor’s Distinguished Teaching

Award should be moved from the HR Division to the ADC

(ii) Attention should be given to the conditions of service of ADC staff

i.e.whether academic or research conditions are more appropriate


(iii) The ADC should continue with its ‘soft-sell’ approach to encourage

buy-in of outcomes based principles.

(iv) The ADC’s participation in developing foundation courses is strongly

supported.

(v) The successful introduction of the PGCHE is commended. However,

the Committee notes that offering the programme externally could

dilute its internal success and place impossible demands on current

resources.

(vi) The proposed new reporting structure – to the Vice-Principal for

administrative matters and to the Faculty of Education for academic

matters – is supported but will require careful management.

(vii) Tension between the support and new teaching role of ADC staff is

inevitable. The Committee trusts that the ADC will not neglect its

support and development functions.

(viii) The future of the Evaluation Assistant file server located on the East

London Campus should be speedily resolved.

8.2 DEAN OF RESEARCH

Following a recommendation of the Academic Review of 1997, a full-time Dean

of Research position was created in September 1998 on a five-year contract

basis, and a fully integrated research office was established in 1999.

Committed to excellence in research and to developing and maintaining a

research culture at the University, the Office aims to build research capacity,

especially among young academics and those who are black and/or female.

The Office is also committed to fostering postgraduate studies and encouraging

intra- and interdisciplinary collaboration within the University as well as regionally,

nationally and internationally. The DoR Office takes responsibility for the

Graphics Services Unit, the Electron Microscopy Unit and for postgraduate

financial aid.

The service provided by the DoR Office was highly praised by the Rhodes

community during the review and the Committee noted that the Office has

successfully achieved and even exceeded the expectations of the academic

review report.

Strategic priorities for the Dean of Research’s Office are:

To strengthen the current high profile and outputs of research at Rhodes

To increase the relative funding levels for research activities

To develop collaboration with other institutions, particularly in the Eastern

Cape and with organisations such as the CSIR


To maintain and strengthen the international profile of research at RU

To increase postgraduate numbers

Recommendations:

(i) The DoR Office should be retained as a permanent structure of the

University.

(ii) The position of Dean of Research should remain as a five-year contract

appointment.

(iii) The upgrading of the currently vacant grade 6 secretarial post to

grade 8 is supported.

(iv) The establishment of a Postgraduate Forum is strongly supported, as is

the introduction of a focused Postgraduate Orientation.

(v) The proposal that additional assistance in the Finance Division be

provided to process research grants is supported.

(vi) The Committee recommends that a separate review is undertaken of

the structure and linkages between the Graphics Services Unit, the

Printing Unit and the graphics work undertaken by the

Communications Division with a view to streamlining graphics services

and reducing overlap. Mr Trevor Amos of the Department of

Management has agreed to facilitate this review.

(vii) The Committee further recommends that Associated Research

Institutes be reviewed in 2003. This process should be driven by the

Dean of Research’s Office in conjunction with the Academic Planning

and Quality Assurance Office.

(viii) A closer relationship with Development and Communications is

desirable.

(ix) The administration of Graduate Assistant Bursaries should remain in the

Human Resources Division – student queries should be referred to

Deans or Heads of Department as appropriate.

(x) The DOR Office is aware that a greater understanding of intellectual

property and copyright issues is critical and the Committee

recommends that urgent attention is given to this area, possibly at the

regional level. In particular, new staff contracts should be revised (in

consultation with the Human Resources Division) to take such issues into

consideration.

(xi) The impact of increasing levels of staff undertaking private consultancy

work should be assessed.

(xii) The DoR Office may wish to consider developing an integrated

research information management system.

(xiii) The continued close collaboration of the DoR Office with Fort

Hare/RUEL in terms of research activities and capacity building is

encouraged.

(xiv) The appointment of a Deputy Dean of Research should be considered

once the IQR (Internationalisation Quality Review) sub-committee has

finalised its recommendations.


(xv) The Committee noted that the new funding formula as well as the

outcome of the IQR sub-committee recommendations will have a

major impact on the strategic direction of the Office.

8.3 DEAN OF STUDENTS DIVISION

The Dean of Students’ Division is undoubtedly the largest and most complex

division in the University with a staff complement of 327. It oversees the entire

residence system as well as catering & housekeeping, oppidan affairs, sports

administration, student discipline and conference services. Given this broad

range of activities it is inevitable that tensions have developed between the

operational and student support functions of the Division.

Strategic priorities identified by the Dean of Students’ Division:

To poll the student body to establish student needs and expectations

To implement an integrated administrative management system

Establish and maintain effective channels of communication

Establish a performance management system

Develop a change management strategy

Increase staff training and development

Increase quality awareness in the Division

Develop comprehensive divisional policy manuals

Consider ombudsman responsibilities

Recommendations:

(i) The Committee recognises the heavy workload placed on the Dean of

Students and senior managers in the Division and debated at length

the viability of recommending the addition of a senior level position.

However, it was felt that a great deal could be achieved by refocusing

the work of the Division, more effective utilisation of the Hall Wardens

and more delegation to line managers, particularly in terms of

operational and disciplinary matters.

(ii) The Committee noted the significant increase in conference revenue

and recognised the additional pressure placed on the Conference

Office as a result of this growing activity. It is accordingly

recommended that a clerical position be created to assist the

Conference Officer.

(iii) The request to upgrade the position of Assistant Dean of Students will

be considered as part of the University-wide job evaluation exercise

currently underway.


(iv) In view of the repeated calls for a more caring approach to student

concerns and mindful of the Universities’ mission to provide a safe and

nurturing environment, the Committee strongly encourages the

fostering of an appropriate ethos within the Division, including the

‘front-of-house’ service available to students.

(v) The roles and responsibilities of Hall Wardens should be clarified. The

Committee noted that the Hall Wardens manual was being extensively

revised and recommends that the nurturing/supportive role of Hall

Wardens be highlighted. The Vice-Principal will play a facilitatory role

in this regard.

(vi) The Committee agreed that the Sanatorium, Counselling and Career

Centre and the Financial Aid Office should remain the responsibility of

the Registrar’s Division.

(vii) Communication channels between the Dean of Students Office and

the Registrar’s Division should be improved, and the existing formal

structures between the two divisions should be better utilised.

(viii) Concerns raised by the Division regarding transport facilities should

receive attention from the Estates Division.

(ix) Problems regarding residence maintenance are recognised and

should form part of the Estates Division’s proposed Integrated

Development Plan.

(x) The upgrading of kitchen facilities requires attention in the short-term.

(xi) The request for the appointment of a part-time medical officer to

police sick leave is not supported.

(xii) All other requests for additional staff are referred to the Support Staff

Staffing Committee.

8.4 DEVELOPMENT AND COMMUNICATIONS

Several changes have taken place in this division since the 1998 review, the

most significant being the separation of the division into two entities in

December 2001.

8.4.1 COMMUNICATIONS DIVISION

The Division aims to build the University’s profile in key markets and to provide an

excellent service to external and internal customers. It takes responsibility for

providing an effective internal communication channel for all members of the

Rhodes community, publicising Rhodes as a centre of excellence nationally and

internationally, preparing consistent and accurate publicity material, providing

an event organisation service, and maintaining the University’s world wide web

presence.

Strategic priorities identified by the Communications division:


To address the electronic communication and interface needs of the

University, with particular reference to the Web Unit

To support the 2004 campaign

Develop divisional policies and procedures

Establish a cost-effective mechanism to track and evaluate all media

coverage gained.

Recommendations:

(i) The Committee recommends that the Division’s first priority should be

to resolve the current weaknesses of the University’s web presence.

Immediate attention should be given to the physical relocation of the

Web Unit to the main administration building, enabling a closer link to

the Communications Division.

(ii) A contract post (one year in the first instance) is recommended to

address the inadequacies of the University’s web page, raise

awareness amongst the University community of the strategic

importance of a web presence, and coordinate input from

departments and divisions.

(iii) The University’s web policy should be monitored by the Director of

Communications.

(iv) Graphic work undertaken by the Division should be reviewed as part of

the wider consideration of graphics services and printing unit linkages.

(v) The need for a competitor analysis is recognised, but the Committee

believes this should be undertaken in-house.

(vi) The request for an administrative assistant (in view of the post being

allocated to the Development Division) is being addressed by the

Director of Human Resources.

8.4.2 DEVELOPMENT DIVISION

The decision to split the communications and development activities of the

University resulted in the appointment of a Director of Development in April 2002

and the reallocation of five Development and Communications staff to the

division. The motivation for creating a separate development division is given

as: meeting the need to bridge the growing gap between traditional revenue

streams and financial needs, and to coordinate a capital campaign to mark

the University’s centenary. The Director has set about addressing inherited

problems such as poor staff morale, lack of accountability, unfocused job

descriptions, a seriously neglected Access database, the absence of formal

fundraising and reporting protocols, poorly serviced alumni and memorabilia

marketing.

Strategic priorities identified by the Development Division:


The resolution of inherited problems

Redefining the structure and focus of development at Rhodes

Developing appropriate policies and procedures

Managing the relationship with DVA Navion

Addressing the IT needs of the Division

Negotiating a capacity building grant from Atlantic Philanthropies

Accelerating and directing the 2004 campaign.

Recommendations:

(i) The post of administrative assistant currently shared with the

Communications Division should be retained as a full-time position in

the Development Division.

(ii) Close collaboration with the Communications and Finance Divisions

and the Dean of Research’s Office is critical.

(iii) The Committee notes that the Division has only recently been

established and trusts that the encouraging first steps will lay a solid

foundation for a productive and cost-effective service.

8.5 ESTATES DIVISION

The University prides itself on providing a well-maintained and aesthetically

pleasing environment for students and staff and a significant proportion of

resources are dedicated towards ensuring the campus remains one of the most

attractive in the world. The current physical estate and future planning of its

management are thus vital components of the University’s strategic thinking.

The work undertaken by the Estates Division can be equated to that of running a

small town, and the maintenance of the vast infrastructure presents a daunting

challenge. With the constant increase in student numbers and continual

addition of new residence, teaching and laboratory space, the pressure on

staff, ageing machinery and existing facilities has necessitated a complex

balancing act between maintenance, improvement and efficiency. The

Division has endeavoured to operate below their staff establishment levels but

are finding that the daily ‘fire-fighting’ demands (up to 600 requisitions are

received per week) result in too little time for planned preventative

maintenance.

The Committee was somewhat intimidated by the 84 page self-evaluation

report submitted by the Division, but understands that this document is used as a

crucial planning and management tool by staff in the division and is certainly

not left ‘on the shelf’ after the review. This practice of integrating the

preparation for and outcome of the review into the Division’s day-to-day work is

highly commended. The costing systems and financial structures in place in this

Division are also seen as efficient and effective.


Strategic priorities identified by the Estates Division:

Compiling an Integrated Development Plan (IDP) for the University, taking

into account environmental impact and town planning issues, service

provision, machinery, equipment and vehicle requirements, campus

protection, and the impact of a larger campus on the resources of the

City

The enhancement of the Division’s Total Quality Management approach

Reducing operational costs such as effecting savings in the consumption

of power and water

Improving productivity in terms of manpower, machinery and material

resources

Improving employee and management morale, reducing absenteeism

and staff turnover

Meeting the many new and changed regulatory requirements with a

positive view.

Recommendations:

(i) The Committee agrees that producing an Integrated Development

Plan should be the Division’s top priority and should be supported by

the entire Rhodes community.

(ii) The preventative maintenance of the physical infrastructure of the

Campus is estimated by the Committee to be in excess of R5 million

over the next 3-5 years. A priority list should be submitted to the Joint

Physical Planning Committee for attention to urgent cases, and to the

IDP team for longer-term planning.

(iii) Current vacancies should be filled where possible.

(iv) The new posts requested by the Division are viewed sympathetically by

the Committee, but should be considered in due course by the

Support Staff Staffing Committee.

(v) The appointment of a dedicated Safety Officer requires careful

consideration (possibly in 2003).

8.6 FINANCE DIVISION

The Finance Division provides a broad spectrum of financial services to the

University, ranging from financial information and reporting to planning,

budgeting and policy advice. The Division is also responsible for the Print Unit,

the Data Management Unit and Financial IT Services.

The Committee supports the strong accountability approach of the Division and

realises that this can lead to conflict with various individuals and sectors within

the University. However, it is impossible to imagine an institution achieving


recognition as a centre of excellence without a financial support structure

operating efficiently and effectively. The demonstrated financial health of the

University is a major achievement in the current higher education environment

and the financial leadership and management provided is gratefully

acknowledged.

Strategic priorities identified by the Finance Division:

Implementation of the next stage in the Division’s business initiative

whereby it is intended that the Registrar (Finance) will be freed from

operational issues in order to focus on income generation and cost

reduction strategies.

Revision of the current arrangements for internal audit in view of the

requirements of corporate governance

The development of a risk management strategy for the University

A review of the effectiveness of the Protea information system

The improvement of VAT management

The finalisation of a Finance Division website

The introduction of performance measurement criteria into reporting

structures

Appointment of a Research Accountant

Recommendations:

(i) The Committee supports the division’s business initiative including

splitting the operational and income generation functions, with the

Registrar (Finance) focusing on income generation and cost reduction

initiatives and the Deputy Registrar dealing with day-to-day

management issues.

(ii) Recognising the need to reconsider the titles of the relevant individuals

accordingly, the Committee recommends that the title Director of

Finance be considered for the Deputy Registrar.

(iii) The appointment of a Senior Accounts Clerk to attend to research

accounts and VAT management, funded by the existing levy on short

courses and certain research activities, is supported.

(iv) The recommendations of the Audit Committee are noted and the

appointment of a Risk Management Auditor is strongly supported.

(v) The intention to review the Protea system is supported.

(vi) The development of a University procurement policy is encouraged.

(vii) Membership of the Tertiary Institutions’ buying consortium should be

prioritised in view of the significant potential savings generated.

(viii) The physical location of the Fees Office should be discussed with the

Registrar.

(ix) Printing Unit linkages to the Graphics Services Unit and the graphics

work undertaken in the Communications Division should be reviewed

(see DoR recommendation).


(x) Closer cooperation between the Registrar, Finance and the

Development Division is encouraged.

(xi) The proposed 15:30 closure of the Division to queries is supported and

should also be considered as a wider university issue.

(xii) A more proactive approach to supplying financial procedures

information to departments is advised, particularly via the Heads of

Departments Guide (published by the HR Division and AP&QA Office).

(xiii) The need for continuing the separate payrolls system should be

investigated.

(xiv) A general work overload in financial administration is recognised

although this may be alleviated by the loss of the EL Campus and the

provision of an additional post to deal with research and VAT

administration.

8.7 HUMAN RESOURCES DIVISION

In line with the recommendations of the 1998 review as well as international

trends, the Division transformed from a predominantly personnel administration

/industrial relations service to a Human Resources Division, providing an

integrated human resource service to staff and management. Four key

functional areas were created (Employee Administration, Employee Relations,

Recruitment and Selection and Human Resource Development) and the

structural divide between academic and support staff (grades 6 and above)

and support staff (grades 1 to 5) was eliminated.

As a result of changes in labour legislation and national reporting requirements

as well as the administration of numerous externally funded posts, the

introduction of an internally managed pension fund and medical aid scheme,

and the growing demand for skills development, the Division has experienced a

tremendous increase in staff workloads. Staff are aware of shortcomings in

some of the services provided and of frustrating delays experienced by users.

Proposals for several new positions were submitted to the review committee and

will be considered in due course (with two exceptions – see the

recommendations below) by the Support Staff Staffing Committee.

Strategies priorities identified by the Human Resources Division:

Updating the HR database and undertaking a job evaluation across the

University

The development of a performance management system for the

University

Strengthening training and development with particular reference to the

requirements of the NQF, SAQA, SETAs and the HEQC

Successful implementation of the equity staff development programmes

Strengthening the merit award systems for academic and support staff


The introduction of counselling and Level 1 (departmental) hearings in

disciplinary matters

The introduction of an employee awareness programme at the

departmental level to raise awareness of the implications of poor job

performance

A higher public profile for the Employee Relations Manager

Adherence to the various recruitment and selection policies and

procedures

Training of recruitment and selection staff to ensure appropriate skills are

provided to selection committees.

The Committee commends the successful transformation of the Division from a

personnel to a human resources focus and recognises the general excellence of

the service provided. Many favourable comments were received from the

University community in this respect, with particular mention of the work

performed in the Recruitment and Selection section and of the achievements of

the HR development section. The Committee further recognises that, given the

nature of their work, HR Divisions are most likely to receive criticism and that this

Division is required to say ‘no’ more often than other support services.

Nonetheless, concerns were raised regarding the Division’s ‘front-of-house’

image and a perceived under-utilisation of certain staff members. A need for a

more proactive approach and an ethos of ‘striving to exceed expectations’

was also expressed by academic staff. The University looks forward to the long-

awaited introduction of an effective management information system in the

Division and trusts many of the problems currently experienced in this area will

be resolved.

Recommendations:

(i) The appointment of an additional administrative assistant in the

Recruitment and Selection section is strongly supported.

(ii) The temporary post of data capture clerk in HR Development should

be made permanent.

(iii) Once the physical relocation of the University’s telephone exchange

to the Struben building is complete, the HR Division should attend to

the design and staffing of an improved public reception area for the

University.

(iv) The separation of responsibilities within the Division should be

reconsidered, with particular attention to a more evenly spread

workload.

(v) The administration of the Vice-Chancellor’s Distinguished Teaching

Award should be moved to the Academic Development Centre.

(vi) Attention should be given to wider communication of recent

restructuring efforts.


(vii) A clear tracking procedure to provide up-to-date information on the

status of applications in process should be developed, especially with

regard to work permit applications.

(viii) The identification of a Deputy Director should be considered.

(ix) The introduction of a university-wide performance management

system will require careful consideration in the near future. The

Committee recognises that the University’s Equity Policy makes a

commitment to developing a system and that this is critical in order to

recover the Skills Development Levy. The Committee recommends that

the Staff Development Committee undertakes the necessary

groundwork and submits recommendations to Senate on the most

appropriate system for the University, bearing in mind the caution that

standardised performance appraisal systems have not proved

successful in the academic context. Attention should also be given

during this process to the concept of administrative portfolios.

8.8 INFORMATION TECHNOLOGY DIVISION

As at other organisations around the world, IT has become an integral and

critical part of the University’s functioning. As noted by the IT Division, ‘the

absence of an IT service for even a short period of time has an immediate and

noticeable impact’. The Information Technology Division provides computer

and networking resources and user support to all departments and researchers

at the University. A great deal of autonomy is given to departments and

researchers in order that they might set up their own computing environment,

and considerable emphasis is placed on self-help computing. However, the

Information Technology Division has a number of centralized Unix and Novell

servers which are used to service the academic and research needs of campus

users. There are more than 4000 devices connected to the Rhodes LAN

infrastructure of which about 3000 can be classed as active PCs. More than

7000 users are registered for one or more services.

Apart from keeping up with the constantly changing IT environment and dealing

with the demands of ongoing hardware and software upgrading, the major

challenge faced by the IT Division is dealing with the often unrealistic

expectations of users. Despite the Division’s ‘self-help’ policy, staff find

themselves engaged in continuous fire-fighting and dealing with day to day

support issues , resulting in little capacity to deal with operational or strategic

issues effectively. Staff feel that they do not have the time to deal with the

underlying causes of many of the problems, such as inadequate user training,

but are forced to specialise in providing ad hoc workarounds and temporary

fixes.


Strategic priorities identified by the Information Technology Division:

To connect all residences to ResNet (internet connection). At present

approximately 10 out of the 40 buildings are wired. The completion of this

task is constrained by the necessity of doing the work on a cost recovery

basis.

To identify and define all service level agreements between the IT Division

and the rest of the University.

Increase the international component of the Rhodes bandwith from 1.4

megabits/sec to 2 megabits/sec.

To develop a single login and authentication mechanism for all staff and

students.

Integrate physical security and access systems, in particular to review the

appropriateness of the existing Dallas chip system

To document and improve the institutional, departmental and divisional

budgeting process

The establishment of a dedicated ‘telephony unit’

Consider how best to publicise university policies and procedures

To refine the preliminary disaster recovery plan for the University and

consider the implications thereof.

Investigate revenue generation opportunities in order to reduce the

demands made on the Finance Division.

Further investigation of the viability and benefits of wireless networking.

Consideration of the introduction of IP telephony.

To expand the Division’s staff training delivery to improve user capacity

across the University.

To resolve problems experienced with stock control in the Electronics

Services Store.

To educate the university community on the intentions and procedures of

the Roll Down policy.

To develop the capacity to meet the Senate requirement that theses be

made available in electronic form.

To develop a formal policy regarding after hours/standby IT support

services.

To develop, in conjunction with the Estates Division, systems and

procedures for network monitoring and management.

To clarify contractor relationships and responsibilities

To manage the effects of moving from the present network protocol

(TCP/IP) to Ipv6.

After a prolonged period of uncertainty, the effects of good leadership and the

development of a team spirit in the Division are becoming apparent. The

Division is committed to high quality service levels and provides yardsticks

against which their performance may be judged. Many comments were

received during the review on the excellent technical expertise provided by the

Division. The Committee recognizes that this Division has of necessity been in


‘maintenance mode’ for some time and assumes that the provision of

additional staff would enable it to move into the more desirable ‘mission mode’.

Recommendations:

(i) The Committee notes the scale of the Division’s strategic priorities and

refers its new staff proposals to the Support Staff Staffing Committee.

(ii) The Committee supports the Division’s intention to identify a second-in-

command but refers the request to the Support Staff Staffing

Committee for consideration of the financial implications.

(iii) A user prioritization exercise, related to the University’s mission, is

recommended.

(iv) The Division is requested to give every support available to improving

the University’s web presence.

(v) The establishment of a dedicated Telephony Unit is supported, and it is

recommended that it be located in the Struben building.

(vi) The Division should play a major role in formulating the proposed

Integrated Development Plan.

(vii) Better interaction regarding the division of responsibilities and

budgeting procedures between the IT and Estates Divisions is

recommended.

(viii) The Division should strive to find an appropriate balance between

academic needs and the expediency demands of standardisation.

(ix) The Committee is unable to support the Division’s request to purchase

a dedicated vehicle for pc maintenance transport. It is suggested that

the Janitor’s Office be asked to provide a daily service for this purpose.

(x) The role of the IT Steering Committee should be reinforced, and its

decisions more widely communicated. All university-wide IT policy

matters require the prior approval of this Committee.

8.9 LIBRARY

The Library aims to be an excellent internationally-respected academic library

through the provision of ready access to information resources, and by aiding in

equipping people for lifelong learning. It is committed to quality user-focused

service, fairness, innovation, professional integrity and social responsibility. The

Library’s main customers are the staff and students of the University as well as

people living in the Grahamstown area. The Library also provides a service to

visiting academics, and staff and students of other universities in the Eastern

Cape, in particular the University of Fort Hare and UPE, as well as to UNISA

students, and distance students of other SA universities and technikons. Through

its Inter-Library Loan section, its material is shared with other South African

libraries. As a result of its Homepage on the Internet, the Library is also often

contacted by people in other countries.


Strategic priorities identified by the Library:

To extend the space and facilities in the Main Library

To keep the University up to date with global electronic access

developments

To develop a document delivery programme to ensure timeous delivery

of documents to users

To institute a course-related information literacy programme

To embark on digital preservation of Cory Library resources

To provide a regular after-hours service

To continue to collaborate in terms of resource sharing regionally and

nationally

To encourage staff development programmes for Library staff

The successful change of leadership has resulted in the provision of a refocused,

proactive service and the Committee commends the Library on the outstanding

support provided to academic departments and on its highly effective use of

limited resources. In particular, the Committee is impressed by the ratio of

resource to staff costs which at 60:40 is one of the best in the country.

Recommendations:

(i) The implications of withdrawing from East London must be carefully

evaluated.

(ii) The Committee notes that plans for extending the Library form part of

the 2004 campaign.

(iii) The Library’s approach to the use of electronic databases is fully

supported.

(iv) The proposed attendance of Library staff as observers at Faculty

meetings is supported.

(v) Standards for the physical control of departmental libraries should be

developed.

(vi) The Dalro copyright issue requires ongoing attention from the Library

and the Registrar’s Division.

(vii) The request to offer a compulsory information literacy course (linked to

the proposal for an Information Literacy Librarian post) should be

directed to the Teaching and Learning Committee.

(viii) All requests for new staff should be considered in due course by the

Support Staff Staffing Committee.

8.10 REGISTRAR’S DIVISION

The Registrar’s Division aims to ‘nurture the institutional ethos of the University

and contribute to its life and work through the provision of an exemplary

administrative service’. It has undergone a series of structural changes since


1997 and has recently refined its mission statement. The completion of the Eden

Grove building in September 1999 enabled the Division to be housed in one

building and the ‘one-stop-shop’ concept to be implemented in the Student

Bureau. Administrative processes have been computerised which has led to ‘a

significant reduction in the workload of various staff members and impressive

efficiency gains’. The introduction of cross-functional teams has been the most

controversial and problematic aspect of the re-engineering process although

the Division believes that the benefits are now becoming apparent. The Division

has been affected by ongoing staff problems including health problems,

resignations, lack of adequate training and resistance to change. In addition,

the Division feels that the University as a whole has failed to embrace the new

approach but accepts that the change has been a learning process rather

than a clear and precise event.

The Division has received a great deal of criticism in the recent past and the

Registrar decided to invite two members of the Department of Management to

contribute to the Division’s self-evaluation, and to involve all sub-divisions in the

review discussions. The Committee notes that the Division found this exercise

most constructive and that several changes are already being implemented.

The Division is commended by the Committee for producing a critical self-review

and acknowledging areas in need of improvement. It should also be noted that

several sections in the Registrar’s Division were mentioned during the review as

functioning well and providing a valuable service – in particular the recruitment

and undergraduate admissions sections. The Registrar’s Division will be the one

most actively involved in the new Agency agreement with Fort Hare and this will

require careful management.

Strategic priorities identified by the Registrar’s Division:

To strengthen the Student Bureau by involving senior people

Publicise changes with the Division to facilitate better communication

Prioritise training, especially teambuilding and sharing of expertise

Complete the macro/merge programmes and provide training for

appropriate staff

Consult the Deans with a view to providing an enhanced service

Update all job descriptions

Prepare a comprehensive manual of operating procedures which

includes ‘standards of performance’

Resolve difficulties experienced with the telephone system

Develop and maintain web pages for the Division.

Recommendations:

(i) Repeated concerns were raised regarding the effectiveness of the

Division’s ‘teamwork’ approach. The lack of dedicated faculty officers

was considered highly problematic and led to several Deans


duplicating Registrar’s Division functions. However, it was

acknowledged that the benefits of the restructuring exercise were not

yet fully apparent. It is therefore recommended that the provision of

specialist faculty expertise be reconsidered in 12 to 18 months’ time.

(ii) The Committee expressed concern over the lack of deputy level

support, leaving the Registrar as the sole person dealing with crucial

aspects such as developing new Statutes for the University, new

institutional rules and reporting requirements etc. It is recommended

that serious consideration be given to the identification of an

appropriate Deputy Registrar.

(iii) Clear procedures and responsibilities for academic registration and

de-registration should be developed and publicised as soon as

possible.

(iv) The request for a Committee Clerk is recognised as urgently needed

and is supported.

(v) The physical location of the Fees Office should be discussed with the

Registrar, Finance.

(vi) The current venue booking system should be reconsidered by the

Dean of Students and Registrar’s Divisions with a view to streamlining

procedures and clarifying responsibilities. This should be facilitated by

the Registrar.

(vii) The Committee recognises the need for an additional counselling

psychologist and sanatorium sister and recommends that the University

considers charging these two positions to the residence budget.

However, these and all other staffing requests should be considered on

their merits by the Support Staff Staffing Committee.

(viii) The Committee advises that the Counselling and Career Centre, the

Sanatorium and the Financial Aid Office remain the responsibility of

the Registrar’s Division.

(ix) The Committee strongly advises that no further restructuring takes

place in this Division in the next few years as the university system

requires a period of stability to institutionalise the new structures and

procedures.

8.11 VICE-CHANCELLORATE

The Vice-Chancellor and Vice-Principal are responsible for providing leadership

and direction in order to realise the University’s mission and vision. They deal

with the entire spectrum of higher education issues and their work does not

easily lend itself to formal assessment or monitoring. Their functions include

guiding the University in determining its future and formulating appropriate

strategies, leading the academic community in ensuring the range and quality

of teaching and research are the best possible, ensuring support services are

effective and efficient, liaising with the student body, keeping abreast of

national and international trends, identifying threats and opportunities for the


university, engaging in the widest possible consultations in respect of HE, building

and maintaining the University’s public image, and fundraising. An important

goal of the two individuals in these positions is to pay special attention to the

recruitment, selection and retention of excellent staff and students as they

believe the best institutions can only be built with excellent people.

The Vice-Chancellorate is responsible for the Academic Planning and Quality

Assurance Office which was established upon the retirement of the previous

Vice-Principal, Dr Michael Smout, in April 2001. The core purpose of the AP&QA

Office is to ensure a ‘fit’ between the institutional mission and the resources

available and to monitor the effectiveness thereof. Rhodes has combined the

functions of planning and quality assurance, believing that this results in reduced

costs and more holistic planning. This approach has generated significant

external interest and the Director is frequently invited to present the principles

and practicalities of this approach to other higher education institutions.

Strategic priorities identified by the Vice-Chancellorate:

Dealing with the implications of the national restructuring of higher

education as determined during 2002

Determining the ideal size and shape of the University taking into account

the loss of the EL Campus

Following up on the recommendations of the Internationalisation Quality

Review held in September 2001

Preparing the University for institutional audit and programme

accreditation by the HEQC

Communicating the objectives of the University’s mission and vision

statement and the strategies in place to achieve them

Taking a more proactive approach to internal communication channels

Developing a code of ethics for university governance in line with the King

II Report

Developing a university-wide policy on quality assurance

Developing a streamlined process for the internal consideration of new

course proposals

Ensuring the 2004 campaign remains on track

Although Rhodes has a small Vice-Chancellorate, a similar volume of formal

national, provincial and internal work has to be dealt with as is handled by

institutions with three or four deputy vice-chancellors, one or two personal

assistants and special advisors. This does limit Rhodes’ ability to play a major role

in national fora and the VC and VP often have to make conscious decisions not

to get involved in issues which are not critical to the future of Rhodes. Whilst this

approach has proved cost-effective, the rapid changes taking place in higher

education may necessitate the appointment of an additional Vice-Principal

sometime in the future.


Praise for the Vice-Chancellorate was received from various sectors during the

review exercise and particular mention was made of the front-of-house service,

the accessibility of the VC and VP to staff and students, the leadership style,

commitment and drive displayed by the VC and the successful and beneficial

establishment of the Academic Planning and Quality Assurance Office. The

Vice-Chancellor’s unflagging efforts to open communications channels with all

members of the Rhodes community - in particular the biannual staff Forums and

biennial departmental visits - are recognised and appreciated. The

appointment of the current Vice-Principal has added a critical dimension to the

effectiveness of senior management and is expected to greatly enhance the

University’s management of diversity. The Committee would like to record that it

believes Rhodes University is fortunate to have the leadership provided by the

Vice-Chancellorate.

Recommendations:

(i) The Committee recommends that the Vice-Chancellorate pays

attention to the strategic objective of succession planning at various

levels of the University.

(ii) The role of the institutional forum should be reconsidered in view of the

new reporting structures and national policies.

(iii) The need for additional staff in the AP&QA Office should be

considered in the medium-term.

9. CONCLUSION

Overall, the review of administrative divisions has proved to be an extremely

worthwhile exercise in improvement and accountability. It has provided an

insight into the ‘engine room’ of the institution which is both informative and

reassuring. Whilst much of the discussion focused on problem areas, the hard

work and achievements of the support services should not be overlooked. It is

clear that one of the University’s greatest strengths lies in its experienced and

dedicated key people who take pride in and responsibility for what they do.

The external adviser, Professor Jerry Steele, commented that it was the first time

in his 40 years in higher education that he had encountered a Vice-Chancellor

who was prepared to be publicly reviewed by the university community. The

University’s mission statement was also identified by Professor Steele as being

one of the best he had encountered.

The relinquishing of the East London Campus is deeply regretted and will have

far-reaching implications for the strategic direction of the University. However,

Rhodes is committed to the principles of the National Plan for Higher Education

and accepts that restructuring is in the best long-term interests of the Eastern

Cape and South Africa. The University will continue to maintain close links with


Fort Hare and the East London Campus, sharing resources and expertise

wherever possible.

Despite continued efforts in terms of transformation, one of the University’s

greatest challenges in the near future will be to address equity issues without

additional funding. Also, staff are heavily involved at the national level in

contributing to policy developments and capacity building but are feeling the

pressure of this largely voluntary contribution which inevitably impacts on their

ability to meet the growing needs of the institution. The Committee found that

increased external reporting requirements were largely responsible for the

perception of a ‘managerialism’ ethos but also found ample evidence of the

collegialism which has been always been one of the cornerstones of higher

education. The Committee was encouraged by the significant levels of staff

development taking place in several divisions, and to note that the merit awards

process was working effectively. It was agreed, however, that there is a need

for a ‘shared and explicitly stated goal of proactively striving to provide a

service which exceeds expectations’.

Inadequate communication was identified as another major challenge.

Despite the existence of numerous channels of communication, both formal

and informal, it became clear that opportunities to participate and be informed

were not being fully utilised. However, senior management has undertaken to

explore ways of enhancing current efforts, and staff and students are

encouraged to identify weaknesses and bring suggestions for improvement to

the attention of the Vice-Chancellor, Vice-Principal or appropriate senior

manager. In addition, issues raised in the self-evaluation submissions and not

specifically addressed in this report should be brought to the attention of the

weekly senior management meeting.

Whilst the need for additional staff across all support services is recognised, the

realities of resource constraints dictate that requests be prioritised according to

the greatest need. Apart from a small number of requests identified as urgent

(priority ‘1’) - and for which a special meeting of the Support Staff Staffing

Committee is being convened during August - all requests for new posts

(priorities ‘2’ and ‘3’) are referred to the annual meeting of the Support Staff

Staffing Committee for consideration in October 2002, and Divisions will be

required to resubmit proposals for new positions to the Human Resources Division

in accordance with this annual process. It must also be mentioned that a major

job evaluation exercise is underway and the grading of any new positions will be

judged against university-wide specifications. After consideration at faculty

level, the final recommendations of this review report will be submitted to the

Finance and General Purposes Committee, Senate and ultimately to Council.

The Committee would like to record its thanks to the University community for

participating so constructively, and to Professor Steele for providing a critical

external perspective. After an extensive period of preparation and an


exhausting series of review meetings, Committee members commented that

they had learnt a great deal about the institution and were proud to be part of

the Rhodes team.


APPENDICES

A. NEW POSITIONS REQUESTED AND PRIORITISED

DIVISION ADDITIONAL POSTS REQUESTED ESTIMATED

COST

RECOM-

MENDED

PRIORITY

ADC None Nil N/A

DEAN OF

RESEARCH

Regrade Secretary (G6) to Admin Asst (G8) 20 000 1

Upgrade Asst Dean (G13) to Dep Dean (G14) *

New post of Clerk (G7) in the Conference

Office

90 000 1

New post of Asst Dean (G13) 186 000 3

9 posts of Catering Assistant (G1) 240 000 3

Upgrade Snr Sport Officer (G11) to Deputy

Head of Sports Admin (G12)

*

DEAN OF

STUDENTS

New post of Snr Sports Officer (G10) 130 000 2

DEVELOPMENT Shared Admin Asst to be allocated full-time to

Development Division

Nil N/A

COMMUNI-

CATIONS

Contract assistance in Web Unit 100 000 1

New post of Librarian (G11) 150 000 2LIBRARY

Upgrade Librarian (G11) to Snr Librarian (G12) *

3 General Assistants in Building Maintenance

(G1)

90 000 2

3 General Assistants in Grounds & Gardens (G1) 120 000 3

2 Senior Technicians in Engineering (G9) 260 000 3

Electrician (G9) 130 000 2

General Assistant in Electrical Section (G1) 30 000 2

12 Campus Guards (G4) 480 000 3

ESTATES

Safety Officer (G?) 150 000 3

Snr Accounts Clerk (G12) - Research Accounts

and VAT management

Funded by

short course

levies

1

FINANCE

Risk Management Auditor (G13) 250 000 1

Appoint Student Trainee to post of Data

Capture Clerk (G6)

50 000 1

Upgrade Senior Clerk (G7) to Snr Administrative

Assistant

*

Data Capture Clerk (G6) from 2003 60 000 3

Upgrade post of ABET Coordinator *

HRD Assistant 80 000 3

Extend 2 yr contract post at HRD Assistant level

for a further 2 yrs from 2003

HUMAN

RESOURCES

Administrative Assistant in Recruitment &

Selection (G8)

100 000 1



DIVISION ADDITIONAL POSTS REQUESTED ESTIMATED

COST

RECOM-

MENDED

PRIORITY

2 Support Consultants G9) 260 000 2IT

2 Support Technicians (G7) 180 000 2

Committee Clerk (G8) 100 000 1

Student Counsellor (G11) 150 000 2

Intern Psychologist 55 000 2

Sanatorium Sister (G9) 70 000 2

Social Worker (G?) 70 000 2

REGISTRAR

Part-time Clerical Assistant (G6) 40 000 2

VICE-CHANCELLOR None Nil N/A

* Upgrade requests will be dealt with in the job evaluation exercise

currently being undertaken by the Human Resources Division.

Priority Key

1 = As soon as possible

(a special meeting of the Support Staff Staffing Committee will be

convened in August 2002 to consider these proposals – no further

submission is required from individual divisions)

2 = Referred to the Support Staff Staffing Committee, October 2002

(requests for these positions must be submitted to the Human Resources

Division in accordance with this annual process)

3 = To be considered in due course in 2003

(although the Committee recommends that these positions are only

considered next year, individual divisions are free to submit their

proposals as part of the annual process in 2002)


B. ADMINISTRATIVE REPORTING STRUCTURE

Vice Chancellor

1.1 Vice-Principal

Building Maintenance

1.1.1 Director (Estates) Electrical Maintenance

Engineering Maintenance

Transport

Capital Projects

Campus Protection

Fire Prevention

Grounds & Gardens

Safety

Transit Housing

Recruitment and Selection

1.1.2 Director (Human Resources) Remuneration

Job Evaluation

Staff Development

Industrial relations

Pension & Provident Funds

Administration

Medical Aid & Group Life Insurance

Leave

1.1.3 Director (Academic Development Centre)

1.1.4 University Librarian Public Services

Collections + Technical Services

Cory Library + Historical Resources

Branch Libraries

Residences

1.1.5 Dean of Students Students Representative Council

Sports Administration

Student & Function Catering

Residence Housekeeping

Meal booking System

Conference Organization

Central Cleaning & Janitoring

1.1.6 Director (Information Technology Division)


Vice Chancellor

Secretariat:Council & Senate

General Administration

1.2Registrar Admissions

Examinations

Faculty Administration

Student Records

University Records

Student Recruitment

Financial Aid

Sanatorium

Student Counselling & Guidance

Financial Accounting

Fees

1.3Registrar (Finance) Information Systems Development

Payroll

Buyers

Stores

Insurance

Housing

Printing

Mail Services

Research Administration

1.4 Director Development Capital Development

Alumni Relations

Research & Information

1.5 Director Communications Strategic Market Planning

External & Internal Communications

Design & Production Services

Campus Events

1.6Director Academic Planning & Quality Assurance Planning

Quality Assurance

Short Course Management

1.7 Director, East London Campus

1.8Dean of Research

Research Administration

Income Generation Programme


C. GROWTH OF STAFF IN ADMINISTRATIVE DIVISIONS SINCE 1998

1998 1999 2000 2001

TOTAL TOTAL TOTAL TOTAL

ESTBL ESTBL ESTBL ESTBL

OTHER DIVISIONS & DEPARTMENTS 693 681 684 682

ACADEMIC SUPPORT SERVICES 85 86 83 82

Electron Microscopy Unit 4 3 3 4

Information Technology Division 24 27 23 20

Electronic Services 7 7 7 7

Graphics Unit 4 4 4 4

Library 46 45 46 47

ADMINISTRATION 365 362 355 343

38 41 44 38

V-C's Office 5 5 6 7

Marketing & Communications Div 21 21 23 16

Human Resources Division 12 15 15 15

Finance Division Total 60 63 61 60

Finance Section 31 33 33 34

Information Systems Development 4 4 5 5

Furniture & Maintenance Stores 9 9 9 7

Mailroom 4 6 6 6

Printing Unit 12 11 8 8

Registrar's Division Total 32 30 28 30

Registrar's Division 32 30 28 30

Dean of Students Total 22 22 24 22

Dean of Students Office 5 5 5 5

SRC Office 4 4 4 4

Sports Administration 12 12 14 12

Oppidan Union 1 1 1 1

Estates Division 213 206 198 193

Head Office 7 7 8 10

Campus Protection 28 29 28 27

Building Maintenance 64 62 62 57

Electrical Section 16 16 15 17

Engineering & Transport 23 22 21 18

Grounds & Gardens 75 70 64 64

RESIDENCES 243 233 246 257

Administration 14 8 9 9

Sanatorium 5 5 5 5

Housekeeping 94 83 85 94

Catering 130 137 147 149



D. ACRONYMS

ADC Academic Development Centre

AP&QA Academic Planning and Quality Assurance

DoR Dean of Research

HE Higher Education

HEQC Higher Education Quality Committee

IDP Integrated Development Plan

IQR Internationalisation Quality Review

IT Information Technology

NQF National Qualifications Framework

NEHAWU National Education, Health and Allied Workers Union

NTESU National Tertiary Education Staff Union

PGCHE Postgraduate Certificate in Higher Education

SAQA South African Qualifications Authority

SETA Sector Education and Training Authority

SRC Students’ Representative Council

VC Vice-Chancellor

VP Vice-Principal

Documents

REPORT ON THE REVIEW OF ADMINISTRATIVE DIVISIONS · supporting, developing, managing performance) of staff, ensuring adherence to policy, communication within the Division, extent