OVC Report 2023

VISION, MISSION AND VALUES

VISION

CPUT is Africa’s leading Smart University of Technology, globally renowned for innovation, with graduates that shape a better world for humanity

VALUES

CPUT agrees to oneness and smartness by:

• Embracing a culture of Ethics and Integrity;

MISSION

CPUT transforms its students, through world class researchers who inspire knowledge production and innovation that are cutting edge

• Seeking Kindness and showing compassion (human heartedness) for the well-being of all our students, staff, stakeholders and the CPUT community, as expressed in ubuntu as a way of living;

• Embracing Restoration as we deal with the legacy of our past and as we redress issues of equality, gender-based violence, and any form of discrimination;

• Being a testimony of Unity (ubunye), whilst embracing diversity (ukungafani) in all its forms by being honest, transparent, credible and respectful;

• Showing Passion and demonstrating enthusiasm, devotion, intensity, tenacity and total commitment to everything that we undertake as a university of technology; delivering uncompromising quality service, and always searching for better ways of doing things;

• Taking Accountability and accepting responsibility for all our actions and the actions that we commit to; and

• Being Technologically Astute and understanding, as staff members or students of CPUT who aspire to become technologically astute, that we will embrace and take ownership of and experiment with the possibilities technology offers. These attributes facilitate the novel application of modern technology, enabling the enhancement of productivity and efficiency, whilst always focusing on innovation that is centred on a better world.

2023 Report of the OFFICE OF THE VICE-CHANCELLOR

Executive Director: Office of the Vice-Chancellor

Dear reader of this annual report on the activities within the Office of the Vice-Chancellor,

I want to take a moment to express my deep gratitude to all the staff members who report to me. Their timely delivery of quality work is genuinely appreciated. As we all know, the office of a university vice-chancellor is a busy one, with numerous expectations, deadlines, and problems to solve. However, through leading by example, we can overcome these challenges and continue to produce exceptional work. The team’s commitment to timely work demonstrates their strong sense of responsibility and professionalism. It not only ensures smooth team functioning, but also reflects positively on the team’s overall performance.

The success of the Vice-Chancellor’s Office owes a great deal to the valuable knowledge and skills of the team. The team members have generously shared their expertise and insights, which have not only enhanced collective capabilities, but also helped achieve remarkable results. They have played a crucial role in overcoming challenges, and enabled CPUT to achieve significant milestones.

A big thank you to the team for their unwavering dedication and commitment. Your contributions never go unnoticed, and I am proud to have you as a valuable team member.

May we, in 2024, become the benchmark that other higher education institutions aspire to become.

Sincerely

Prof Driekie Hay-Swemmer Executive Director: Office of the Vice-Chancellor

Executive Director: Office of the Vice-Chancellor

Prof Chris Nhlapo Vice-Chancellor: CPUT

Foreword by Vice-Chancellor: Prof Chris Nhlapo

Dear staff, students, and all our stakeholders

As we reflect on the accomplishments of 2023, I am delighted to highlight the remarkable achievements of the functions reporting to my Office.

Our combined assurance model – comprising internal audit, compliance, enterprise risk management, and quality assurance functions – has again supported our commitment to maintaining the highest standards of institutional ethics and integrity. All these efforts, together with all the many other dedicated staff working at the Cape Peninsula University of Technology (CPUT), have indeed been instrumental in safeguarding the integrity and transparency of our Institution. Such efforts not only protect the University, but also foster an environment of trust and confidence among all stakeholders.

Our Institution has taken significant strides to promote diversity and inclusion. We firmly believe that embracing diversity means more than just tolerating differences, but actively seeking out and celebrating them. In line with this belief, we have made unequivocal statements condemning any form of gender-based violence, racism, and discrimination. CPUT values diversity in all forms, recognising that our community comprises individuals with unique experiences, perspectives, and backgrounds. Beyond race and ethnicity, we embrace differences in beliefs, sexual orientations, political affiliations, and more. Our commitment to creating a safe and welcoming environment extends to all community members, and we strive to foster a culture of respect, inclusivity, and understanding.

Our Quality Assurance Management team has played a crucial role in ensuring that our academic programmes and services meet the highest standards of excellence. With their meticulous attention to detail and commitment to continuous improvement, our learning outcomes have been enhanced, student experiences enriched, and our overall academic reputation has been elevated.

The Directorate for Institutional Academic Planning has played a significant role in transforming CPUT into a data-driven institution that relies on factual information to make decisions. This Directorate’s meticulous planning, and adherence to rigorous standards have been crucial in maintaining the high quality of our educational

programmes. Their efforts in curriculum development, assessment, and continuous improvement have not only met accreditation requirements, but have also fostered a culture of academic excellence and innovation.

I express my sincere gratitude to the Marketing and Communication Department (MCD) team for their exceptional efforts in promoting our University through outstanding media coverage. Their commitment and creativity have significantly contributed to improving our brand reputation, and reaching a broader audience. Furthermore, MCD’s efforts have been instrumental in highlighting the unique qualities of our Institution, and have been a critical factor in our continued success. Thank you for your invaluable contribution.

To the Advancement team, I extend my sincerest appreciation for your tireless efforts in securing funds for deserving students. Their commitment to identifying and cultivating mutually beneficial relationships with donors has made a significant impact on the lives of many individuals within our University community. Through their fundraising initiatives, scholarships and grants, opportunities have been provided for students to pursue their educational dreams, and make a positive difference in the world. Your dedication to advancing our mission and supporting our students is truly commendable.

The success of my Office was mainly due to the outstanding stakeholder engagement coordination in the Vice-Chancellor’s Office. The Stakeholder Engagement Coordinator demonstrated unwavering dedication, thoughtfulness, creativity, foresight, and exceptional networking skills, essential in ensuring effective communication and collaboration with all stakeholders.

I want to take this opportunity to express my utmost confidence in the various functions that report to my Office. Their collective efforts have contributed to the success of CPUT, and I am grateful for their unwavering commitment to excellence.

It is my hope that we will be led to even greater heights in 2024.

Yours in service leadership,

Prof Chris Nhlapo Vice-Chancellor

Kuselwa Marala

Acting Director: Centre for Diversity, Inclusivity and Social Change

Centre for Diversity, Inclusivity and Social Change

The Centre for Diversity, Inclusivity and Social Change (CDISC) aims to build a more transformed, inclusive, and diverse university by implementing the Institutional Transformation Framework. It embraces the institutional “Oneness” and “Smartness” dimensions of CPUT’s Vision 2030; and institutional values of ubuntu (humancentricity), ubunye (unity), and ukungafani (diversity). Furthermore, transformation is cross-cutting and is anchored in staff administration, student life and experiences, teaching and learning, curriculum, research, and innovations, as well as community engagement. The South African Human Rights Commission (2018) urges all African universities to reflect transformation in all aspects, including governance, management, and leadership.

Key highlights for 2023

The 2023 CDISC Annual Report is mainstreamed across the seven focus areas of the Vision 2030 strategy, which promotes One Smart CPUT, and is driven by the Institutional Transformation Pillars reflected in the Institutional Transformation Framework. It should be noted that the feedback per focus area is not arranged in a particular order, as activities have been grouped to reflect feedback per area.

FOCUS AREA 7: SMART STUDENT ENGAGEMENT AND LEARNING EXPERIENCES

Focus Area 7 emphasises intelligent student engagement and learning to create an innovative, holistic CPUT student experience through development and training for student representatives, among others, to assist them in preparing for and effectively contributing to governance structures, thus providing an innovative, holistic student experience. The following activities are flagged under this focus area:

Student Representative Council (SRC) induction

The induction of the SRC took place from 10–14 January 2023. The SRC plays a critical role in creating an enabling university environment for all students, including students from the LGBTQIA+ communities, and students with disabilities. It is therefore essential for the SRC to understand the critical role they play in advancing transformation, among other things. As part of building capacity for the newly elected

SRC, CDISC presented on Transformation in Higher Education (HE), flagging the various dimensions of transformation, namely: digital, curriculum, social, transformational leadership, governance and management, transformation of research and knowledge production, transformation of the HE funding system, and transformation of the institutional environment.

EmpowHerSA–CPUT induction training

This programme aims to empower female participants with the hard and soft skills needed for career development and success. A network of young women will be created, and mentoring opportunities provided. The Policy Framework on the Realisation of Social Inclusion in Higher Education (RSIHE) (2016) and the achievement of SDG 5 on Gender Equality and Women Empowerment (GEWE) informs the vision and conceptualisation of this programme, and training thereof. The EmpowHerSA-CPUT Induction Programme was hosted virtually on 6 May 2023. This was a collaboration of the CDISC with the Division of Student Affairs (DSA), Vice-Chancellor’s Office, SRC, RTIP, and Faculty of Applied Sciences. The session covered gender, transformation, inclusivity, knowledge, and skills building to help develop the young women within the programme.

Residence Peer Helper Transformative Leadership Workshop

Achieving the goals of Vision 2030 requires leadership from all CPUT students and staff. This further gives effect to Focus Area 7, which supports brilliant student engagements and learning experiences. The role of Peer Helpers is immeasurable, as it compliments services such as student counselling, which serves as an enabler under this focus area. CDISC collaborated with the Student Counselling Department to present at the Residence Peer Helper Leadership Workshop on 22 April 2023.

The Centre presented on the services offered, and on transformative leadership, further zooming into the topics mentioned below:

• Leadership and self-awareness: Explore your personality, emotional intelligence, and strengths;

• Conflict management and problemsolving: Explore your response to conflict, and how to use problem-solving techniques; and

• Ethical leadership: Become aware of what ethical leadership is, and how this affects your behaviour and choices.

FOCUS AREA 5: SMART INTERNATIONALISATION

The goal within this focus area is centred around developing a multicultural and global academic community; and capacity building is one of the enablers to realise this goal. Diversity and inclusivity are critical to intelligent internationalisation as a process. The following activities are flagged under this focus area:

Embedding diversity and inclusivity in the role of Mentors and Retention Officers

The CPUT Institutional Transformation Framework is premised on three approaches, namely: Transformation, Mainstreaming and Intersectionality. Diversity and inclusiveness are critical in institutional transformation and to achieving Vision 2030 and, particularly, Focus Area 5. There is a greater need to leverage diversity and inclusivity as a strength across CPUT. Mentors and Retention Officers play an essential role in shaping the future of first-year students as they transition from high school to university life. An awareness session was facilitated for Mentors and Retention Officers in the FYE programme, to offer them a better understanding of diversity and inclusion, and enhance the delivery of their roles in a multicultural CPUT environment.

Orientation presentations to first-year students

As part of the first-year induction, CDISC made presentations on diversity and inclusivity to Nursing students on 25 January 2023, and to the Department of Biomedical Sciences on 15 February 2023. Positive feedback was received on the presentations.

Promoting the Vision 2030 values of ubuntu, ubunye and ukungafani

A “Lunch Hour Conversation: Promoting Diversity and Inclusion” was coordinated by CDISC and the Strategic Initiatives and Partnerships unit, aimed at institutionalising and promoting the values of ubuntu, ubunye, and ukungafani. The webinar format conversation took place on 23 August 2023. A keynote speaker (an expert with broader knowledge about the importance of understanding diversity and inclusion) delivered a 20-minute talk, followed by responses of representatives from two Central Student Representative Council (CSRC) and one Executive: Association of International Students (AIS) members. CDISC aims to continue these engagements to promote the values of human-centricity and oneness in diversity.

Diversity and Inclusivity Champions

In collaboration with DSA and the Disability Unit, CDISC facilitated a training session for Diversity and Inclusivity Champions on 2¬–3 March 2023 and 20 April 2023. The Diversity and Inclusivity Champion Programme is a peer support programme based on the notion that students are more inclined to approach other students with their concerns and difficulties. It is based on a student-tostudent relationship.

Transformation Webinar

Localising Vision 2030 through deepening conversations on transformation is paramount to ensuring the institutionalisation and achievement of this vision. CDISC partnered with the Disability Unit and the CPUT Queer Unicorns to host a transformation webinar, “Towards Oneness/Smartness: A focus on Diversity, Inclusivity and Transformation” on 16 October 2023. The primary purpose of this webinar was to engage on issues and challenges faced by staff and students from diverse backgrounds and contexts.

The objectives of the webinar were as follows:

• To provide awareness and sensitisation around issues of diversity;

• To identify, address and start the process of undoing systematic exclusion;

• To have honest and open conversations about diversity and inclusivity-related experiences and challenges that affect staff and students; and

• To engage in the institutional culture and redefine the status quo.

It also aimed to develop insights that would inform the transformation of existing systems, facilities, resources, and processes to be more inclusive, and to eliminate any form of stigmatisation, exclusion, and discrimination within CPUT and in the context of HEIs.

FOCUS AREA 3: SMART RTIP THAT IS RELEVANT AND EXCELLENT IN KNOWLEDGE PRODUCTION

Focus Area 3 relates to leadership capacitation and knowledge production; and attention is drawn to the enablers stated under this focus area. The goal is to increase CPUT’s trans-disciplinary focus on knowledge production through strategic research initiatives. The enablers, therefore, focus on resources and expertise based on structured mentorship programmes and formal training, as well as exposure to world-class academics, universities, trendsetters, and industry leaders. The below activities link to this focus area:

Transformative Leadership Training: Student Leadership Incubation Workshop

DSA, in partnership with CDISC and the Convocation, hosted a joint workshop to conceptualise a holistic and transformative student leadership incubation programme. The workshop was hosted on Bellville Campus on 29 July 2023. The University is mandated to contribute to developing students to become global citizens who can take the country forward by making valuable inputs economically and socially. The purpose of this workshop was premised on:

• Launching and consulting on the critical deliverables in preparing for the next generation of student leaders;

• Developing and mentoring students as future leaders, and providing them with opportunities to contribute meaningfully to their sphere of leadership interest, social, academic, cultural, political, psychological, spiritual, economic, and entrepreneurship; and

• Strengthening the role of student leadership and deepening the principle of participatory democracy, while teaching servant and transformative leadership values.

EmpowHerSA–CPUT Conference

In response to the Policy Framework on the RSIHE (2016) and the achievement of SDG 5 on GEWE. In collaboration with DSA, CDISC hosted the EmpowHerSA–CPUT Conference on 2–3 September 2023. The theme of the conference was: “Creating supportive networks for young women to succeed”. EmpowHer transforms young women’s lives through mentoring, coaching, and training to reach higher levels of personal growth and development.

FOCUS AREA 4: SMART HUMAN CAPITAL AND TALENT

The focus here is on intelligent human capital (people) and talent to ensure that CPUT remains focused on people as our most important resource. Part of this focus area relates to fighting the scourge of GBV as a social ill, to promote a culture of human-centricity and intelligent people with integrity, and mutual respect among others, in support of One Smart CPUT. The following activities outline actions that help achieve this goal:

CPUT Men’s Conference

In advancing the Gender Equality Agenda and eradicating the GBV pandemic, men must become partners in these endeavours. Pillar 1 of the National Strategic Plan (NSP)GBVF 2020–2030 calls for accountability, coordination, and leadership on an individual and collective level, calling for a unified approach. The CPUT Men’s Conference was themed around “Shaping our lived experiences to redefine our role as men in society”. It was hosted in collaboration with DSA on 1 September 2023. The conference aimed at promoting men’s development through mentorship; equipping CPUT men with different self-development tools through health, mental health, education, business, and on how to handle societal norms; and acknowledging men who have been making a difference in CPUT and the broader society. A medium-term objective is the proposition of a CPUT Men’s Charter – Men’s Forum. This was in response to the Policy Framework on RSIHE (2016) and the achievement of SDG 5 on GEWE.

Build-up to the CPUT Men’s Conference (Position Statement Banners)

In response to the Policy Framework on Addressing GBV in Higher Education (2020) and achieving SDG 5 on GEWE, the Vice-Chancellor localised the GBV National Strategic Plan on GBV to respond to Vision 2030:

• Establishing the Institutional GBV Committee (IGBVC) in response to the Pillar on Accountability, Coordination, and Leadership, which sets out to ensure accountability at the highest level of organisations. This includes Executive Management (EM), the Management Committee (ManCom), and Student Representative Councils (SRCs) to enhance leadership commitments, coordination, and management of GBV at CPUT;

• The Department of Higher Education and Training’s 2020 Policy Framework on addressing Gender Violence in the Post Education and Training System further compels us to act by developing and implementing policies that communicate a zerotolerance approach, further indicating that policies must contain a clear statement by institutions rejecting all forms of GBV.

A need to reintroduce the CPUT GBV Position Statement was identified to emphasise and strengthen the zerotolerance stance on violence. As part of sustaining this initiative, all CPUT staff and students, regardless of rank, are urged to speak out against GBV, and stand up against this pandemic by:

• Empathetically supporting survivors;

• Holding alleged perpetrators to account, and ensuring appropriate steps if found guilty;

• Exposing transactional and coercive relationships that may render staff or students vulnerable to abuse;

• Developing a foundational module on GBV that is educative and preventative; and

• Protecting the rights of human capital and students in all interactions.

FOCUS AREA 6: SMART ENGAGEMENT AND STRONG LINKS WITH QUINTUPLE HELIX PARTNERS

This focus area emphasises collaboration and engagement with external stakeholders across all research and teaching activities. It dovetails with Pillar 6 of the NSP-GBVF 2030 on research and information management, the Policy Framework on addressing GBV in Higher Education (2020), and SDG 5 on GEWE. The following are highlights under this focus area:

Research Indaba on GBV in Higher Education (HE)

On 8–9 March 2023, CDISC, in collaboration with RTIP, DSA, MCD, HERS-SA, and HSRC, hosted a GBV Research Indaba on Bellville Campus – the firstever engagement of this nature in HE in South Africa. The 243 participants included 45 staff members, 150 students, 40 representatives from NGOs, and 8 DHET delegates.

The primary purpose of the Indaba was to share lessons, strategies, interventions, practices, and research agendas on holistic, integrated, multi-sectoral coordination and collaboration on gender equality and women empowerment to combat GBV in HE. This includes evidence-based research and realist evaluation approaches to develop GBV interventions for existing social problems to bring about social change. The Deputy Minister of Higher Education, Mr Buti Manamela, delivered the principal address to mark International Women’s Day, while addressing the critical task of eradicating GBV in HE, ensuring a safe university and workspace for students and staff.

We acknowledge our Executive, under the leadership of our Vice-Chancellor, all the colleagues who took the time to prepare and present papers at the Indaba, our keynote speakers, external partners who made a colourful display of their work on eradicating GBV, and all who supported. Above all, we are thankful for the various institutional divisions whose joint efforts made the two days meaningful and fruitful.

The Centre endeavours to continue these crucial conversations, and create spaces for dialogue and reflection about research on GBV, journeying with men as partners towards gender equality at CPUT and beyond.

CDISC is proceeding with follow-up work towards the realisation of a publication of the research papers presented at the Indaba under the auspices of the HSRC Press.

CDISC focus areas for 2023/2024

Policies:

• Review of the Institutional Disability Policy

• Development of the Gender, Diversity, and Sexuality Policy

Strengthening the intersectionality approach:

• Inclusive CPUT forms, i.e., application forms, registration forms, Human Capital related forms, to strengthen inclusivity for all staff and students

• Administering a survey on gender-neutral toilets to gauge current and potential opportunities and challenges, and to inform the next steps.

Transformation:

• Continued programmes, dialogues, awareness raising and advocacy, with a focus on diversity, inclusivity, social change, as well communication of CPUT’s zero-tolerance approach to GBV, embedding 365 days to ensure sustainability to this approach

Mainstreaming:

• CDISC is proceeding with the publication of the Research Indaba on GBV in Higher Education research papers, under the auspices of the HSRC Press

References

South African Human Rights Commission (2018). Report on Transformation at Public Universities in South Africa . [Accessed: 27 October 2023] https://www.sahrc.org.za/home/21/files/SAHRC%20 Report%20-%20Transformation%20in%20Public%20Universities%20in%20South%20Africa.pdf

Department of Justice and Constitutional Development (2020). National Strategic Plan on GenderBased Violence and Femicide 2020-2030 . [Accessed: 27 October 2023] https://www.justice.gov.za/ vg/gbv/nsp-gbvf-final-doc-04-05.pdf

Department of Higher Education and Training (2020). Policy Framework to address Gender-Based Violence in the Post-School Education and Training System . [Accessed: 27 October 2023] https:// www.dhet.gov.za/Social%20Inclusion/DHET%20GBV%20Policy%20Framework%2030July2020.pdf

Department of Higher Education and Training (2016). [accessed: 27 October 2023] The Policy Framework for the Realisation of Social Inclusion in Post-School Education and Training Institutions https://www.dhet.gov.za/SiteAssets/Latest%20News/2017/January/Gazetted-Policy-Framework-forthe-Realisation-of-Social-Inclusion-in-PSET-No40496-Notice-no-1560.pdf

Cape Peninsula University of Technology (2020) Strategic Plan 2021–2030: One Smart CPUT. [Accessed: 27 October 2023] https://www.cput.ac.za/storage/services/QMD/V2030%20 STRATEGIC%20PLAN-ONE%20SMART%20CPUT%20v12.pdf

The United Nations Department of Economic and Social Affairs (Social Inclusion) Report [no date]. Goal 5: Achieve gender equality and empower all women and girls . [Accessed: 27 October 2023] https://social.desa.un.org/issues/disability/envision-2030/envision2030-goal-5-gender-equality

Calvin Maseko

Director: Advancement

Advancement Directorate

The Vice-Chancellor’s Prestigious Achievers Award Programme creates lasting impact

When the Vice-Chancellor’s Prestigious Award Programme was launched in October 2018, the only beneficiary was Zamavangeli Mdletshe. In April 2023, Dr Mdletshe graduated with a PhD in Mechanical Engineering. She is one of the ten programme graduates (five doctorate and five master’s graduates).

The Prestigious Awardees have since increased from one to 21 (76%) females, and five (24%) male students. This is a genuine commitment to the transformation agenda of the country by funding more female students. Over and above the 21 Prestigious Awardees, the Programme has also provided top-up support towards tuition fees only to 24 master’s and doctorate students.

The Programme has spent R4.1 million since its launch. The Mauerberger Foundation Fund funded R3 million; and CPUT, through the Advancement Department, contributed R1.1 million.

The Programme has a 77% completion rate. This is extremely high for master’s and doctorate studies, compared to the completion rates of these levels of study across the entire country’s higher education sector. More programme beneficiaries are expected to complete their studies in 2023, pushing the completion rate to about 90%. The high completion rate underlines the prestige and impact of this programme. It is an excellent example of what can be achieved at the postgraduate level. Three of the ten graduates of the Programme are now employed.

The Advancement Department and Faculty of Engineering and the Built Environment (FEBE) launch a Lecturer Development Programme

Through funding from the Mining Qualifications Authority (MQA), Advancement and FEBE are launching a lecturer development programme in January 2024. CPUT was awarded six lecturers to develop over the next three years, with a total budget of R15 million.

The University must source six South African nationals who will be assisted to complete their master’s and doctorate studies, whilst at the same time undergoing development through financial assistance to register as engineering professionals with the Engineering Council of South Africa (ECSA), and travel to present papers in national and international conferences. The salaries of the six candidates, together with the cost of development, will be fully funded by MQA.

FEBE currently has 19 vacancies in the MQAsupported disciplines. The vacancies are fulltime, with no staff currently filling the positions. In addition to these vacancies, the Faculty also has

vacancies filled on a contract basis due to the appointment of international candidates, as no South Africans were appointed in the positions. International candidates are not appointed permanently, but are offered five-year contracts. The project candidates will be selected from master’s and doctorate students in the Faculty. The candidates will be mentored by lecturers who are on contract or about to retire. The six candidates who complete the Programme will be appointed to fill the vacancies in the Faculty.

BankSETA and CPUT second Digital Literacy Project, Cofimvaba

In 2022, BankSETA and CPUT launched the Digital Literacy Project with R1.5 million in funding from BankSETA. Cofimvaba Junior Secondary School (CJSS) was selected because it gave CPUT 102 students in 2022 (30% of their 2021 matriculants). This is CPUT’s most prominent feeder school in the Eastern Cape. The Project provided digital literacy skills to 100 matriculants.

BankSETA and CPUT hosted a certificate award ceremony on 6 December 2022.

The first recipient of the Vice-Chancellor’s Prestigious Achievers Award, Dr Zamavangeli Mdletshe, with the Vice-Chancellor, Prof Chris Nhlapo, at the April 2023 graduation.

BankSETA awarded CPUT another R1.5 million to implement the Project in 2023. The 2023 project was completed in the first week of October, before the matriculants started their exam preparations. It benefited 100 matriculants of CJSS, who learned skills such as word processing, cybersecurity, digital banking, coding, and work readiness. Seventy-one per cent of the learners were females. The 2023 learners will also receive the tablets that they used during the training at a certificate award event to be held in November 2023.

The project is part of BankSETA’s Skills for the Future Programme. This Programme aims to provide opportunities to economically disadvantaged Grade 12 scholars in rural Limpopo and Eastern Cape to acquire demand-driven skills such as digital literacy and ICT to enable them to gain entrance to HEIs, to pursue careers that support the scarce and critical skills required in the Banking and Alternative Banking Sector in line with BankSETA Sector Skills Plan, and to increase the chances of employability and respond to the urgent need of the 4th Industrial Revolution to the local and global banking sector.

The project is part of CPUT’s effort to increase its footprint in community engagement, by reaching out to communities and schools where it sources its students, and implementing community development projects.

“We sometimes underestimate the shortage of word processing skills in our communities. We assume that because we have access to smartphones and other devices, people will automatically have word processing skills. Yet, working at Cofimvaba taught us that we still have a long way to go to bridge the digital divide in this country. We are grateful to BankSETA for entrusting us with this special project”. – Calvin Maseko, Director: Advancement, CPUT

ASEZ and CPUT partner to bring STEAM interventions in Atlantis

The Atlantis Special Economic Zone (ASEZ) appointed the Cape Peninsula University of Technology (CPUT) to implement the Science, Technology, Engineering, Arts, and Mathematics (STEAM) curriculum education project in Atlantis. The STEAM interventions benefit 40 Atlantis Grade 8 learners. The programme includes, but is not limited to, Entry Level to Electronics, Introduction to Programming, Physical Computing, Robotics for Grade 8 Learners, and Artificial Intelligence (AI). This STEAM project provides hands-on learning and practical opportunities that promote creativity, motivate discovery, and increase knowledge retention. ASEZ selected five schools in greater Atlantis to benefit from the project.

The National Development Plan (NDP) Vision 2030 notes that for South Africa to be a leading innovator, most of the doctorates should be in STEM, and the country must increase the number of learners eligible to study mathsand science-based degrees at university. The country’s schooling system must double the number of graduate and postgraduate scientists, and increase the number of African and women postgraduates, especially PhDs, to improve research and innovation capacity, and make university staff more representative. To achieve the planned improvement in innovation, the NDP advocates for the provision of resources to primary education to encourage essential education learners to sustain their maths and science subjects until they complete primary education. Whilst the NDP notes that top-performing schools in the public and private sectors must be recognised as national assets, it also advocates for the targeting of no-fee, poorly resourced schools when planning, to ensure that these learners have access to similar learning resources to their counterparts in less poor communities.

STEAM education goes beyond school subjects. It gives a skill set that governs the way we think and behave. Being STEAM literate entails more than just knowing how to operate technology; it is about effectively navigating

a world that has been transformed by technology – be it in our personal, cultural, educational, or professional lives. STEAM education gives people skills that make them more employable, and ready to meet the current labour demand. STEAM gives learners an in-depth understanding of the world around them. It helps them to become better at research and critical thinking. STEAM prepares young people to work in an environment full of high-tech innovations, enhances problem-solving skills, applies knowledge in projects, and enables them to analyse information, eliminate errors, and make conscious decisions when designing solutions. Thus, it prepares professionals who can transform society with innovation and sustainable solutions.

The five schools have 1,429 Grade 8 learners who may be eligible beneficiaries of the project. The 40 targeted project beneficiaries equate to 36% of the total Grade 8 learners in the five schools. The objectives of the STEAM interventions are to:

• Challenge learners to think critically;

• Motivate learners to be attracted to STEAM careers and develop strong work ethics;

• Enable learners to integrate cross-disciplinary knowledge to solve problems;

• Promote a learn-by-doing approach;

• Enable learners to participate in real-world projects;

• Allow essential education learners to learn from each other across different schools, while taking an active role in the development of emerging technology and groundbreaking research; and

• Make STEAM attractive to essential education learners so they can continue doing STEAM until matric.

CPUT will conduct 26 Saturday STEAM sessions in one of the five schools in Atlantis. Due to a dire shortage of science labs and equipment in local Atlantis schools, the University will host the learners at the CPUT science labs to expose them to well-equipped labs for further hands-on learning, and for the learners to use the technology to develop their projects. Towards the end of the project, CPUT will host a STEAM competition, where the participating schools will solve a specific challenge through STEAM. The winning model, prototype or concept will be awarded a prize.

Alums and former rugby

players

support the CPUT Rugby Team

A group of CPUT alumni who graduated from the historic Peninsula Technikon in the 1970s are embracing the Institution’s values by giving back to communities. The Peninsula Technikon Reunion Group is a social group focused on helping communities by making donations to good causes. The group has a reunion every second year, and usually asks members from the area where the reunion is held to nominate a cause to donate to, including sporting clubs or schools.

The Group’s Secretary, Gert Wagenaar, said that the members first got together in December 2018, and decided to establish a formal group. “We wanted to get to know each other again and build on old relationships, and to see what we can do to uplift the community.”

Several members recently supported the CPUT Rugby Team in their Varsity Shield games against the University of the Western Cape and Rhodes University.

Calvin Maseko, Director of the Advancement Department, said that the University appreciates the contribution the “passionate and close-knit group” is making in improving the lives of others. “It is very pleasing to see that after all these years, these alumni are supporting us and making a difference in communities.”

The Vice-Chancellor hosts pre-alumni webinars

Vice-Chancellor, Prof Chris Nhlapo hosted a pre-alumni webinar just before the April 2023 graduation, themed “From Student to Graduate. Defining the ongoing relationship between CPUT and you”. The purpose of the webinar was to provide a platform for the VC to engage with graduands on how to cement an ongoing relationship now that they will be joining the alums fold. The webinar was well attended, with more than 600 guests who actively participated. The Convocation President and THENSA guided in terms of employment opportunities for graduates, amongst other critical conversations.

GIVING BACK: Members

Launched in 2022, the pre-alumni webinars will be a standing engagement with graduands on the Vice-Chancellor’s calendar, before autumn and summer graduations. The Vice-Chancellor uses the event to gauge the satisfaction of students on their experiences at CPUT. The CPUT Alumni Office received positive feedback from alumni, who appreciate the inception of these webinars.

Fundraising and alums relations

The Advancement Department is a fundraising and alum relations office within CPUT. The Department raises funds for all three pillars of the University, namely learning and teaching; research, technology innovation and partnerships (RTIP); and community engagement.

Donations income

Income according to sector

Dr Garth van Gensen

Director: Marketing and Communication Department

Marketing and Communication Department

Dome of Remembrance

Through the Office of the Vice-Chancellor, CPUT recently engaged in a drive to reenergise the iconic Dome of Remembrance. Nestled in the heart of the Bellville Campus, the Dome was always meant to be a poignant testament to the contributions that esteemed alums, dedicated staff, and students have made to the CPUT brand before passing on.

In October 2023, the Dome was relaunched after having been given a makeover, with digitised screens and protective sheets added to its interior. The digitisation of the Dome has seen four custom LED screens installed. These screens are linked to the institutionally controlled digital signage system at the University, which enables any multimedia content to be displayed on the screens. We plan to further enhance the Dome experience by installing touch screens that will create an interactive experience for users, enabling them to search for more curated information.

It is hoped that through the memorialisation of these gone but not forgotten CPUT stalwarts, current staff and students will reflect on the significant contributions these individuals made in building the Institution’s legacy into one of the most well-respected universities of technology on the continent. It is also a physical manifestation of CPUT’s core value of “oneness”, and putting our people at the heart of everything we do.

Staff and students in the media

CPUT has consistently ranked as the top university of technology in the country. As such, the University takes a proactive position in promoting our staff, students, and cutting-edge research that responds to societal needs.

An example of this responsiveness is our continued and longstanding relationship with the relief organisation Gift of the Givers (GoTG). CPUT most recently accompanied the organisation to Türkiye to assist after an earthquake killed and displaced thousands. CPUT Emergency Medical Science colleagues were praised by GoTG founder, Dr Imtiaaz Sooliman, who described his relationship with CPUT as, “a natural and easy partnership, with no egos and simply a willingness to help”. This was an excellent commendation, emphasising our constant mission to put people at the heart of all we do at this university.

National news organisations also spotlighted our academics for their stellar work in various industries, like cardiometabolic health, education, tourism and infrastructure. The placement of these individuals showcases CPUT as a hub of innovation, with talented staff who are responsive to industry and societal needs.

The Institution never loses sight of its core customer though, which is our students. Developing and graduating holistic, well-rounded individuals who will make a difference in the world is our core mandate. As such, a massive push from the Marketing and Communication Department (MCD) is to promote various highcalibre student development offerings. The Institution acquired the only full-sized boxing ring by any South African university, and the Institution looks set to develop the sport in the coming years. A recent Green Campus Fashion Show saw the University collaborate with retailer Woolworths on a recycling and upcycling challenge. Members of the media attended the event, and showed that CPUT students are conscientious, creative, and kind to others and their environment.

Events

Institutional events are always premised on the idea that they need to bolster pride in the Institution – in both staff and students. Several exciting events did just that.

As part of our Women’s Month celebrations, staff members were invited to honour the phenomenal women of CPUT by nominating/celebrating a female staff member who has accomplished a fantastic sporting, career or personal achievement; or an unsung angel in their department who goes out of her way to assist others. An excellent way of nurturing a caring CPUT community, the campaign ran throughout August, with two to three women featured daily on all CPUT social media channels – Twitter, Instagram and Facebook.

The Shero Campus Fun Run and Walk is an annual event, much loved by the women of CPUT. Hundreds of female staff arrived to walk or run the predetermined route, and were treated to a goodie bag and spot prizes on the day. The race winner was Tharwat Sakier, with Octavia Daniels in second place, and Dr Bronwyn Swartz third.

Virtual Open Day 2023

After the success of the 2022 Virtual Open Day (VOD), the decision was made to stage a 2023 Virtual Open Day in parallel with the in-person event scheduled to be held in May. This would give prospective students the option to experience Open Day from anywhere in the world, and

at their own pace and time. The 2023 VOD was launched in August, and featured over 60 courses across the six faculties. This year, the VOD experience was boosted by bringing it out as a mobile app, thereby enhancing accessibility and improving the user experience. The VOD site has been visited over 8,500 times, and repurposed to a Grade 11 VOD. Applications for 2023 have since been closed.

Business cards

In early 2023, a pilot project to test the suitability of Near Field Communication (NFC) powered business cards was launched. These cards allow users to tap the card on a recipient’s cell phone, which triggers the cell phone to store the user’s contact details. In addition to contact details, short biographies, social media links, web links, and the institutional profile can also be viewed by the recipient. These custom-branded, metal NFC cards are now being rolled out to all ManCom members.

Email signatures

To standardise email signatures across the Institution, MCD developed a set of brand-compliant email signatures featuring the architecture of each of our campuses. Without an automated system for inserting signature templates into emails, these signatures have had to be produced manually, which is a time-consuming undertaking. Over 500 of these signatures have been generated and distributed departmentally. This project is ongoing.

Call logging system

As a result of a large number of routine requests for a particular service, MCD decided to introduce a job logging system. The decision was to use the existing institutional HEAT system, and customise it for the various routine MCD requests. The vendor has completed the custom development, and the system has been deployed. A training programme will be implemented before launching the system to the general CPUT community. This system should facilitate improved service turnaround times, manage customer expectations, standardise the inputs required from customers, and give line managers oversight of potential service delivery pressure points.

Policies

MCD’s policy priority for this year has been the Social Media Policy. This Policy outlines the usage and rules governing the use of social media when acting on the University’s behalf. It has been drafted, and has gone through the various processes outlined under policy development. It is now with the Council for approval.

WhatsApp channel

This relatively new channel takes advantage of a recently released feature that enables users to subscribe to particular channels. MCD is in the process of creating a CPUT channel. These channels facilitate one-way communication between an organisation and its target markets, and operate in a similar manner to a Facebook page. The organisation publishes information on these channels, which subscribers can read.

CPUT website

The website redesign and the establishment of associated governance structures are critical to achieving the goals in our Vision 2030 Strategic Plan of seeing CPUT positioned as One Smart University. The current CPUT website is the single biggest communication channel CPUT has, with both internal and external stakeholders.

After a tender process, a vendor was appointed in May 2023. The vendor has nearly completed Phase 1 of the project, which involves an existing website audit, a competitor benchmarking exercise, and a user–needs analysis. This information has been collated, and a draft website framework has been approved; following which, design work will commence.

CPUT Annual Report 2022

The design and editing of the CPUT Annual Report 2022 followed an effective submissions process led by the Executive Director: Office of the Vice-Chancellor. The Annual Report adopted a clean, easy-to-read style, with selected visuals representing the University’s six faculties’ courses. Since only a few hard copies must be printed for the Department of Higher Education and Training submission, the report was designed to be distributed electronically or viewed online, thereby saving on print costs and adhering to our One Smart CPUT ethos.

CPUT Autumn Graduation 2023

The design and layout of the CPUT Autumn Graduation 2023 booklets were completed in-house, once again saving on time and expense. Five booklets were produced, one for each day of the graduation series. The booklets were designed to be distributed electronically. This lends itself to the Vision 2030 values of embracing technology and searching for better ways of doing things – in this case, by keeping printing to a minimum and adopting an environmentally conscious approach.

Combined Assurance

(Internal Audit, Risk Management, and Compliance Management)

The CPUT Combined Assurance Framework (CAF) was approved by the Council in 2021. Implementation commenced for the 2022 academic year, with further enhancements in 2023. CPUT adopted a combined assurance model to provide a coordinated approach to all assurance activities. The model is designed to ensure that CPUT addresses all the significant risks that the University faces, and to monitor the relationship between the various leaders at CPUT, including the Council and its committees, executive- and line management; and assurance providers, such as Risk Management, Compliance Management, and Internal Audit.

CPUT’s approach towards combined assurance

CPUT has adopted a principles-based approach to combined assurance. This approach is based on the Institute of Internal Auditors (IIA) Three Lines Model (IIA 20201), and is designed to provide flexibility. As such, Council, Executive Management, and assurance are not slotted into rigid lines or roles. The CPUT CAF is based on six principles, as shown in the table below.

1 CPUT has implemented appropriate governance structures and processes that enable accountability by the Council, action by Management, and assurance by Independent Audit.

2 The Council and its sub-committees ensure appropriate structures and processes are in place for effective governance.

3 Management’s responsibility to achieve CPUT’s objectives comprises first- and second-line roles. First-line roles are primarily aligned with the delivery of services, and include the roles of support functions. Second-line roles assist with managing risk.

4 Internal Audit (Line 3) provides independent and objective assurance and advice on the adequacy and effectiveness of CPUT’s governance and risk management. This is achieved through systematic and disciplined processes, expertise, and insight.

5 Internal Audit’s independence from management responsibilities is critical to its objectivity, authority, and credibility.

6 All roles working collectively contribute to the creation and protection of value when they are aligned with each other and with the interests of stakeholders.

Table 1: Six principles of the CPUT Combined Assurance Framework

1 Institute of Internal Auditors. The IIA’s Three Lines Model: An update of the Three Lines of Defense. https:// na.theiia.org/about-ia/PublicDocuments/Three-Lines-Model-Updated.pdf. [Online]

The key role players in CPUT’s Combined Assurance Model, as well as their responsibilities, and with whom they interact, are depicted in the figure below.

GOVERNING BODY

Accountability to stakeholders for organisational oversight

Governing body roles: Integrity, leadership and transparency

MANAGEMENT

Actions (including managing risk) to achieve organisational objectives

First-line roles: Provision of products/services to clients; managing risk

Second-line roles: Expertise, support, monitoring and challenge on risk-related matters

INTERNAL AUDIT

Independent assurance

Third-line roles: Independent and objective assurance and advice on all matters related to the achievement of objectives

KEY Accountability, reporting Delegation, direction, resources, oversight Alignment, communication coordination, collaboration

Source: IIA 2020

This is a consolidated report of three principal combined assurance partners, namely.

• Internal Audit (Line 3);

• Enterprise Risk Management (Line 2); and

• Compliance Management (Line 2).

Other second-line functions in CPUT include the Quality Management Directorate, reporting to the Office of the VC and IT Governance; and the Safety, Health and Environmental (SHE) Unit, reporting to the DVC: Operations.

Driekie van Dyk

Director: Internal Audit

Combined Assurance: Internal Audit

Three Areas of Strategic Focus

Internal Audit’s Vision and Mission is delivered in three broad focus areas, involving People, Process and Technology. Planning commenced in 2021, following approval by the Council. Tactical implementation continued in 2023, starting with the People pillar, which is the enabler for the Process and Technology pillars. The Strategy will be refreshed in 2024 to ensure that it remains aligned with the Vision and Mission, while still meeting stakeholder requirements and staying compliant with International Internal Auditing standards.

Focus 1: People

We are attracting and developing the right mix of talent within CPUT Internal Audit to deliver on our mission and to add value to the University today; and to continue adding value in future by evolving in pace with changes at the University, whilst balancing between adequate risk coverage and cost.

• The first Audit Manager for CPUT Internal Audit, Ms Lebogang Mtileni, joined the team in 2023. We welcome her to the CPUT family. Further appointments are envisaged for 2024.

• CPUT Internal Audit will continue to rely on co-source partners to maintain continuity and access to specialist functions. BDO Advisory was appointed as a co-source partner from 2022 to 2024.

Focus 2: Process

Agile audit methodologies that are compliant with IIA standards are being used to develop and deliver an Internal Audit Plan that responds to risk, whilst also meeting stakeholder needs.

• Audit methodology formed part of the onboarding processes for BDO and the Audit Manager, and remains under continuous development.

• Further changes are anticipated in 2024, following the system implementation (see Technology below).

• International Standards for the Professional Practice of Internal Auditing are also under revision, and may require further methodology changes once effective.

Focus 3: Technology

Modern audit technologies are being used to enhance audit coverage, and enable continuous adding, driving efficiency whilst fostering a culture of innovation and personal development in the use of technology.

• The procurement process for an audit management solution has concluded. The system implementation has commenced, in consultation with CTS.

• The HighBond solution will be fully operational by February 2024, to coincide with the start of the 2024 Audit Plan.

• Combined Assurance partners will also have the opportunity to explore the system, which has capabilities that most Governance, Risk and Compliance functions can use.

Rueben Chibvongodze

Manager: Enterprise Risk Management

Combined Assurance: Enterprise Risk Management

Enterprise Risk Management (ERM) is a second-line assurance function in the CPUT Combined Assurance Function. CPUT subscribes to an Enterprise Risk Management process that enables the entire University to understand, manage and communicate risks from a university-wide perspective. It will ensure that all risks that could prevent achieving organisational goals are identified; and response plans are implemented, evaluated and managed for the University.

High-level status of the approved ERM Strategy and Implementation Plan 2023

The ERM Function facilitated risk review deep dives for all support service functions of the University during the first quarter of 2023. The appointed Institutional Combined Assurance Champions across the University continue to provide an inhouse knowledge base and support within their respective areas of responsibility. An extensive university-wide dynamic risk assessment, monitoring, and reporting process was embedded across all support and core business (academic) functions of the University from mid-2020 to date. The incremental momentum will continue contributing to an institutional combined assurance culture within CPUT. A range of leading practice risk tools and techniques augment the University’s risk assessment process, as shown in the figure below.

The ERM Function developed and delivered four risk awareness training sessions across the University during 2023, as follows:

• ERM awareness for Senior- and Middle Management;

• ERM awareness for university staff;

• BarnOwl Risk Training for Combined Assurance Champions; and

• Fraud Risk Awareness for Finance and Procurement staff.

In continuous alignment with the Vision 2030 strategic blueprint, all support service functions and academics (faculties and their respective academic departments) were requested and encouraged to explicitly include and integrate combined assurance with their strategic planning initiatives. The integration includes ERM, internal audit, quality, compliance, safety, health, environment, IT operations, and general and application control protocols.

ERM initiatives 2023

CPUT Gartner ERM Maturity Assessment and Internal Audit Report 17/2023

The Internal Audit (IA) Function, per the approved IA Plan for 2023, conducted the CPUT Gartner ERM Maturity Assessment for the ERM Function. The process compromised the employment of the entire audit and testing methodology, including evidence gathering and verification to arrive at the individual and overall assurance control ratings. The ERM Function attained an overall Gartner ERM Maturity Assessment Score of 4+ out 5, using the Gartner 5-point maturity assessment scale (a score of 1 being low maturity, and 5 being high maturity).

These results highlight the exceptional senior management and leadership support and commitment to ERM services across the University. A conducive and enabling tone at the top continues to anchor all ERM initiatives, without which no meaningful ERM service could exist at the University.

The agreed management actions (recommendations) in the IA final report will be used for continuous improvement from a combined assurance perspective, and progress will be reported accordingly to risk governance structures.

Progress on the CPUT Risk Intelligence Maturity Diagnostic results and the Continuous Improvement Report 2022

The figure below depicts the CPUT ERM Maturity Diagnostic Report and Continuous Improvement recommendations from June 2022. The report is jointly considered with the IA Gartner ERM Maturity Review Report 2023 to contribute to implementing the Council-approved Combined Assurance Framework.

1. ERM Maturity Diagnostic Results: CPUT Risk Intelligence Maturity Evaluation June 2022

ACFE Fraud Risk Governance and Management Scorecard (FRGMS)

AROC approved the utilisation of the ACFE Fraud Risk Governance and Management Scorecard (ACFE FRGMS) as a conceptual tool to augment CPUT’s Ethics Risk Governance and Management initiatives continuously. The FRGMS initiative will be utilised in the next 24 to 36 months to continually improve the University’s ethics culture.

Institutional Combined Assurance Forum (ICAF)

The Executive Director: Office of the Vice-Chancellor is the ex-officio Chairperson of ICAF. The Enterprise Risk Manager operationally chairs the ICAF, per terms of reference, as contained in the Revised ERM Framework and Methodology Version 1.6, as approved by Council on 25 March 2023. ICAF has three planned sessions each year. The first meeting, conducted during the beginning of the year, is a planning session, while the other two are held six months apart for operational reporting purposes. During 2023, one session was born, and the other two sessions had to be postponed to 2024 due to operational reasons.

Continuing Professional Development

The Enterprise Risk Manager, during January 2023, passed the four examinations, as well as meeting the knowledge, skills, experience, and character requirements that lead to the award of the designation of Certified Fraud Examiner (CFE), administered by the Association of Certified Fraud Examiners (ACFE).

ERM Focus areas from 2024

The University’s ERM Strategy is highly skewed towards a technology-orientated future, in alignment with the Vision 2030 Strategic Plan. The IA Gartner ERM Maturity Assessment and Internal Audit Reports, in conjunction with the recommendations in the CPUT Risk Intelligence Maturity Diagnostic Report for Continuous Improvement, and the ACFE Fraud Risk Governance and Management Scorecard, will jointly inform the ERM Strategy and Implementation Plan 2024 imperatives.

Technology-related topics will inform the ERM strategic, tactical, and operational approach from 2024. (See figure below.)

Data warehousing, and data mining

Data analytics and predictive analytics

Extensive use of programming tools and platforms, Python, R, inter alia

Evidence-based ERM services

Artificial intelligence (AI)

Supervised and unsupervised machine learning (ML)

Real-time digital quantitative and qualitative risk assessment and reporting

Figure 3: Technology-related topics to inform the 2024 ERM strategic approach

Sibusiso Mtatase

Manager: Compliance Management

Combined Assurance: Compliance Management

At CPUT, we believe that a robust Ethics and Compliance Programme, firmly rooted in our core values, with a particular emphasis on integrity and transparency, is the cornerstone of our Institution’s responsible and ethical identity. The CMF is entrusted with coordinating, facilitating, and advocating for implementing a robust, university-wide Ethics and Compliance Programme. This mandate extends to ensuring that the Vice-Chancellor (VC), Executive Management (EM), Management Committee (ManCom), and University Council are assured of the presence of adequate controls and mechanisms designed to pre-empt, uncover, and mitigate compliance risks.

We recognise the deep interest our diverse stakeholders hold in our commitment to compliance – a spectrum encompassing our dedicated employees, Council, service providers, regulatory authorities, the Government, and most significantly, our students.

The compelling need for an ethical academic environment is amplified by the complexities we have faced in recent years, marked by student protests and the revelation of historical misconduct. In response to these challenges, the Compliance Management Function (CMF) has embarked on a journey to enhance vigilance, consistency, and operational efficiency. Our multifaceted initiatives have culminated in a unified ethics and compliance vision, underscored by the following noteworthy achievements:

1. Integrated Declaration Mechanisms

We have successfully harmonised the reporting and management of conflicts of interest, gifts, benefits, hospitality, and cases of unethical conduct. This consolidation is by the relevant policies governing these processes.

2. Policy Development Framework

Establishing a Policy Development Framework has fortified our capacity to develop and manage University policies efficiently.

3. Policy Library

A comprehensive Policy Library will serve as a valuable repository, offering insights into the Policy Development Framework and all university policies. This resource will be readily accessible to stakeholders seeking policy-related information via the University website.

4. Dedicated Policy Analyst

A dedicated Policy Analyst was appointed to oversee and streamline the policy development process. This role involves coordination, advisory support, and aligning policy development with appropriate governance procedures, ensuring compliance.

5. POPIA & Privacy Plan Webpage

To enhance transparency and awareness concerning personal information, we have introduced a dedicated webpage focusing on the Protection of Personal Information Act (POPIA) and privacy matters. This platform keeps our data subjects well-informed about the University’s activities related to their data.

6. Data Processing and Data Sharing Agreements (POPIA Agreements)

These agreements have been implemented to bolster our data security and privacy practices when engaging with external entities. They establish a robust framework for safeguarding sensitive information.

Policies and Procedures: Establishing clear guidelines and protocols

There was significant growth in the number of approved policies within the repository in 2023, from 22 to 34. An additional 35 policies are currently being assessed. With this progress, the Policy Library is anticipated to encompass 69 approved policies. This represents a substantial enhancement in the comprehensiveness of our policy repository.

Our Oversight Framework is a multi-tiered system that fortifies our dedication to ethical and compliant behaviour. At the pinnacle of this structure, the CMF acts as the sentinel, responsible for enforcing these standards. It reports directly to the highest authority within the University’s governance, the Council. This vital connection to the Governance and Ethics Committee (GEC) of the Council is the linchpin between compliance efforts and strategic governance; ensuring transparency, accountability, and ethical conduct.

Education and Training: Empowering stakeholders for ethical and compliant conduct

In our commitment to fostering a culture of ethics and compliance at CPUT, 2023 has marked a significant stride in equipping our stakeholders with the knowledge and skills needed for ethical and compliant behaviour. The CMF spearheaded the development of Ethics and Compliance training videos, in collaboration with the Learning and Development (L&D) Unit. These resources were created to provide comprehensive education to our University community, and are published on our Staff Development Academy, CPUT’s L&D platform.

Oversight: Upholding ethics and compliance

Oversight is at the core of CPUT’s unwavering commitment to ethical and compliant conduct. It serves as the watchful guardian, ensuring that the moral compass guiding our Institution remains true. Oversight ensures that governance and supervision guarantee adherence to the highest ethical and compliance standards.

CMF furthered its mission of education and training by conducting a specialised Data Protection (POPIA) Awareness and Training Programme. These initiatives are instrumental in fostering a community that not only comprehends our ethical principles and compliance standards, but also integrates them into daily practices. This commitment to education and training reflects our dedication to promoting ethics and compliance.

Monitoring and Auditing: Strengthening compliance through rigorous evaluation

The CMF has made significant strides during 2023 in its commitment to monitoring and auditing, a critical pillar of our mission to uphold the highest ethical and compliance standards. The year commenced with several audits, each designed to scrutinise and evaluate compliance across the University. Many of these audits have been successfully concluded, underscoring our dedication to proactive risk management and transparent governance.

Furthermore, we engaged in a Compliance Maturity Assessment, facilitated by CPUT Internal Audit. This assessment, a collaborative effort, allowed us to reflect on our progress, and align our compliance practices with best-in-class standards.

Reporting: Cultivating transparency and accountability

The ethos of transparency and accountability underpin the CMF’s approach to reporting. In our steadfast commitment to fostering a culture of openness, CMF has made significant headway in this pivotal element of our Ethics and Compliance Programme throughout 2023.

Enforcement and discipline: Upholding ethical commitment

By enforcing our compliance standards, CMF plays a vital role in maintaining a persistent ethical commitment. We diligently identify and address any deviations from our established ethical and compliance guidelines, ensuring that they are resolved in a transparent and accountable manner. Our overarching goal is to cultivate an atmosphere where adherence to these principles is unwavering, and ethical lapses are met with appropriate action.

Response and prevention: Safeguarding ethical integrity

Response and prevention plays a role in safeguarding our ethical integrity. The CMF places paramount importance on developing strategies to respond to compliance incidents promptly and effectively, whilst simultaneously implementing proactive measures to prevent future occurrences.

Being proactive ensures that we not only address incidents when they arise, but also take concerted measures to prevent their recurrence. This approach reflects our commitment to maintaining the highest ethical standards within the university community. CMF’s proactive stance involves learning from past incidents, fine-tuning our compliance strategies, and bolstering our preventive efforts. We are indeed proud of the achievements of the CAF, as it has strengthened CPUT’s governance hugely.

Dr Siyanda Makaula Director: Quality Management Directorate

Quality Management Directorate

Fostering continuous improvement of CPUT’s quality management systems

Quality Management refers to the institutional arrangements for assuring, supporting, developing, enhancing, and monitoring the quality of learning and teaching, assessment, research, and community engagement (Quality Assurance Framework, 2020). Therefore, the development and management of institutional quality assurance systems that are integrated, together with the development and implementation of policies and processes that support, enhance and monitor core academic functions of learning and teaching, research, and community engagement, as determined by the Institution’s Strategy and plans, are essential aspects of ensuring continuous quality improvement of CPUT’s quality management systems.

The Quality Management Directorate (QMD) embarked on developing a five-year institutional Quality Management Strategic Plan in line with Vision 2030. Following a process of consultative engagements and approval, the Strategy was approved by the Quality Management and Risk Management Committee and the Institutional Strategic Planning Committee, and its implementation subsequently commenced.

In 2021, the Council on Higher Education (CHE) published a groundbreaking Quality Assurance Framework (QAF). It sets the tone for rethinking, redesigning, and reviewing institutional quality management systems across the higher education (HE) landscape. It introduces significant shifts to approaching quality assurance in higher education institutions (HEIs). Some of the significant changes include: a movement to the usage of standards, guidelines and criteria in quality assurance; focus on the primary unit of analysis being the Institution; introduction of a Quality Assurance Dashboard as a continuously updated and consolidated quality record for the Institution, faculties, departments, and support units; encouraging a focus on developing the effectiveness of internal quality assurance systems; and making changes that will see the CHE accrediting qualifications not programmes, and leaving the internal approval of programmes designed around the qualifications to the HEIs. In other words, it announces an institutional self-approval status based on the maturity of the institutional QMS.

At CPUT, we embraced the progressive nature of the QAF, and appropriated some of its critical aspects into our CPUT Quality Strategy and Conceptual Model.

In line with the QAF and CPUT Quality Strategy, QMD developed a “Framework for standardsbased approach to design, implementation, monitoring and evaluation of quality management systems at CPUT: Quality Management Practice Standards for Faculties, Support Units and Communities of Practice”. The purpose of the Framework is to describe the background, context, purpose, process and outcomes of the internal quality assurance functions, as envisaged in the Quality Management Strategic Plan (2023–2027), to enable its implementation as part of the QAF. It provides greater detail on how the standards-based approach to design, implementation, monitoring and evaluation of quality management systems for faculties, support units and communities of practice will be established.

Recognising that institutional policies and all associated quality instruments are designed to create an enabling environment for meaningful implementation of the institutional quality management systems, QMD participated in several policy development and review initiatives. QMD also initiated the review of the Institutional Quality Assurance Policy, which is anticipated to conclude by June 2024.

A range of integrating quality management structures are in place to support the implementation of the institutional quality management systems. These include the Quality Assurance and Risk Management (QARM) Committee, a joint committee of the Senate and Council, as an oversight structure

responsible for governance and management of quality. Four QARM meetings were held in 2023, where QMD presented on the performance barometer of the institutional quality management systems. These include reporting on the outcomes of quality reviews, progress on quality improvement actions, quality promotion activities, as well as student and staff engagement initiatives. Communities of Practice in the form of the Institutional Quality Forum (IQF) and Faculty Quality Fora (FQFs) engaged in institutional and facultyspecific quality matters. QMD hosted three IQF meetings, and an IQF workshop which focused its discussions on the Framework for a standards-based approach to design, implementation, monitoring and evaluation of quality management systems at CPUT – Quality Management Practice Standards for Faculties; Support Units & Communities of Practice; Student Feedback Surveys; the review of the terms of reference for IQF and FQFs; and the review of the CPUT Quality Assurance Policy.

QMD staff continued to participate and represent the Institution’s Quality Management Function at all assigned meetings of the Senate, Senate committees, management committees and faculty board meetings. To maintain professional relations with external “quality” stakeholders, as and when necessary, QMD held meetings or regularly communicated with various external stakeholders, particularly DHET, CHE, SAQA, and other professional bodies and industry partners.

Enhancing accountability through quality reviews

To continuously assure the quality of our academic qualifications and enhance accountability, the cyclical and reflective quality review schedule is developed with the faculties and departments, and approved by the Quality Assurance and Risk Management Committee at the beginning of the academic year. This is an opportunity to evaluate the quality of our educational offerings, either by professional bodies or through external quality reviews conducted by academic and industry peers in a particular field.

In 2023, 19 quality reviews were scheduled, of which six were internal qualification reviews, and seven were external quality reviews conducted by professional bodies. For various reasons, six qualification reviews were either cancelled or postponed. In one case, the impasse between CPUT and SADTC resulted in the cancellation of the review; the South African Nursing Council (SANC) requested a postponement until 2024; and ECSA reviews were postponed until 2024, due to student protests that impacted the planning and hosting of the site visit.

Some of the critical success factors in conducting quality reviews included the introduction of an independent students’ critical reflection in the development of the departmental Self-Evaluation Report (SER); timeous acceptance of the invitation to participate in the quality reviews by academic peers; briefing meetings held with panel members before site visits; and support from QMD colleagues. Another success factor involved continuous communication with the HoDs, departmental staff members and students, before, during and after the review site visit. Here, WhatsApp groups were set up for ease of communication, to provide updates on the developments around the review site visit, and to coordinate interview sessions.

Some challenges were unfortunately experienced. Loadshedding (power-cuts) prevented some panel

members from participating fully during the two-day virtual site visit. In November, most of the panel members declined the review invitations due to examinations and closing of business. Some industry partners and Advisory Board members did not honour the invitations. We experienced challenges getting hold of industry and advisory members for debriefing due to time constraints. Sometimes, the document checks were delayed because of late submissions of the SharePoint link to QMD.

Frustration with the lack of progress in resolving disputes concerning the roles and responsibilities of professional bodies remains a considerable challenge for CPUT and other HEIs offering professional qualifications. These range from lack of cooperation with the QMD; academic overreach in terms of some prescriptive and rigid recommendations, thereby limiting intellectual flexibility and innovation; demands on meeting unrealistic professional body expectations; solitary approach to decision-making; and, in some cases, lack of professional conduct and inexperience of members. CPUT encountered significant challenges with SADTC and HPCSA about the Biomedical Science qualification. More needs to be done to improve these professional relationships.

Planning for Quality Improvement

The Quality Improvement Function ensures that a planned programme of quality improvement activities is developed and implemented, and that quality improvement plans emanating from quality reviews are developed, approved, validated, and monitored on a regular and continuous basis. Reports on the critical aspects identified in the quality reviews and cyclical validation of Quality Improvement Plans (QIPs) are tabled at the Quality Assurance and Risk Oversight Committee (QARM) and Institutional Strategic Planning Committee (ISPC) meetings.

From November to October 2023, QMD conducted three Departmental Quality Improvement Plan (DQIP) validation cycles. A DQIP validation is done to assess academic

departments’ progress improvement actions in the DQIPs. A validation cycle containing QMD validates the planning and monitoring of DQIPs, and the actual progress attained in scheduled meetings with the HoD. Before the DQIP validation cycles, QMD holds capacity-building, informationsharing, and engagement workshops with the HoDs.

For all the cycles conducted, QMD has successfully validated all the DQIPs received from various academic departments. QMD also had the opportunity to present the DQIP reports to different institutional committees and quality forums. In recognising excellence, academic departments that have managed to address all the findings were commended for their hard work in improving the standard and quality of qualifications offered by CPUT. Academic departments that did not perform optimally in addressing the findings were marked as red-flagged, to bring to the attention of the respective Dean the lack of progress in addressing improvement actions. Those departments that adequately addressed findings were blue-flagged to signal exemplary leadership and commendable efforts to address improvement actions. While there were praiseworthy improvements in addressing departmental matters in the purview of the HoD, there was, however, an increase in matters that required external (to the department) interventions in addressing the improvement actions. In such cases, either the support unit or the Dean must take action to address the identified matters.

Doctoral Review Quality Improvement Plan (Doc QIP)

In September 2022, CPUT ended the year on a positive note, receiving a letter of approval for the Doctoral Review Quality Improvement Plan (Doc QIP) from the Council on Higher Education (CHE). Since then, QMD, working closely with the Centre for Postgraduates Studies (CPGS), submitted the first progress report on 28 February 2023, and CPUT received a response from CHE regarding the Doc QIP progress report. CHE noted:

“Based on the evidence provided, the HEQC approved your progress report and looks forward to receiving the second biannual progress report by 31 October 2023”. Internally, as a monitoring process, QMD has validated the Doc QIP. To improve student engagement in quality assurance activities, the Postgraduate Student Quality Desk (PG-SQD) was invited to provide comments and input to the Doc QIP progress report. This intervention allowed the incorporation of student voices. The progress report was approved by the Higher Degrees Committee (HDC), and submitted to CHE by 31 October 2023.

Ensuring quality promotion and enhancement

To continuously promote a quality culture across different functions of the University, and to capacitate individuals on various aspects of quality, the QMD Faculty Advisory Function continues to support and provide quality advice to faculties through various faculty committees.

QMD has conducted and attended several quality promotion activities in 2023. Some of these activities are highlighted below:

• January 2023: INQAAHE Talks on the International Standards and Guidelines for Quality Assurance in Tertiary Education (ISGs): A Global Perspective and Benefits;

• January 2023: Quality as Relevant Higher and Tertiary Education for Transformation: What should Quality Assurance take care of to re-mould these institutions?;

• February 2023: QMD hosted the National School of Government (NSoG) benchmarking and best practice sharing event;

• March 2023: “The Quality Assurance Agency for Higher Education (QAA) – ChatGPT: To ban or not to ban”;

• March 2023: InfoPoint Hybrid Conference: “Advancing African continental integration in higher education: Building trust through better quality”;

• March 2023: The CHE 2023 Higher Education Conference was held under the theme: “Promoting Access to and Success in Postgraduate Studies”. The highlight of the conference was the presentations by QMD colleagues, Ms G Mhlauli and Ms E Ansen, who presented their paper on, “The impact of institutional conditions in the praxis of promoting success in postgraduate studies”. A representative from the PG-SQD, Mr H Esau, presented at the same conference under the topic, “Key success factors for postgraduate student success: Reflective report by a quality desk at a university of technology”;

• March 2023: CHE’s Regional Quality Assurance Framework (QAF) Capacity Development and Advocacy Workshop;

• April 2023: QMD attended the South African Qualifications Authority (SAQA) Information Sharing Roadshow. At the roadshow, information and the understanding of SAQA’s role, and National Qualifications Framework (NQF) policies and processes were explained;

• July 2023: The Director of QMD attended the International Quality Assurance Programme (IQAP) at the University of Westminster, London, UK. The IQAP was a five-day training course that provided excellent opportunities to learn about current issues in HE quality assurance, and build relationships with quality assurance professionals worldwide. Furthermore, QMD has been attending QAA-UK webinars to explore potential memberships with global quality agencies to build partnerships;

• September 2023: The Director of QMD was invited by the Southern African Association for Institutional Research (SAAIR) Quality Forum, hosted by the University of the Free State, to present on one of the sub-themes: “Engagement on how well HEIs understand the QAF and its implementation”; and

• October 2023: CHE QAF Capacity Development Regional Workshop: “Preparing your institution for the QAF”.

Enhancing student and staff engagement

In 2023, QMD made significant strides in aligning student and staff engagement with its strategic plan, emphasising the enhancement of their capacity to participate in transformative quality initiatives. The student and staff engagement portfolio has been particularly active, fostering engagement among students and staff through collaborative, participative, and reflexive methods. These efforts have contributed to developing an institutional quality culture where students and staff actively contribute to ensuring high-quality services in CPUT’s academic core, ultimately enhancing the overall student learning experience.

Student Engagement

Recognising student leadership and contributions to quality management

Noteworthy contributions were made, such as a member of the PG-SQD presenting a study at a CHE conference. In February 2023, a workshop capacitated the SQDs to understand better the QMD’s activities, and their engagement with the quality management system. Students were presented with leadership awards to recognise their active participation.

Collaborative engagement

Collaborative efforts included participation in the Student Representative Council (SRC) induction programme. In addition, a crucial meeting was organised to identify institutional initiatives for student engagement, focusing on student mobility and internationalisation. The collaboration between the PG-SQD and the Director of Strategic Initiatives and Partnerships (SIP) signalled a collaborative approach to advancing student

engagement initiatives. Also, a collaboration with the Business Innovation and Incubation Centre (BIIC) aimed to raise awareness among students about the opportunities BIIC offers.

Participative engagement

QMD actively encouraged student involvement in quality review processes, providing an independent platform for critical reflection. This empowered students to offer valuable insights and feedback to departments, ensuring their perspectives were integrated into departmental self-evaluation reports during qualification reviews and accreditation visits. Students were also included in panel interviews during site visits, with QMD following qualification review multimodal guidelines for student participation, including pre-panel briefing and postpanel debriefing in the review process. SQDs played a pivotal role by participating in policy development and working groups, while a secondary layer of SQDs at the faculty level engaged with class representatives to gain deeper insights into students’ perceptions of quality. The PG-SQD and doctoral students participated in the triangulation validation exercise of the Doctoral Quality Improvement Plan.

Reflexive engagement

The SQD conducted three termly reflexive meetings to deliberate on quality-related issues, and provide guidance, in line with their terms of reference. Students raised various concerns, including university facilities and services to improve the student experience and academic quality. Furthermore, the SQD fulfilled a reflexive role by convening during the student protest in March to identify shortcomings, and devise qualityfocused solutions to the situation. They subsequently recommended addressing these gaps to restore calmness to the campus.

Student engagement in trends in higher education

Lastly, the QMD took proactive measures to engage with students and stay abreast of HE trends by participating in the South African Association for Institutional Research (SAAIR) Conference, with representation from both undergraduate and postgraduate SQD members. These initiatives collectively cultivate an inclusive culture in which students actively play a role in improving service quality, and enhancing the overall learning experience at CPUT.

Staff engagement

In 2023, staff engagement was introduced as part of the QMD activities. The staff engagement portfolio leader took proactive measures to boost staff involvement in quality assurance activities. This involved identifying departments that excelled (blue-flagged) in the first DQIP validation cycle, and inviting their staff to QMD engagement sessions, which were well-received, and successfully engaging all relevant department staff. The initiative aimed to recognise departmental contributions to quality, enhance staff involvement in quality assurance, and establish a staff quality desk in the future. These sessions encouraged collaboration, feedback gathering, and a culture of continuous improvement. They also emphasised the importance of quality conversations, and fostering a quality culture among department staff. Additionally, the staff engagement initiative revealed the CPUT Academic Research Group, and led to productive discussions on quality-related issues.

Challenges in student and staff engagement, and mitigation strategies

The HoDs undergoing a qualification review initially showed reluctance to engage with students for student reflection. Nevertheless, Focus Area 7 of Vision 2030 was employed to emphasise to HoDs the significance of student engagement, and the importance of the student voice in departmental self-evaluation reports. Moreover, the institutional shutdown disrupted the yearly schedule. Engaging with departments proved challenging due to HoDs’ initial resistance, but utilising the approach of blue-flagged departments enabled QMD to successfully engage with five departments.

QMD’s continued emphasis on student and staff engagement in 2023 fostered a collaborative and transformative approach to quality assurance and improving the overall quality of education and services the Institution provides.

To conduct research and provide advice on quality management practices and the higher education regulatory environment

The purpose of monitoring trends in higher education (HE) is to ensure that continuous scholarship and knowledge of relevant research are incorporated into planning and decision-making. As a result, QMD saw it necessary to initiate “roundtable sessions”. The purpose of these was for QMD staff to develop not only as quality practitioners, but also as scholars and researchers in HE. The roundtable sessions were held monthly using a hybrid model, and five out of seven sessions were achieved. These engagements were interactive and collaborative, allowing colleagues to discuss and reflect on the presentations.

The success achieved with the internal roundtable has provided QMD with the opportunity to spread this idea across the Institution, and to invite external stakeholders in 2024. Topics covered included:

• Chatting and cheating: Ensuring academic integrity in the era of ChatGPT;

• Reflection on the International Quality Assurance Programme (IQAP);

• High school learners underprepared for critical foundational university mathematics courses;

• A decade of quality assurance in higher education (QAiHE) within sub-Saharan Africa: A literature review based on a systematic search approach; and

• The case for plain language in South African online education.

To keep up with the trends in HE, QMD attended webinars on artificial intelligence (AI) tools to acquaint ourselves with knowledge in this area, as the discourse continues to build momentum in the sector. Of particular interest is the impact of AI on the quality of academic provision. QMD also attended the 30th Southern African Association of Institutional Research (SAAIR) Conference, which was themed, “Future-forward Higher Education: The Next 30 Years”, and hosted by the University of Stellenbosch. Notably, the conversations centred around the use of data for decision-making, artificial intelligence approaches to institutional research, and outcomes of graduate destination and employment surveys, which are emerging topics in HE as we continue to build forward into the future.

To improve QMD operational efficiency, administration and governance

To explore intelligent quality management systems and technologies

In pursuit of institutionalising a transformative quality culture that caters to the ever-changing demands of higher education, QMD has embarked on a process of developing an integrated digital quality management system. The intention is to have a CPUT digital platform that will manage data and information more efficiently through the use of both internal data management systems, such as the MIS (PowerHEDA), and CHE’s QAF Dashboard, which has been recommended as part of the QAF, that requires HEIs to develop new IT architecture to continuously update consolidated quality records for the Institution, faculties, departments, and support units. As a result, QMD has received approval for the project, and is working closely with CTS. Workshops and engagements will be taking place in executing the development of this digital system.

To promote QMD staff development and training

To ensure intelligent human capital and talent through continuous personal and professional development, QMD staff must attend at least two professional and personal development sessions. Following the completion of the HC Learning and Development Survey, QMD staff identified and participated in the following internal learning and development opportunities:

• Business PowerHEDA Training

• Finance i-Enabler training (Requisitions)

• CHEC Leadership Coaching Programme

• SHE Training

• CHE QAF Workshop

Apart from the above internal learning and development opportunities, QMD staff attended various workshops, conferences, webinars and roundtable sessions within the HE sector. These ranged from institutional, to national and global professional development opportunities (as listed under “Ensuring quality promotion and enhancement” above).

In 2024, QMD will intensify its efforts to build meaningful professional and collaborative relationships with other HEIs regionally, nationally and globally.

Louis Mapatagane

Director:

Institutional Planning Directorate

Institutional Planning Directorate

In 2023, the Institutional Planning Directorate (IPD) had a key focus on revitalising the Institutional Research Function, which had been inactive in recent years. As part of our objectives, we actively worked on various core functions within the Directorate:

• Enrolment planning – develop, participate, and collaborate with the relevant stakeholders in developing student recruitment strategies for CPUT to meet enrolment targets;

• Academic planning – facilitate and guide the development, accreditation, and registration of new programmes, and changes and re-circulation of existing programmes;

• Data warehousing – design, create, and maintain relational databases and data systems through PowerHEDA;

• Analytics and business intelligence – support the University in taking an evidence-based approach to planning and decision-making; undertake strategic evaluation of the University’s performance against set targets through analysis and benchmarking of performance, the production of annual performance plan reports, and mid-term review performance reports, and provision of faculty and departmental performance profiles to inform the annual planning process;

• Viability of faculties and departments – develop models of future performance trajectories, such as student enrolment projections, and complete impact assessments;

• Provide evidence to support institutional and programme reviews and strategic projects, and produce other analyses on an ad-hoc basis as projects and initiatives arise;

• Strategic planning – provide support to Executive Management (EM) in the development of university strategic plans and operational plans;

• Stakeholder engagement – liaise with the Department of Higher Education and Training (DHET) and other stakeholders as required; provide information to outside agencies (e.g., StatsSA, HSRC) as needed; and promote regional collaboration and represent the University on the Cape Higher Education Consortium (CHEC);

• Management of the overall Higher Education Management Information System (HEMIS) that reports information about students, staff, postdocs, and space data to ensure optimum data integrity in the HEMIS database;

• Review the effectiveness of performance indicators and strategies in consultation with Management and EM, and initiate changes to current practices, to improve efficiency and effectiveness;

• Maintain the University’s Programme and Qualification Mix (PQM) database and academic structure;

• Statutory reporting – facilitate and manage the compilation, analysis and timely submission of data and datarelated reports for internal and external stakeholders, i.e., DHET and auditors;

• Performance Indicators and External Benchmarking – develop and maintain ongoing key performance indicator (KPI) and external benchmarking analyses to support the University’s strategic objectives; and

• Alignment with Sectoral and Public Data Initiatives – proactively anticipate wider sectoral and public data initiatives, and ensure alignment with CPUT’s initiatives.

These activities collectively contributed to the Directorate’s efforts in supporting the Institution’s planning and reporting processes, fostering data-driven decision-making, and maintaining compliance with external reporting requirements.

So, what is Institutional Research, and why is it important?

Institutional Research (IR), as defined by Saupe (1990:1), encompasses “the sum of all activities aimed at empirically describing the full spectrum of functions (educational, administrative, and support) at a college or university, which are used for institutional planning, policy development, and decision making”. This comprehensive description highlights the multifaceted nature of IR, emphasising its role in informing various aspects of HEIs.

To gain a comprehensive view of IR, we draw upon various theoretical perspectives and frameworks, such as Terenzini’s tiers of organisational intelligence (1993, 2013) and Volkwein’s IR typology (2008).

In pursuit of our IR focus and following this framework, the Directorate completed several institutional research projects, as follows:

Those Who Got Away – A study conducted on prospective undergraduate students admitted to CPUT, but who did not complete, or cancelled their registration

The purpose of this study was to identify and analyse the factors that influence the decisionmaking process of prospective students when choosing an institution of higher education, and to provide recommendations to CPUT to position itself as a university of choice, and attract students to its programmes. The objectives of the study were to determine the relative importance of various factors that influence students’ decision to enrol in a particular institution, to identify areas of administrative inefficiencies in the recruitment process, and to assess the responsiveness of CPUT to prospective students’ inquiries. The critical questions that guided the study were:

• What are the key factors influencing students’ choice of an institution?

• What are administrative inefficiencies in the recruitment process, and how can they be addressed?

• How responsive is CPUT to prospective students’ inquiries, and what steps can be taken to improve its responsiveness?

In summary, to position itself as a university of choice and attract students to its programmes, CPUT should prioritise campus safety and security, offer financial assistance and scholarships, develop a comprehensive curriculum and expand the PQM, maintain highquality academic facilities and teaching, provide student welfare programmes (or publicise them), build industry links, enhance the Institution’s academic reputation, offer financial transparency, promote diversity and inclusivity, and provide social and extracurricular opportunities.

Impact of COVID-19 on Student Experience

Post-COVID-19 pandemic, it is evident that HEIs, including CPUT, will not resume their previous approach to education, or their pre-COVID-19 operations. To address the challenges faced by students during the pandemic, new strategies must be adopted.

The following executive summary provides an overview of the findings from a survey conducted at CPUT to assess the impact of COVID-19 on the student experience. The survey aimed to gain insights into how the pandemic affected students’ academic, personal, and financial wellbeing, as well as their access to resources and support services. The survey received responses from a diverse group of students across various faculties and academic levels. The survey findings offer recommendations to improve the online learning experience, and valuable information for the University as it pursues blended learning modalities, such as hybrid and HyFlex delivery modes.

Overall, the report provides key findings and insights, along with recommendations for the University to support students better.

Transformation Survey – Student and Staff feedback on Diversity and Inclusion

IPD collaborated with the Centre for Diversity, Inclusivity and Social Change (CDISC) to conduct the “Transformation Survey – Students and Staff Feedback on Diversity and Inclusivity.” This survey aimed to gather insights from students and staff members, assessing their experiences with diversity, equity, inclusivity, and belonging (DEIB) at CPUT.

The study measured satisfaction levels, experiences of discrimination, perceptions of policies, and overall commitment to diversity and inclusivity. The high response rate indicates confidence in the responses. The findings highlighted strengths, such as the University’s commitment to diversity, and areas requiring attention. Addressing these challenges will enhance the campus climate, and inform future planning efforts.

We

are enhancing Safety and Security at CPUT

– A study on student and staff perceptions and experience of safety and security on campus

This research focused on understanding the perceptions of students and staff at CPUT regarding campus safety and security. By employing an online survey, the study aimed to identify strengths and weaknesses in

the existing safety systems. The survey delved into perceptions of safety, experiences with campus-related crimes, concerns about safety scenarios, opinions on crime incidents, preferences for safety measures, and attitudes toward campus safety factors.

Given the global significance of safety and security concerns in academic institutions, the study’s findings provide crucial insights. Addressing the challenges identified and implementing the suggested measures can significantly enhance the safety environment at CPUT. By doing so, the University can ensure the well-being and academic success of its community members. The insights gathered from this study form a solid foundation for future safety initiatives, reinforcing CPUT as a secure hub for learning and professional development.

I nstitutional Intelligence

In 2023, IPD achieved a significant milestone by implementing the Analytics and Business Intelligence

Function, aligned with the Directorate’s strategy and structure. This Function enables evidence-based planning and decision-making at CPUT, employing a Business Intelligence solution that underpins much of IPD’s work. The Directorate conducts strategic evaluations, analysing performance against targets, benchmarking, and producing reports to inform annual planning. Additionally, IPD models future performance trajectories, supports programme reviews, and provides ad-hoc analyses for various projects.

Aligned with the Directorate’s vision to institutionalise data-driven decision-making at CPUT, IPD has been actively promoting data literacy. Consequently, there has been a substantial increase in staff engagement with PowerHEDA, where they access and download reports and dashboards related to efficiency aspects, the Funding Allocation Model, Success Rates, Throughput Rates, Enrolment Monitor, and Viability Analysis. This progress reflects the Institution’s commitment to datadriven decision-making, as outlined in its Vision 2030 One Smart CPUT Strategic Plan.

A new Applications and Admissions Dashboard has been introduced. This development stemmed from challenges meeting enrolment targets predating the COVID-19 era, insights from the “Those Who Got Away” study, and registration debriefing sessions. It is important to note that the Institution successfully met its 2023 enrolment target due to the collaborative efforts of stakeholders.

This dashboard serves as a vital tool for monitoring the entire application-to-registration process. It enables real-time identification and resolution of bottlenecks, ensuring targets are met. Additionally, the dashboard supports effective communication strategies with prospective students.

Viability analysis

In collaboration with faculties and Management Accounting, IPD is concluding a Viability Analysis Project, targeting faculties and the entire institution. Key insights highlight the pivotal role of efficiency ratios in ensuring viability. The Project underscores the importance of optimising operational processes, exploring innovative revenue streams, and making strategic investments. Faculties are urged to conduct thorough efficiency assessments, identifying bottlenecks and areas for enhancement. Streamlining processes and optimising resources can yield substantial cost savings. Implementation of the recommendations will not only enhance the Resource Allocation Model (RAM), but also bolster overall institutional viability.

Facts and Figures Dashboard

IPD has created a web-based live dashboard utilising PowerHEDA to display the University’s Facts and Figures. This publication offers precise and concise information on essential data, including key trends in student, staff, and research activities. The user-friendly dashboard gives stakeholders a swift overview of enrolment, staffing, and research output statuses. This resource proves invaluable for national and international partners, offering a comprehensive view of the Institution for negotiation of MoAs/MoUs and information sharing purposes. Accessible through the website, this tool enhances transparency, and facilitates efficient collaboration.

Higher Education Management Information System (HEMIS)

HEMIS is pivotal in gathering and reporting diverse data concerning students, staff, postdocs, and space in HEIs. The accuracy and reliability of this data are paramount for well-informed decision-making, strategic planning, and national policy formulation.

Ensuring the integrity of the HEMIS database requires a robust system for data collection, management, and reporting. Timely and precise submission of data, and adhering to prescribed deadlines, are essential for the effective functioning of HEMIS. It is commendable that our Institution has consistently submitted accurate and reliable data within the specified timeframes, following all reporting guidelines meticulously. This diligence has resulted in clean audits, reflecting the high level of data integrity maintained within the HEMIS database.

In 2022, HEMIS introduced a Business Acceptance Testing (BAT) tracking system for 2023, allowing faculties to monitor their registration testing cases. Remarkably, only FHWS achieved a flawless 100% testing rate for 2023. Consequently, the beginning of 2023 witnessed minimal registration challenges, a notable improvement from previous years. During the 2024 Registration BAT, held in October 2023, HEMIS introduced an additional monitoring layer per unique registration combination, encompassing qualification, period of study, and offering type. This meticulous approach ensured that faculties evaluated every application combination thoroughly. Notably, this marked the first year all faculties successfully attained a 100% testing rate.

Benchmarking

Benchmarking is a vital practice within IPD; and we uphold a comprehensive dashboard that compares CPUT with its peer institutions. This analysis delves into crucial indicators, encompassing students, staff, research output, funding, and efficiency ratios. Emphasising the essence of Vision 2030, this benchmarking process not

only enables us to gauge our Institution’s performance, but also places significant importance on readily available data from our peer institutions. By closely monitoring these indicators, we can make informed decisions, identify areas for improvement, and align ourselves strategically with the best practices of our peers, fostering a culture of continuous enhancement and progress.

Future of work

IPD hosted the “Navigating the Future of Work: Exploring Qualifications and Programmes for the Jobs of Tomorrow” seminar on 9–10 November 2023. The event aimed to provide insights into the rapidly changing work landscape, and qualifications crucial for future success. During the seminar, various trends, like remote work, e-commerce, automation, and emerging technologies were explored for their impact on the workforce, and the skills in demand. The discussions also highlighted the implications of these trends for UoTs, emphasising the need to adapt offerings to remain relevant in a swiftly changing world. The seminar brought together experts from academia, industry, and Government through presentations, panel discussions, and interactive sessions. Attendees gained valuable insights into emerging trends and technologies, along with innovative approaches to education and training, preparing them for the jobs of the future. This event provided an excellent opportunity for students, educators, and industry professionals to network, exchange ideas, and explore potential collaborations.

Busiswa Luqhide

Stakeholder

Engagement Coordinator

Stakeholder Engagement Coordination

2023 marks the second year of stakeholder engagement coordination in the Office of the Vice-Chancellor (OVC). It has been an interesting and exciting year, as the position juggled two roles – Stakeholder Engagement Coordinator, and interim Personal Assistant (PA) to the Vice-Chancellor – due to the resignation of the previous PA. Nonetheless, the role and the significance of stakeholder coordination and management in the OVC remained focused on supporting the implementation of Vision 2030 objectives under Focus Area 6: Smart Engagement and Strong Links with Quintuple Helix Partners – strategically identifying, planning, and organising engagements to position the OVC to all its stakeholders, internally and externally, as outlined in Vision 2030.

Internal and external engagements – Highlights 2023

Deans of faculties (FBMS, FID, FEBE, FAS, FEd, and students) kicked off 2023 on a positive note to prepare for the year ahead. Vice-Chancellor, Prof Chris Nhlapo expressed his gratitude to the deans for the success of 2022, and wished them success for 2023.

Early in the year, during the newly elected Student Representative Council (SRC) meet and greet, the OVC met with the new student leadership to congratulate them, and share some expectations and objectives as per the Statute of the Institution.

The OVC met with the stalwarts of the Institution who will be retiring in 2023, as a token of appreciation for all the years, time, and effort spent at CPUT. The 2023 CPUT retirees shared words of wisdom that will contribute to the implementation and achievements of Vision 2030.

Labour Unions and the Institution’s structures were engaged several times this year on current institutional matters.

High School Principals Breakfast of the 20 top feeder schools were engaged as the most significant stakeholders. Prof Nhlapo shared the current status of the Institution, and was met with pleas from various high schools that required assistance in mathematics and science (STEM) support, which is currently one of VC’s flagship projects.

Sports codes engagement: The OVC met with the coaches of about 12 sport codes to embrace and promote the culture of sport in the Institution. A boxing ring was handed over this year, one of the 2022 engagement outcomes with the Sports Department.

To express gratitude to the Institution’s service providers for their services, and to maintain and build strong relationships and partnerships, an update on the current status of the Institution on its mission to implement Vision 2023 was shared.

Several engagements and deliberations were held with NSFAS Executive Management and student leadership in light of the new payment method that NSFAS introduced.

In light of the NSFAS challenges experienced this year, the OVC saw it fit to engage with the private student accommodation landlords to update them on current developments and understanding on NSFAS-related matters.

The Pre-Alumni Webinar is a bi-annual engagement that happens before the autumn and summer graduations, where the Vice-Chancellor congratulates graduates on their achievements and wishes them success. They are also introduced to the Alumni Chapter by the President of the Convocation who presents the roles and the objectives of the Convocation, as well as the significance of being CPUT alums.

Engagement

platform

• Contact or hybrid

• Webinar

• Social media, Facebook and X (Twitter)

Stakeholder engagement monitoring and analysis was put in place this year in the Institution; and DVCs, deans, and directors submitted quarterly reports to the OVC.

This area will be prioritised in 2024 to maximise stakeholder engagement across the Institution.

The most notable highlight of 2023 was planning and organising the visit of the Vice-Chancellor, Prof Chris Nhlapo, and Prof Driekie HaySwemmer, Executive Director: Office of the Vice-Chancellor, to the Massachusetts Institute of Technology (MIT) in the United States.

This visit was inspired by the Vice-Chancellors’ aspiration of CPUT being the MIT of Africa.

The Office of the Vice-Chancellor acknowledges all the staff working in the various divisions within the Office of the Vice-Chancellor for their valued contributions to helping achieve the objectives listed in this Report, and the aspirations of the University.

Office of the Vice-Chancellor

Ms B Mbeki, PA to the Vice-Chancellor

Centre for Diversity, Inclusivity and Social Change

Ms Kuselwa Marala, Acting Director: CDISC

Ms V Cornelius, Office Coordinator

Mr T Mfisa, Transformation Coordinator

Advancement Directorate

Mr C Maseko, Director: Advancement

Ms L Hendricks, Donor Researcher and Database Officer

Ms H Pietersen, Advancement Officer: Corporates, Trusts & Foundations

Mr F Jooste, Alumni Officer

Mr K Maphumulo, Advancement Officer: Government

Marketing and Communication Department

Dr G Van Gensen, Director: MCD

Ms S Koch, Secretary

Ms P Samuels: Secretary

Ms C Cloete, Public Relations & Events Officer

Mr D Stocken, Institutional Marketing & Branding Specialist

Mr C Christians, Web Editor

Ms M Marais, Senior Publications Officer

Ms L Kansley, Media Relations Officer

Ms M Cloete, Student Recruitment Officer

Mr G Barends, Student Recruitment Officer

Ms T Mtshekisa, Student Recruitment Officer

Mr K Butana, Communication Officer

Ms I Fredericks, Communication Officer

Mr A Boyce, Communication Officer

Mr K Mitchell, Audio-Visual Technician

Mr C Mnisi, Audio-Visual Technician

Internal Audit

Ms H Van Dyk, Director: Internal Audit Enterprise Risk Management

Mr R Chibvongodze, Manager: Risk Management

Compliance Management Function

Mr S Mtatase, Compliance Manager

Mr A Libala, Policy Analyst

Quality Management Directorate

Dr S Makaula, Director: QMD

Ms R Weideman, Manager Quality Reviews

Ms E Ansen, Institutional Quality Officer

Ms G Mhlauli, Senior Quality Officer

Ms E Stuurman, Secretary

Institutional Planning Directorate

Mr NL Mapatagane, Director: Institutional Planning Directorate

Ms Q Berhadien, Office Secretary

Ms J Thomas, HEMIS Coordinator

Ms M Moller, Senior HEMIS Officer

Mr K Dyule, HEMIS Officer

Ms N Kuze, HEMIS Officer

Mr K Mbulawa, Academic Planning Officer

Ms D Richter, Institutional Research Officer

Stakeholder Engagement Coordination

Ms B Luqhide, Stakeholder Engagement Coordinator

Abbreviations/Acronyms

AI Artificial intelligence

BAT Business Acceptance Testing

BIIC Business Innovation and Incubation Centre

CDISC Centre for Diversity, Inclusivity and Social Change

CHE Council on Higher Education

CHEC Cape Higher Education Consortium

CMF Compliance Management Function

CPGS Centre for Postgraduates Studies

CTS Computer and Telecommunication Services (Department)

DHET Department of Higher Education and Training

Doc QIP Doctoral Review Quality Improvement Plan

DQIP Departmental Quality Improvement Plan

DSA Division of Student Affairs

ECSA Engineering Council of South Africa

EM Executive Management

ERM Enterprise Risk Management

FAS Faculty of Applied Sciences

FBMS Faculty of Business and Management Sciences

FEBE Faculty of Engineering and the Built Environment

FEd Faculty of Education

FHWS Faculty of Health and Wellness Sciences

FID Faculty of Informatics and Design

FQF Faculty Quality Fora

GBV Gender-based violence

GEC Governance and Ethics Committee

GEWE Gender Equality, Women Empowerment

GPI Gender Parity Index

HDC Higher Degrees Committee

HE Higher education

HEI Higher education institution

HEMIS Higher Education Management Information System

HEQSF Higher Education Qualifications Subframework

HERS–SA Higher Education Resource Services South Africa

HoD Head of Department

HPCSA Health Professions Council of South Africa

HSRC Human Sciences Research Council

IGBVC Institutional Gender Based Violence Committee

IKS Indigenous Knowledge Systems

IPD Institutional Planning Directorate

IQF Institutional Quality Forum

IR Institutional Research

ISPC Institutional Strategic Planning Committee

IT Information Technology

KPI Key performance indicator

L&D Learning and Development

LGBTQIA+ Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Asexual, Plus

ManCom Management Committee

MCD Marketing and Communication Department

MoU Memorandum of Understanding

NGO Non-Governmental Organisation

NQF National Qualifications Framework

NSoG National School of Government

NSP-GBVF National Strategic Plan on GenderBased Violence and Femicide

OVC Office of the Vice-Chancellor

P-SET Post-school education and training

PA Personal Assistant

PG-SQD Postgraduate Student Quality Desk

POPIA Protection of Personal Information Act

PQM Programme and Qualification Mix

QAF Quality Assurance Framework

QARM Quality Assurance and Risk Management Committee

QMD Quality Management Directorate

RSIHE (Policy Framework on the) Realisation of Social Inclusion in Higher Education

RTIP Research, Technology Innovation and Partnerships

SAAIR Southern African Association for Institutional Research

SADTC South African Dental Technicians Council

SAHRC South African Human Rights Commission

ABBREVIATIONS/ ACRONYMS

SANC South African Nursing Council

SAQA South African Qualifications Authority

SARETEC South African Renewable Energy Technology Centre

SDGs Sustainable Development Goals

SER Self-evaluation report

SETA Sector Education and Training Authority

SIP Strategic Initiatives and Partnerships

SQD Student Quality Desk

SRC Student Representative Council

STEAMI Science, Technology, Engineering, Arts, Mathematics and Innovations

STEM Science, Technology, Engineering, Mathematics

UoT University of Technology

USAf Universities South Africa

V2030 Vision 2030 (CPUT Strategic Plan)

VC Vice-Chancellor

WIL Work-integrated learning

VISION 2030 - ONE SMART CPUT

In order for CPUT to become One Smart University, the following strategic focus areas were identified, and will steer CPUT towards 2030:

FOCUS AREA 1 | A Smart ITC environment and CTS workforce

FOCUS AREA 2 | Smart Teaching and Learning and Learning Environments

FOCUS AREA 3 | Smart RTIP that is relevant and excellent in its knowledge production

FOCUS AREA 4 | Smart Human Capital and Talent

FOCUS AREA 5 | Smart internationalisation

FOCUS AREA 6 | Smart engagement and strong links with quintuple helix partners

FOCUS AREA 7 | Smart student engagement and learning experiences

The notion of One Smart CPUT is designed in terms of two key dimensions that are in support of CPUT’s one smart university concept.

DIMENSION 1: ONENESS

The oneness dimension of V2030 is focused on our human-centricity through our smart people and the smart CPUT community that values and embraces unity (ubunye) in diversity (ukungafani).

DIMENSION 2: SMARTNESS

The smartness dimension of CPUT’s Strategy is focused on technological developments and innovations as considered by the current and future industrial revolutions.

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