Cape Peninsula University of Technology

This report presents an analysis of the Cape Peninsula University of Technology’s (CPUT) performance regarding the targets set in its Annual Performance Plan (APP) for 2023, as submitted to the Department of Higher Education and Training (DHET) in December 2022. According to DHET’s Implementation Manual for Reporting by Public Higher Education Institutions, the University’s performance assessment report should reference the “key performance indicators and targets as stated in theAnnual Performance Plan” (Government Gazette, No. 37726, 9 June 2014).Most targets outlined in the APP can also be found in the University’s Student Enrolment Plan for 2020–2025, submitted in 2019. The approved Mid-term Review of the Enrolment Plan was used to develop the 2023 APP. As a result, compared to previous years, some targets have changed for the remainder of the Enrolment Plan 2023–2025.

‘As a public university, we will rise above vested interests, and serve the broad and urgent needs of South African society, by preparing ethical and competent graduates with resilience and problem-solving abilities, who contribute to sustainable development in a rapidly changing country and world’.  Vision:  CPUT is Africa’s leading Smart University of Technology, globally renowned for innovation, with graduates that shape a better world for humanity.Mission:  CPUT transforms its students, through world-class researchers who inspire knowledge production and innovation that is cutting edge.Core Values – CPUT agrees to Oneness and Smartness by:• Embracing a culture of ethics and integrity;• Seeking kindness and showing compassion to all staff, students and stakeholders of CPUT;• Embracing restoration and addressing any issues of discrimination;• Embracing unity and diversity;• Showing passion and always searching for better ways of doing things;• Taking accountability and accepting responsibility; and• Being technologically astute. 

Despite the global pandemic, in ensuring thousands of students were able to meet their academic goals and graduate on course, and on time. As a university of technology, CPUT was particularly agile in adapting to the new reality of life within a pandemic. I was impressed by the creativity and adjustment by academic, administrative, and non-academic staff, and the student cohort to navigate this challenging period. I also commend the ViceChancellor, Prof Chris Nhlapo and his Executive Management Team for never sacrificing on good governance. This good governance extends to the university Council, whose members serve without financial reward, often through challenging circumstances. I am grateful for their commitment, diligence and perseverance, and, like them, I have a shared interest in seeing CPUT flourish. Under my stewardship, Council will remaincompliant to the laws and policies that govern the Institution at all times. This will happen by ensuring the following:• The University complies with governance prescripts;• The various committees of Council follow their mandates in a clear and consistent way, without personal interest; and• Impeccable record keeping will ensure that all decisions are mandated and within our authority.

Despite the obvious hurdles, CPUT managed to stabilise operations, and this is in large part thanks to the steadfastness of Council, supported by the Secretariat.The Vice-Chancellor and Executive Management must also be commended for never sacrificing on good governance.CPUT has a contribution to make to South Africa, and this has been ever more evident during the Covid-19 pandemic. The institutional response exceeded simply catering to the needs of our students and staff. On the contrary, the expertise of theuniversity community assisted on a national level to meet some of the pressing requirements presented by the pandemic.The initial responses to lockdown at the end of March 2020 demonstrated the empathetic attitude to staff and students’ needs. As the first few weeks of lockdown loomed, most students were able to be reunited with their families; but for those students who opted to remain on campus, providing food security and health and wellness was a key focus. When classes switched to online, students were well resourced in that area, with data allowances, laptops and course notes being prioritised for those working remotely. CPUT prides itself in being a SMART university, the core of that Smartness being imbedded into every operational aspect of our work, i.e.: Smart Teaching, Smart Staff, Smart Students, Smart Buildings, and most importantly, Smart Ideas. This all speaks to One Smart CPUT. I am of the opinion that 2020 has shown that we are indeed living up to that ambition, and our resourcefulness has been commendable. 

In the aftermath of #FeesMustFall, 2019 will be remembered as a year in which university life returned to normality. It was also the year in which I was installed as the Vice-Chancellor and Principal of Cape Peninsula University of Technology(CPUT). Having to finalise and assess the success of its ten-year plan, Vision 2020, and to develop, together with my senior team, a new vision for the decade ahead, was both exciting and challenging. Whilst the past was known, to lead in challenging and unpredictable times, steering a university from good to great, is still a humbling experience. In spite of the many challenges CPUT (like all other universities in South Africa) had to face, 2019 was a productive and progressive year. Not only could we conclude 2019 by informing the CPUT community that the goals set out in Vision 2020, were almost met, but we could also start shaping the following decade with a draft, though preliminary, Vision 2030 Strategic Plan. Whilst Vision 2020 focused on building a strong research culture at CPUT by unlocking the potential of staff and students, Vision 2030 will be geared towards becoming “One Smart CPUT”. 

In 2010, the Cape Peninsula University of Technology (CPUT) adopted an overarching 10-year plan called Vision 2020. The plan sought to strengthen researchoutputs by unlocking the potential of staff and students, while offering solutions to the needs of society. Pillared by Excellence, Strategic Partnerships, Unlocking Staff and Student Potential, Service and Research Uptake, Multi-Disciplinary Research Technology and Innovation focus areas, and Continuous Measurement and Evaluation, Vision 2020 ushered in a rewarding period for the institution, and as thethen Deputy Vice-Chancellor for Research, Technology Innovation and Partnerships, it was satisfying to see CPUT become a significant role player in the South African National System of Innovation, and play a substantial part in the country’s research and technology ambitions. 

This Annual Report is intended to provide pertinent information on the core business of the University, including the key strategic areas, as follows:1. Teaching and Learning (refer to the Senate Report)2. Research Excellence (refer to the Senate Report)3. Fiscal Discipline (refer to the Annual FinancialReview)In so doing, it is imperative to first reflect on the contextual reality which has plagued the Cape Peninsula University of Technology (CPUT) and the higher education landscape in general.

This Annual Report is intended to provide a window into our operations. The following key strategic areas are covered in the report:1. Teaching and Learning (refer to the Senate Report)2. Research Excellence (refer to the Senate Report)3. Fiscal Discipline (refer to the Annual Financial Review) The financial report points in a sustainable direction under a difficult set of socio-economic circumstances and a hostile political environment. As noted last year in the chairperson’s report, “there has been a continuous urgent need to invest in and upgrade the capital infrastructure of the University as part of the consolidation process, as well as an increased need for residences, which places additional cash flow demands on the institution”.

The #FeesMustFall campaign coupled with external factors such as the rand’s weak performance, lukewarm investor confidence in South Africa during the last few months of 2015 and pressure on the salary bill have had a substantial negative impact on the financial performance of the University.One of the issues that occupy us as council is this question: How do we measure our efficiency and effectiveness in relation to what we have set ourselvesto achieve? The #FeesMustFall crisis was also an incentive to relook at what matters most for our university to function. This Annual Financial Report is intended to provide a window into our operations. Let us look at the key strategic areas as per the Annual Performance Plan:1. Teaching and Learning (refer to the Senate Report)2. Research Excellence (refer to the Senate Report)3. Fiscal Discipline (refer to the Annual Financial Review)4. Responsiveness and Community Engagement (refer to the Senate Report)5. Institutional Development (refer to the Performance Assessment Report and the Senate Report)6. Advancement and Marketing & Communication Department

This report summarises the activities of the various faculties/departments andprovides an overview of the financial results for fiscal year 2014.Let us look at the key strategic areas:1. Teaching and Learning, refer to the Senate Report on pages 34 to 452. Research Excellence, refer to the Senate Report on pages 34 to 453. Fiscal Discipline, refer to the Annual Financial Review on pages 48 to 514. Responsiveness and Community Engagement, refer to the Senate Report on pages 34 to 455. Institutional Development, refer to the Performance Assessment Report on pages 11 to 13 and the Senate Report on pages 34 to 456. Marketing and Advancement