Page 43 - Transformation Report

Additionally, ICT will be a key enabler of the implementation of the Infrastructure Strategy that has been commissioned; the
use of business intelligence data to make smarter decisions and more astutely manage facilities will go a long way in driving
efficiencies at the University.

TRANSFORMATION GOAL 5: Ensure Implementation of Programmes and
Measures Designed to Accelerate Focused Recruitment, Capacity Development,
Greater Representation and Retention of Designated and Underrepresented
Groups in the Academic Workforce, especially Senior Academic Positions.

This goal should be read in conjunction with Goal 8 which is linked to the implementation of the employment equity plan and
targets.

1. Diversification of academic workforce
The profile of permanent academics relative to the total permanent employee complement of the University is reflected
below, with 49 percent comprised of white and the remaining groups collectively making up 51 percent of the academics (see
table 16 below). According to the Integrated Annual Report (2020), the percentage of permanent academic members with
doctoral degrees remained at 45 percent (see table to right below), which was below the national average of 48 percent in
2019. The decline in recent years can largely be attributed to higher proportions of academic members with PhDs retiring and
being replaced with socially diverse, younger academic employees who are still pursuing their doctoral qualifications.

Table 16 Profile of Permanent Academic Staff According to Population Group and Qualification

Permanent
AFRICAN COLOURED INDIAN WHITE TOTAL FEMALE MALE
Academic Staff
Academic 202 111 35 334 682 349 333

Total Perm Staff 1 317 450 84 677 2 528 1 475 1 053

% Of Academic 30% 16% 5% 49% 100% 51% 49%
Total
% Of Total Perm 8% 4% 1% 13% 27% 14% 13%
Staff
*First 2020 HEMIS submission

Permanent
AFRICAN COLOURED
Academic Qual
PhD TOTAL AS A %

Masters 253 37%

Other 119 17%

Total 682 100%

*First 2020 HEMIS submission

43 TRANSFORMATION REPORT