SDG 11: Sustainable Cities and Communities | 2025

Public arts and heritage

Cultural buildings, libraries, archives, exhibitions, green spaces, public performance and living heritage.

Sustainable campus and communities

Commuting, flexible work, housing, pedestrian access, city partnerships and sustainable use of buildings.

 

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The University of the Western Cape connects cultural heritage, public learning and campus development with its work in surrounding communities. Its archives, arts programmes, nature reserve, urban research and infrastructure policies contribute different forms of knowledge and practical support. This account brings together 2025 developments and their dated historical foundations, alongside the University’s published descriptions of its services.

Public arts and heritage

Support of arts and heritage

Public access to cultural buildings and heritage landscapes

UWC's Iyatsiba Lab reuses a heritage building in Woodstock for arts and humanities research, exhibitions and public programmes. Its 2024 opening and 2025 architectural recognition retain their dates below. The University's Cape Flats Nature Reserve is a Provincial Heritage Site, with published visitor arrangements retained under Open and green spaces. Access follows the arrangements for the relevant place or event. [H17] [H18] [H39] [C04]

Evidence and context

Iyatsiba Lab arts and humanities in the city

A refurbished place for cultural encounter

The Centre for Humanities Research’s Iyatsiba Lab was launched on 30 July 2024. The launch brought UWC’s arts and humanities work into a dedicated urban space and included contributions from University leadership, the Minister of Science, Technology and Innovation, and musicians Neo Muyanga and Trio Gri Gri. The dated institutional report anchors the hub’s opening in 2024. [H18]

The CHR describes Iyatsiba as a former derelict school building renovated into an arts and humanities research hub in Woodstock. Its stated functions bring together the Laboratory of Kinetic Objects, documentary-film training, sound and new-media work, a gallery and exhibition space, a public lecture programme and an incubator for artists in residence. The building provides a specific example of reusing an existing urban structure for cultural and educational activity. Its public programme connects artists, scholars and collaborators across urban and rural settings. Access to individual exhibitions, performances and workshops follows the conditions published for those events. [H17]

Recognition for adaptive reuse in 2025

In October 2025, UWC reported that Iyatsiba Lab had received the Cape Institute of Architects’ Building Project Award. The article identifies Wolff Architects and describes the transformation of a dilapidated heritage site into a place of learning and research. UWC reported that its Infrastructure and Engineering team completed the project within the budget and design brief despite difficult conditions, including pandemic restrictions. This recognition adds a 2025 chapter to the building’s reuse and continuing cultural role. [H39]

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Public access to libraries, books and publications

The 2025 General Calendar permits visitors to use UWC Library facilities and services, while borrowing and electronic-resource entitlements have separate requirements. Special Collections and digital repositories provide further routes into historical material. The full account retains membership, appointment, licence and copyright conditions, together with dated public-facing library activity. [H09] [H10] [H01] [H03]

Evidence and context

Libraries historic collections and routes into knowledge

UWC’s Library combines scholarly resources with cultural collections and public-facing engagement. The 2025 General Calendar permits registered students in good standing, University staff and visitors to use its facilities and services. Borrowing has separate card requirements, while electronic resources remain subject to licence and copyright conditions. The published rules therefore distinguish visiting, borrowing and digital-resource entitlements. [H09, 2025 General Calendar, Section 4, rules 1.2–1.5, printed p. 101]

Library services are organised by membership category. Regional CHELiN and national CHELSA collaborations extend access through reciprocal arrangements for eligible researchers; these schemes have their own eligibility and referral requirements. Visitors should check the appropriate access arrangements with Library Services before travelling. The published general-enquiries route is library@uwc.ac.za or 021 959 2946. [H10]

Special Collections regional memory and cultural history

The Library’s heritage work is rooted in Special Collections, a dedicated section for rare, unique and historical materials supporting research into the Western Cape, the Cape Flats, San communities, District Six and Sub-Saharan Africa. Its published profile locates the service on Level 12 of the Main Library and lists weekday opening hours of 09:00–16:00. These are service hours; a visit should be arranged under the Library’s applicable access rules. [H01, Supplied overview capture, p1]

The Africana Collection brings together books, documents and art objects on Sub-Saharan African cultural and natural history, including art, biography, theology and the Western Cape’s biodiversity. The Khoi and San peoples collection includes ethnographic publications, folktales, conference proceedings, dissertations and material on contemporary socioeconomic conditions. The District Six collection concerns the cultural life and forced displacement of a Cape Town community under apartheid. These complementary holdings connect regional history with living questions of identity, memory and place. [H02, Supplied Focus Areas capture, p1]

The Mozambique Collection, associated with historian Allan Isaacman, developed over four decades; UWC records a 2012 donation of 2,283 books. Newspaper holdings include political and labour-related clippings from the 1970s onwards and the UWC Bulletin from the 1980s. Photographic collections, including Oppelt, document protests, festivals, alumni and other University activities. Together, the collections preserve different forms of testimony, from printed scholarship and journalism to visual records of community and institutional life. [H02, Supplied Focus Areas capture, p1]

Special Collections uses digital-humanities methods to create interactive online exhibitions and make digital and digitised records available through UWCDigital and the UWC Scholar repository. This provides an additional route into collection material beyond an on-site reading-room visit. It also connects the care of original records with digital description, interpretation and discovery. Online availability remains distinct from copyright permission to reuse an image or document. [H03, Supplied Digital Humanities capture, p1]

A 2025 digital record of earlier campus life

The Oppelt Photographic Collection offers a concrete 2025 digital example. Its online catalogue groups images under subjects including outreach, buildings and construction, fire, students, boycott, carnival, alumni and protest action. The collection invites contextual information about names, dates and places, recognising that the meaning of photographs grows when communities can help identify their histories. [H04]

The repository’s Students item was made available on 28 July 2025 and describes photographs from approximately 1989. This is a useful distinction: 2025 is the date of digital availability recorded by the repository, while the images themselves document an earlier period in UWC’s history. The original print photographs are held in Special Collections. [H05]

A library as a cultural and civic meeting place

Library engagement also reaches beyond collection care. In 2024, the Library co-hosted South African Library Week under the theme Libraries Foster Social Cohesion, with public dialogues, exhibitions and a student SDG essay and poster competition. It participated in the Faculty of Arts and Humanities Postgraduate Open Day and connected information access to social justice through a March 2024 webinar with the Library and Information Association of South Africa. These activities show a library functioning as a place of dialogue as well as a research service. [H08, Research and Innovation Annual Report 2024/25, printed pp. 27–29]

In 2025, the Library hosted a Writing Centre Open Mic event in which students used poetry, rap and personal narrative to engage with identity, mental health, queer love and resilience. The Annual Report presents this as part of creating a supportive environment for expression and belonging. Separately, the report records Council approval of a Library Services Open Access Policy. That approval is a governance milestone; its title alone does not establish a new physical-entry entitlement. [H07, Annual Report 2025, printed pp. 10, 15 and 30–31]

UWC’s account published on 31 October 2025 describes a Main Library exhibition of work by sixteen students who had completed Art and Identity, a ten-week programme facilitated by artist Fran Saunders. More than 35 hours of workshops explored belonging, nature, cultural objects and personal storytelling through collages, drawings and mixed-media pieces. The exhibition accompanied the students’ certificate ceremony and gave their creative work a visible place in the Main Library. [H40]

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Public access to archives, galleries, art and artefacts

The UWC–Robben Island Mayibuye Archives cares for documentary, audiovisual, art and artefact collections, with research access by appointment. Its 2025 digital and public-facing productions complement access to originals. Exhibitions at Iyatsiba and partner galleries provide further public encounters with archival and artistic work, under their published visiting or registration conditions. [H11] [H12] [H25] [H27]

Evidence and context

Mayibuye safeguarding liberation histories and widening access

A campus archive with national and international significance

The UWC–Robben Island Mayibuye Archives links the Bellville campus to South Africa’s liberation history and international anti-apartheid solidarity. Its institutional account traces the Mayibuye Centre to 1990–1991 and records the transfer of International Defence and Aid Fund material from London. The archives remain on the UWC campus and care for historical papers and books, photographs, audiovisual records, art and artefacts. Research access to the collections is by appointment. [H11]

Its audiovisual holdings include interviews with activists, exiles and former political prisoners, as well as speeches, rallies, music and radio broadcasts associated with Southern African liberation movements. Photographic collections record forced removals, resettlement, labour activism, culture and education. Art and artefacts include prints, paintings, sculpture, campaign materials and items associated with political imprisonment. These holdings preserve voices, experiences and cultural expression alongside the documentary record. [H11]

From preservation skills to public interpretation

Unboxing Mayibuye: Access to Digital Heritage strengthened the care, digitisation and public interpretation of these collections. Its project timeline identifies a 2022 inception, followed by training and resourcing in 2023 and 2024. Six young project assistants worked with permanent archivists, developing archival and digitisation skills and contributing to new forms of public access. Partners included Robben Island Museum, the French National Audiovisual Institute and Agence Française de Développement. [H12]

For 2025, the project records work on public-access productions including the Mayibuye Archives website, virtual Apple Boxes, a short documentary on the Community Arts Project and a 10-metre video mural at the Robben Island Museum’s Nelson Mandela Gateway. The project page identifies the mural as on view at the Gateway. The productions were developed to make selected archival narratives available through digital and public-facing formats, alongside appointment-based access to original collections. [H12]

At the closing event on 8 May 2025, UWC described the training of six project assistants in documentation, digitisation and interpretation. The University also reported work with the Unboxing Mayibuye team on augmented-reality interpretations of artefacts across four themes, supported by its Immersive Zone in Parow. The address presented a new main-campus archival precinct and the Jetty immersive project as future developments, keeping the achievements already reported distinct from the next phase of work. [H13, Speech pp. 2–3]

Community arts as a record of collective action

The 2025 Community Arts Project history on the Mayibuye website interprets a further layer of cultural heritage. It explains how inexpensive screenprinting enabled grassroots organisations to create posters, T-shirts, banners and murals under apartheid. The CAP Media Project trained urban and rural activists in producing their own communications. Copies of posters and T-shirts were retained, and the collection was donated to Mayibuye in the early 1990s. The digital presentation combines a history of creative techniques and collective practice with surviving objects, helping preserve the memory of community-led cultural production. [H14]

Research curation and new archival interpretation

New Archival Visions provides another route for activating UWC’s holdings. A 2024 CHR call described a DHET-supported 2022–2025 programme of research grants and fellowships engaging Mayibuye and other activist, multimedia and art collections. It invited research theses, papers and publications as well as performances, films and curatorial work. The programme treats archives as material for new research and public interpretation, while supporting emerging scholars and curators. [H16]

Exhibitions that connect archives art and public life

Sound history and transnational exchange in 2024

Oscillations: Cape Town to Berlin brought new sound works to the Akademie der Künste in Berlin from 27 April to 19 May 2024. The partnership between UWC’s CHR, the Akademie and Deutschlandfunk Kultur developed residencies, research, sound recordings and new works over two years. The exhibition connected indigenous sound practices and spirituality with contemporary technologies. The programme paired the exhibition with performances and artist conversations, while related radio productions were broadcast by Deutschlandfunk Kultur. [H24]

Holding a Thought: the puppetry of Ukwanda opened at Michaelis Gallery on 23 July 2025. Curated by Premesh Lalu and Kurt Campbell, it explored the practice of CHR artists in residence Siphokazi Mpofu, Luyanda Nogodlwana and Sipho Ngxolo. The presentation linked Ukwanda’s work with Handspring, the Barrydale Reconciliation Day Festival and The Herds climate-change arts intervention. UCT’s retrospective account confirms the opening and the exhibition’s availability to the public, bringing the craft and thinking behind public puppetry into a gallery setting. [H25] [H41]

Art water and questions of social and environmental justice

And I, a newly evolved fish opened at Iyatsiba Lab on 8 August 2025, with a published run to 20 October. Curated by Rory Kahiya Tsapayi, the exhibition brought Southern African contemporary and archival artworks into conversation around water, gender, colonialism and environmental justice. It was organised through the RE-WIRING project, UWC’s Department of Women’s and Gender Studies and the CHR. RE-WIRING’s September retrospective confirms the seminar and opening celebration. The CHR page also makes recordings of the keynote and seminar available. [H26] [H42]

Reinterpreting Cape Town’s art archives

Tales of History Retold was advertised at Iyatsiba Gallery from 5 to 28 November 2025. Eight artists worked with documents from the Association for Visual Arts archive to create responses through media including poetry, installation and video. The project connected an independent Cape Town arts organisation’s documentary history with new creative interpretation. Opening speakers were Olga Speakes and Premesh Lalu. [H27]

The exhibition notice published visiting hours of 09:00–16:00 Monday to Friday and 10:00–13:00 on Saturdays, and welcomed everyone to a guided curatorial walkabout with Kim Gurney and Carlyn Strydom on 15 November at 11:00. These are specific, detailed arrangements for a 2025 exhibition, allowing prospective visitors to see when and how to attend. [H27]

A no-fee creative workshop with clear participation conditions

A companion public workshop, Something like an archive, was scheduled for 8 November 2025 at Iyatsiba Lab. Visual artist and educator Scott Eric Williams invited participants aged 14–30 to explore memory through zine-making. Basic materials and a light lunch were offered. Registration was essential, on a first-come, no-fee basis, with space for 20 participants. This was a bounded and practical opportunity to make cultural material, as well as view it. [H37]

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Free public access to open and green spaces

The Cape Flats Nature Reserve's published visitor information describes trails, a bird hide, picnic areas and visiting hours. The Greater Tygerberg Partnership's undated directory lists free admission, subject to change. The directory statement retains its undated, subject-to-change status; visitors should check current arrangements with the reserve. [C04] [C29]

Evidence and context

An urban nature reserve a living classroom and a heritage landscape

The Cape Flats Nature Reserve places ecological conservation within UWC’s urban setting. UWC owns and manages the reserve, which was proclaimed in 1977 and declared a National Monument in 1978; its present heritage designation is Provincial Heritage Site. The reserve protects Cape Flats Dune Strandveld and Cape Flats Sand Fynbos, vegetation communities whose conservation is inseparable from the pressures of urban development around the University. Its seasonal wetland, flats and dunes provide different habitats within the same campus landscape. [C04, Supplied capture pp 1–2]

The Nature Reserve Unit connects conservation with teaching, research, recreation and community learning. Its remit includes helping learners and educators understand ecological processes, supporting biodiversity research, developing plant-propagation skills and encouraging indigenous gardens. UWC’s published overview describes environmental education and outreach greening alongside regular photo walks, bird walks and annual faunal surveys. These activities bring staff, students and interested participants into contact with the local environment while contributing photographs and observations to the reserve’s records. [C01, Supplied capture p 1]

Visiting and enjoying the landscape

The reserve’s visitor information describes short trails through the dunes, flats and seasonal wetland, a bird hide and picnic areas. Groups can book guided tours, explore independently or join a photo walk. Its published trail map identifies gates, footpaths and vehicle roads and displays opening hours of 06:00–18:00, Monday to Sunday. Visitors planning a trip should check current arrangements with the Nature Reserve Unit through its published contact information. [C04, Supplied capture pp 2, 4; undated visitor map]

The Greater Tygerberg Partnership’s undated visitor directory lists admission to the UWC Nature Reserve as free, subject to change, with opening hours of 06:00–18:00 every day. This is the directory’s published visitor information rather than a dated statement of the reserve’s 2025 admission conditions. [C29]

In its 2024 Annual Report, UWC also recorded the introduction of indigenous, waterwise gardens through the Campus Landscaping Project in the third quarter. The work was directed towards reducing water use and supporting campus biodiversity. This campus landscaping sits alongside the protection of the reserve as part of the University’s attention to its natural environment. [C11, p 28]

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Public arts and performance activity

UWC's arts partnerships include community puppetry, student ensembles, live music and film programmes. The 2025 Barrydale production has a confirming retrospective; the August 2025 CHR–Encounters opening was advertised as free with essential RSVP. Earlier performances, visiting-company events, programme announcements and screenings of recorded concerts retain their different dates and formats. [H21] [H43] [H28] [H30]

Evidence and context

Puppetry community collaboration and living traditions

Heritage Day 2024 making and performing together

On 24 September 2024, the CHR joined Boschendal’s Heritage Day festivities with puppet-making workshops and a giant-puppet parade. The collaboration connected school learners from the Dwarsrivier Valley with UWC’s puppetry work. Giant puppets created by CHR artists in residence Ukwanda were performed by Net vir Pret puppeteers from Barrydale. Preparatory activity included a two-day making workshop and a visit to Iyatsiba Lab by Grade 7 learners. [H19]

The puppets had first appeared in Moving Mountains, the 2023 Barrydale production exploring stories of Koos Sas, a Klein Karoo folk figure. Their reuse in 2024 linked artistic skills, local storytelling and community participation. The CHR describes the wider Barrydale partnership with Net vir Pret and Handspring Puppet Trust as an annual collaboration bringing young people together with puppeteers, musicians and local and international audiences around community, culture, conservation and ecology. [H19]

Barrydale’s continuing community stage

A report published on 10 January 2025 describes Walking Tall, the Barrydale Reconciliation Day production created through Net vir Pret and Ukwanda’s collaboration. With a giant giraffe and jackal, the performance explored freedom and education, with the community of Smitsville taking part. The report links the production to André P. Brink’s A Chain of Voices and records a visit by Tourism Minister Patricia de Lille. Its publication date is clear; the webpage does not give a precise performance date. [H20]

The CHR advertised Steek My Weg as a public giant-puppet parade and performance for 14 December 2025 at BFO Primary School in Barrydale, continuing its partnership with Net vir Pret and Ukwanda. Net vir Pret’s separately labelled 2025 retrospective confirms that the show was staged at the school’s amphitheatre for the community and visitors to Barrydale. Its story followed Carmen and Meerkat as they found their voices and confronted bullying. [H21] [H43]

Photograph accompanying CHR’s 10 January 2025 report of the Reconciliation Day Festival in Barrydale. The source does not give a precise performance date. Credit: Ajay Lalu, courtesy of the UWC Centre for Humanities Research and Net Vir Pret. Image source.

An international exchange in African puppetry

From 20 to 24 November 2024, the CHR hosted Pro-Vocation: Roots and Wings with the UNIMA Professional Training Commission, UNIMA Africa Commission and UNIMA SA. Its retrospective report describes lectures, panels, workshops and performances with 100 delegates from countries across Africa and beyond. The gathering developed transcontinental puppetry-training connections and brought living traditions and contemporary practices into dialogue. [H22]

The associated Theatre Arts programme advertised three productions on 21, 22 and 23 November 2024: La Boule Bleue by Compagnie Ivoire Marionnettes from Côte d’Ivoire, Recuerda by La Tartana Teatro from Spain, and Le Chat Pèlerin by Compagnie Nama from Mali. The advertised performances featured visiting companies within the UWC partnership, bringing different puppetry traditions and languages to the programme. [H23]

Music film and opportunities for public participation

Student ensembles and creative expression

The 2024 Annual Report records UWC’s Choir and Dance Society performing at inter-university events and civic engagements. It also describes the revival of the Annual UWC Arts Festival, with poetry, fashion and performance-art exhibitions. These activities supported student creativity and cultural expression within the University’s wider programme. [H06, Annual Report 2024, Arts, Culture, and Creative Expression, printed p. 23]

A dated 2024 Nurses’ Day report provides a named example of performance activity: the Creative Arts Choir, the Centre for Performing Arts Jazz Combo Ensemble and nursing students’ dramatic skits contributed to the School of Nursing and Community and Health Sciences celebration. The article establishes participation in a real event, although it does not specify a general-public admission route. [H32]

Free film and live music with advance registration

A clearly described 2025 public opportunity was the opening of the CHR–Encounters Documentary Series on 22 August at Iyatsiba Lab. The Proof of Life Trio, featuring CHR postdoctoral fellow Reza Khota on guitar, Asher Gamedze on drums and Sean Sanby on bass, was scheduled to improvise live to Charlie Chaplin’s Modern Times. The event was advertised as free, with essential RSVP and an optional opportunity to donate to performers. The advertised format combined film presentation with live music, with free attendance subject to advance registration. [H28]

The same partnership advertised a 28 November 2025 screening of Milisuthando at Iyatsiba Lab, with Bongani Kona from UWC and editor and sound designer Hankyeol Lee as speakers. The film uses archival footage and home video to explore personal memory, apartheid and identity. The notice asked audiences to RSVP, showing a continuing programme of screening and discussion alongside the August opening event. [H29]

Documenting performance and bringing it back to audiences

In 2024, the CHR’s partnership with Mzansi National Philharmonic Orchestra advertised a 2 December preview of a concert film of Beethoven’s Ninth Symphony at Iyatsiba Lab. Directed by the CHR documentary-film programme convenor Francois Verster, the film records a December 2022 performance conducted by Marin Alsop. Orchestra and choir members were expected to attend. The 2024 event was a screening of an earlier concert, an important distinction when describing annual live-performance activity. [H30]

Research-informed African music

In a 2025 profile, the CHR described the Polyrhythmic Ensemble, formed in 2023 to create work informed by contrapuntal and polyrhythmic African music. Reza Khota’s research on West African guitar styles informs compositions and improvisation, with Vuma Levin, Sean Sanby and Gontse Makhene identified in the ensemble’s touring line-up. This work links scholarly inquiry with creative practice, engaging musical forms across Africa and the capacity of collaborative performance to generate new ideas. [H36]

The Centre for the Performing Arts community music foundations

The Centre for the Performing Arts opened in 2005 as a performance space for UWC. Its published institutional profile describes accredited Intermediate and Advanced Programmes in Music designed to develop community music practitioners, including school learners and students at UWC and other higher-education institutions. The programmes combine practical and theoretical learning and are extracurricular offerings under continuing education. [H31, Supplied capture p. 1]

The Intermediate Programme covers practical music grades 1–4 and theory grades 1–2. The Advanced Programme covers practical work from grade 5 to diploma level and theory grades 3–4. Subject areas include instrumental or vocal work in classical or jazz genres, aural training, ensemble work, general musicianship, and music history and form; the performer’s diploma includes a recital. The profile records that the courses were added to iKamva in July 2020 with support from UWC’s Centre for Innovative Education and Communication Technologies. [H31, Supplied capture pp. 1–2]

The Centre’s 2019 reflective report records its historical community partnerships. A DCAS agreement signed in 2015 supported twenty community musicians and was extended to December 2019. Music programmes began at Athlone School for the Blind in 2017 and at Oasis Special School in Belhar in March 2019. The report also records the UWC Jazz Combo performing at community-engagement events and at the Lord Charles Hotel and the Aquarium at the V&A Waterfront. These are dated foundations of the Centre’s community role. [H44, physical pp. 2, 6–7]

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Recording and preserving intangible cultural heritage

Mayibuye's oral-history collections preserve memories of exile and resistance, including interviews with displaced South African communities. UWC's continuing Trilingual Dictionary of Kaaps project combines language documentation with learning resources. The full account retains the project's development status and connects language work with dated dialogue and cultural participation. [H15] [H33] [H34]

Evidence and context

Recorded voices of exile and resistance

The historical Sound and Oral History catalogue identifies the Mayibuye Centre Oral History of Exiles Project and Hilda Bernstein’s interviews with South African exiles among its principal collections. It also describes smaller oral-history projects and recordings within the Julie Frederikse and IDAF collections. This provides a specific archival basis for preserving memories of exile and displacement. Individual recordings and transcripts remain subject to the archive’s access and use restrictions. [H15, Catalogue introduction, printed p. 2]

Language and cultural knowledge as living heritage

Kaaps recording and developing a language

UWC’s work on Kaaps connects scholarship with the preservation and development of a historically marginalised language. A February 2024 University report describes Professor Quentin Williams’s ongoing Trilingual Dictionary of Kaaps project, launched in 2021 with Heal the Hood. The work brings archival research on the language’s history together with the development of linguistic resources and school learning materials. It treats language as a resource for participation and recognition, as well as an object of study. [H33]

An August 2025 profile confirms the continuation of this work, describing the dictionary’s development and Kaaps–English bilingual learning materials for schools. Publication of the dictionary was still anticipated in that account. The 2025 story is therefore one of continuing language-resource development, with the project’s preservation and codification aims clearly identified, without claiming that a finished dictionary had already been published. [H34]

Language young people and public dialogue

The University also announced a Youth Day 2025 dialogue at Jakes Gerwel Hall with the Department of Basic Education and literacy and youth organisations. The programme placed language justice, mother-tongue learning, identity and youth empowerment alongside hip-hop, poetry and performance. Partners included Kagiso Trust, Room to Read, Funda Wande, TAQA, Nal’ibali and the Trevor Noah Foundation. The announcement demonstrates how cultural expression and public debate were brought together in a planned campus event. [H35]

Context photograph accompanying UWC’s June 2025 announcement of the Language Our Freedom dialogue. The photograph’s date and occasion are not stated. Credit: Shelley Christians / UWC. Image source.

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Sustainable campus and communities

Sustainable practices

Measuring and setting targets for sustainable commuting

The retained account describes shared student shuttles, pedestrian improvements and city-linked cycling plans. The Bellville forum's July 2025 account gave a future timetable for the cycling initiative, while the infrastructure policy sets planning principles. The full activities appear under Commuting actions and Local-authority planning. [C19] [PL01]

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Actions supporting more sustainable commuting

UWC's 2024 report records expanded evening shuttles, and the 2025 parents' guide describes a service between five off-campus residences and the main campus. Published campus information also identifies inter-campus shuttles and train, bus and taxi connections. The source account retains these shared transport arrangements without inferring a measured reduction in private-car use. [C11] [C15] [C16]

Evidence and context

Shuttles walking routes and safer campus movement

Shared transport for study journeys

UWC’s 2024 Annual Report records an expansion of evening shuttle services for students attending late classes or using the libraries. This sits alongside stronger campus patrols and other measures aimed at student safety. The shuttle provision offers a shared transport option for journeys associated with study beyond normal daytime hours. [C11, pp 22–23]

The 2025 Post-registration Guide for Parents describes a shuttle service between five off-campus residences and the main campus. This provides a year-specific account of shared residential transport. [C15, Printed p 4]

UWC’s campus information also describes shuttles linking the main campus and the Faculty of Community and Health Sciences building in central Bellville, approximately 4.5 kilometres away. The campus guide identifies access to the University by train, bus and taxi, including Unibell station. Together, these published descriptions show how campus locations are connected to shared transport and the surrounding urban network. [C16, Campus Tour: main campus and CHS building]

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Telecommuting and flexible work arrangements

UWC's Flexi-time and Flexi-place Policy, effective from January 2020, allows eligible professional, administrative and support staff to apply to work at an alternative location for up to three days a week. Approval, duration, operational requirements and resource conditions apply. The complete policy below retains excluded staff categories, withdrawal and appeal rules. [C17]

Evidence and context

Flexible working arrangements for eligible employees

An established policy route

UWC’s Flexi-time and Flexi-place Policy took effect on 1 January 2020. It allows permanent and contract professional, administrative and support staff to apply for work at an alternative location for up to three days a week, for arrangements lasting no more than a year. Academic, part-time, shift and essential-service staff are excluded from its general scope; an exception permits approved flexi-time for essential-service staff where services remain fully functional. Approval requires prior written agreement from the line manager and authorisation by the relevant Dean or Executive member. Staff must remain contactable, fulfil their work obligations and have the resources needed to work remotely. Applications must include an indemnity declaration, and UWC does not provide additional offsite resources beyond normal work arrangements. Operational requirements take precedence, and arrangements may be withdrawn for operational reasons or abuse. Written reasons and an appeal route apply to revocation for abuse. Subsequent applications are considered afresh. The policy therefore provides an established route for eligible employees to undertake part of their work away from their normal workplace. [C17, Scope 3; flexi-place 7; guidelines 8; printed pp 1–7]

Flexible working policy

The following policy text sets out eligible staff categories, definitions, flexible working arrangements, approval processes and limits. Sections 1–8 and the scope footnote are reproduced from the policy implemented on 1 January 2020. [C17, source pp. 2–7]

 

UNIVERSITY OF THE WESTERN CAPE
 
 
FLEXI-TIME AND FLEXI-PLACE POLICY
Council Approval Reference
C2019-4
Implementation Date
1 January 2020
Revision / Amendment Number
 
Revision / Amendment Date
 
Policy Owner
Human Resources department
Executive Management Approval
29 May 2019
Circulated by:
Human Resources department
Circulated to:
Deans, Departmental Chairs/Directors in Faculties, Executive, HoD’s and staff. Also submitted to union, EMC, IF, HRC and Council.
1. Preamble

The University of the Western Cape (UWC) recognises that flexible working hours and workplace arrangements may allow staff members to manage their work and personal commitments more effectively against the University’s operational demands. Staff who are approved to use the flexible working hours and workplace arrangements will be responsible, with their line managers, for managing their productivity and outputs in accordance with the expectations of their roles.

2. Purpose

The purpose of this policy is to provide for flexible working hours and workplace arrangements.

3. Scope

3.1 The flexible working hours and workplace arrangements are applicable to the following staff categories:

3.1.1 Permanent and contract UWC Professional, Administrative and Support staff members.

This policy does not apply to the following staff categories:

3.1.2 Staff doing shift work;

3.1.3 Part-time staff;

3.1.4 Essential services staff1;

3.1.5 Academic staff.

3.2 The working hours of shift and part-time staff members are determined in accordance with the departmental /University operational needs.

3.3 This policy must be read with the following policies and guidelines:

3.3.1 The ‘ICT Computer Internet and Email Usage Policy’ approved by Council in June 2017.

3.3.2 The ‘Guidelines for establishing Critical/Non-critical services and positions in the case of a campus emergency and/or closure’, approved by the EMC in April 2016.

3.3.3 The ‘UWC Code of Conduct’ approved by Council in 2005.

1 Deans or Executive members may approve flexi-time applications from essential service staff, if the operational requirements have been met and they are satisfied that services would be fully functional at all times.

4. Definitions

4.1 Senior Management means the Executive Management, the Deans and other senior managers as determined by the Vice-Chancellor and Rector after consultation with the Executive Management members.

4.2 Academic staff members means those persons employed by the University primarily to teach and to do research, including the Vice-Chancellor/Rector, the Deputy Vice-Chancellor(s)/Vice-Rector(s), and the Deans.

4.3 Professional, Administrative and Support Staff (PASS) refers to those staff members of the University who are not employed on academic terms and conditions and who provide full-time professional, administrative and support services to the University.

4.4 Part-time staff are staff members who are required to perform work for less than 173 hours per month.

4.5 Shift workers are staff members who are required to perform work for set periods of time as part of a shift system.

4.6 Working hours refers to the number of hours an employee is required to work in terms of the employee’s contract of employment.

4.7 Flexi-Time refers to the time period, outside of the core working hours when the office is open for work, within which staff members are flexible to choose their preferred starting and finishing times.

4.8 Flexi-Place refers to staff members performing specified work activities or obligations, as required in terms of their contract of employment, from an alternative venue, by mutual agreement with their line manager and approved by the relevant Executive member or Dean.

4.9 An essential service is a service which, if interrupted, could endanger the life, personal safety or health of any member of the University community.

4.10 A maintenance service is a service, which, if interrupted, could result in the material physical impairment, damage or destruction of any working area, plant or machinery.

5. Normal working hours for UWC professional, administrative and support staff:

5.1 The normal working hours for full time professional, administrative and support staff are from 08h20 to 16h30, daily from Monday to Friday, with a daily lunch break of 45 minutes.

5.2 Heads of Department may set staggered lunch breaks in line with operational requirements.

5.3 The minimum working hours for full-time staff members are 173 hours per month. All part-time staff will work for less hours than full-time staff.

6 Flexi-time arrangements
6.1 General principles

6.1.1 The application of flexible working arrangements is a management prerogative.

6.1.2 The operational needs of the department/ faculty will take preference. Where there is a negative impact on the delivery of service, the applicable working arrangement may be amended or withdrawn by the line manager, relevant Dean or Executive member in consultation with senior management.

6.1.3 It is the responsibility of the line manager to manage the working hours and productivity of staff within this policy guideline.

6.1.4 Participation is optional and staff may elect to maintain their normal working hours.

6.1.5 Once-off requests based on reasons such as late-coming or absenteeism are not allowed and will be addressed via the applicable process.

6.2 Flexible working options

6.2.1 Staff members working flexi-time are required to work their stipulated/contracted hours in consultation with their line managers.

6.2.2 Starting and finishing times may differ according to individual needs.

6.2.3 Notwithstanding the above, staff members must be available to fulfil their contractual hours per working day.

6.2.4 Full-time professional, administrative and support staff members may elect starting and finishing times as follows:

 
Starting and Finishing Times
{Earlier Flexitime}
 
{Normal time}
{Later Flexitime}
 
 
 
7h20
-
15h30
08h05
-
16h15
08h20
-
16h30
08h35
-
16h45
08h50
-
17h00
09h05
-
17h15
09h20
-
17h30

6.2.5 Lunch breaks may not be added to the start or end of the day in order to arrive later or leave earlier.

6.2.6 Where operational needs dictate, staff members on a flexible arrangement should avail themselves for departmental and scheduled meetings outside of the flexi-time arrangement.

7 Flexi-place arrangements
7.1 General principles

7.1.1 Staff members may work from an alternative location to the normal workplace for the purposes of performing specified work obligations or activities.

7.1.2 The flexible working arrangements may not adversely affect the achievement of the department’s goals and outputs.

7.1.3 Senior Management reserves the right to revoke arrangements based on operational needs and/or where abuse of the arrangements has occurred.

7.1.4 A flexible workplace arrangement is not guaranteed to apply to future positions, should the affected staff member change departments or positions.

7.1.5 Staff members must submit valid contact details, and be available and contactable during the nominated times.

7.1.6 Flexi-place arrangements shall endure for a maximum of three days per week.

7.1.7 UWC cannot accept liability in terms of this policy for any health and safety injuries that may occur while staff on flexi-place arrangements are not on UWC’s premises. Staff who receive approval for flexi-place arrangements must complete the Annexure B form, indemnifying UWC against future claims.

7.2 Alternative workplace

7.2.1 Staff members working from alternative locations must have the necessary infrastructure/ resources available and in place to enable them to connect to their normal workplace as required by their departments. The University will not supply any such resource outside of the normal work arrangements, including UWC office-based resources and facilities such as printers, printing ink, ADSL or telephone landlines.

7.2.2 Where operational needs dictate, staff members must avail themselves for departmental and scheduled meetings outside of the flexi-time and flexi-place arrangements.

7.2.3 The University reserves the right to institute disciplinary action should any abuse of the flexi-place arrangement take place.

7.3 Application and approval process

7.3.1 All applications will be considered in terms of the approved guidelines (refer to section 8).

7.3.2 The staff member must obtain prior written agreement from the line manager.

7.3.3 The line manager must discuss the request with the relevant Executive member or Dean.

7.3.4 An application for approval must be made by completing the ‘Application for Flexi-time and/or Flexi-place arrangement’ form (Annexure A). This form must be accompanied by the ‘Indemnity Form’ (Annexure B) if the application is for a flexi-place arrangement.

7.3.5 The relevant Dean or Executive member will have the authority to approve the flexi-time or flexi-place application.

8 Policy Guidelines

8.1 The following guidelines are applicable:

8.1.1 The approval of flexi-time arrangements will be effective for five (5) days per week for a maximum period of one (1) year.

8.1.2 The flexi-place arrangements will be effective for a maximum of three (3) days per week for a maximum period of one (1) year.

8.1.3 Any subsequent requests will be considered anew within the policy framework.

8.1.4 Staff members must fulfil their contractual hours per working day.

8.1.5 The application of flexible working hours or workplace arrangements is a management prerogative.

8.2 Process:

8.2.1 The application must be in writing (Annexure A and B);

8.2.2 The line manager must recommend the application for approval to the relevant Dean/ Executive member;

8.2.3 The relevant Dean/ Executive member has the right, on the recommendation of the line manager, to revoke an approved application should any abuse of this policy be deemed to have taken place. Such revocation of approval must be made in writing to the staff member with reasons given for the decision. The affected staff member will have three (3) working days in which to lodge an appeal of the decision (see 8.2.4).

8.2.4 In cases where the application was not approved or was revoked, the staff member has recourse to an appeal in writing. This letter of appeal must be directed to the next-in-line manager, together with any documentary evidence.

8.2.5 This decision will be communicated in writing to the relevant Dean/ Executive member who will discuss it with the line manager and the staff member.

8.2.6 The following criteria will constitute an abuse of this policy and may lead to disciplinary action:

8.2.5.1. Non-delivery on agreed-upon work performance goals and objectives within set timeframes;

8.2.5.2. Not being contactable via any designated media (telephone, mobile, email, Skype, etc.) during the agreed-upon hours of work from an alternative workplace;

8.2.5.3. Not adhering to the UWC Code of Conduct and bringing the University into disrepute.

[C17, full original policy]

f

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Affordable housing for employees

The accommodation evidence retained on this page concerns students, residence allocation and future student capacity. The full student-accommodation account and infrastructure policy retain their stated beneficiaries and planning scope. [C18] [PL01]

Back to the overview

Affordable housing and accommodation for students

UWC's 2025 accommodation provision combines University-owned residences, leases and private providers. The Annual Report describes pricing for approved future Unibell and Kovacs developments as based on NSFAS rates. The complete account retains residence eligibility, limited available beds, appeals, funding pressures and the distinction between 2025 provision and capacity planned for 2027. [C12] [C13] [C18]

Evidence and context

Student accommodation provision support and future capacity

Unibell’s contribution

UWC’s Unibell residence was officially opened on 24 April 2023 as a major addition to student accommodation. The University’s launch reporting describes approximately 2,700 additional beds, a location within walking distance of the main campus, a gym and laundromat, and technology intended to support water and electricity provision. The R670 million development was presented as a response to the shortage of student accommodation. At the launch, UWC reported that demand for residence places remained much greater than the beds it could offer. [C10, Supplied capture pp 1–2]

Responding to housing pressures in 2024

The 2024 Annual Report records continuing pressure on suitable and affordable accommodation. UWC worked with DHET and NSFAS on funding and development approaches and responded to students who lacked funding for accommodation. Residence improvements included network and infrastructure upgrades and additional self-study cubicles in high-density areas. The University also examined the use of UWC-owned properties for further accommodation through build-operate-transfer arrangements. [C11, pp 22–23]

Housing support also involved the administration of financial aid and relationships with accommodation providers. In 2024, UWC escalated concerns about delays in NSFAS funding confirmations, the accommodation allowance cap and problems with the funding portal. Its Financial Aid Response Team, supported by Legal Services, mediated between students, landlords and service providers to reduce disruption, and temporary institutional assistance was offered where feasible. The report acknowledges that students’ access to accommodation remained affected by wider funding difficulties. [C11, p 23]

Oversight of private accommodation

In remarks prepared for a CapeTalk interview on 18 February 2025, the Rector’s Office stated that UWC had formalised a Private Accommodation Accreditation System in 2024. The account reported 26 accredited private residences and 15 rejected for failing safety or quality requirements, together with a task team conducting quarterly inspections. It also described advocacy concerning direct NSFAS payments to landlords. The remarks identified expanding accredited options and bulk leases as intended measures to improve access and stabilise prices. [C14, Interview question 3]

2025 provision and approved expansion

During 2025, UWC increased the accommodation available through a combination of university-owned residences, leased accommodation and private providers. The Annual Report states that where formal agreements were signed with private providers around the main and Bellville Community and Health Sciences campuses, those providers were also required to arrange transport. UWC worked with the SRC on accommodation processes and communication. The report further records ministerial approval for the next Unibell phase, expected to be completed in January 2027, and approval of the next Kovacs phase. It describes the pricing model for these developments as based on NSFAS rates. [C12, Printed p 13]

The Rector’s year-end message of 18 December 2025 reported more than 1,400 additional beds through an increase in private residence providers, alongside work on longer-term partnerships and satellite housing. This expansion of available accommodation was distinct from the Unibell and Kovacs developments planned for later completion. [C30]

The October 2025 agreement with Kovacs covered a further 896 planned beds on the main campus, with occupancy expected for the 2027 academic year. UWC’s announcement describes shared units, landscaped green spaces, improved access infrastructure and a multi-purpose student hub within walking distance of teaching facilities. The partnership uses a build-operate-transfer model and builds on the existing Kovacs residential precinct. These additional places were announced as future capacity rather than accommodation already available in 2025. [C13, Article body]

UWC’s 2025 report also records the difficulties of renewing older residences. Council had approved the repurposing of Cassinga towards the end of 2024 as a pilot for upgrading the older residence stock. Contractor performance, delays and quality concerns affected delivery, and the project was not completed by the end of 2025. The University leased additional accommodation to mitigate the resulting risk. This account makes visible both the investment in existing student housing and the practical difficulties affecting its delivery. [C12, Printed p 20]

Allocation and an avenue for appeal

The Residence Admission Policy, comprehensively revised in September 2022, governs placement for registered full-time undergraduate and postgraduate students. Applications are made through the residence management system, and placement depends on qualifying criteria and available beds. Senior and postgraduate students must reapply annually and meet academic progression requirements. The policy includes routes for exceptional circumstances and appeals against unsuccessful applications, and separate arrangements for vacation accommodation. Private accommodation is subject to separate guidelines. Residential Services administers the process, while the Student Development and Support Services Committee oversees policy effectiveness. [C18, Sections 4–9; printed pp 3–8]

Residence admission policy

The following policy text sets out residence eligibility, selection, allocation, billing, appeals and vacation accommodation. Sections 1–9 and their explanatory footnotes are reproduced from the policy comprehensively revised on 22 September 2022. [C18, source pp. 2–8]

 

UWC
 
 
Residence Admission Policy
Council Approval Reference Number
 
First Approval
C2011/04 (24 November 2011)
Amendments
 
Implementation Date
2011
Revision / Amendment
C2022.03- comprehensive review and update
Revision / Amendment Date
22 September 2022 (C2022.03)
Provisos
N/A
Policy Owner
DVC: SDS – Residential Services
Executive Management Portfolio
DVC: SDS
Contributors
EMC, SRC, SDSSC, Senate, Council
Circulated by:
DVC: SDS
Circulated to:
Campus Community
1. Abbreviations and Definitions

DVC SDS: Deputy-Vice Chancellor, Student Development and Support at UWC.

RS: Residential Services

RSMS: Residential Services Management System

Employee: means those persons employed by the University in the following capacity (categories of employees defined in the UWC Institutional Statute as amended in 2018 in accordance with section 33.1 of The Higher Education Act 101, 1997 are listed below):

Professional, Support or Administrative Employees: mean those members of staff who are not employed on academic terms and conditions who provide professional, administrative and support services to the University.

POPIA: The Protection of Personal Information Act 4 of 2013.

Personal Information: means information relating to an identifiable, living, natural person’ as specified in Chapter 1 of the Protection of Personal Information Act 4 of 2013.

Student: means a person registered for a qualification offered by the University (Amended Institutional Statute, UWC).

First Time Entrant: means a new University student who has finished high school and has commenced a first year of study at the University.

Senior Student: means a student in the second year programme at the University.

Postgraduate Student: means a student who has successfully completed an undergraduate degree level at the University and in undertaking further study at a more advanced level.

New Applicant and Transfer Students: this refers to new first year students, students who previously applied and have not been successful and transfer students who enrol at the university from other institutions.

SDSSC: Student Development and Support Services Committee of Senate and Council.

The Policy: is the University of the Western Cape Residence Admission Policy.

The University: means the University of the Western Cape at times abbreviated with UWC. The main campus, satellite campuses, residences as well as any clinical placement sites are included when reference is made to the University or UWC.

2. Introduction

Residential Services Department (herein referred to as the department) is responsible for the management and maintenance of the University Residences. The annual applications for accommodation by students and the feedback regarding the application and acceptance for student accommodation by the department are administered according to the residence admission process. Applications for admission and readmission to residence open in the first semester and second semester for the first time entrant and senior year students, respectively.

In line with the University’s strategic goals, the department has adopted an approach that ensures that the limited accommodation that is available is offered to students who perform according to acceptable standards. This is to ensure equity, fairness and transparency in the allocation and placement process. All students who apply for accommodation accept that they have no right to a particular room within a University Residence and no right to any particular University Residence and as such no University Residence shall ever be any student’s primary residence or domicilium.

This Policy must be read together with the Residence Rules as contained in the Annual University Calendar.

3. Purpose Statement

In the execution of their duties, the Residential Services (RS) staff members are committed to administering the selection, allocation and placement process for Residence Accommodation in a fair, transparent and equitable manner.

4. Policy Scope and Aim

This Residence Admission Policy applies only to full-time undergraduate and postgraduate students registered at the University of the Western Cape. Moreover, the provisions contained within this policy also recognise its impact on other operations and the academic mission of the university.

The primary aim of this policy is to inform purposeful student placement at the university residences. There are separate guidelines that are applicable to administering private accommodation.

5. Criteria and Selection Process

5.1 An application for admission to residence must be made on the relevant online system (RSMS) only.

5.2 Accommodation will only be offered to a qualifying student who registers for a degree, a diploma, a certificate on a full-time basis.

5.3 Only a student who is accepted and registered at a faculty of the University shall be eligible for accommodation.

5.4 An application for residence or reservation of a room must be completed and submitted on RSMS before the closing date of the previous year.

5.5 No application will be accepted after closing date except where an applicant submits a motivation and supporting documentation to the Director: Residential Services setting out exceptional circumstances for missing the deadline.

5.6 A student who has been offered accommodation or reserved a room, as the case may be, and who does not arrive within 4 days after the specified arrival date will forfeit the room allocated, unless the student submits a motivation and supporting documentation to the Director: Residential Services setting out exceptional circumstances for missing the deadline.

5.7 A student shall be placed in a university residence based on equity of opportunity and available bed spaces and the room shall not become the student’s primary residence or domicilium as the student may be moved to another room or residence based on operational requirements.

5.8 A student who wishes to be considered for accommodation on special circumstances is expected to provide supporting documentation to the Appeals Committee. The appeals committee shall consider each application on its merits and approve or decline the application.

5.9 A student shall not be considered for accommodation if:

5.9.1 expelled or suspended from the University and/or from Residence;

5.9.2 found guilty of misconduct, continued violation of Residence rules, insubordination towards Residential staff and malicious damage to University property. (Staff, visitors’, contractors’ property)

5.9.3 failed more than once for the undergraduate degree.

5.9.4 failed more than once for the post-graduate degree.

5.9.5 is in full-time employment (gainfully employed).

5.10 Residence accommodation is offered for one academic year or semester where applicable and students are expected to reapply at the time communicated by the Department.

6. New Applicants and Transfer Students

6.1 A first time entrant must be registered at a Faculty and needs to provide proof thereof before the reserved room is allocated and he/she is able to access it at the residence.

6.2 A student who previously applied for accommodation and has not been successful is considered a new applicant. (This needs to be read in conjunction with 7.1 and 8.2 below)

7. Senior Students

7.1 A senior student is expected to apply for accommodation on an annual basis on RSMS and must meet the academic promotional rules.

7.2 1A student may only be eligible for residence for a period equal to the duration of the degree for which the student is registered.

1By way of example, a student registered for a four (4) year degree will only be allowed residence for five (5) years.

8. Postgraduate Students

8.1 Accommodation will only be offered to a postgraduate student who is registered for a postgraduate diploma, a postgraduate certificate or a postgraduate degree on a full-time basis.

8.2 A postgraduate student is expected to apply for accommodation on an annual basis on RSMS and must meet the academic promotional rules.

8.3 A postgraduate student who has been offered accommodation or reserved a room, as the case may be, and who does not arrive within 4 days after the specified arrival date will forfeit the room allocated, unless the student submits a motivation and supporting documentation to the Director: Residential Services setting out exceptional circumstances for missing the deadline.

8.4 A post-doctoral student is ineligible for placement in the University residence.

9. Check-In and Check-Out Process
9.1 Check-In Process

9.1.1 A student must be registered for a degree, a diploma, a certificate, or a postgraduate programme before checking-in at the residence.

9.1.2 A first time entrant must produce proof of registration and a residence offer letter to a Residential Services staff member before checking-in at the residence.

9.1.3 A senior student must produce proof of registration to a Residential Services staff member before checking-in at the residence.

9.1.4 Residential Services staff members must ensure that a student completes a check-in section on RSMS and sign the Residence Placement Contract with all the terms and conditions.

9.2 Check-Out Process

9.2.1 A student is required to check out of residence at the end of each semester at the end of the examination period, i.e. mid-year or end of the year after the final semester examinations.

9.3 Room Cancellations, Room Reservations, Room Changes and Residence Billing
9.3.1 Room Cancellations

9.3.1.1 A student who wishes to cancel residence accommodation during the course of the academic year is expected to officially check-out of residence and must complete a Residence Room Cancellation Form.

9.3.1.2 A student who vacates a room without following the process as set out in clause 9.3.1.1 above will be liable to pay for the entire academic year.

9.3.2 Room Reservation

9.3.2.1 A student who wishes to reserve a room must complete a Residence Room Reservation Form on RSMS before the closing date as set out by the Department.

9.3.2.2 A student must be registered for the academic year during which the application is made before the room can be reserved.

9.3.2.3 Room reservation can only be considered and authorised by the Director (or any person authorized by the Director) upon the completion of the Residence Room Reservation Form on RSMS.

9.3.2.4 A student is responsible for payment of residence fees from the day the room is allocated.

9.3.3 Room Change

9.3.3.1 A student who wishes to change a room or residence must submit the request in writing to the Placement Officer via resservices1@uwc.ac.za before the closing date as set out by the Department.

9.3.3.2 The room change can only be considered and authorised upon approval by the Placement Coordinator and depending on the availability of a suitable space.

9.3.3.3 The room change process will prioritise a student who, due to academic progression, qualifies for a single room and currently placed in a double room.

9.3.3.4 Where a student is placed in an undergraduate residence and is enrolled for a postgraduate degree or a postgraduate diploma.

9.3.3.5 A room change will be allowed in the first three weeks of each semester because of the system configuration and billing.

9.3.3.6 A room swap between two students must be agreed to in writing and both students must fill in the Room Swap Form on RSMS before it is processed by the Placement Coordinator.

9.4 Residence Billing Process

9.4.1 A student who accepts the residence offer will be billed immediately after check-in or reservation confirmation.

9.4.2 A student who cancels a room during the first semester will be billed for the first semester only and in the case of cancellation in the second semester, the student will be billed for both the first and second semesters.

9.4.3 A student who did not follow the cancellation process will be liable for payment of the room for the entire academic year.

9.5 Appeals Process for Accommodation

9.5.1 A student may, on application to the appeals committee, motivate why clause 5.9.1 should not apply for the purpose of the application or reservation of accommodation.

9.5.2 The onus shall be on the student to make submissions and provide supporting documentation in respect of the special circumstances to the Appeals Committee.

9.5.3 The Appeals Committee shall consider each application on its merits and approve or decline the application and communicate the decision to the student.

9.5.4 A student whose residence application is unsuccessful may appeal the decision.

9.6 Composition of the Appeals Committee

The Appeals Committee shall consist of the following persons:

• Director, Residential Services who shall serve as Chairperson or his/her delegated representative

• Placement and Administrative Manager, Residential Services;

• Placement Co-ordinator, Residential Services;

• Placement Administrative Assistant, Residential Services who shall serve as Scribe and has no voting right;

• Two Central House Committee Members.

• One SRC Member

9.7 Waiting List: Criteria

9.7.1 A student must have applied for residence placement as per 5.1 above.

9.8 Vacation Accommodation

• A student who participates in an official university programme or activity during the June or December vacation periods is required to complete the necessary vacation accommodation online application form.

• Where applicable, a student is expected to produce proof of payment or an official communication from the department, faculty or donor if paying for vacation accommodation.

• In a case where there is no available funding, the Residential Services will bill the student account for the vacation accommodation period.

• A student who wishes to remain for vacation accommodation because he/she is not able to go home for personal reasons, e.g. International Students, must complete the official online application form and provide proof of payment, and any other documentation that is deemed necessary to support the request.

• Student governance structures, based on each unique context, may be allowed to stay for vacation accommodation provided that the motivation is signed by a relevant departmental official, and the entity details are provided before approval is granted.

• 2 Only a post-graduate residence student residing in a single room at Hector Peterson and Eduardo Dos Santos Residences is allowed to remain in a room during the June/July vacation period only.

• A student who did not apply for vacation accommodation must follow standard university vacation procedures and vacate the room when advised by a university official. Failure to comply with this may result in the university instituting disciplinary proceedings.

• A student who is approved for any vacation accommodation programme shall be moved to any residence designated for the vacation period.

9.9 Policy monitoring and review

• The University endeavours to implement the policy in its spirit of promoting a conducive living, learning and social interactive spaces for students.

• The DVC: SDS chairs the Student Development and Support Services Committee of Senate and Council (SDSSC), which has oversight on effectiveness and impact of policy implementation on students. The DVC: SDS will, with the support of the whole university, and through existing SDSSC processes and mechanisms, monitor policy effectiveness including streamlining of procedures for channelling and monitoring of feedback. This will include, but not be limited to ensuring the Residence Admission Policy is always woven into Institutional Operational Plans (IOPs) as well as other strategic initiatives of the university.

This policy will be reviewed periodically and updated as necessary, to ensure that it is aligned with applicable legislative, policy and administrative changes.

2 Clarification: This is not applicable to the December/January vacation (only possible if normal residence logistical and operational requirements allow this), and Residential Services has the authority to determine a fee for this period.

[C18, full original policy]

 

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Pedestrian priority and campus access

The Safe Walks programme improved routes between Unibell station and campus, alongside lighting and security measures. UWC's 2025 Annual Report records completion of Safe Walk 2 and 3 by August. The full infrastructure policy, retained with sustainable campus buildings, includes pedestrian-priority principles. [C11] [C12] [PL01]

Evidence and context

Pedestrian routes and accessibility

In 2024, the Safe Walks Project’s second phase upgraded pedestrian routes between Unibell station and other parts of the campus. UWC also recorded lighting improvements in high-traffic areas, additional CCTV and a new incident-management and reporting system. These projects connected the movement of pedestrians with the University’s broader safety programme. [C11, p 28]

The 2025 Annual Report records that Safe Walk 2 and 3 were completed by August, improving pedestrian movement and safety in key campus areas. It also reports negotiations with local authorities followed by the installation of speed cameras on Robert Sobukwe Road near a main vehicular entrance. The University places these interventions within an ongoing programme of safety monitoring, communication and infrastructure improvement. [C12, Printed p 20]

Back to the overview

Local-authority planning and community development

UWC works through the Greater Tygerberg Partnership and Bellville Higher Education Forum with the City and other institutions on development, student accommodation, transport and the use of urban space. Its urban-governance research also brings residents and public authorities together on service and planning questions. The full accounts retain future actions and the scope of the communities involved. [C19] [C28] [C22]

Evidence and context

Working with partners on Bellville’s development

UWC’s 2024 Annual Report describes its work with the Greater Tygerberg Partnership, a development-facilitation organisation concerned with Bellville’s development. The University identifies itself as an anchor institution whose employment, knowledge, facilities and relationships can contribute to local social and economic development. Its account connects this role with opportunities for students’ work-integrated learning and collaboration with regional businesses and communities. [C11, p 28]

A forum linking education and the City

In 2025, UWC hosted the Bellville Higher Education Forum for the first time. The forum, part of the Greater Tygerberg Partnership, brought together the City of Cape Town, UWC, Cape Peninsula University of Technology, Stellenbosch University, Northlink College, UNISA and TSIBA Business School. UWC presented its property portfolio and plans for student accommodation and academic facilities, placing its future development within the wider Bellville area. The discussion considered how education, private development and the allocation of urban space could contribute to a viable student district. [C19, Supplied capture p 1]

Planning connections for cycling and public transport

Transport and public safety were shared concerns at the forum. The City had approved a proposal for dedicated cycle lanes connecting UWC and CPUT with Bellville South and the central business district, and the initiative was moving towards design. The discussion included campus bicycle parking and engagement with students, university management and community structures on safety. In the July 2025 account, initial cycling activity was envisaged for the end of 2026, followed by fuller implementation in 2027. This was a planning commitment with a future timetable. [C19, Supplied capture pp 1–2]

UWC’s 2025 Annual Report records work towards a new Campus Spatial Development Plan supported by the Kresge Foundation. The proposed plan was intended to guide infrastructure priorities over the following decade through assessment of existing space, development opportunities and internal and external influences. Finalisation was expected in 2026. This planning process accompanied the University’s broader consideration of how its campuses and properties could support future academic and student needs. [C12, Printed p 23]

Co-producing urban services with residents and local government

Sanitation communication in Khayelitsha

In 2024, UWC’s Politics and Urban Governance Research Group worked through the Cape Higher Education Consortium–City of Cape Town Research Programme on communication about container-based sanitation in BM Section, Khayelitsha. The project included resident workshops, weekly sanitation reporting by twenty residents between May and July, a smartphone survey with thirty residents and a PhotoVoice exhibition for City officials. On 23 May 2025, PUG co-hosted a further workshop with the City and BM Section residents. Participants discussed fault reporting, demonstrated existing reporting channels and developed ideas for more accessible communication. The Mayor and City officials joined the discussions. PUG committed to consolidate the proposals and support a follow-up session; the published account presents these as next steps rather than completed service improvements. [C28, Article body: 2024 research and 23 May 2025 workshop]

BM Section residents and City representatives pictured in PUG’s report of the 23 May 2025 sanitation-service workshop in Khayelitsha. Credit: City of Cape Town Mayor’s Office, supplied via UWC Politics and Urban Governance Research Group. Image source.

An international research portfolio rooted in urban experience

The group’s portfolio links local urban questions with international research partnerships. Its published project list dates Caring for the Other Half to 2024–2025, with the University of Western Australia and Queen’s University examining sanitation governance and menstrual health in Khayelitsha through participatory action research. Governing the Just Urban Transition, dated 2024–2026 and supported by the National Research Foundation, brings together UWC with the Gauteng City-Region Observatory and universities in Cambridge, Sheffield and Cardiff to study water and energy access among businesses in low-income areas. Interrogating Urban Crisis Representation and Response, dated 2023–2025, uses comparative storytelling in South African and Colombian urban settings to examine how crisis is understood and addressed. [C21, Active Projects]

2025 fieldwork and public exchange

PUG’s 2025 Annual Report records fieldwork and public engagement within these projects. In BM Section, interviews, PhotoVoice work and participant feedback informed a policy-oriented pamphlet shared with City officials. The Governing the Just Urban Transition project undertook interviews and PhotoVoice research in Alexandra and Khayelitsha, including engagement with government officials and other stakeholders. On 28 October 2025, participants from Setswetla, Alexandra, presented accounts of water and energy use in their businesses at a Johannesburg City Forum event co-hosted with Wits University’s CUBES Kelvin Alexandra–Frankenwald City Studio. The report was published in June 2026 and describes activities undertaken during 2025. [C22, Printed and physical pp 12–13]

Understanding unequal responses to infrastructure problems

Research communicated by UWC in October 2025 examined how residents in affluent and lower-income communities respond when public services are inadequate or unreliable. The researchers considered privately arranged security, sanitation, electricity and water in Cape Town and Johannesburg. Their analysis emphasised that different resources enable very different responses: private systems can shield some households while leaving others with precarious alternatives. The authors argued for stronger relationships between public authorities and communities in developing equitable services. This work adds a governance perspective to urban infrastructure debates, connecting technical provision with citizenship, accountability and inequality. [C27, Article body; original research link]

Research for flood resilience and greener urban planning

Connecting flood models with people and planning

In August 2025, UWC communicated research by Institute for Water Studies Director Timothy Dube, UWC doctoral researcher Sibuyisile Pakati and the University of the Witwatersrand’s Cletah Shoko on integrated flood modelling and urban risk assessment. The review called for climate projections to be connected with flood models, stronger data and real-time monitoring, and approaches that include communities’ experiences. It paid particular attention to the limited data and planning challenges affecting informal settlements and rural areas. The researchers presented accessible digital tools, institutional capacity and cross-sector collaboration as important elements of more proactive flood-risk management. [C23, Article body and linked research]

Municipal open-space decisions

A study appearing in the 2024 volume of People and Nature brought together UWC’s Patrick O’Farrell with Nadia Wessels, Nadia Sitas and Karen J. Esler to investigate municipal natural open spaces. First published online in December 2023, the study drew on twelve in-depth interviews with senior officials and analysis of decision-support documents in a South African municipality. It examined the place of ecosystem services in planning and found that infrastructure, service delivery, equity, poverty and institutional constraints interact with officials’ values and knowledge. The work highlights benefits of urban nature that can be overlooked in development decisions. [C26, Publisher article: affiliations, publication dates and abstract]

Ecosystem services and urban wellbeing

In March 2025, UWC landscape ecologist Patrick O’Farrell explained the relationship between ecosystem condition and urban wellbeing. His account connected natural systems with water provision, climate regulation, pollination and food production, and discussed how pressures for housing and employment complicate local planning decisions. He argued that the Cape Flats’ loss of natural systems should be considered alongside residents’ broader wellbeing and economic needs. This public research communication framed biodiversity and development as connected questions for the future of the city. [C24, Article body]

Community leadership and inclusive climate governance

A 2025 workshop organised by the Dullah Omar Institute’s Children’s Rights Project brought community and religious leaders, early-childhood educators and grassroots activists into discussion on children’s rights and climate change. Held within the SIDA-funded African Children’s Rights Project, it focused on community leadership, young people’s participation and safe environments. Participants called for children’s perspectives to be included in local climate governance and for intergenerational support that enables young people to contribute to solutions. The workshop linked the everyday conditions of neighbourhoods and public spaces with the rights of those most affected by climate risks. [C25, Article body]

Back to the overview

Sustainable standards for new buildings

UWC's Infrastructure Management Policy sets an institutional framework for sustainable campus infrastructure and planning. The retained accounts describe environmental features of the Education building and Unibell residence opened in 2023, together with later energy procurement and contracting stages. The complete policy provisions, source dates and conditions remain below. [PL01] [C09] [C10] [C12]

Evidence and context

Environmental considerations in new facilities

The new Faculty of Education building and the Unibell residence were formally opened on 24 April 2023. UWC’s launch materials describe the Education facility as a green building with teaching spaces for early childhood, primary and secondary education. The Unibell launch notice describes water- and electricity-generating technology and environmentally oriented design features. The descriptions place environmental considerations alongside the purpose of the facilities: supporting teacher education and students’ day-to-day living. [C09, Supplied launch capture p 1] [C10, Supplied capture pp 1–2]

Energy resilience was another infrastructure priority. The 2024 report records the first phase of the Sustainable Energy Security Solution and a tender process for solar power and battery storage. At that report’s preparation, an award had been made but the contract was not yet finalised. The 2025 report describes a build-operate-transfer procurement covering solar photovoltaic panels, battery storage, metering and an information system, with the agreement signed before the report was finalised. These accounts distinguish the procurement and contracting stages from the future benefits expected from the system. [C11, p 27] [C12, Printed pp 19–20]

A policy framework for sustainable campus infrastructure

UWC’s Infrastructure Management Policy was approved by Council on 22 September 2022 and implemented the following day. It connects long-term campus spatial planning with annually updated infrastructure plans, whole-life management and decisions about new buildings, refurbishment and land. The policy gives these commitments an institutional basis while requiring consideration of affordability, student needs and feasible accessibility improvements. [PL01, pp. 1, 4–14]

Infrastructure Management Policy

The policy text below reproduces the Preamble, sections 1–4 and Annexures A–C from the Council-approved September 2022 policy. It includes the principles for pedestrian priority, sustainable buildings, existing-asset reuse and infrastructure planning. [PL01, source pp. 3–14]

 

UWC
 
 
Infrastructure Management Policy
Council Approval Reference Number
 
First Approval
C2022/03 (22 September 2022)
Amendments
 
Implementation Date
23 September 2022
Revision / Amendment
n/a
Revision / Amendment Date
n/a
Provisos
n/a
Policy Owner
Infrastructure and Engineering
Executive Management Portfolio
ED – Finance and Services
Contributors
EMC, SPRC, SEC, IBDC, Council
Circulated by:
Executive Director – Finance and Services
Circulated to:
Institutional Planning and Infrastructure and Engineering staff members.
Preamble

Infrastructure management is not just a matter of maintaining existing infrastructure or providing new infrastructure. The focus of this Policy is on balancing these aspects and providing a high-level strategic framework for infrastructure provision and the utilisation thereof. Such an approach requires direction on decision making throughout the infrastructure planning, delivery, operation and disposal processes, it spans the focus of various management and governance structures and follows a risk-based approach to achieve a balance between whole life cost, risk, performance, and sustainability, through:

• providing a defined and agreed level of service and performance monitoring;

• taking a life-cycle approach to developing cost effective management strategies for the long term that meet the desired level of service;

• identifying, assessing and appropriately managing risks; and

• having a medium to long term financial plan which identifies required expenditure and how it will be funded.

It is necessary to determine acceptable and functionally appropriate levels of service, so that infrastructure requirements (and performance and utilisation) can be measured against a set yardstick. Criteria may relate to availability of the service, quality or condition, quantity, reliability, responsiveness, environmental acceptability and financial implications.

Levels of service are informed by a combination of stakeholder needs, legislative requirements and internal business objectives, and need to be sustainable over the estimated service life of the infrastructure. This is a vital part of the infrastructure management process that not only affects decisions on existing infrastructure but also informs choices and decisions affecting the maintenance of existing infrastructure and the provision of new infrastructure.

Infrastructure assets, which support the objectives of the institution, exist to provide value to the University. To ensure that value is maximised, there is a need to understand what infrastructure is required, what infrastructure exists, how well it is being utilised, what condition it is in, its fitness for purpose, its operational costs, and its ability to evolve in changing circumstances.

This Policy will be supported by:

1) The Fixed Asset Policy;

2) Procurement Policy

3) Budget Policy

4) Campus Development Plan; and

5) An annually-updated 3-5-year Infrastructure Management Plan.

1 Purpose

The purpose of this Infrastructure Management Policy is to establish a Council approved policy for key infrastructure-related principles and objectives that the University’s executive management needs to pursue over time. The Policy is supported by

a) a long-term spatial development framework (Campus Development Plan); and

b) an annually-updated 3-5-year infrastructure management plan;

which promote the efficient, economic, effective and sustainable use of resources.

2 Scope

This document establishes the University’s policy for the management of its infrastructure. It includes the management of:

a) the demand for infrastructure;

b) the creation and prioritisation of a pipeline of interventions; as well as

c) the management of land holdings.

3 Definition of concepts

Infrastructure comprises immovable assets which are acquired or constructed or which result from construction operations and includes moveable assets which cannot function independently from purpose built immoveable assets. It includes Information and Communication Technology (ICT) networks and systems that are used to communicate and to create disseminate, store and manage information, as well as security technology installations.

Asset management seeks to effectively, efficiently, economically and sustainably utilise infrastructure to serve the current and emerging needs of the University. Asset management accordingly considers the entire lifecycle (service life) of the infrastructure asset and the associated costs, from the identification of a need through operating costs, and finally to the final decommissioning and disposal of the asset.

4 Principles, procedures and delegations
4.1 Infrastructure development at UWC

In proposing infrastructure development projects that include the acquisition or construction of new buildings as well as the repurposing and modernisation of existing infrastructure, the University will give due consideration to:

a) The alignment of the proposed infrastructure development with the University’s strategic intentions as articulated in its Institutional Operating Plan and the Campus Development Plan;

b) Affordability and future financial commitments.

c) Continue to apply and seek to optimise the funding opportunities provided by the DHET's infrastructure grants, and in doing so will seek to find a balance between projects focusing on:

1) UWC's academic project, including new programme areas. In this regard the University will seek to find a balance between the repurposing and refurbishment of old infrastructure and new developments / acquisitions;

2) Student growth and the capacity of infrastructure;

3) The needs of students and improving their university experience, especially at smaller campus sites; and

4) Addressing compliance issues and backlog maintenance.

d) Where feasible the university will increase the provision of ablution facilities that are:

1) Accessible and that serves the requirements of disabled students and staff; and

2) Gender-neutral to support the needs of the University’s gender-diverse student and staff population.

e) Optimising appropriate income-generating activities where these opportunities exist or can be established.

4.2 Management of infrastructure

The University will manage its infrastructure based on the principles set out in Annexure A. The University’s Executive Management is responsible for all aspects of infrastructure management and these functions are largely executed on its behalf by the Executive Director: Finance and Services. In this regard the University will attend to:

4.2.1 Life-cycle infrastructure asset management planning for large individual assets or groups of infrastructure assets, which include operation, maintenance and refurbishment requirements. This planning will inform major refurbishment or upgrading requirements which are incorporated into the infrastructure management plan.

4.2.2 Facilities management, ensuring that:

a) the necessary internal and external facilities management resources are in place;

b) engineering infrastructure management including the following, occurs:

5) budgeting and preparation for planned as well as unplanned maintenance;

6) regular checking of hard services (mechanical, electrical and plumbing (MEP) services) to keep them serviceable with special attention being paid to critical infrastructure;

7) identification and establishment of condition monitoring and inspection plans as per the operating and maintenance manuals to check, test or replace infrastructure systems, subsystems, assemblies or components;

8) preventative (scheduled, routine) maintenance plans are drafted and implemented;

9) all breakdowns are addressed immediately and repairs planned and prioritised; and

10) a record is made of infrastructure breakdowns and incidents which can be analysed to identify trends to inform decisions;

c) the day to day soft services (e.g. cleaning, security, catering, fire protection, waste management, reception services) are done properly and that staff or contractors and their performance is measured and reported against performance specifications; and

d) demobilisation of facilities management (e.g. Service Level Agreements) for infrastructure that will be disposed of as well as for infrastructure earmarked for upgrades, refurbishments or rehabilitation.

4.2.3 Progressive development of an infrastructure management system to provide reliable, consistent and updated infrastructure information to enable optimised decisions to be made, which should:

a) be used to inform infrastructure management activities; and

b) provide improved risk control assurance that the objectives in the infrastructure management policy will be achieved on a consistent basis.

4.2.4 Entering into leases for infrastructure for use by the University or for the leasing of University infrastructure and the administration thereof.

4.2.5 The management of all occupational health and safety and environmental compliance matters in relation to infrastructure and the usage of land.

4.2.6 Access management and security required to safeguard University infrastructure and land.

4.2.7 Management of all ICT infrastructure.

4.2.8 Reporting of infrastructure management-related matters to the oversight committees identified in Table 1, who will approve actions that are necessary for the progressive implementation of principles associated with the management of University infrastructure as set out in Annex A.

Table 1: Oversight committees
Item
Area of management
Responsible person
Oversight committee
4.2.8.1
Life-cycle infrastructure asset management planning
Executive Director: Finance and Services
• Senate Physical Resources Committee
4.2.8.2
Mobilisation for facilities management
Executive Director: Finance and Services
• Senate Physical Resources Committee
4.2.8.3
Development of an infrastructure management system
Executive Director: Finance and Services
• Senate Physical Resources Committee
4.2.8.4
Leases for infrastructure
Executive Director: Finance and Services
• Finance Committee
4.2.8.5
Occupational health and safety and environmental compliance
Executive Director: Finance and Services
• Safety, Health, Environment and Risk Committee
4.2.8.6
Access and security
Executive Director: Finance and Services
• Safety, Health, Environment and Risk Committee
4.2.8.7
ICT infrastructure
Executive Director: Finance and Services
• Information, Communication and Technology Governance Committee
4.2.8.8
Infrastructure development implementation oversight Project Boards
Executive Director: Finance and Services
• Senate Physical Resources Committee
• Infrastructure Business Development Committee
• Council
4.2.8.9
Infrastructure development project proposals
Executive Management
• Infrastructure and Business Development Committee
• Senate Physical Resources Committee
4.2.8.10
Infrastructure acquisitions
Executive Management
• Infrastructure and Business Development Committee
• Finance Committee
• Council
4.2.8.11
Infrastructure development funding
Executive Director: Finance and Services
• Executive Management Committee
• Finance Committee
4.2.8.12
Infrastructure procurement and contract awards
Executive Director: Finance and Services
• Tender Committee
4.3 Spatial development frameworks

4.3.1 The University will have a Campus Development Plan (CDP) providing a long-term overall spatial vision for its campuses drawing upon the universal spatial development principles outlined in Annex B. The CDP is a Council approved document and the University Council will approve any significant changes to it.

4.3.2 The University will ensure that all planning for new infrastructure is aligned with the Campus Development Plan.

4.4 ICT infrastructure plans

4.3.1 ICT infrastructure (including software) plans should:

a) be modular and adaptable and, as far as possible, accommodate growth, additions, changes and integration with other systems;

b) enable changes of components without impacting on the entire system;

c) limit the range of technology employed, to make maintenance and support manageable; and

d) include planning for replacement as equipment becomes obsolete very quickly.

4.3.2 Changes to any of the University’s ICT infrastructure or systems should follow the Information Technology Infrastructure Library (ITIL) change management framework which include procedures and reporting to control the movement and location of assets and allow for the appropriate decommissioning and responsible disposal of any ICT equipment.

4.5 Infrastructure management plans

4.5.1 The University will develop an annual Infrastructure Management Plan, that will include planning for new infrastructure, as well as plans for the operation, maintenance, refurbishment and rehabilitation of existing infrastructure, and disposal of infrastructure which is no longer required to meet the University’s objectives, and it will be based on:

a) factors such as policies, norms and standards, condition assessments, functional performance, student enrolment trends, student housing demand trends, current and forecasted levels of optimisation, and academic requirements;

b) the infrastructure planning principles contained in Annexure C;

c) the grouping of projects into programmes to enable cash flow projections for projects during a financial year to be adjusted and funds to be moved between projects within a programme to avoid under-expenditure without changing the purpose for which funds were approved; and

d) the readiness of projects for implementation.

4.5.2 The University will ensure that the following is undertaken for all projects admitted to a pipeline of projects at Stage 0 (Project Initiation) in accordance with the provisions of the University’s Procurement Policy:

a) the identification of the impediments and constraints to project implementation and establishment of the timelines required to resolve them;

b) the identification of high risk critical infrastructure; and

c) the prioritisation of projects and the establishment of realistic budgets and timelines over a 3 to 5-year period.

4.6 Financial Management of Infrastructure Development

The University’s large-scale infrastructure development projects are mainly funded through the DHET’s infrastructure grants, supplemented by an agreed proportion of University funding and donor funding. Building maintenance is funded through the University’s Council controlled operational funds. Financial management of infrastructure will include:

a) annual budget allocations to support the maintenance and management requirements of the University’s infrastructure

b) infrastructure development budget consideration and recommendation to Council by the Council Finance Committee;

c) the approval of infrastructure development project budgets by the Council.;

d) monthly meetings of all infrastructure development Project Boards where the appointed professional team must present reports on project budgets and progress. The reports must at least include a report from the principal agent, quantity surveyor and architect.

Annexure A: Principles associated with the management of University infrastructure

The principles associated with the management of the University’s infrastructure are:

a) The requirements of the following regulatory framework need to be met:

• The Occupational Health and Safety Act including the

- Construction Regulations,

- Electrical Installation Regulations

- Pressure Vessel Regulations,

- Lift Escalator and Passenger Conveyer Regulations,

- Driven Machinery and General Machinery Regulations;

• The National Building Regulations and Building Standards Act including the National Building Regulations; and

• The National Heritage Resources Act.

• The National Environmental Management Act No. 107 of 1998

• The National Energy Act No. 34 of 1998

b) All Department of Higher Education and Training infrastructure-related policies need to be adhered to, including the Higher Education Act, Space and Cost Norms for Buildings and other Land Improvements and the Policy on the Minimum Norms and Standards for Student Housing at Public Universities.

c) The value of infrastructure needs to be optimised i.e. the cost of the infrastructure provided to achieve the University’s objectives and service standards should be minimised, whilst also considering environmental, social and economic impacts.

d) Infrastructure needs to be used efficiently and reconfigured or, where practical, disposed of if it does not support the university’s objectives.

e) Infrastructure needs to be maintained and operated in such a way as to minimise life-cycle costs.

f) Where possible, changes in demand for infrastructure need to be met with solutions which do not require the acquisition of new infrastructure, taking into consideration the university’s whole portfolio (for example, maximising the use of existing facilities, or reconfiguring them, rather than building new ones, considering sharing expensive specialist facilities between universities and leasing of existing infrastructure).

g) Risks relating to the ownership, use and operation of infrastructure need to be managed as follows:

• the possible consequences of failure of infrastructure needs to be identified and mitigated in a cost-effective manner;

• critical infrastructure should be identified using a risk-based approach by assessing both the probability of failure and the potential impact on the University’s operations;

• high risk infrastructure needs to be prioritised, especially if this is potentially life-threatening or poses a risk to the achievement of the University’s core objectives; and

• the University’s liability in the event of infrastructure-related claims needs to be minimised.

• Appropriate and continuing investment in bulk services infrastructure (water, electricity and fire)

h) The University’s infrastructure should be accessible, energy-efficient, water-efficient and sustainable.

i) Designs need to consider optimal flexibility of use.

j) All infrastructure needs to be registered in an infrastructure asset register and linked into the University’s accounting system 1. The infrastructure asset register should include information such as:

• date of capitalisation and total acquisition cost;

• ownership of land, registration, location;

• infrastructure identification (including location);

• infrastructure expected useful life and remaining useful life;

• infrastructure condition;

• infrastructure value (based on Depreciated Replacement Cost);

• insurance if applicable;

• dates and costs of repairs, upgrades, replacement and disposals; and

• leasing information.

k) There needs to be periodic condition assessments of infrastructure, the results of which need to be captured on the infrastructure asset register and used to inform infrastructure plans and budgets.

l) There needs to be a periodic assessment of the levels of performance and service that infrastructure delivers, and these should be analysed against the requirements and expectations of users.

m) There needs to be a system or process for prioritisation of repairs.

n) There needs to be a system for handling of complaints and responding to requests from infrastructure users, which should include standards for reasonable response times.

o) There needs to be consultation with relevant stakeholders regarding infrastructure plans.

p) There needs to be ongoing consideration of rapidly evolving technologies (4IR, Smart Buildings etc) and these must be considered in the design, upgrading and utilisation of infrastructure.

1 The Higher Education Act states that the Council of a university must keep complete accounting records of all assets.
Annexure B: Universal spatial planning principles

The development of a guiding spatial framework (Campus Development Plan) for a university gives form, content and meaning to the physical requirements. The design of university campuses should define and celebrate the University’s sense of place, communicating the institution’s purpose, presence and peculiar identity.

The influences determining form are multi-faceted and complex. Nevertheless, the following universal design principles have relevance in developing and shaping the University campuses and should inform and be applied in varying forms.

1) Equity and dignity

Equity does not imply that everything should be the same. Rather, it refers to equity of access - all people should have the opportunity to access a broadly equivalent set of opportunities. Accordingly, equity of access in a spatial context implies commitment to a movement system anchored by the lowest common denominator, namely people on foot. This requires:

• the promotion of principles of universal access;

• the establishing of a network of shared amenities accessible to all students across university campuses;

• establishing a balanced movement network, allowing for equitable access to the University by public transport, non-motorised transport, pedestrians and private vehicles;

• a commitment to the promotion of pedestrian, non-motorised transport and public transport over private vehicular movement;

• the promotion of pedestrian priority; and

• the developing of non-obtrusive parking strategies.

The University is populated by students from many different walks of life. Accordingly, a basic right of all students is to meet in dignified public spaces which are ‘owned’ by all, regardless of personal circumstances.

Spatially, the emphasis is on creating dignified places for informal meeting, using all new buildings and objects to define and make space, using selective, powerful landscaping in different ways to define place, to create shade and shelter and to reinforce structural informants.

2) Integration

Integration refers to the University as an institution committed to being place-bound. This is based on a recognition that an increased sense of belonging results in an increased sense of purpose. This has several spatial implications as it;

• places great importance on place-based research;

• emphasises the need to undertake outreach activities in local communities;

• underpins a need to engage with the host cities/ towns, surrounding communities and institutions; and

• implies that the University needs to become good neighbours and as such take an active interest in their surroundings on an academic, community and spatial level.

The promotion of integration in a society historically obsessed with separation is an important issue to address. Such integration should include:

• integration with the host-city / host-towns or surrounds;

• integration of modes of movement;

• social and cultural integration;

• integration in sport; and

• academic integration.

3) Quality of shared/common spaces

Any plan for the University needs to consider place making i.e. the creation of a sense of spatial uniqueness and identity. An important part of this is developing an appropriate response to the site. The spatial implications of this include working with the land, working with water, use of landmarks and the appropriate use of indigenous vegetation.

The aim of all universities should be to promote a holistic teaching and learning environment, as opposed to just a classroom-based one. Central to this is recognising the importance of informal mixing and social contact between students of diverse disciplinary backgrounds as part of the total educational experience. The implication of this from a spatial perspective is the creation of dignified, pleasant places of meeting in the public realm. A variety of shared spaces should be offered, which represent the primary informal gathering or meeting spaces for students, staff and residents alike. The dignity of these places will impact on the dignity of the university campuses.

Safety and security and heritage considerations need to be taken into account in the creation of these common spaces.

4) Robustness and flexibility

The spatial framework needs to be strong enough to give clear direction yet sufficiently minimalist to accommodate growth and change. Planning cannot be driven by programmes - it needs to be based on the elements of public structure i.e. green space, movement of all modes, shared public facilities (libraries, meeting places, sports facilities and recreation, performance and display spaces), hard open space, housing and utility services. These need to be woven together into a coherent framework which creates a logic of access, ranging from very public or exposed to very private.

Planning needs to reflect a consistency of thought across scales which requires a ‘package of plans’ approach, with each larger scale providing the fixes for successively smaller scales. Connecting scales and integrating city activities is an important part of the challenge.

5) Phasing and implementation strategies

The underlying principle when addressing phasing for campus projects with the larger overall university land is to ensure that each implementation creates its own urbanity and sense of identity right from the start.

The aim of campus spatial frameworks should be to establish a microcosm of the completed new university campus from day one. The phasing pattern focuses not on buildings and infrastructure alone, but on establishing complete public spaces. Phasing in this manner reduces large infrastructural costs.

6) Sustainability and efficiency

Decisions taken in relation to the location, design and management of the institutions need to be geared towards optimal sustainability. The university campuses should play a leadership role in demonstrating sustainable practices. The University should demonstrate best practice in terms of a broad spectrum of environmental and sustainability including efficiency of land utilisation.

The academic vision and the spatial directions of universities should be considered as complementary and synergistic. Direction should accordingly be derived from:

• interrogating the University’s mission statement, which provides the highest order of direction for the spatial development plan, to explore the spatial implications of the academic mission;

• identifying the desirable performance qualities which a university in South Africa in the 21st century should be seeking to achieve which have spatial implications; and

• a comprehensive understanding of the contextual informants (the concrete things which have material substance, shape, topography, environmental character, climate, texture, as well as socio- economic features) which embody very different properties, in accordance with the unique cultural and environmental conditions of the place within which the University campus is located.

Academic vision for a particular campus can also have spatial implications for in the creation of:

• living and working environments of a quality that attracts and retains world renown academics;

• adequate library, student resource amenities, student accommodation with meals and self-catering and IT facilities.

The method employed in the development of spatial plans needs to elevate planning and design from opinion to argument in order to seek sufficient consensus around the desired norms and their spatial implications.

Annexure C: Infrastructure planning principles

Infrastructure projects are identified, planned and costed, as relevant, by:

a) obtaining and considering the expectations and requirements of stakeholders in the University;

b) determining appropriate levels of service and identifying the infrastructure required to meet this level of service and to achieve the University’s strategic objectives;

c) establishing an infrastructure baseline by reviewing existing infrastructure assets, including the identification of mission-critical assets;

d) assessing existing infrastructure assets in terms of their efficiency of use, and proposing improvements;

e) identifying any gaps between the existing infrastructure and the required infrastructure;

f) considering all possible ways of meeting the gaps, such as building new infrastructure, renting infrastructure, utilising existing infrastructure more effectively, reconfiguring existing infrastructure or sharing infrastructure with other institutions, to determine the best solutions to the gaps;

g) taking a ‘whole-portfolio’ approach when considering options for addressing gaps, enabling all available options to achieve the required levels of service to be considered, ensuring the provision of infrastructure at the lowest life-cycle cost;

h) analysing asset management information;

i) determining the functional requirements and required level of service for new infrastructure and applying the space and cost norms to the needs for new infrastructure;

j) comparing the needs against the budget, and prioritising in terms of this policy if the needs exceed the budget; and

k) planning for capital projects taking into account the operation and maintenance of the infrastructure for its entire estimated design life after it has been constructed.

l) Integrating sustainability principles and strategies into all projects

m) Future proofing all projects, as far as it is practical and cost-effective, against changes in the environmental (e.g. climate change), technological (e.g. 4IR) and regulatory spheres.

Adequate access control and monitoring infrastructure needs to be put in place to provide a safe environment for the University community.

Credible forecasts of the current and net demand for services or requirements for functionality should be made over a period of not less than ten years.

[PL01, full original policy]

The reproduced Annexure A retains the policy’s printed reference to the National Energy Act No. 34 of 1998. The South African Government identifies the National Energy Act as Act 34 of 2008. [PL02]

 

Open/download the complete Infrastructure Management Policy (PDF)

Back to the overview

Existing sites, brownfield development and building reuse

UWC's dated reuse examples include the Bellville Post Office trading incubator and community premises adapted for clinical work. In 2025, planning progressed for the Senate and former Education buildings, with tenders expected in 2026. The infrastructure policy's existing-asset principles remain in the preceding full policy section. [C20] [C11] [C12] [PL01]

Evidence and context

Reusing buildings and renewing the campus estate

From post office to trading incubator

The refurbishment of the Bellville Post Office is a concrete example of giving an existing building a new public-facing purpose. UWC and Sanlam launched the University Trading Incubator at 4 Strand Street on 8 October 2024. In UWC’s annual account, the project supports township businesses and student enterprise training within the wider revitalisation of central Bellville. [C11, p 28]

UWC’s October 2024 account explains that the former post office had served Bellville and surrounding communities for decades. Its new use was designed to give small businesses trading opportunities and market access alongside mentorship. The Centre for Entrepreneurship and Innovation was tasked with managing the incubator and monitoring its work. The programme was designed to combine coaching circles, individual mentoring and practical sessions on matters such as branding, financial records, compliance and digitisation. The public was invited to visit and support the businesses. [C20, Article body]

Clinical learning within community premises

The 2024 Annual Report also records the repurposing of an old house in Fisantekraal as a clinical-work hub, supported by a DHET Clinical Training grant. It reports a similar completed project in the Dwars River Valley. These examples show UWC extending its clinical work through the reuse of existing premises in the communities where that work takes place. [C11, p 28]

A 2025 pipeline for existing buildings

In 2025, planning advanced for the conversion of the Senate building into an archival precinct and the former Education building into a Law precinct. The report states that these projects were expected to go to tender in 2026 and that no major building projects had been completed during 2025. Alongside the Cassinga residence refurbishment, they illustrate the role of renewal and repurposing in the University’s infrastructure pipeline. [C12, Printed p 20]

Back to the overview

Further contributions and context

Environmental education and community greening

The Nature Reserve’s environmental education programme treats the reserve as an outdoor classroom. Its published description explains that programmes are tailored to the school curriculum and developed through work with learners, students, educators and other organisations. The programme connects ecological learning with the relationships between natural, social, economic and political environments. This offers a place-based approach to environmental learning for schools in the largely urbanised Cape Peninsula and Cape Flats. [C03, Supplied capture pp 1–2]

The Indigenous Nursery extends this work into gardens and neighbourhoods. Its objectives include encouraging the cultivation of indigenous plants, advising and training communities and schools in establishing gardens, and supporting greening on and off campus. The nursery describes advice on propagation, planting and subsequent maintenance as part of its engagement with participating communities. These activities link the conservation of local plant life with practical horticultural skills and everyday decisions about gardens. [C02, Supplied capture pp 1–2]

A public-facing 2024 nursery programme

The nursery’s published 2024 programme lists thirteen public plant-sale dates between February and November: 13 and 23 February; 20 March; 26 April; 10 and 24 May; 14 and 21 June; 26 July; 23 August; 27 September; 25 October; and 22 November. The notice describes the sales as open to the general public and intended to encourage interest in waterwise indigenous plants, environmental awareness and neighbourhood greening. The listed dates document the advertised programme for that year. [C02, Supplied capture p 2]

Community observation and the reserve’s biodiversity record

The 2024 faunal survey

The Nature Reserve Unit’s survey of 14–19 October 2024 brought together 198 participants over six days. UWC staff and students from ten departments joined community participants and specialists from the Endangered Wildlife Trust, Cape Peninsula University of Technology and Biodiversity and Development Institute. Learners also took part through Nature Connect’s Conservation Leadership Programme and Meridian Pinehurst High School. The survey received 3,143 photographs across a shared digital folder and iNaturalist, documenting 273 species during the event. Published in February 2025, the account provides a dated example of public participation in ecological observation and practical exposure to biodiversity work. [C05, Article body; event 14–19 October 2024]

The 2025 biodiversity survey

Community participation continued in the survey held from 13–18 October 2025. The Nature Reserve Unit reported 108 participants drawn from schools, clubs and local communities. It received 1,425 camera downloads from ten observers and 207 iNaturalist uploads from twelve observers, with more than 115 species documented in the latter set of observations. The University described these records as useful for maintaining species information and protecting the reserve’s threatened vegetation. The participation and recording figures relate to that six-day survey and should be read as an event record. [C06, Article body]

Building a cumulative knowledge base

A separate February 2025 account of the 2024 biodiversity survey reported that the reserve’s documented species list had increased from 558 in 2023 to 769. The published breakdown comprised 130 bird species, 270 plants, 62 fungi, lichens, mosses and liverworts, 246 insects and arachnids, 27 mammals, and 34 reptiles and amphibians. This is an increase in recorded biodiversity: it illustrates the growing knowledge base developed through monitoring. UWC also highlighted threatened plants and insects, habitat restoration, species monitoring and public awareness as continuing conservation concerns. [C07, Article body] [C31]

Seasonal wetlands in the urban landscape

For World Wetlands Day in February 2025, UWC drew attention to the reserve’s seasonal wetlands following the heavy winter rains of 2024. The University’s account identifies the wetland as a human-made feature established in 1977 and describes its habitat value for aquatic and semi-aquatic species. Environmental education staff explained its role in filtering water, groundwater recharge and buffering excess rainfall, alongside its use by students and visitors. The account links wetland conservation with public environmental education and recreational access within an increasingly urban environment. [C08, Article body] [C32]

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