SOL PLAATJE UNIVERSITY
2020 ANNUAL REPORT
SOL PLAATJE UNIVERSITY ANNUAL REPORT 2020
For the year ended 31 December 2020
2020 ANNUAL REPORT
REGISTERED ADDRESS
POSTAL ADDRESS STREET ADDRESS Sol Plaatje University Sol Plaatje University Private Bag X5008 C/O Chapel and Angel Streets KIMBERLEY KIMBERLEY 8300 8301
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CONTENTS
REGISTERED ADDRESS ...... iii LIST OF DIAGRAMS AND FIGURES ...... v LIST OF TABLES ...... vi GLOSSARY OF TERMS, ABBREVIATIONS AND ACRONYMS ...... vii
SECTION 1: GOVERNANCE ...... 2 1.1 INTRODUCTION ...... 2 1.2 REPORT BY THE CHAIRPERSON OF COUNCIL ...... 5 1.3 PERFORMANCE ASSESSMENT REPORT ...... 7 1.4 COUNCIL STATEMENT ON GOVERNANCE ...... 9 1.5 REPORT ON INTERNAL CONTROL AND RISK MANAGEMENT ...... 26 1.6 SENATE REPORT...... 30 1.7 REPORT OF THE INSTITUTIONAL FORUM ...... 32 1.8 REPORT ON TRANSFORMATION ...... 34
SECTION 2: OPERATIONS ...... 38 2.1 REPORT OF THE VICE-CHANCELLOR AND PRINCIPAL ...... 38 2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT ...... 44 2.3 STAFF PROFILE AND DEVELOPMENT ...... 57 2.4 OPERATIONAL AND FINANCIAL SUSTAINABILITY ...... 64 2.5 PHYSICAL PLANNING AND INFRASTRUCTURE ...... 66 2.6 STATUS REPORT ON BROAD-BASED BLACK ECONOMIC EMPOWERMENT ...... 79 2.7 FACILITIES AND SERVICES ...... 84
SECTION 3: FINANCE ...... 88 3.1 ANNUAL FINANCIAL REVIEW ...... 88 3.2 ANNUAL FINANCIAL STATEMENTS 2020 ...... 104
APPENDICES ...... 160 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT ...... 161 APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM ...... 181 APPENDIX 3: KEY RISKS ...... 192 APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF ...... 195
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LIST OF DIAGRAMS AND FIGURES
DIAGRAMS DIAGRAM 1.1: RISK PROFILE ...... 28 DIAGRAM 2.1: GROWTH IN STUDENT ENROLMENTS: 2014 – 2020 ...... 44 DIAGRAM 2.2: DEMOGRAPHIC PROFILE OF STUDENTS: 2020 ...... 46 DIAGRAM 2.3: GROWTH IN FULL-TIME STAFF NUMBERS: 2014 – 2020 ...... 57 DIAGRAM 2.4: DEMOGRAPHIC PROFILE OF STAFF AS AT 31 DECEMBER 2020 ...... 60 DIAGRAM 3.1: ASSETS: 31 DECEMBER 2020 ...... 91 DIAGRAM 3.2: FUNDS AND LIABILITIES: 31 DECEMBER 2020 ...... 92 DIAGRAM 3.3: INCOME FIVE YEARS: 2016 – 2020 ...... 93 DIAGRAM 3.4: EXPENDITURE FIVE YEARS: 2016 – 2020 ...... 94 DIAGRAM 3.5: SUMMARISED STATEMENT OF CASH FLOWS: 2019 AND 2020 ...... 96
FIGURES FIGURE 1.1: GOVERNANCE AND OPERATIONS ...... 10 FIGURE 1.2: MANAGEMENT AND REPORTING STRUCTURES ...... 11 FIGURE 2.1: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: BUILDING PROJECTS ...... 73 FIGURE 2.2: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: SITE INFRASTRUCTURE PROJECTS ...... 75 FIGURE 2.3: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: STUDENT HOUSING STRATEGY ...... 77
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LIST OF TABLES
TABLES TABLE 1.1: COMPOSITION OF COUNCIL 2020 ...... 12 TABLE 1.2: COMPOSITION OF THE EXECUTIVE COMMITTEE 2020 ...... 16 TABLE 1.3: COMPOSITION OF COMMITTEES OF COUNCIL 2020 ...... 16 TABLE 1.4: COMPOSITION AND MEMBERSHIP OF THE SENATE 2020 ...... 17 TABLE 1.5: INTERNAL AUDIT COVERAGE FOR 2020 ...... 27 TABLE 1.6: INHERENT AND RESIDUAL RISKS ASSESSED IN 2020 ...... 27 TABLE 2.1: DEMOGRAPHIC PROFILE OF STUDENTS: 2020 ...... 45 TABLE 2.2: UNDERGRADUATE STUDENT ENROLMENT PROFILE: 2020 ...... 47 TABLE 2.3: POSTGRADUATE STUDENT ENROLMENT PROFILE: 2020 ...... 47 TABLE 2.4: ACADEMIC PERFORMANCE OF UNDERGRADUATE STUDENTS PER PROGRAMME ...... 48 TABLE 2.5: ACADEMIC PERFORMANCE OF POSTGRADUATE STUDENTS PER PROGRAMME ...... 49 TABLE 2.6: MAJOR SOURCES OF STUDENT FUNDING ...... 50 TABLE 2.7: DEMOGRAPHIC PROFILE OF STAFF AS AT 31 DECEMBER 2020 ...... 59 TABLE 2.8: NUMBER OF EMPLOYEES IN THE RESPECTIVE OCCUPATIONAL LEVELS: ...... 63 TABLE 2.9: EMPLOYEES WITH DISABILITIES IN THE RESPECTIVE OCCUPATIONAL LEVELS ...... 63 TABLE 2.10: B-BBEE STATUS OF CONTRACTOR AND SUPPLIER PROCUREMENTS IN 2020 ...... 79 TABLE 2.11: B-BBEE STATUS OF FFE SUPPLIER PROCUREMENTS IN 2020 ...... 80 TABLE 2.12: CONTRACTORS CONTRACT SKILLS DEVELOPMENT GOAL (CSDG) METHODOLOGIES ...... 81 TABLE 2.13: STATUS OF THE MAJOR CONTRACTORS’ CONSTRUCTION DEVELOPMENT TARGETS: 2020 ...... 82 TABLE 2.14: CONSULTANTS CONTRACT SKILLS DEVELOPMENT GOAL (CSDG) METHODOLOGIES ...... 82 TABLE 3.1: MEASURES OF GROWTH IN THE FORMATIVE YEARS: 2014 – 2020 ...... 89 TABLE 3.2: RECURRENT OPERATIONS – SUMMARISED INCOME AND EXPENDITURE: 2016 – 2020 ...... 97 TABLE 3.3: KEY FINANCIAL RATIOS ...... 98
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GLOSSARY OF TERMS, ABBREVIATIONS AND ACRONYMS
ABET Adult Basic Education and Training Act The Higher Education Act, 1997 (Act No 101 of 1997), as amended Annual Report Each public higher education institution must produce an Annual Report (as well as an annual Mid-Year report), which provides information on the performance of the institution for the preceding financial year and which must be signed by the Chairperson of Council and the Vice- Chancellor and Principal ARMC Audit and Risk Management Committee of Council Audited Means audited in accordance with International Standards on Auditing, as issued by the International Auditing and Assurance Standards Board (IAASB), and the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) Auditor Any person registered as such in terms of the Auditing Profession Act, 2005 (Act No. 26 of 2005) AVE Average BA Bachelor of Arts BAAP Black Academic Advancement Programme BANKSETA Banking Sector Education and Training Authority B-BBEE Broad-Based Black Economic Empowerment B-BBEEA Broad-based Black Economic Empowerment Act B-BBEESG Broad-based Black Economic Empowerment Spend Goal BCom Bachelor of Commerce BCompt Bachelor of Accounting Sciences BEd Bachelor of Education BJourn Bachelor of Arts (BA) in Journalism BJuris Bachelor of Jurisprudence BMS Building Management System BProc Bachelor of Laws (South Africa) BSc Bachelor of Science BTech Bachelor of Technology CA Chartered Accountant CDLEG Contract Direct Local Employment Goal CDT Construction Development Targets CETA Construction Education Training Authority CFO Chief Financial Officer CGE Commission for Gender Equality CHE Council on Higher Education CIDB Construction Industry Development Board, promulgated in terms of Act 56 of 2000 CIO Chief Information Officer CLDEG Contract Direct Local Employment Goal CLEG Contract Local Expenditure Goal CLO Community Liaison Officer COO Chief Operating Officer Council The governing body of the University and the body as contemplated in terms of section 4 and as composed in paragraph 19 of the Institutional Statute as published for Sol Plaatje University, in Government Gazette No. 40711, issued on 24 March 2017 Council-controlled Total of all funds, both encumbered and unrestricted, that are under the control of the Council, funds but does not include “restricted funds”, as defined.
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GLOSSARY OF TERMS, ABBREVIATIONS AND ACRONYMS (continued)
COVID-19 2019 Novel Coronavirus Disease (formerly referred to as 2019-nCoV) CPI Consumer Price Index CPUT Cape Peninsula University of Technology CSD Central Supply Database CSIP Construction Supplier/Sub-contractor Incubation Project CSIR Council for Scientific and Industrial Research CTA Certificate in the Theory of Accountancy CTLPD Centre for Teaching, Learning and Programme Development CUT Central University of Technology DAC Department of Sports, Arts and Culture DDG Deputy Director General DEDAT Department of Economic Development and Tourism Designated funds Funds under the control of Council, designated or earmarked for specific purposes by Council DG Director General DHET Department of Higher Education and Training DIC Diploma of Imperial College DIP (also Dip) Diploma DM District Municipality DOL/DEL Department of Employment and Labour DUO Digital University Officer DUTT Digital University Task Team DVC Deputy Vice-Chancellor ETDP SETA Education, Training and Development Practices Sector Education and Training Authority EXCO Executive Committee of Council Executive The employees of a public higher education institution designated as such in its Institutional Management Statute (or the Standard Institutional Statute, as applicable), and includes without limitation (also ‘Executive’) the Vice-Chancellor and Principal, Deputy Vice-Chancellor(s), University Registrar and other Executive officials FFE Furniture, Fittings and Equipment Financial year A year commencing on the 1st January and ending on the 31st December (also ‘Academic Year’), and also the period covered by the Annual Report FSD Facilities and Services Department (SPU) HDE Higher Diploma in Education HEQC Higher Education Quality Committee Hons Honours Degree HSRC Human Sciences Research Council ICT Information and Communication Technology IF Institutional Forum IFRIC International Financial Reporting Interpretations Committee IFRS International Financial Reporting Standards, as issued by the International Accounting Standards Boards (IASB) ITT Incubation Task Team IWMS Integrated Workplace Management System King IV King IV Report on Corporate Governance for South Africa, 2016, together with the King Code of Corporate Governance contained therein KPI Key Performance Indicator LED Local Economic Development LLB Bachelor of Laws LLM Master of Laws viii SOL PLAATJE UNIVERSITY
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GLOSSARY OF TERMS, ABBREVIATIONS AND ACRONYMS (continued)
LMS Learning Management System MA Master of Arts MANCOSA Management College of Southern Africa MBA Master of Business Administration MEd Master of Education MoA Memorandum of Agreement MoU Memorandum of Understanding MPA Master of Public Administration MSc Master of Science MTEF Medium-Term Expenditure Framework NAS School of Natural and Applied Sciences NASCEE National Association of Social Change Entities in Education NC Northern Cape NCHRDC Northern Cape Human Resource Development Council NCIF Northern Cape Innovation Forum NCPG Northern Cape Provincial Government NDip National Diploma NEC4 New Engineering Contract Version 4 nGAP New Generation of Academics Programme NIPMO National Intellectual Property Management Office NRF National Research Fund NSFAS National Student Financial Aid Scheme NWU North-West University OHS&E Occupational Health, Safety and Environment PG Postgraduate PGDip Postgraduate Diploma PhD Doctor of Philosophy PICC Presidential Infrastructure Co-Ordinating Committee PPID Physical Planning and Infrastructure Department (SPU) PPPFA Preferred Preferential Policy Framework Act PURCO Purchasing Consortium Southern Africa NPC PWD Public Works Department PWP Psychosocial Wellbeing Programme Regulations Regulations for Reporting by Public Higher Education Institutions, in terms of section 41, read with section 69 of the Higher Education Act, 1997 (Act No. 101 of 1997), as amended, and as published in Government Notice No. R464, issued on 9 June 2014 Restricted Funds Those funds of a public higher education institution that may be used only for the purposes that have been specified in legally binding terms by the providers of such funds or by other legally empowered persons RGA Registered Government Auditor RVSC Risk and Vulnerability Science Centre SAFA South African Football Association SAIDE South African Institute for Distance Education SAIGA Southern African Institute of Government Auditors SANBI South African National Bioinformatics Institute SAQA South African Qualification Authority SARS South African Revenue Service SCM Supply Chain Management SEDA Small Enterprise Development Agency ix SOL PLAATJE UNIVERSITY
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GLOSSARY OF TERMS, ABBREVIATIONS AND ACRONYMS (continued)
SEF Stakeholder Engagement Forum SEFA Small Enterprise Funding Agency SETA Sector Education and Training Authority SHSTLE Student Housing Short-Term Lease Enquiry SIP Strategic Infrastructure Project SMME Small, Medium and Micro Enterprise SMT Senior Management Team SPU (also ‘the Sol Plaatje University University’) SRC Students’ Representative Council TABS Thermally Activated Building System TTO Technology Transfer Office TUT Tshwane University of Technology UBLS University of Botswana, Lesotho and Swaziland UCDG University Capacity Development Grant UCDP University Capacity Development Programme UCT University of Cape Town UFH University of Fort Hare UFS University of the Free State UG Undergraduate UJ University of Johannesburg UKZN University of KwaZulu-Natal UNIBO University of Bophuthatswana UNIN University of the North UNISA University of South Africa UNIZULU University of Zululand Unrestricted funds Funds that fall within the control of the Council and that do not include “restricted funds” or “designated funds”, as defined. UP University of Pretoria UPenn University of Pennsylvania (USA) USAf Universities South Africa USSA University Sport South Africa UT University of Toledo (USA) UWC University of the Western Cape Vice-Chancellor The Chief Executive and Accounting Officer of a public higher education institution, as (also VC) contemplated in terms of section 30 of the Act, and includes the term Principal VPN Virtual Private Network VUT Vaal University of Technology WHAG William Humphreys Art Gallery W&R SETA Wholesale and Retail Sector Education and Training Authority WITS University of the Witwatersrand, Johannesburg
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1 SOL PLAATJE UNIVERSITY
2020 ANNUAL REPORT
SECTION 1: GOVERNANCE
1.1 INTRODUCTION
he 2020 academic year began with major disruptions, which persisted throughout the year. This seventh academic year since the inception of the University in 2013 was plagued by the disruptions caused T nationally and internationally by the coronavirus pandemic, which spread to South Africa in early March 2020.
The activities of Sol Plaatje University were overshadowed by the COVID-19 outbreak and the effect it had on the country. The circumstances in which we found ourselves at the beginning of April 2020, when I took up the position of Vice-Chancellor and Principal, necessitated that we operated in crisis mode. This crisis transcended the national educational landscape and placed immense pressure on the resolve of the national government to cope with the crisis. A key development during this period has been the swift response to the call by the Minister of Higher Education, Science and Innovation for universities to be ready to deliver teaching and learning in a mixed mode (e- learning primarily) context. This report therefore presents the institutional, academic and operational development and performance of the University over the year. It covers the four broad areas outlined below:
1. Governance and institutional capacity development; 2. Academic performance in enrolments, academic programme development and student development; 3. Infrastructure development and facilities to support the growing University; and 4. Financial management, performance and reliability.
During the challenging times of COVID-19, a careful balance had to be struck between operating the academic project, providing support to students and staff, and also attending to the other operations of the University. The University, however, successfully completed the academic programme by December 2020 and adhered to the schedule of holding all the necessary Statutory Governance Meetings (Senate, Council and Institutional Forum). The majority of the Council Committees’ meetings, as well as their sub-committees, took place in a virtual mode. Although this was a major adjustment, all the committees functioned well.
The University as a whole, but particularly the academic project, had to be adjusted to be in line with the national and international situation, which saw Sol Plaatje University revising its academic calendar and move to an e-learning mode, away from its traditional face-to-face teaching mode. The University launched its first online teaching session in mid-May 2020. The progress of the rollout of online teaching and learning was monitored closely and the transition to online teaching and learning at SPU has been relatively smooth.
The University was also required to put the necessary health and safety measures in place in line with the national directives promulgated by Government, which included five different levels of awareness. To align to these changes, the University had to revisit and revise its budget and also applied for a special COVID-19 grant to assist with managing the financial implications of responding to the COVID-19 pandemic. These included additional costs for personal protective equipment, additional data for students, security arrangements and precautionary measures to counter the spread of the virus.
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1.1 INTRODUCTION (continued)
In the absence of COVID-19, the Strategic Plan 2020 – 2024 as conceptualised and approved by Council, would naturally have been implemented according to the Annual Performance Plans for the Institution as agreed. However, COVID-19 changed Higher Education worldwide and catapulted us into a period of uncertainty. It has, however, allowed the institution to fast-track projects that would otherwise only have been implemented a few years from now and, consequently, we have made significant progress towards establishing platforms for digital teaching. The crisis also gave us an opportunity to rethink: • how teaching, learning and research will take place in a post-COVID-19 world; • how the service culture of the University will be affected and how different modes of operation were made possible by our response to the COVID-19 pandemic; • the future operational model of the University; • the financial sustainability (and sustainability in general) of the University; and • internal governance structures.
During 2020, we had several movements within the Executive Management. The DVC Academic, Prof Mary-Jean Baxen served as the acting Vice-Chancellor and Principal for three months from 1 January to 31 March 2020 until Prof Andrew Crouch arrived on 1 April 2020. Prof Patrick Fitzgerald, who had reached retirement age at the end of 2019, finished an extended three-month contract as Executive Director: Special Projects in the Vice-Chancellor’s Office at the end of March 2020. The COO, Mr Raymond Olander, took early retirement with effect from October 2020 due to ill health. Ms Annalene Marais acted as COO for the period October 2020 to February 2021, whilst the process of recruiting and appointing a new COO was underway. Mr David Kanguwe was appointed as COO in the first quarter of 2021. At the same time, the post-retirement contract of the University Registrar, Mr Rathnum Naidoo, originally made until the end of 2020, was extended for another year at the request of Council. The process of recruiting a new University Registrar was approved by Council and is currently ongoing. Council also approved a new position of Dean of Student Affairs to be filled in 2021. This newly created Dean of Student Affairs portfolio will represent student issues on the Senior Management Team and thereby fore-front student matters within the University. Council also approved the creation of the position of the Director for Institutional Advancement, a crucial position needed to expand our work around Partnerships and Alumni Relations. Mr Qondakele Sompondo took up this position in the first quarter of 2021.
The University also saw a steady growth in its undergraduate numbers (1 875 to 2 174) and a sharp increase (89 to 175) in its postgraduate numbers at the honours and postgraduate diploma levels. The module success rate at undergraduate level was adversely affected by the COVID-19 pandemic (i.e., a decline from 89% to 84%), but remained relatively unaffected for the postgraduates (89%). A total of 404 students graduated as the class of 2020.
Sol Plaatje University also had its first virtual meeting of alumni of the University, which set the stage for the establishment of the Convocation and the election of its office bearers. The inaugural President of Convocation, Mr Thabo Moshe took up his place on the University Council in December 2020.
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1.1 INTRODUCTION (continued)
Other historic milestones during the 2020 year included: • Conducting of the first online election for SRC members. The 2020/2021 SRC, headed by Mr Olebogeng Mokwena, was elected in October 2020. • Launching of an applications and admissions portal whereby potential applicants to SPU could apply and submit documentation online. This resulted in a three-fold increase in the number of applications received by the University for the 2021 academic year.
In expanding its research footprint and to support research activity amongst staff and students, the Research Office enhanced its support to academics. The Senate Higher Degrees Committee was established to support postgraduate students.
The University established a Social Relief Fund to assist students who experience unanticipated financial hardship and for which they have no other recourse for funding. This fund consolidates the various funds that have thus far been utilised to assist students on an ad hoc basis.
There has been a significant increase in the number of senior academics (from 4 to 10) at the professorial/associate professorial levels, an aspect that has potential benefits for programme design and delivery, as well as the research trajectory of the University going forward. Overall, academic staff numbers remained static at 131 for 2019 and 2020 and overall staff numbers grew from 505 in 2019 to 550 by 31 December 2020.
The infrastructure development at Sol Plaatje University is undertaken in phases. We have completed phase one, are currently completing phase two and have started the procurement process for phase three. The developments on our South Campus (old Hoffe Park) form phase two of the project. The estimated timeframe for full completion of the infrastructure project is 2028-2030. On the South Campus, work was undertaken on a new staff lounge, communal hall and synthetic surface for hockey. Bulk services on South Campus came online by the end of September 2020. Construction started on the two student residences on South Campus, is estimated for completion in the second semester of 2021 and, when completed, will give SPU over 700 more beds. The Natural Sciences office block and additional lecture facilities on Central Campus, have been occupied and the Applied Sciences Lecture Block (with two 350-seat capacity lecture halls and smaller lecture facilities), on Central Campus, were commissioned at the end of 2020. The Scanlan Road Upgrade was completed by the end of November 2020. The Medium-Term Expenditure Framework (MTEF) 2020-2025 was completed and submitted to the Department of Higher Education and Training (DHET) on a timely basis.
The University remains on a high growth path in terms of student enrolments, staff numbers and infrastructure development. This brings its own unique challenges, compounded by the COVID-19 pandemic, but Council and Management remain confident that the University is on track and that we have responded positively to the above challenges.
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1.2 REPORT BY THE CHAIRPERSON OF COUNCIL Judge Yvonne Mokgoro
he birth of the new decade, i.e., the 2020 year, most certainly did not disappoint in bringing unfamiliarity along with the opportunity for renewal as T well as inevitable corresponding challenges. My report this year, as is the case with almost all other sections of the University’s Annual Report for 2020, is, inevitably, dominated by the impact of such change – the outbreak of the COVID-19 pandemic, and the University’s response thereto, being but one of the many challenges faced by Sol Plaatje University in 2020.
As in all spheres of society, near the end of the first quarter of 2020, the University community, including Council, was unexpectedly plunged into a crisis and, very rapidly, had to find and implement an appropriate response to the circumstances at hand. As a result, the objectives set at the beginning of the year were overtaken by the need to adapt and focus the governance of the University on ensuring the welfare of staff, students and the University project, as a whole.
The pandemic’s potential impeding impact on SPU, and the risks associated thereto, necessitated exceptional decisions to be taken by the Executive, and Council, in their efforts to minimise potential, or mitigate any, damage to the Univeristy’s operations, its sustainability as a going concern, and consequently, the academic programme. Among the wide range of measures expediently put in place, face-to-face operations, including teaching and learning, were immediately replaced with a virtual modus operandi.
The year under review presented further major difficulties for SPU in that the stability of its Executive Management Team was a challenge throughout. The 2020 year commenced with the Deputy Vice-Chancellor: Academic, Professor Jean Baxen, acting as Vice-Chancellor and Principal for the first term, as the new Vice-Chancellor and Principal, Professor Andrew Crouch (appointed by Council at the end of 2019), only commenced duty on 1 April 2020. I, in particular, wish to honour both Prof Crouch and Prof Baxen for their efforts and achievements in stewarding and leading the University during this challenging year, especially as Prof Crouch had assumed his new position only days into the initial stages of the national lockdown.
Towards the latter part of 2020, the University was faced with the additional challenge of having to appoint a successor to its first Chief Operating Officer (COO), Mr Raymond Olander, who was compelled to go on early retirement due to ill-health. By December 2020, subsequent to the Chief Financial Officer (CFO), Ms Annalene Marais, having had to assume the additional responsibility of acting in the position of COO for the last quarter of the year, Council was able to strengthen the University’s Executive by the appointment of the new Chief Operating Officer, Mr David Kanguwe, who assumed duty early in 2021. In the interest of further stabilising the Executive, Council approved the extention of a further one-year post-retirement contract for the incumbent University Registrar, Mr Rathnum Naidoo, and approved a Process Plan and Selection Panel for the appointment of a new University Registrar in 2021.
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1.2 REPORT BY THE CHAIRPERSON OF COUNCIL (continued)
Despite its challenges, the year in question also boasts some exciting highlights, including the election and appointment of the first president of the inaugural Convocation, namely Mr Thabo Moshe, on 28 November 2020. Council also approved, subject to Ministerial approval, the University’s acquisition of the Griqualand West Rugby Stadium – a strategic proposition, holding great advancement opportunities for SPU.
Albeit that 2020 had presented much trepidation, it was met by a University community, and Council, who rapidly and positively responded with vigour and excitement at the promise that comes with change. It is in respect of exactly this that I wish to express my appreciation, and congratulations, to the SPU community, and, in particular, my fellow members on Council, the University Executive, staff, student leadership and students for their commitment to the excellent manner in which our greater common purpose (i.e., the continuance of operations and the successful conclusion of the 2020 academic programme by the end of 2020) was fulfilled.
At the time of writing this report, the outlook remains uncertain, and COVID-19 is still prevalent in the community, particularly in Kimberley and the Northern Cape. Going forward, however, I do believe that the actions by Council, Executive Management and the wider SPU community, will continue, as they have been in the past, to be nimble, robust and sensible in terms of planning and implementation to enable SPU to remain on track amidst – and despite – this global trial.
______JUDGE YVONNE MOKGORO CHAIRPERSON OF COUNCIL
23 June 2021
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1.3 PERFORMANCE ASSESSMENT REPORT
his Annual Report addresses matters of governance, management and academic activities and reports on the developments and achievements during the 2020 year. The report also aims to indicate the University’s T progress towards attaining the goals as envisaged in the establishment of the institution. It is prepared in compliance with the requirements of Chapter 3 of the Manual for Annual Reporting of Higher Education Institutions. The University’s governance framework and activities align with the basic principles of sound corporate governance as articulated in the King IV Report on Governance.
Sol Plaatje University was formally established with the publication of Government Gazette Number 36771 on 22 August 2013. This report presents the consolidation of activities during 2020 that are appropriate to the formation of this emerging University – the seventh academic year of SPU.
The Annual Report also reflects on important performance matters at the University, notably:
• the academic performance and progression of our students; • growth of the academic capacity for higher level teaching on academic programmes; and • further developing the governance, institutional capacity and operational structures of the University.
Good governance principles demand that reporting of this nature integrates concepts of sustainability and social transformation. Sol Plaatje University is committed to these principles in its annual reporting and has strived to adhere to this approach in the present report. This ensures that such a conceptualisation becomes a normal part of the way in which the University will respond to general expectations of accountability in all that it does.
This Annual Report covers the operations of the University at a time when it was dealing with a major national and international crisis brought about by the COVID-19 pandemic. The University had to adapt its mode of operations, both in the administrative as well as in the academic domains. Systems and processes had to be developed to transition from a face-to-face modality to conducting business in a virtual space. This mode of operation is continuing and is adapted on a day-to-day basis. Governance structures and oversight were firmly in place in 2020 and the University operated in accordance with a Strategic Plan and an amended Annual Performance Plan that were approved by both Council and the DHET.
During 2020, the University operated under the governance oversight of a properly constituted and functional Council according to the Institutional Statute of SPU approved by the then Minister of Higher Education and Training in 2017.
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1.3 PERFORMANCE ASSESSMENT REPORT (continued)
Within this second phase of the development of Sol Plaatje University, the year 2020 formed the first implementation year of the strategic goals and objectives which Council approved in 2019. These strategic goals and objectives are summarised in Appendix 1, which can be referred to for more detailed information pertaining to the University’s strategic goals and an assessment of performance during the past year.)
______JUDGE YVONNE MOKGORO PROF ANDREW CROUCH CHAIRPERSON OF COUNCIL VICE-CHANCELLOR AND PRINCIPAL
23 June 2021
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1.4 COUNCIL STATEMENT ON GOVERNANCE
he following statement is intended to provide an overview of the governance and legal framework of the Sol Plaatje University (SPU). The University’s objectives, powers and governance framework is set out in, and T strictly regulated by, the Institutional Statute and the Higher Education Act of 1997.
1.4.1 Leadership
The Vice-Chancellor and Principal is the Chief Executive Officer (CEO) and Accounting Officer of the University. On the authority delegated by the University Council, the Vice-Chancellor and Principal exercises the key operational role in terms of the development of the institutional strategy, the identification and planning of new developments and the shaping of the institutional culture and ethos.
1.4.2 Governance and Operations
The role of the University Council, and its Chairperson, is separate from the University’s Vice-Chancellor. Council, as the ultimate governing body within the University, acts as the custodian of corporate governance for the institution and is therefore responsible for ensuring that all related governance functions are performed effectively. This responsibility is consistent, too, with King IV (specifically, Principle 5 of the King IV Code on Corporate Governance). Council is, therefore, ultimately responsible for the overall achievement of the University’s mission, vision and purpose.
The powers and functions of Council are set out in the Institutional Statute, which also prescribes the conditions and processes of appointing its members. Amongst the powers that Council holds to itself are those relating to the appointment of the Executive Management Team, i.e., the Vice-Chancellor and Principal, the Deputy Vice- Chancellor, the University Registrar, the Chief Financial Officer (CFO) and the Chief Operating Officer (COO). The approval of the University’s Strategic Plan, Academic Plan, Enrolment Plan, Annual Performance Plan, Annual Operational Budget, Annual Report, inclusive of the annual financial statements (AFS), and its Governing Policies all fall within the remit of Council, as does the appointment of its external auditors.
The University Registrar is responsible for the operation and conduct of the institution’s overall governance structures to ensure that effective processes are in place to provide assurance and to ensure legal and regulatory compliance. The University Registrar is the secretary to the Council, and the Senate, and reports directly to the Vice-Chancellor and Principal.
In giving effect to good corporate governance principles of structured delegation as advocated by King IV, the Council has ensured that the relevant statutory structures represented by the Committees of Council, the Institutional Forum, and Senate are themselves properly constituted “to promote independent judgement, and to assist with the balance of power and effective discharge of its duties.” 1
1 Principle 8 of the King IV Code of Corporate Governance 9 SOL PLAATJE UNIVERSITY
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.2 Governance and Operations (continued)
Each of the respective Committees of Council operates in terms of a customised Charter and consists of an appropriate mix of independent external and internal members. Where necessary, the membership of these committees is strengthened by the addition of external, non-Council experts as, for example, in the cases of the Finance Committee and the Audit and Risk Management Committee. This ensures that the various functional areas in the University such as finance, audit assurance, risk, digital and information technology, human resources and remuneration are all overseen by competent, objective and effective governance structures. Through their leadership endeavours, these bodies support the University to set and achieve its strategic objectives; enable an effective control environment that supports the integrity of information for internal decision-making and external reporting by the University; and, not least, help it to conduct its affairs ethically and to be a good corporate citizen, as advocated by King IV (specifically, Part 5.4 of the King IV Code on Corporate Governance – Principles 11 to 15 inclusive).
The principal structure for governance and reporting at SPU is indicated in Figure 1.1 below.
FIGURE 1.1: GOVERNANCE AND OPERATIONS
COUNCIL
INSTITUTIONAL COMMITTEES OF VICE-CHANCELLOR SENATE FORUM COUNCIL: AND PRINCIPAL - Executive Committee STUDENT SERVICES COMMITTEES OF EXECUTIVE MANAGEMENT - Audit and Risk COUNCIL SENATE: Management - Teaching and Learning Committee STUDENTS' Committee FOUR ACADEMIC FIVE OPERATIONAL INTERNAL - Human Resrouces REPRESENTATIVE DISCIPLINES: DIVISIONS: AUDIT - Academic Planning Committee COUNCIL (SRC) Committee - School of Economics - Office of the Vice- - Finance Committee and Management Chancellor and Principal - Library Committee Sciences - Facilities Planning, - Research Committee Infrastructure and - School of Education - Office of the DVC: Information Technology Academic - Research Ethics Committee - School of Humanities Committee - Office of the Chief - Remuneration - School of Natural and Operating Officer - Higher Degrees Committee Applied Sciences Committee - Office of the Chief Financial Officer
- Office of the University SCHOOL BOARDS Registrar
STATUTORY STRUCTURE
NON-STATUTORY STRUCTURE
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.2 Governance and Operations (continued)
The reporting structure for management and operations at SPU, are as shown in Figure 1.2 below. This figure also indicates the portfolio responsibilities of each of the Senior Executive members.
FIGURE 1.2: MANAGEMENT AND REPORTING STRUCTURES
VICE-CHANCELLOR AND PRINCIPAL
DVC: ACADEMIC CHIEF FINANCIAL CHIEF OPERATING UNIVERSITY INTERNAL AUDIT OFFICER OFFICER REGISTRAR
- Heads of Schools - Finance - Infrastructure - Admissions and COMMUNICATION Enrolement AND MARKETING - Teaching, Learning and - Procurement - Facilities and Services: Academic - Cleaning - Academic Developments - Student Fees and - Catering Administration Financial Aid - Security - Research - Health & Safety - Secretariat
- Student Affairs - Information and - Legal Office Communications - Library Technology
- Human Resources
1.4.3 Composition and Membership of Council
Table 1.1, overleaf, reflects the persons appointed or selected to serve on the Council of SPU in terms of the Higher Education Act, Section 27 (4) and, further, in terms of Section 19 of the SPU Institutional Statute, as published in the Government Gazette on March 24, 2017.
The foregoing statutory requirements relating to the composition of the Council mirror the essence of King IV, specifically Principle 7 therein, which stipulates that “the governing body [i.e., Council] should comprise the appropriate balance of knowledge, skills, experience, diversity and independence for it to discharge its governance role and responsibilities objectively and effectively.” We believe that the composition of the University Council adheres to both the spirit and letter of King IV, and the corresponding statutory provisions, and that the University Council has the requisite balance, strength and diversity of membership.
It should be noted that the vacancies in Council membership indicated overleaf, derive largely from the revised Council membership structure that was introduced by the new SPU Institutional Statute and our focus on filling external membership vacancies first.
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.3 Composition and Membership of Council (continued)
TABLE 1.1: COMPOSITION OF COUNCIL 2020
POSITION, NAME AND QUALIFICATIONS OTHER APPOINTMENTS AND POSITIONS Vice-Chancellor and Principal: Vice-Chancellor and Principal – Crouch, Andrew Martin Prof 2 BSc (Chemistry and Biochemistry) (UWC) BSC Hons (Chemistry) (UWC) PhD (Chemistry) (Concordia University, Montreal, Canada) One Deputy Vice-Chancellor: Deputy Vice-Chancellor: Academic – Baxen, Mary Jean Prof 3 Primary Teachers Diploma (Bechet College) Bachelor of Arts (UNISA) Master of Education (University of Leeds) PhD (UCT) Five persons appointed by the Minister in accordance with section 27(4)(c) of the Act: External Member – Municipal Manager: Naledi Municipality Bloom, Tshepo Macdonald Mr NDip (HR Management) (VUT) BA (NWU) Diploma in Public Management and Governance (NWU) BA Hons (Labour Law) (UFS) MPA (Public Administration) (UFS) Certificate in Municipal Financial Management (NWU) PhD (NWU) – Current studies External Member and Deputy Chairperson – Executive Director and Trustee: SAIDE Glennie, Jennifer Anne Ms Director: SchoolNet Board BSc (Hons) (WITS) Member: University of Pretoria School of Education Advisory Board MA (University of London) Founding Executive Member: NASCEE (Education NGO Forum) Treasurer and Founding President: National Association of Distance and Open Education Organisations of South Africa Former Member: UNISA Council (Deputy Chair Audit and ICT Committees), Council on Higher Education, Higher Education Quality Committee (Deputy Chair) and Ministerial Committee on University Funding South Africa’s representative: Commonwealth of Learning’s Board of Governors External Member – Stakeholder Engagement Manager: Anglo American Platinum, Madonsela, Abel Nyanyana Mr Mogalakwena Complex NDip in Public Relations and Business Communication (TUT) BTech in Public Relations and Business Communication (TUT) MBA (NWU)
2 Crouch, A M Prof – Appointed: 2 December 2019, Commencement of Term: 1 April 2020 3 Baxen, M J Prof – Acting Vice Chancellor and Principal from 1 January 2020 – 31 March 2020 12 SOL PLAATJE UNIVERSITY
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1.4.3 Composition and Membership of Council (continued)
TABLE 1.1: COMPOSITION OF COUNCIL 2020 (continued)
POSITION, NAME AND QUALIFICATIONS OTHER APPOINTMENTS AND POSITIONS Five persons appointed by the Minister in accordance with section 27(4)(c) of the Act (continued): External Member – Educator Unit Head: ABET Marais-Martin, Moira Antoinette Ms CEO: Provincial Youth Commission Certificate: Executive Leadership and Governance Executive Mayor: Frances Baard District Municipality in Local Govt (UWC) Deputy Director General: Policy and Governance – Office of the Premier MEd (Education Management) (UWC) Acting Director General: NCPG BEd (Cum Laude) (UWC) Commissioner NC: Public Service Commission BA + HDE (UWC) External Member – Former Chief of Staff: Office of the Premier, Northern Cape Ndzilili, Harry Mandla Mr Various senior management positions Certificate in Government Communications and Acting Head of Department: Department of Environment and Nature Marketing and Public Service Management Conservation, Northern Cape Diploma in Journalism (TUT) BTech Hons Public Management (UNISA) Two members of the Senate, elected by the Senate: Internal Member – Head of School: Natural and Applied Sciences Gelebe, Aifheli Calson Prof 4 BSc Hons (University of Venda) MSc (Rhodes University) PhD (Rhodes University) Internal Member – Head of School: Humanities Mataga, Jesmael Prof 5 BA Hons (University of Zimbabwe) MA (University of Zimbabwe) PhD (UCT) One academic employee, other than a member of the Senate, elected by the academic employees: Vacant One employee representing administrative and support staff, who is not a member of the Senate, elected by the administrative and support staff: Vacant The President of the SRC and one other member of the SRC, elected by the SRC: Internal Member – President, SRC Malape, Mmatli Mr (1 November 2019 – 31 May 2020) Studying BEd Snr. Phase and FET (SPU) Internal Member – Secretary General, SRC Takane, Tebogo Mr (1 November 2019 – 31 October 2020) Studying BEd Snr. Phase and FET (SPU) Internal Member – President, SRC Makutu, Ntesang Ms (1 July 2020 – 31 October 2020) Studying BEd Intermediate Phase and FET (SPU)
4 Gelebe, A C Prof – Re-appointed to Council: 31 July 2020 5 Mataga, J Prof – Re-appointed to Council: 31 July 2020 13 SOL PLAATJE UNIVERSITY
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1.4.3 Composition and Membership of Council (continued)
TABLE 1.1: COMPOSITION OF COUNCIL 2020 (continued)
POSITION, NAME AND QUALIFICATIONS OTHER APPOINTMENTS AND POSITIONS The President of the SRC and one other member of the SRC, elected by the SRC (continued): Internal Member – President, SRC Mokwene, Olebogeng Theophilus Mr (1 November 2020 – 31 October 2021) Studying BEd Snr. Phase and FET (SPU) Internal Member – Treasurer, SRC Senokwane, Oratile Deliphas Mr (1 November 2020 – 31 October 2021) Studying BEd Snr. Phase and FET (SPU) The President of the Convocation: External Member – Teacher: Olehile Manchwe Intermediate School Moshe, Thabo Mr 6 BEd Snr. Phase and FET (SPU) One person appointed by the Sol Plaatje Local Municipality in consultation with the SPU Council: Vacant One person appointed by the Frances Baard District Municipality in consultation with the SPU Council: Vacant Not less than ten and not more than thirteen persons appointed by the Council on the basis of their experience and expertise with due regard to the national and regional interests of the University: External Member – Former Municipal Manager: Sol Plaatje Municipality Akharwaray, Goolam Hoosain Mr BProc (UCT) LLB (UFS) Certificate in Management (UCT) Certificate in Municipal Financial Management External Member – Chief State Law Advisor: Northern Cape Provincial Administration Botha, Gladys Ms 7 Programme in Public Service Management (WITS) B. Proc (University of Fort Hare) DLD (Diploma in Legislative Drafting) (Vista University) LLM (Labour Law) (UNISA) MPhil Applied Ethics (Business Ethics) (St Augustine College of South Africa) External Member – Former Chief Finance Officer: University of KwaZulu-Natal Clarkson, Ralph Hollingworth Mr Former Chief Finance Officer: University of Fort Hare CA (SA), BCom (Rhodes University) Member: South African Institute of Chartered Accountants PG Dip in Taxation (UN) Member: Advisory Committee on Finance and Procurement, University of PG Dip in Forensic Auditing and Criminal Justice Fort Hare (UN) Former Advisor to the Administrator: University of Zululand
6 Moshe, T Mr – Term: 28 November 2020 – 27 November 2023 7 Botha, G Ms – Appointed to Council: 27 November 2019 14 SOL PLAATJE UNIVERSITY
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.3 Composition and Membership of Council (continued)
TABLE 1.1: COMPOSITION OF COUNCIL 2020 (continued)
POSITION, NAME AND QUALIFICATIONS OTHER APPOINTMENTS AND POSITIONS Not less than ten and not more than thirteen persons appointed by the Council on the basis of their experience and expertise with due regard to the national and regional interests of the University (continued): External Member – Former Chief Financial Officer: Northern Cape Urban TVET College Kimmie, Abdul Latief Mr Former Director: Mazars, Northern Cape BCompt (UNISA) Former Business Executive: Office of the Auditor General South Africa, BCompt Hons (CTA) (UNISA) Northern Cape MBA (UFS) Member: The South African Institute of Professional Accountants (SAIPA) RGA (SAIGA) External Member and Chairperson – Professor Emeritus: NWU, UWC, UP and UNISA Mokgoro, Jennifer Yvonne Judge LLD (Honoris Causa) - NWU, UWC, UNISA, UCT, WITS, UPenn (USA) and BJuris (NWU) University of Toledo (USA) LLB (NWU) Member: Council of the South African Institute of Judicial Education and LLM (NWU) Chairperson of the Curriculum Development Committee LLM (UPenn) Chairperson: Nelson Mandela Children’s Fund Member: Mandela Rhodes Trust Commissioner: International Commission of Jurists (2014-2019) Member: International Advisory Board of the Open Society’s Justice Initiative Project (2014-2017) Member: International Arbitration Committee of the International Olympics Committee Patron: South African Chapter of the International Women Judges Association Member: South African Women Lawyers Association and the International Women’s Forum Appointee of the President of South Africa as an Advocate for Social Cohesion (2012-2016) External Member – Chief Executive Officer: Southend Mining Corporation Molusi, Andrew Conway Gaorekwe Mr Non-Executive Director: Sishen Iron Ore Company BJourn (Rhodes) Trustee: SIOC CDT, SA Airlink, Caxton CTP Publishers, African Media MA (University of Notre Dame Ind. USA) Entertainment, Basil Read Board of Governors: Rhodes University Trustee: Asbestos Relief Trust External Member – Exploration Geophysicist Mutyorauta, Julius Jacob Mr Member: Riverwalk Trading 124cc BSc (UBLS) Director: Aberdeen Offshore Engineering (Pty) Ltd MSc (Geophysics) (University of Zimbabwe) MSc (Mineral Exploration) (University of London) DIC Mineral Exploration (University of London) MBA (MANCOSA) External Member – Judge: High Court of South Africa, Northern Cape Phatshoane, Mmathebe Violet Judge BProc University of the North (UNIN) LLB (UFS) LLM (UFS)
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.4 Structure and Membership of the Executive Committee of Council (EXCO)
TABLE 1.2: COMPOSITION OF THE EXECUTIVE COMMITTEE 2020
NAME POSITION Mokgoro, J Y Judge Chairperson of Council, Executive Committee and Remuneration Committee Glennie, J A Ms Deputy Chairperson of Council Clarkson, R H Mr Chairperson of the Finance Committee Phatshoane, M V Judge Chairperson of the Human Resources Committee Kimmie, A L Mr Chairperson of the Audit and Risk Management Committee Akharwaray, G H Mr Chairperson of the Facilities Planning, Infrastructure and Information Technology Committee Crouch A M, Prof Vice-Chancellor and Principal
1.4.5 Composition and Membership of Committees of Council
TABLE 1.3: COMPOSITION OF COMMITTEES OF COUNCIL 2020
COMMITTEE CHAIRPERSON(S) MEMBERS IN ATTENDANCE Audit and Risk Kimmie, A L Mr External members: Crouch, A M Prof (Vice-Chancellor and Principal) Management (Chairperson) Marais-Martin, M A Ms Marais, A Ms (Chief Financial Officer) Committee Internal members: Olander, R J Mr (Chief Operating Officer) (ARMC) Glennie, J A Ms None Naidoo, R Mr (University Registrar) (Deputy Chairperson) External expert members: Ndou, G Mr (Director: Internal Audit) Albertyn, D L Mr Van Tonder, J T Mr Facilities Planning, Akharwaray, G H Mr External members: Baxen, M J Prof (DVC: Academic) Infrastructure and (Chairperson) Bloom, T M Mr Marais, A Ms (Chief Financial Officer) Information Technology Internal members: Naidoo, R Mr (University Registrar) Committee Ndzilili, H M Mr Crouch, A M Prof Paddon, C A Ms (Director: PPI) (FPIITC) (Deputy Chairperson) Olander, R J Mr Dingindlela, L Mr (Director: FSD) Finance Committee Clarkson, R H Mr6 External members: Olander, R J Mr (Chief Operating Officer) (FINCO) (Chairperson) Madonsela, A N Mr Naidoo, R Mr (University Registrar) Internal members: Akharwaray, G H Mr Crouch, A M Prof (Deputy Chairperson) Marais, A Ms External expert members: Maritz, H R Mr Wainstein, B M Mr Human Resources Phatshoane, M V Judge External members: Farmer, I B Mr (Director: Human Resources) Committee (Chairperson) Molusi, A C G Mr Naidoo, R Mr (University Registrar) (HRC) Mutyorauta, J J Mr Madonsela, A N Mr Internal members: (Deputy Chairperson) Crouch, A M Prof Baxen, M J Prof Gelebe, A C Prof Olander, R J Mr Remuneration Mokgoro, J Y Judge External members: Crouch, A M Prof (Vice-Chancellor and Principal) Committee (Chairperson) Phatshoane, M V Judge Marais, A Ms (Chief Financial Officer) (REMCO) Internal members: Olander, R J Mr (Chief Operating Officer) Glennie, J A Ms None (Deputy Chairperson)
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.6 Composition and Membership of the Senate
TABLE 1.4: COMPOSITION AND MEMBERSHIP OF THE SENATE 2020
COMMITTEE CHAIRPERSON(S) MEMBERS CAPACITY Senate Crouch, A M Prof Africa, N Ms Acting Senior Manager: Student Affairs (Chairperson) Baitshenyetsi, T Mr Head of Department: Natural and Applied Sciences: Computer Science & IT Baxen, M J Prof Benneyworth, G Dr Head of Department: Humanities: Heritage Studies (Deputy Chairperson) Buyamukama, J Dr Senior Lecturer: Economic and Management Sciences Chaukura, N Prof Associate Professor: Natural and Applied Sciences Chinguno, C Dr Senior Lecturer: Humanities Chizwina, S Dr Director: Library Services Daries, G Dr Acting Head of Department: Education Studies Felix, A Mr Head of Department: Education: Human Sciences Teaching Gelebe, A Prof Head of School: Natural and Applied Sciences Haire, K Prof Associate Professor: Humanities Harebottle, D Dr Head of Department Natural and Applied Sciences: Biological & Agricultural Sciences Joubert, P Prof Head of School: Economic and Management Sciences Kabir, H Prof Associate Professor: Economic and Management Sciences Khomojong, T Mr Representative of the Student Representative Council Mabugu, E Prof Professor: Economic and Management Sciences Maistry, K Ms Chairperson of the Institutional Forum (IF) Makutu, N Ms President of the Student Representative Council Malape, M Mr President of the Student Representative Council Maringira, G Prof Professor: Humanities Masvosve, T Dr Head of Department: Education: Natural Sciences Teaching Mataga, J Prof Head of School: Humanities Mokwene, O Mr President of the Student Representative Council Moreeng, B Dr Senior Lecturer: Education Mosia, M Dr Director: Centre for Teaching Learning and Programme Development Mothibi, D Dr Senior Lecturer: Natural and Applied Sciences Msimanga, A Prof Head of School: Education Mutyorauta, JJ Mr Member of Council on Senate Naidoo, R Mr University Registrar Ndlovu, L Mr Head of Department: Accounting and Economics Obioha, O Dr Head of Department: Management Sciences Oluwagbemi, O Prof Associate Professor: Natural and Applied Sciences Rademeyer, C Dr Head of Department: Humanities: Social Sciences Sefadi, J Dr Head of Department: Natural and Applied Sciences: Physical and Earth Sciences Semenya, T Ms Director: Research Sethunya, K Mr Representative of the Student Representative Council Sikwila, J Dr Head of Department: Natural and Applied Sciences: Mathematical Sciences Teise, V Prof Associate Professor: Head of Department: Humanities: Languages
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.7 Composition and Membership of the Institutional Forum
TABLE 1.5: COMPOSITION AND MEMBERSHIP OF THE INSTITUTIONAL FORUM 2020
COMMITTEE CHAIRPERSON(S) MEMBERS CAPACITY Institutional Maistry, K Ms Afrika, N Ms Representative of Staff appointed by the VC Forum (Chairperson) Albertus, E Ms Representative of the Union (IF) Baxen, M J Prof Representative of Executive Management Mothibi, D Dr Chabalala, L Mr Representative of the Student Representatives’ Council (Deputy Chairperson) Crouch, A M Prof Representative of Executive Management Greengrass, C Ms Representative of Female Staff Hoorn, C Ms Representative of Academic Staff Kisten, M Mr Representative of Student with Disability Maepa, M Mr Representative of Staff appointed by the VC Makubalo, V Ms Representative of Academic Staff Makutu, M C Ms President of the Student Representatives’ Council Malape, M Mr President of the Student Representatives’ Council Mmusi, L Ms Representative of the Union Motsage, W J Ms Representative of Female Staff Mutyorauta, J J Mr Member of Council on IF Onvlee, D Mr Representative of Staff appointed by the VC Paddon, C Ms Representative of Administrative/Support Staff Sefadi, J Dr Representative of Senate Van der Spuy, D Ms Representative of Administrative/Support Staff
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UNIVERSITY CHAIRPERSON AND DEPUTY
CHANCELLOR CHAIRPERSON OF COUNCIL
JUDGE S A MAJIEDT JUDGE J Y MOKGORO MS J A GLENNIE CHAIRPERSON: COUNCIL, DEPUTY CHAIRPERSON: EXCO, REMCO COUNCIL, EXCO, ARMC, REMCO
EXTERNAL EXECUTIVE MEMBERS OF COUNCIL
MR G H AKHARWARAY MR R H CLARKSON JUDGE M V PHATSHOANE MR A L KIMMIE CHAIRPERSON: FPIITC CHAIRPERSON: FINCO CHAIRPERSON: HRC CHAIRPERSON: ARMC
EXTERNAL MEMBERS OF COUNCIL
MR T M BLOOM MS G BOTHA MR A N MADONSELA MS M A MARAIS-MARTIN MEMBER: FPIITC DEPUTY CHAIRPERSON: HRC MEMBER: ARMC
MR A C G MOLUSI MR J J MUTYORAUTA MR H M NDZILILI MEMBER: HRC MEMBER: IF, HRC, SENATE DEPUTY CHAIRPERSON: FPIITC
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INTERNAL MEMBERS OF COUNCIL
PROF A M CROUCH PROF M J BAXEN PROF J MATAGA PROF A C GELEBE VICE-CHANCELLOR DVC: ACADEMIC MEMBER: HRC
STUDENTS’ REPRESENTATIVE MEMBERS OF COUNCIL
MR T MOILWA MR T TAKANE MS N MAKUTU MR O T MOKWENE MR O D SENOKWANE
MEMBERS OF EXECUTIVE MANAGEMENT IN ATTENDANCE AT COUNCIL
MS A MARAIS MR R J OLANDER MR R NAIDOO CHIEF FINANCIAL OFFICER CHIEF OPERATING OFFICER UNIVERSITY REGISTRAR
EXTERNAL EXPERT MEMBERS OF COMMITTEES OF COUNCIL
MR B M WAINSTEIN MR H R MARITZ MR D L ALBERTYN MR J T VAN TONDER FINCO FINCO ARMC ARMC
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.8 Significant Matters Considered by Council
The attendance at meetings of Council during the year was generally good, based on an overall average percentage attendance of 87% achieved for 2020, which compares favourably with the prior year average attendance of 84%. This increase in attendance was largely attributed to the use of online modalities for the attendance of meetings, due to the impact of COVID-19. Details of meeting attendances for Council, the various Committees of Council and the Institutional Forum are reflected in Appendix 2.
Due to the 1st Quarterly meeting of Council, which was to have taken place on 31 March 2020, having been cancelled on account of the national lockdown related to the implications of COVID-19 at the time, a special meeting of the Executive Committee (EXCO) was held on 7 April 2020, in order for the EXCO to deal with the important matters that were on the Council agenda, for resolution by Council, at its 1st Quarterly meeting. In terms of its delegated authority to act on behalf of the University Council, the EXCO: • Approved the Policy on Supply Chain Management for Goods and Services; • Approved the Policy on Substance Abuse; and • Supported the proposed acquisition of the Griqualand West Rugby Stadium Precinct for a total purchase consideration not exceeding R53 million.
During 2020, Council considered and variously approved, confirmed or ratified, as applicable, the following important matters: • That Judge S A Majiedt be appointed for a second term as University Chancellor, with effect from 21 October 2020, for a period of five years, as per the requirements in the SPU Statute, up to 20 October 2025. • The following appointments to Council: a) the re-appointment of Prof A C Gelebe and Prof J Mataga, the Senate Members of Council, to serve for a second term of three years as members of Council; and b) the appointment of Mr Thabo Moshe as a member of Council for a term concurrent with his term of Presidency of the SPU Convocation. • The 2019 Annual Report, inclusive of the 2019 annual financial statements and audit report thereon • The revised 2020 Annual Performance Plan • The 2020 Mid-year Performance Report • The Council Self-Assessment Governance Indicators Scorecard 8 • The revised 2020 Operating Budget • Components of the 2021 Operating Budget, until further conclusive information became available regarding funding for Institutions of Higher Learning, including universities.
8 Although this is now a mandatory requirement of the DHET, the University Council voluntarily subscribes to periodic evaluations of its own performance to ensure that, in line with Principle 9 of the King IV Code on Corporate Governance, such evaluations contribute to the continued improvement in the Council’s performance and effectiveness, as well as those of the Committees of Council. 21 SOL PLAATJE UNIVERSITY
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.8 Significant Matters Considered by Council (continued)
• The 2020-2025 Medium-Term Expenditure Framework (MTEF), subject to the finalisation of a security strategy. • Upon the recommendation of the FPIITC, the SPU Security Plan. • As per the recommendation by the EXCO, that a further post-retirement contract of one year (1 January 2021 – 31 December 2021) be entered into with the current University Registrar, Mr R Naidoo. • As per the HRC’s recommendation and the EXCO's endorsement thereof, Council approved the proposed Process Plan and Selection Panel, for the appointment of the next University Registrar. • The Process Plan and Selection Panel for the appointment of the Chief Operating Officer. • The recommendations of the Selection Panel for the appointment of the Chief Operating Officer, including, inter alia, that Mr D F Kanguwe be appointed to the position of Sol Plaatje University Chief Operating Officer, with effect from a date yet to be mutually agreed upon. • The upgrade of the position of Director: Student Affairs to Dean: Student Affairs. • The creation of two Directors’ positions in the Finance Division, subject to budget affordability, as per the recommendation of the Human Resources Committee (HRC). • In principle, that NEHAWU be granted their request for an SPU-funded and resourced Shop-Steward, as per Management’s proposal for a fifty percent time allowance. • The transition from Schools to Faculties, as recommended by the Senate. • Upon the recommendations of the FPIITC and the FINCO, respectively, the proposal regarding Catering Services. • Council mandated the University Registrar, Mr R Naidoo, to take the place of Mr R J Olander on the authorised negotiating team with respect to the proposed purchase of the Griqualand West Rugby Stadium and that negotiations proceed as set out in scenario three (3) of the proposal. • Having considered the matter fully, the acquisition of the Griqualand West Rugby Stadium, subject to Ministerial approval. • The delegated authority for the Vice-Chancellor and Principal to sign the package order for the commencement of the construction work (which value exceeds R 100 million) in respect of the Heritage Studies and Humanities Building (C010) project. • Upon the recommendations of the Finance Committee (FINCO), the proposals regarding student laptops. • The following Policies: a) Policy on Merit Award for Postgraduate Students; b) Policy on University Financial Assistance; c) Policy on Investment; d) Policy on Health, Safety and Environment; e) Policy on Internal Audit Function. • The revised Charter of the REMCO.
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.9 Council Statement on Sustainability
Council remains committed to ensuring that Sol Plaatje University is financially, operationally and academically sustainable and that it responds positively to the human development needs of its local and regional community. To the best of its ability and within the parameters under its control, Council manages the financial resources of SPU in a manner that meets the current financial needs of the University, whilst simultaneously providing for sufficient reserves to meet potential future needs and contingencies.
In considering the overall sustainability of the University, the outbreak of the COVID-19 pandemic is still viewed as a potential threat. This pandemic has disrupted the way business is done in South Africa and the very way of life for all the country’s citizens. Whilst there is no immediate concern around the going concern status of the University, the long-term impact of this pandemic and the consequential economic effects are yet to be determined fully. Management has established high-level task teams that are continuously assessing and monitoring developments with regard to the pandemic and at the time of finalising this Annual Report, Management is confident that their responses are adequate to sustain the University in the short- to medium-terms.
Council’s view of sustainability further includes the need to ensure that students are properly educated in academic programmes that contribute to their development needs as individuals and in their contribution to the general social wellbeing of their communities. Council also understands that the sustainability of the University requires that it serves its community by expressing an ongoing critical academic and intellectual public voice, and that SPU develops as an important partner in the social, economic and intellectual development of the region, its environment and its stakeholder communities. Council therefore recognises the benefits of ensuring sound long-term relationships with its multiple stakeholders.
In the execution of its governance role and responsibilities, the University Council upholds both the spirit and letter of King IV, by adopting “a stakeholder-inclusive approach that balances the needs, interests and expectations of material stakeholders in the best interests of the organisation [i.e., the University] over time.” 9
In this regard, several 2020 highlights are worthy of mention, as follows: • The student enrolment profile in 2020 showed a further decrease in the proportion of students who are resident in Kimberley, but this was offset by an increase in those students who are resident in the Northern Cape generally. Although having increased in number (from 606 in 2019 to 675 in 2020), proportionate to the total number of students, the percentage of students from the Kimberley city area reduced from 30% in 2019 to approximately 28% in 2020, the proportion from the rest of the Northern Cape, however, increased to 60% (previously, 32% in 2019).
9 King IV Report on Corporate Governance for South Africa, 2016: Principle 16, wherein reference to the “organisation” is deemed to be the University in this instance, and references more generally in this Annual Report to the University Council are construed as the equivalent of the “governing body” in King IV. 23 SOL PLAATJE UNIVERSITY
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1.4 COUNCIL STATEMENT ON GOVERNANCE (continued)
1.4.9 Council Statement on Sustainability (continued)
The balance of this reduction was taken up by an increase in the proportion of students from the other eight provinces, predominantly those from the North-West Province (24% in 2020 and 25% in 2019). • Postgraduate programmes rendered 105 new and 70 returning enrolments in 2020. • Furthermore, 60% of students enrolled in 2020 were women – an increase of 2% compared to 2019. This enrolment pattern points to the positive contribution by SPU to transformation and gender equity. • Student academic performance in 2020 showed an average course-pass rate of approximately 84% (i.e., on average, 84% of students registered for a study module, passed the module), which is marginally below the University’s target of 85%. This positive outcome is partially attributable to the Centre for Teaching, Learning and Programme Development, which was fully operationalised during 2020. • SPU continued to focus attention on local skills development through the new infrastructure construction programme. The University’s development targets and achievements for local and black skills development and participation in construction work are indicated in the tables below. The reason for the growing targets is the increasing availability of organisations with the required skills and profiles in Kimberley and the Northern Cape. In significant measure, this increasing availability is the result of SPU’s incubation and contribution to development of local capacity for this type of work.
Contract Local Participation Target TABLE 1.6: CONTRACT LOCAL PARTICIPATION TARGET PERIOD TARGET ACHIEVED
2014 – 2016 30% 33%
2015 – 2017 35% 46%
2016 – 2018 35% 54%
2019 – 2021 (Proposed) 45%
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1.4.9 Council Statement on Sustainability (continued)
Broad-Based Black Economic Empowerment Spend Target TABLE 1.7: BROAD-BASED BLACK ECONOMIC EMPOWERMENT SPEND TARGET PERIOD TARGET ACHIEVED
2014 – 2016 45% 50%
2015 – 2017 50% 77%
2016 – 2018 50% 65%
2019 – 2021 (Proposed) 70%
Contract Local Direct Employment Target TABLE 1.8: CONTRACT LOCAL DIRECT EMPLOYMENT TARGET PERIOD TARGET ACHIEVED
2014 – 2016 30% 88%
2015 – 2017 40% 79%
2016 – 2018 40% 87%
2019 – 2021 (Proposed) 60%
• The continuation, during 2020, of an approach to the University’s infrastructure development that was environmentally sensitive and efficient. As the technology for alternative sustainable energy improves and reduces in cost, so, too, it is planned to expand the implementation of these environmentally friendly technologies. • The University has proposed to establish the SPU Knowledge Hub for Rural Development outside Carnarvon in the Northern Cape. The Knowledge Hub will operate as a physical facility in a proximal relationship with the Square Kilometre Array (SKA) and an agricultural research farm for research, teaching and engagement and will serve SPU for many years into the future. To date, this proposal has been well received by the Department of Tourism, the Department of Science and Technology, the local Government and community in Carnarvon, as well as the Northern Cape Provincial Government. • In the light of recent events in the Higher Education sector, including the NSFAS-related challenges, the financial sustainability projections previously performed are in the process of being updated and aligned to the current status quo. This will be a key priority for the 2021 financial year.
This Council Statement on Sustainability is augmented by the commentary on Operational and Financial Sustainability, which can be found in Section 2.4 of this Report. 25 SOL PLAATJE UNIVERSITY
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1.5 REPORT ON INTERNAL CONTROL AND RISK MANAGEMENT Mr Latief Kimmie – Chairperson: Audit and Risk Management Committee
he University reports that its internal audit activities are performed by the Internal Audit Division. The Internal Audit Plan is risk-based, approved T annually by the Audit and Risk Management Committee of Council (ARMC), and continuously adjusted in line with the changing risk profile of the University. The main focus of the Internal Audit Plan is to provide independent assurance that the University’s risk management, governance and internal control processes are operating effectively. The Plan is largely based on the strategic and operational risks facing the University and as identified by the University’s risk management processes.
The University strives to comply with the principles in and recommendations of the King IV Report on Corporate Governance in South Africa (King IV), some of which are elaborated upon below and in other sections within this Annual Report.
The ARMC is a standing Committee of Council and undertakes the supervision of risk management on behalf of the Council. This entails oversight of the effectiveness of the University’s combined assurance model, including external audit, internal audit and the finance function, as well as the integrity of the University’s Annual Report and annual financial statements. This is consistent with King IV, specifically Principle 15 therein, which requires the Council to “ensure that assurance services and functions enable an effective control environment, and that these support the integrity of information for internal decision-making and of the organisation’s external reports.”
The Internal Audit Division reviews the operation of internal control systems and reports its findings and recommendations to Management, which is responsible for taking corrective actions to address control deficiencies and other opportunities to improve these systems when identified. Reporting of findings to Council is done through the ARMC. The Director of Internal Audit has unrestricted access to the members of the Committee and his audit reports are circulated to the members of the Committee and are reviewed quarterly in detail.
The internal control systems are based on the organisational structure and the division of responsibilities within the University. The University’s established policies and procedures, including its Code of Conduct, are communicated throughout the organisation to foster a strong ethical climate in line with Principle 2 of the King IV Code on Corporate Governance. The University has a whistle-blower process to set the University’s stance on fraud, corruption and unethical practices, and to reinforce existing systems, policies and procedures aimed at preventing, detecting, reacting to and reducing the impact of fraud, corruption and unethical practices.
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1.5 REPORT ON INTERNAL CONTROL AND RISK MANAGEMENT (continued)
There are inherent limitations in the effectiveness of any system of internal control, including the possibility of human error and the circumvention or overriding of controls. Accordingly, even an effective internal control system can provide only reasonable assurance with respect to the safeguarding of assets and processes. Furthermore, the effectiveness of an internal control system can change with circumstances. Table 1.5 below illustrates the Internal Audit coverage for 2020.
TABLE 1.5: INTERNAL AUDIT COVERAGE FOR 2020
AREA AUDITED NUMBER OF REPORTS ISSUED Academic Schools 1 Facilities and ICT Department 2 Human Resources Department 1 Infrastructure Delivery 3 Finance Division 4 Governance 2 Communication 2 Other Audits and Administration 12 Total Audits conducted 27 Audits deferred due to challenges faced in 2020 Number of audits deferred Deferred Audits 3
Council, through the ARMC, monitors the University’s risk management processes. At operational level, risks are identified, recorded in a risk register maintained by the Internal Audit Division and managed by senior management. Risk assessments (both strategic and operational) are performed to identify new and emerging risks for effective management. The Management Risk Committee deliberates on the top-rated risks and decides on the rating that should be indicated and appropriate mitigation measures to be implemented.
External audit, likewise, makes use of internal audit reports and the Risk Register to assess risk during the planning phase of their audit.
Table 1.6, below, and Diagram 1.1, overleaf, provide the risk profile of SPU, based on the assessment of inherent and residual risks for the year ended 31 December 2020.
TABLE 1.6: INHERENT AND RESIDUAL RISKS ASSESSED IN 2020
RISK CATEGORIES INHERENT RISKS RESIDUAL RISKS INHERENT RISKS % RESIDUAL RISKS %
High-rated risks 59 9 33% 5% Medium-rated risks 105 50 59% 28% Low-rated risks 15 120 8% 67% Total 179 179 100% 100%
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1.5 REPORT ON INTERNAL CONTROL AND RISK MANAGEMENT (continued)
The University appointed a Risk Manager for the first time in 2020. The newly-appointed Risk Manager initiated an extensive bottom-up process whereby each School, department and division of the University identified its risks. The Risk Manager maintains the risk register quarterly with management action plans, ensuring that it is constantly up to date.
DIAGRAM 1.1: RISK PROFILE
SPU RISK PROFILE 31 DECEMBER 2020
High-rated risks Medium-rated risks Low-rated risks
120
105
59 50
15 9
INHERENT RISKS RESIDUAL RISKS
Appendix 3 to this Annual Report sets out the key risks managed at SPU, including a summary of the related scenarios, an assessment in each case of the inherent risk and residual risk rating of the respective risks, and identified mitigation strategies, as appropriate.
Key among the risks currently facing the University is the reduction in the overall funding available to the higher education sector nationally that has materialised in 2020, given the economic challenges faced by the country due, in turn, to the COVID-19 pandemic. In addition, the ability to attract and retain senior academic staff at Kimberley may persist until the University has stabilised and built more of a reputation for itself. The commissioning of new buildings and plant is ongoing, and this requires competent and agile maintenance teams to manage this burgeoning infrastructure.
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1.5 REPORT ON INTERNAL CONTROL AND RISK MANAGEMENT (continued)
A key principle of King IV, namely Principle 13 as applied in a university context, charges Council with the responsibility to “govern compliance with applicable laws and adopt non-binding rules, codes and standards in a way that supports the organisation being ethical and a good corporate citizen.” The ARMC is primarily responsible on behalf of Council, and is assisted in this process by other Committees of Council, for applying this principle in practice, and does so by providing oversight of the University’s compliance with relevant statutes, laws and regulations that are applicable to its manifold activities, as well as govern its statutory reporting obligations.
______MR LATIEF KIMMIE CHAIRPERSON: AUDIT AND RISK MANAGEMENT COMMITTEE
23 June 2021
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1.6 SENATE REPORT Prof Andrew Crouch – Chairperson: Senate
enate continued to focus its attention on the academic project of the University during 2020. Matters of development of new programmes, support for students, performance of students and improvements in S quality assurance are all closely monitored by the Senate and its Committees. The impact of the COVID- 19 pandemic influenced how Senate and Committee meetings of Senate were conducted. All meetings for the year were conducted via virtual platforms. Four Senate meetings were held (one special and three ordinary meetings) during the 2020 academic year. Senate had to consider amendments to the academic calendar because of the impact of the pandemic.
During its first special meeting, Senate had to consider a change in the mode of teaching and learning from face-to- face to online. Matters of academic preparedness of staff, training of staff to engage in an online modality, implementation of the necessary digital infrastructure and access to library resources as well as the academic readiness, data resources and psycho-social support for students had to be considered. Clear guidelines on online assessments had to be considered and approved. The impact of the new modality of teaching and learning was carefully monitored to measure the effect it had on success and throughput. The academic year was successfully completed in December 2020, with only the graduation ceremony of the class of 2020 postponed to May 2021.
The following key decisions were taken by Senate in 2020 regarding the academic project at Sol Plaatje University: Senate approved the following programmes or amendments to the programmes that had been proposed by Schools, subject to the requisite approval from the accrediting bodies: • BCom Accounting • BCom Economics • Revised focus of the Diploma in Agriculture • Postgraduate Diploma in ICT (Application Development) • A revised BA programme content that included the following amendments: Re-sequencing of modules, changes to credits (year 2 and year 3). • Revised BEd. IP programme
Senate approved the following amendments to the Rules: • Amendment to the admission rules of the Higher Certificate in Court Interpreting; • Revision of the Condonation of Assessment Rules in response to the effects on the academic programme in 2020 due to COVID-19. The recommendation to place a moratorium on academic exclusions for 2020 was also approved; • The Postgraduate General Rulebook and Schools Postgraduate Rulebooks; and • The Schools Rulebooks for 2021
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1.6 SENATE REPORT (continued)
Senate approved the following policies, guidelines and protocols: • Ethics Guidelines for working with humans; • Protocols for handling hazardous substances; • Protocols for handling data; • The revised Policy on Plagiarism; • Policy on Plagiarism: Turnitin guidelines and parameters from Schools; • The Terms of Reference of the Internal Review Committee; and • Terms of Reference of the Senate Teaching and Learning Committee
Subject to conditions, Senate approved the following applications for sabbatical leave: • Ms T Pretorius – postponement of 2020 sabbatical leave to 2021 (School of Economic and Management Sciences) • Dr E Dakora (School of Economic and Management Sciences) • Dr E Groenewald (School of Education) • Dr A S Mpisi (School of Education) • Ms S Neethling (School of Education) • Senate approved the establishment of the Senate Higher Degrees Committee. • Senate welcomed the newly elected SRC President, Ms N Makutu, and the SRC representative, Mr K Sethunya • Senate welcomed newly appointed senators (Prof H Kabir from the School of Economic and Management Sciences, Mr J Thomas, School Registrar for School of Education, Ms T Semenya, the Director of Research, Associate Professor N Chaukura and Associate Professor O Oluwagbemi from the School of Natural and Applied Science • Senate awarded the academic title of Professor to the Vice-Chancellor and Principal, Professor Andrew Martin Crouch. • Senate was pleased to note the appointment of Judge Steven Majiedt for a second term as University Chancellor.
Senate noted the increase in research outputs of the University as well as the significant increase in students registered for Honours degrees and Postgraduate Diplomas. A detailed list of the research outputs for University staff during 2020 can be found in Appendix 4 of this Report.
______PROF ANDREW CROUCH CHAIRPERSON: SENATE
23 June 2021
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1.7 REPORT OF THE INSTITUTIONAL FORUM Ms Kashini Maistry – Chairperson: IF
he Institutional Forum is constituted in terms of the Sol Plaatje University Statute and in 2020 it fulfilled its mandate to advise Council on, where T necessary: • Implementation of the Act and Higher Education National Policies • Formulation of race and gender equity policies • Suitability of candidates for senior management positions • Codes of conduct • Mediation and dispute resolution procedures • Formulation of policy for fostering a diverse, respectful, intellectual and academically free institutional culture • Any additional responsibilities as mandated by Council
Meetings of the Institutional Forum Four meetings were held in 2020, of which three were by necessity held via an online platform, because of the health and safety protocols around the COVID-19 pandemic: • 11 March 2020 • 20 May 2020 (online) • 23 September 2020 (online) • 25 November 2020 (online)
Composition of the Institutional Forum • Ms C Greengrass, who represented the Female Staff constituency, resigned as member of the Institutional Forum in March 2020 and elections of a new members were arranged by the Office the Registrar, which was finalized in 2021. • Ms N Makutu, SRC President and Mr L Chabalala, SRC representative, were welcomed onto the Institutional Forum in September 2020, for the duration of their term of office.
Election of the EXCO of the Institutional Forum In terms of the Sol Plaatje University Statute, the Institutional Forum must have an Executive Committee which will discuss urgent matters that might arise between scheduled quarterly meetings of the Institutional Forum. At the meeting in September 2020 the following people were elected to constitute the Executive Committee: • Ms Kashini Maistry IF Chairperson • Dr Dimpho Mothibi IF Deputy Chairperson • Dr Jeremia Sefadi Senate Representative on IF • Ms Dinette van der Spuy Secretary to the EXCO • Mr Melvin Kisten Additional Member • Ms Christine Paddon Additional Member
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1.7 REPORT OF THE INSTITUTIONAL FORUM (continued)
General Comment on the Work of the Institutional Forum The deliberations of the Institutional Forum became more streamlined in 2020 due to greater clarity on its mandate, i.e., its role was to advise Council on matters related to the institutional culture of the University and not to implement projects in this regard, which led to a restructuring of its agenda. Where previously is sought reports from the various constituencies, in 2020 the reports became more strategically focused to allow the Institutional Forum to received information from sectors of the University that had a direct impact on the institutional culture. Reports were presented from Management, the Student Affairs Department, the SRC and the Institutional Forum received regular update on higher education policy matters. This then allowed the Institutional Forum is refer matters to the correct structures for appropriate action or implementation.
Resolutions of the Institutional Forum Resolution 01/2020 IF: The Language Policy review was referred to the Senior Management Team Resolution 02/2020 IF: It was resolved that it was not the responsibility of the Institutional Forum to negotiate for sports facilities, therefore the matter was referred to the Senior Management Team. Resolution 03/2020 IF: The draft Policy on Gender-Based Violence was referred to the Senior Management Team. Resolution 04/2020 IF: The Vice-Chancellor would discuss the matter of the roll-out of an institutional culture survey to the Human Resources Department. The Institutional Forum would consider the data from the survey and make recommendations to the Senior Management Team. Resolution 05/2020 IF: The proposed names for the existing public open space, existing buildings, venues in buildings and/or building in the process of being constructed as indicated in the revision of document IF/2020/23/03a is recommended to Council for approval. Resolution 06/2020 IF: The proposal for honoring Vice-Chancellors is to be amended to read Naming Proposal for Honouring the Founding Vice-Chancellor of SPU. Resolution 07/2020 IF: The proposed name of Ballim Square in Luke Jantjie House was recommended to Council for approval. Resolution 08/2020 IF: The Institutional Forum recommended to Council that Mr DF Kanguwe be appointed to the position of Chief Operating Officer, as the preferred candidate for the position.
______MS KASHINI MAISTRY CHAIRPERSON: INSTITUTIONAL FORUM
23 June 2021
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1.8 REPORT ON TRANSFORMATION
ocial transformation requires that Sol Plaatje University responds to its mandate of being rooted in its community. As such, the Senior Management Team resolved to add “Community Engagement as a S Scholarly Activity” as a fifth goal of the current Strategic Plan. This resolution was taken at its final planning session for 2020, for approval by Council in 2021. The institutional goals of learning and knowledge production are to be placed central to high impact, public community engagement. During 2020, the University continued its transformation drive, based on socially constructed markers, such as race, gender, class, sexuality, disability, belief or culture.
Our undergraduate students in 2020 were drawn from poor communities based in rural, peri-urban and urban areas. The majority were attracted from the immediate environment in and around Kimberley, the greater the Northern Cape Province and the North-West Province, but the undergraduate student population also reflects students from all nine provinces in the country. This is indicative that Sol Plaatje University as a brand is gaining traction across the country. Students are mainly from the African and Coloured population groups, although a small number of White and Indian students make up the total undergraduate student population. This number of White and Indian students need to be increased in later years so that a better balance and diversity is established that more closely reflects the regional profile of the Northern Cape. The number of students from Kimberley increased to 675 in 2020 (606 in 2019); however, proportionate to the total number of students, this reflects a decrease from 30.8% in 2019 to 28.7% in 2020. The level of post-matric education within the Northern Cape in particular is very low, with only 3% of youth in the age group of 18 to 25 years having a post-matric qualification. A project was started by the Vice-Chancellor to increase the number of talented matriculants who could enter university, thereby increasing the pool of potential entrants into the University. This is part of building a Talent Pipeline Programme to increase the number of graduates at SPU. The project will be formally launched in 2021.
The University has seen a healthy increase in the number of postgraduate programmes and a commensurate increase in the number of honours and postgraduate diploma students in 2020. In the 2020 cohort, White and Indian students are, however, still under-represented. Postgraduate students, most of whom are self-funded, still face a particular challenge around finance because the National Students’ Financial Aid Scheme (NSFAS) does not currently support study towards a second qualification. This is a constraint for further growth in postgraduate numbers.
As in previous years, women made up the majority of the student population – 60% of the undergraduate and 57% of the postgraduate students enrolled students in 2020. The largest proportion of our students came from homes that speak either Setswana (50%), Afrikaans (20%) or English (12%) as their home language.
Section 2.3 of this Annual Report provides details of the staff profile at SPU during 2020. The staff complement grew from 505 full-time staff members in 2019 to 547 by October 2020. The growth in staff numbers is starting to plateau, but appointments still have to be made “ahead of the curve” before academic programmes can be rolled out. A significant number of academic and administrative positions were advertised in the latter part of 2020 with a view to increasing the seniority in the academic space by appointing more Professors and Associate Professors. 34 SOL PLAATJE UNIVERSITY
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1.8 REPORT ON TRANSFORMATION (continued)
By the end of 2020, the number of senior academic staff had increased from 4 to 10. The overall academic staff component, however, remained static at 131, as in 2019. The figures also show that 70% of staff at SPU are African, 53% of all staff are women and 40% of academics are women. Importantly, 50% of academic staff hold doctoral degrees and a further 44% hold Master’s degrees.
The Institutional Forum was restructured in accordance with the provisions of the approved Sol Plaatje University Statute and in 2020 it started to focus on the broader transformation issues such as the institutional culture of the University and gender-based violence, health and safety.
In November 2020, in observance of the annual national 16 Days of Activism, the University ran an awareness campaign around the issues of gender-based violence during which we hosted a Public Lecture by Professor Thuli Madonsela, entitled Gender Based Violence and Femicide: An Escalating National Crisis. This lecture was the impetus for the University to begin the dialogue around Gender Based Violence and about how our community will address the problem. Other activities included an awareness drive, run by the SRC, around personal experiences of staff and students related to Gender Based Violence; the University issued the statement below on Gender Based Violence; we ran a poster campaign across our campus; and we participated in a DHET-run Ministerial Task Team Engagement on Gender Based Violence and Harm.
Statement from Sol Plaatje University on Gender Based Violence:
“Sol Plaatje University does not condone any form of Gender Based Violence and the University takes seriously any experiences pertaining to both staff and students. Sexual harassment in particular that manifests in explicit and subtle ways is strongly condemned.”
There have been no formal complaints during recent months regarding sexual harassment, rape or homophobia reported through the accepted normal structures as provided for in University policies. There was one incident, that was not formally reported to Campus Security, which involved a third party, and which has been dealt with by the relevant company. It is important to note that there is legislation prohibiting SPU from sharing any specific information regarding this incident.
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1.8 REPORT ON TRANSFORMATION (continued)
The values of Sol Plaatje University support the rights of all students, and especially the rights of female students, to study in an environment where they are safe. In support of these values, SPU has taken measures and has gone to great lengths to ensure that the safety of its students is and remains a priority. It is, however, important to note that the safety of any individual also requires responsibility and accountability for their own safety.
Sol Plaatje University is a new and growing university which endeavours to put the necessary structures and protocols in place to support the victims of Gender Based Violence.
The COVID-19 pandemic did though force the University to refocus on health and safety issues and to be compliant with the national promulgated regulations around COVID-19. At the same time, the University drafted a Safety and Security Strategy, which Council approved in 2020. This strategy will be implemented during 2021.
______JUDGE YVONNE MOKGORO PROF ANDREW CROUCH CHAIRPERSON OF COUNCIL VICE-CHANCELLOR AND PRINCIPAL
23 June 2021
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SECTION 2: OPERATIONS
2.1 REPORT OF THE VICE-CHANCELLOR AND PRINCIPAL Prof Andrew Crouch
he 2020 academic year was an extraordinary year in Higher Education due to the outbreak of the COVID-19 pandemic. The pandemic resulted in T several challenges, which the sector had to overcome in a short space of time. Sol Plaatje University, like other universities, had to re-align its academic project to an online modality, which resulted in major shifts in its operations, both for academics and professional and support personnel.
Despite the major adjustment the University had to make because of the epidemic, it achieved its main objective of completing the 2020 academic year whilst still providing quality academic programmes. Face-to-face service to our students and our stakeholders, however, suffered because of the paradigm shift from a traditional contact mode to an online modality. It nevertheless created opportunities for the University to fast-track the digital empowerment of the University, as well as to introduce modes of teaching and learning that were innovative.
The University was required to put the necessary health and safety measures in place in line with the national directives promulgated by Government, which included five different levels of awareness. To align to these changes, the University had to revisit and revise its budget and applied for a special COVID-19 grant to assist with managing the financial implications of responding to the COVID-19 pandemic. These included additional costs for personal protective equipment, additional data for students, security arrangements and precautionary measures to counter the spread of the virus.
The year 2020 was also the first year of implementation of the new Strategic Plan, which Council had approved in 2019. As such, planning sessions took place to align the implementation of the four strategic priorities for 2020. The new vision for SPU had to be socialised amongst staff, but face-to-face sessions were curtailed due to COVID-19.
2.1.1 Governance, Leadership, Management
One of the major re-alignments that took place in 2020 was the restructuring of the Student Affairs Division and Council’s approval of the establishment of a Dean of Student Affairs portfolio. A further request to establish a Digital University Officer position will be brought to Council in 2021. This re-alignment will strengthen two key portfolios in the University.
During the course of 2020, we had several movements within the Executive Management. The DVC Academic, Prof Mary-Jean Baxen, served for three months from 1 January – 31 March 2020 as acting Vice-Chancellor until Prof Andrew Crouch arrived on 1 April 2020 to take up the position of Vice-Chancellor and Principal.
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2.1 REPORT OF THE VICE-CHANCELLOR AND PRINCIPAL (continued)
2.1.1 Governance, Leadership, Management (continued)
Prof Patrick Fitzgerald, who had reached retirement age at the end of 2019, completed an extended three-month contract as Executive Director: Special Projects in the Vice-Chancellor’s Office at the end of March 2020. The COO, Mr Raymond Olander, took early retirement in October 2020 due to ill health, which started a process to recruit and appoint a new COO. Ms Annalene Marais served as Acting COO for six months until the appointment of Mr David Kanguwe during the first quarter of 2021. At the same time, the post-retirement contract of the University Registrar, Mr Rathnum Naidoo, originally due to terminate at the end of 2020, was extended for another year at the request of Council. The process of recruiting a new University Registrar was approved by Council towards the end of 2020 and is currently ongoing. Council also approved the creation of the position of the Director for Institutional Advancement, a crucial position needed to expand on Partnerships and Alumni Relations:
The University introduced a performance management process for the Executives for the first time. Completed and signed performance contracts for all staff in portfolios reporting to the Vice-Chancellor were concluded. Quarterly and final performance reviews were performed, all with the view of ensuring institutional efficiency and effectiveness.
During the year, too, the Honourable Judge Stevan Majiedt was appointed for a second term as Chancellor of the University
2.1.2 Academic Excellence, Enrolment size and shape
During the year, the University had a steady growth in its undergraduate numbers (1 875 to 2 174) and a sharp increase (89 to 175) in its postgraduate numbers at the Honours and postgraduate diploma levels. More detail is provided under section 2.2 of this Annual Report.
Due to the impact of COVID-19, SPU had to (for the first time) implement a fully online application system. The online application system proved to be a great success and the University received over 10 500 online applications, as opposed to having had a manual process in 2019, which attracted around 5 000 applications. Application enquiries from prospective applicants were also dealt with in an online fashion, as no individuals were allowed on campus. Due to the success of the online modality, the University will continue to implement this new system going forward, as it has enhanced the entire application process.
Due to COVID-19, Senate approved several amendments to the academic calendar as well as a recommendation to place a moratorium on academic exclusions for the 2020 academic year. During the course of the year, several adjustments had to be made and several support structures were developed to assist students. One of the major adjustments involved a phased return of students to the campus. As a result, the University had to put systems in place to enable students to access learning materials remotely.
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2.1 REPORT OF THE VICE-CHANCELLOR AND PRINCIPAL (continued)
2.1.2 Academic Excellence, Enrolment size and shape (continued)
Several data solutions for students and staff had to be rolled out. The University used a combination of data packages available from the main network providers as well as a Virtual Private Network (VPN) to assist students with connectivity. Connectivity challenges persisted in some parts of the province. A Digital University Framework document was developed and approved. Several teaching aids (Microsoft Teams, Panopto and additions to the Learning Management System) were successfully implemented to support the transition to online learning and teaching. Compulsory training for staff and students on the software mentioned above facilitated a successful transition to online learning and teaching in 2020.
Students needed additional support to navigate the virtual world and several initiatives had to be put in place. These include support to 1st year students, digital literacy training through an E-Tutor support system, training on the Learning Management System (Moodle), online academic literacy support, orientation programmes and psycho- social support for students who were struggling academically. A peer mentor system was developed whereby each undergraduate student was assigned a mentor. The continuous assessment of students at risk lead to early identification of these students. Further details are provided in the section on Academic Performance. Throughout the year, students were carefully monitored, and it became evident that physicality no longer determined the choices that students made concerning participation and engagement in the academic enterprise. Student engagement manifests itself in assessment submissions, showing much higher levels of engagement relative to attendance in livestreamed class time.
The final assessment period for the year commenced in mid-November 2020 due to the delayed start of the academic year brought about by the student disruptions and the effects of the pandemic. The module success rate at undergraduate level was affected (from 89% to 84%), but remained relatively unaffected for the postgraduates (89%). The graduation of students had to be postponed from December 2020 to May 2021, due to the adjustments of the Academic Calendar because of the pandemic. A total of 404 students fulfilled the requirements for graduation (UG = 399, PG = 5). The UG graduation rate (as a percentage of 18.3%) is in line with the DHET target set for undergraduate students earmarked for graduation in 2020. The PG graduation rate of 2.2% was well below the target of 15%.
The University showed a healthy increase in its research output, although this occurred from a low base. More detail on research output by academic staff is reported in Appendix 4 of this Annual Report. To further expand its research footprint and to support research activity amongst staff and students, the Research Office expanded its support to academics. The Senate Higher Degrees Committee was established to support postgraduate students.
Further strategies to promote research at the University included the establishment of the University Research Office in support of an increase in the number of external grants (to the value of R14.5 million), an increase in the numbers of research papers and units (67 publications, 29 units and 34 contributing authors) and completion of one Master’s degree by an administrative staff member, five Masters’ degrees and three PhD’s by academic staff members . The above is reported on in more detail in Appendix 4. 40 SOL PLAATJE UNIVERSITY
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2.1 REPORT OF THE VICE-CHANCELLOR AND PRINCIPAL (continued)
2.1.2 Academic Excellence, Enrolment size and shape (continued)
Several new undergraduate programmes were developed and approved by Senate and other regulatory bodies during 2020 for future implementation. These include: • A BCom Accounting approved by Senate; • BCom Economics approved by Senate; • Advanced Diploma in Management approved by Senate; • PG Diploma in Education (Mathematics) approved by Senate; • PG Certificate in Education approved by Senate; and • Master of Education received conditional approval by the Council for Higher Education.
New programmes that were implemented in 2020 include: • BA Honours in Social Sciences (Sociology, History and Heritage Studies); • BSc Honours (Computer Science, Mathematical Sciences); and • Higher Certificate (Court Interpreting)
In response to the programme reviews conducted in 2018, the BEd IP underwent some changes, which reduced the related notional credits from 516 to 496. The target for the development of programmes specified in the five-year Strategic Plan 2020 - 2024 was achieved. Not all programmes were timeously approved by the CHE due to delays in its processes. Programmes such as Nursing, Physiotherapy and Emergency Medical Care were identified for further development. Agreement was reached to establish a Task Team with the Northern Cape Department of Health to explore collaboration with the existing Nursing and Emergency Medical Care Training facilities in the province with a view to establish Sol Plaatje University as their main academic partner.
2.1.3 Staffing and staff development
We continued to use grant funding from SETA’s and the University Capacity Development Programme for staff development initiatives. These funds were used to support staff who are registered for higher degree studies at other South African universities or colleges, and to support staff with their research costs and conference attendances. The funds were also used to host teaching and research development workshops for academic staff, particularly in the areas of the use of technology in teaching, learning and assessments. These initiatives have had a positive impact on the development of academic staff and assisted greatly in the transition to an E-Learning modality.
Several academic staff improved their levels of qualifications in 2020. As stated above, five Masters degrees and three Doctoral degrees were obtained by academic staff members. By the end of 2020, there were 131 academic staff members, of whom no less than 50% hold doctoral degrees and 44% have Masters’ degrees. This shift was largely driven by existing staff members with Masters’ degrees completing their doctoral studies during 2020, but also due to the recruitment of more senior staff at the professoriate level.
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2.1 REPORT OF THE VICE-CHANCELLOR AND PRINCIPAL (continued)
2.1.4 Budgeting and Financial Sustainability
The University budget was prepared and approved by Council in line with the set priorities for 2020. All audits were completed and reports submitted to the relevant statutory structures on a timely basis.
The University’s annual financial statements (AFS) were approved by Council and an unqualified audit was, once again, achieved for 2020. These AFS form part of this Annual Report (Section 3), and further comment on the University’s budgeting and financial sustainability can be found in the Annual Financial Review, which also forms part of Section 3.
2.1.5 Advancement and Partnerships
The Advancement Division was strengthened by the approval of the appointment of a Director of Institutional Advancement. The Director was appointed in the first term of 2021.
The Communications and Marketing Strategy was developed in 2019 and some elements of the strategy were implemented in 2020. These included, for example, a further revision of the University website; greater brand visibility through targeted marketing and advertising via social media and the press; and expanded media relations engagements. The impact of COVID-19 meant that plans for improved events management had to be put on hold because events were cancelled in 2020 or had to move online.
A delegation from SPU, together with representatives of the Northern Cape Department of Economic Affairs and Tourism and from the Independent Development Corporation, visited Carnarvon to revive the SPU Knowledge Hub for Rural Development project through a meeting with the Kareeberg Local Municipality.
The Northern Cape Innovation Forum (NCIF), of which SPU was a partner, was launched in 2020 with a mission to promote innovation for social and economic development in the Northern Cape through advocacy, networking and capacity building. In partnership with the HSRC, the NCIF completed a mapping of the key innovation actors, products and services in the province.
2.1.6 Policy, Quality Assurance and Risk Management
Regular audit and review of policies and procedures took place as per the approved audit schedule. Quarterly reporting was provided to the Audit and Risk Management Committee of Council and the Risk Register was regularly updated. Key risks were listed in order of priority. The final Risk Register for 2020 is reflected in Appendix 3 of this Annual Report.
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2.1 REPORT OF THE VICE-CHANCELLOR AND PRINCIPAL (continued)
2.1.7 Physical Infrastructure, Services, Health and Safety
The infrastructure development at Sol Plaatje University is undertaken in phases. We have completed phase one, are currently completing phase two and have started the procurement process for phase three. The focus was on completion of the first five years of the Medium-Term Expenditure Framework (MTEF), which came to an end in the Government’s 2019/20 financial year. A new MTEF for the next five years was developed for the University and submitted to the DHET for approval.
A new framework for facilities and services was approved by Management. It included a maintenance plan and a security plan. The above plans were partially rolled out in 2020. Regular reporting on progress is made to the Facilities Planning, Infrastructure and Information Technology Committee (FPIITC).
A University Occupational Health and Safety (OH&S) Committee was established during the year and all required appointments and training of health and safety officials were completed. This is in compliance with the OH&S Act.
2.1.8 Closure
The 2020 academic year was extraordinary in all aspects. The COVID-19 pandemic forced the University from a face-to-face modality to an e-Learning mode, but it also presented the University with several opportunities to fast- track its ambition to be a digitally enhanced university. Greater awareness was created around health and safety within the University due to the precautions taken during the year to comply with the national directives.
The end of year strategic retreat presented Management with an opportunity to reprioritise some of the institutional goals. It resulted in a fifth strategic goal being added to the University Strategic Plan. The institutional priorities for 2021 were identified and included a rethink of the Academic Plan to focus the teaching and learning towards a mode of blended learning and teaching. Due to the increase in our research footprint, it was also necessary to revisit the Research Plan. Financial sustainability, an increase in advancement and fundraising efforts, as well as the need for a holistic student support framework were identified.
As it was my first year as Vice-Chancellor and Principal of Sol Plaatje University, I would like to thank the Management team and all members of the University community for their valuable contributions and support.
______PROF ANDREW CROUCH VICE-CHANCELLOR AND PRINCIPAL 23 June 2021
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT
2.2.1 Size and Shape of the SPU Student Cohort: 2020
Sol Plaatje University has grown steadily since its inception, as evidenced by the following student numbers in Diagram 2.1 below.
DIAGRAM 2.1: GROWTH IN STUDENT ENROLMENTS: 2014 – 2020
STUDENT GROWTH BASED ON DATA AS AT 31 DECEMBER ANNUALLY
2 349 TOTAL STUDENTS █ 175 2 174 █ TOTAL POSTGRADUATES 70 105 TOTAL UNDERGRADUATES █ 1 964 89 1 440 RETURNING POSTGRADUATES █ 1 875 NEW POSTGRADUATES █ 89 1 183 █ RETURNING UNDERGRADUATES 1 560
NEW UNDERGRADUATES █ 1 560 830
1 039 1 039 560
696 696 730 734 309 692
329 479 329 387 124 107 124 222 124
2014 2015 2016 2017 2018 2019 2020
The combined headcount enrolment for undergraduate and postgraduate students in 2020 stood at 2 349, an increase of 16,4% on the 2019 enrolment.
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.2 Demographic Profile of Students
The demographic profile of students as at 31 December 2020, analysed variously by gender, ethnic group, home language and home province, is reflected in Table 2.1 below.
TABLE 2.1: DEMOGRAPHIC PROFILE OF STUDENTS: 2020
ENTIRE STUDENT UNDERGRADUATE POSTGRADUATE COMPLEMENT: STUDENTS: STUDENTS: 2 349 2 174 175
GENDER GENDER GENDER MALE FEMALE TOTAL % MALE FEMALE TOTAL % MALE FEMALE TOTAL %
TOTAL 950 1 399 2 349 875 1 299 2 174 75 100 175
% 40% 60% 40% 60% 43% 57%
ETHNIC GROUP ETHNIC GROUP ETHNIC GROUP AFRICAN 1 729 73,6% 1 596 73,4% 133 76,0% COLOURED 563 24,0% 526 24,2% 37 21,1% INDIAN/ASIAN 13 0,6% 10 0,5% 3 1,7% WHITE 45 1,9% 43 2,0% 2 1,1%
HOME LANGUAGE HOME LANGUAGE HOME LANGUAGE AFRIKAANS 478 20,3% 448 20,6% 30 17,1% AFRIKAANS/ENGLISH 17 0,7% 17 0,8% 0 0,0% ENGLISH 284 12,1% 254 11,7% 30 17,1% ISINDEBELE 3 0,1% 3 0,1% 0 0,0% ISIXHOSA 140 6,0% 133 6,1% 7 4,0% ISIZULU 79 3,4% 74 3,4% 5 2,9% OTHER LANGUAGE 7 0,3% 7 0,3% 0 0,0% SEPEDI 45 1,9% 40 1,8% 5 2,9% SESOTHO 72 3,1% 62 2,9% 10 5,7% SETSWANA 1 184 50,4% 1 106 50,9% 78 44,6% SHONA 5 0,2% 5 0,2% 0 0,0% SISWATI 9 0,4% 9 0,4% 0 0,0% TSHIVENDA 23 1,0% 13 0,6% 10 5,7% XITSONGA 3 0,1% 3 0,1% 0 0,0%
HOME PROVINCE HOME PROVINCE HOME PROVINCE EASTERN CAPE 32 1,4% 31 1,4% 1 0,6% * FREE STATE 92 3,9% 87 4,0% 5 2,9% GAUTENG 85 3,6% 82 3,8% 3 1,7% KWAZULU-NATAL 60 2,6% 58 2,7% 2 1,1% LIMPOPO 40 1,7% 30 1,4% 10 5,7% MPUMALANGA 16 0,7% 14 0,6% 2 1,1% * NORTH WEST 564 24,0% 543 25,0% 21 12,0% * NORTHERN CAPE 1 424 60,6% 1 295 59,6% 129 73,7% WESTERN CAPE 36 1,5% 34 1,6% 2 1,1%
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.2 Demographic Profile of Students (continued)
The demographic profile of students as at 31 December 2020, analysed variously by gender, ethnic group, home language and home province, is reflected, in diagrammatical form, in Diagram 2.2 below.
DIAGRAM 2.2: DEMOGRAPHIC PROFILE OF STUDENTS: 2020
ENTIRE STUDENT UNDERGRADUATE POSTGRADUATE COMPLEMENT: STUDENTS: STUDENTS:
2 349 2 174 175
GENDER GENDER GENDER
MALE 60% 60% 57% FEMALE 40% 40% 43%
ETHNIC GROUP ETHNIC GROUP ETHNIC GROUP AFRICAN 21,1% 24,0% 24,2% COLOURED 1,7% INDIAN/ASIAN 73,6% 0,6% 73,4% 0,5% 76,0% 1,1% WHITE 1,9% 2,0%
HOME LANGUAGE HOME LANGUAGE HOME LANGUAGE AFRIKAANS 20,3% 20,6% 17,1% AFRIKAANS/ENGLISH 0,7% 0,8% 0,0% ENGLISH 12,1% 11,7% 17,1% ISINDEBELE 0,1% 0,1% 0,0% ISIXHOSA 6,0% 6,1% 4,0% ISIZULU 3,4% 3,4% 2,9% OTHER LANGUAGE 0,3% 0,3% 0,0% SEPEDI 1,9% 1,8% 2,9% SESOTHO 3,1% 2,9% 5,7% SETSWANA 50,4% 50,9% 44,6% SHONA 0,2% 0,2% 0,0% SISWATI 0,4% 0,4% 0,0% TSHIVENDA 1,0% 0,6% 5,7% XITSONGA 0,1% 0,1% 0,0%
HOME PROVINCE HOME PROVINCE HOME PROVINCE EASTERN CAPE 1,4% 1,4% 0,6% * FREE STATE 3,9% 4,0% 2,9% GAUTENG 3,6% 3,8% 1,7% KWAZULU-NATAL 1,7% 2,7% 1,1% LIMPOPO 2,6% 1,4% 5,7% MPUMALANGA 0,7% 0,6% 1,1% * NORTH WEST 24,0% 25,0% 12,0% * NORTHERN CAPE 60,6% 59,6% 73,7% WESTERN CAPE 1,5% 1,6% 1,1%
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.3 Student Enrolment Profile
Tables 2.2 and 2.3 below provide the detail of both the undergraduate and postgraduate student enrolment profile for 2020 in the various programmes offered.
TABLE 2.2: UNDERGRADUATE STUDENT ENROLMENT PROFILE: 2020 QUALIFICATION NAME 1st-TIME RETURN- TOTAL 2nd 3rd 4th TOTAL ENTERING ING 1st YEAR YEAR YEAR 1st YEAR YEAR Advanced Diploma in ICT 19 - 19 - - - 19 Advanced Diploma in 12 12 24 - - - 24 Management Bachelor of Arts (BA) 136 20 156 93 65 - 314 Bachelor of Commerce (BCom) - 2 2 27 36 65 Bachelor of Education (BEd) 266 31 297 337 252 205 1091 Bachelor of Science (BSc) 58 9 67 72 36 - 175 Bachelor of Science (BSc) in 27 4 31 14 16 - 61 Data Science Diploma In ICT Application 112 1 113 80 58 - 251 Development Diploma in Retail Business 49 2 51 36 26 - 113 Management Higher Certificate in Court 25 - 25 - - - 25 Interpreting Higher Certificate in Heritage 30 6 36 - - - 36 Studies
TOTAL 734 87 821 659 489 205 2 174
TABLE 2.3: POSTGRADUATE STUDENT ENROLMENT PROFILE: 2020 QUALIFICATION NAME 1st-TIME RETURNING TOTAL ENTERING
BEd Hon in Curriculum Studies 31 25 56 BScHons in Computer Sciences 9 - 9 BScHons in Data Science 8 1 9 BScHons in Mathematical Sciences in Applied Mathematics 3 - 3 BSocSciHons in Heritage Studies 8 - 8 BSocSciHons in History 5 - 5 BSocSciHonS in Sociology 14 11 25 PGDip in Public Management 29 31 60
TOTAL 107 68 175
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.4 Academic Performance of Students per Programme
Tables 2.4 below provides an analysis of the general academic performance of undergraduate students in 2020 in the various programmes offered.
TABLE 2.4: ACADEMIC PERFORMANCE OF UNDERGRADUATE STUDENTS PER PROGRAMME
QUALIFICATION FINAL-YEAR YEAR OF COHORT OF COHORT OF COHORT OF % OF % OF NAME ENROL- FIRST GRADUATES GRADUATES GRADUATES GRADUATES GRADUATES MENTS REGISTRA- IN 2020 (N)10 (N+1)11 (N)10 (N and N+1)12 TION (OVERALL) INCLUSIVE Advanced Diploma 17 2020 15 11 3 65% 82% in Application Development Bachelor of Arts 65 2018 45 38 5 58% 66% Bachelor of 36 2018 24 21 2 58% 64% Commerce Bachelor of 206 2017 179 166 13 81% 87% Education Bachelor of 36 2018 25 9 11 25% 56% Science Bachelor of 16 2018 8 6 2 38% 50% Science in Data Science Diploma in Retail 26 2018 13 10 1 38% 42% Management Higher Certificate 37 2020 33 28 0 72% 72% in Court Interpreting Higher Certificate 25 2020 18 18 5 76% 89% in Heritage Studies ICT Diploma in 58 2018 39 24 11 41% 60% Application Development
TOTAL 522 399 331 53 63% 74%
10 (N): graduates in minimum time 11 (N+1): graduates in one year more than minimum time 12 (N and N+1): graduates inclusive of those in minimum time and those in one year more than minimum time 48 SOL PLAATJE UNIVERSITY
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.5 Academic Performance of Students per Programme (continued)
Tables 2.5 below provides an analysis of the general academic performance of postgraduate students in 2020 in the various programmes offered.
TABLE 2.5: ACADEMIC PERFORMANCE OF POSTGRADUATE STUDENTS PER PROGRAMME
QUALIFICATION FINAL-YEAR YEAR OF COHORT OF COHORT OF COHORT OF % OF % OF NAME ENROL- FIRST GRADUATES GRADUATES GRADUATES GRADUATES GRADUATES MENTS REGISTRA- IN 2020 (N)13 (N+1)14 (N)15 (N and N+1)15 TION (OVERALL) INCLUSIVE BScHons in 4 2020 3 3 0 75% 75% Computer Sciences BSocSciHons in 11 2020 2 1 1 9% 18% Sociology
TOTAL 15 5 4 1 27% 67%
13 (N): graduates in minimum time 14 (N+1): graduates in one year more than minimum time 15 (N and N+1): graduates inclusive of those in minimum time and those in one year more than minimum time 49 SOL PLAATJE UNIVERSITY
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.5 Financial Support to Students
Table 2.6 below shows the major sources of student funding for 2020.
TABLE 2.6: MAJOR SOURCES OF STUDENT FUNDING
FUNDER / SPONSOR NUMBER OF AMOUNT (Individual amounts above R500 000) STUDENTS R’000
National Student Financial Aid Scheme (NSFAS) 1 406 115 726 Funza Lushaka 198 18 365 Bank SETA 27 1 974 ETDP SETA 70 2 213 National Skills Fund 13 572 ABSA Funding 7 560 W&R SETA 21 1 604 Vodacom 5 512 Department of Sport, Arts and Culture 9 839 SIOC Community Development Trust 9 622 State Information Technology Agency (SITA) 23 1 767
TOTAL 1 788 144 754
The University acknowledges its appreciation to all sponsors of student funding for their generous support.
2.2.6 Student Life and Development
The beginning of 2020 appeared normal until March, when the consequences of the COVID-19 pandemic became evident. South Africa experienced an unprecedent national lockdown that significantly changed its social and economic environment, with higher education not left unaffected.
As is commonly known, the key driver (and goal) in Student Affairs is to ensure support and create opportunities for the overall wellbeing and development of students to not only ensure progress (and success) through their studies, but also importantly, for them to thrive socially, mentally, and physically. Typically, support (e.g., psychosocial, health and wellness) and development (e.g., sport, career services, leadership) in the past has been through a face-to-face mode of participation, with high levels of interaction and participation.
The transition to online teaching and learning, with no physical contact and students no longer on campus for several months, posed many challenges – and, yet, opportunities, too – and had consequences for this Department, requiring it to reimagine and reconfigure its work in ways that could still meet the diverse needs of students.
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.6 Student Life and Development (continued)
The Department posed questions on how it could: (a) reach the typical student in need; (b) identify and support ‘new’ groups of “difficult-to-reach” students; (c) enhance student engagement and develop graduate attributes in a remote learning context; and (d) address current and topical concerns such as discrimination, gender violence and emotional, physical and sexual abuse remotely.
Students’ return to their domicile, particularly those living in remote rural areas and under-resourced informal settlements, exacerbated social disparities; animating the economic, social and mental health challenges faced by students. Such a context necessitated a reimagining and reconfiguration of the Department in ways that enabled us to be responsive rather than reactive in our support for students under new and uncertain circumstances.
2.2.6.1 A responsive Student Affairs Department
The Department reconfigured its operations to become responsive. This included: • Geo-mapping to gain insight into students’ contextual realities • Supporting the student data solution process • The creation of platforms for multiple forms of access and communication • Supporting departments with student queries • Establishment of a Psychosocial Wellness Programme • Ongoing student development (career services, leadership and sport)
2.2.6.2 Geo-mapping to understand the contextual realities of students
The Department undertook an undergraduate geo-mapping exercise that focused on the location of students by province and town, cellular connectivity, access to electricity and postal services. The exercise further elucidated on location by year of study to gain insight into the year group that might present the greatest challenge in regard to the above. This was undertaken with the view to understanding the contextual and access needs of students, as per the number of students and the number of responses per year group of study.
The results indicated that the majority (1 268) of undergraduate students reside in the Northern Cape, followed by North-West where 499 students reside. Students comprised 66 or less in each of the other seven provinces.
The results also indicated that over 90% of all undergraduate students’ reported having access to electricity. The same was true regarding access to postal services. More third-year students reported challenges with connectivity than the rest of the year groups. Such geo-mapping enabled the Department to focus its attention on students most in need.
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.6 Student Life and Development (continued)
2.2.6.3 Supporting the student data solution process
Student Affairs made contact with each student (or next of kin) to update and verify contact details and ensure synchronicity in the system (Academic Administration, Student Affairs, Finance, and Residences).
2.2.6.4 Multiple forms of access and communication
The Department used a multi-pronged approach to its communication in order to ensure continued access to resources, support, and development by students. This included the creation of a Moodle page with relevant resources, social media, WhatsApp and email communication to ensure no student was left behind.
2.2.6.5 Supporting departments with student queries
The Department set up structures to respond on a timely basis to all student queries pertaining to: • Data • Return to residences/ collection of personal belongings • Finance/ Bursary payment queries • SPU applications • Concession of studies • Referrals for emotional/ psychological support
Where necessary, queries were diverted to the relevant departments and follow-ups were made to ensure the resolution of the issues.
2.2.6.6 Establishment of a Psychosocial Wellness Programme (PWP) 2020
A major innovation in the Department was the establishment of the Psychosocial Wellness Programme (PWP2020), the goal of which is to be responsive to students’ psychosocial needs and experiences. Through support from trained mentors, this programme provided structured support that enabled students to become resilient, independent, self- directed, and interdependent. Mentors comprised staff who were unable to carry out their duties and core functions as a result of students not being on campus. This included sports coaches, wardens, some library officers and Student Affairs officers. Each mentor was allocated between 65-75 students to mentor.
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.6 Student Life and Development (continued)
Students were divided into groups based on discipline/programme and level of study, linked to either a residence or place of abode. The purpose of the programme was to provide psychosocial and wellbeing support through: • Personalised/ individualised communication. • Peer support within a specified group. • Awareness raising of available resources and support. • Referral of students to where they could get the right support.
Mentors underwent intensive training by a certified coach and facilitator, with the programme launching in July 2020.
2.2.7 Ongoing student support and development
2.2.7.1 Career Services
Career Services continued online with a number of career development activities conducted. Of note was the hosting of the first virtual graduate expo.
2.2.7.2 Health and Wellness Services
Virtual counselling as well as virtual health consultations were made available to students. The Department also collaborated with health professionals in the area where students resided. This was to ensure students were able to access help in close proximity to where they lived. The Health and Wellness portfolios played a pivotal role in the development of health and safety protocols and were key role-players in the Post Lockdown Task Team.
2.2.7.3 Sports Services
The current situation of the COVID-19 pandemic has drastically changed the way we not only view sport in the country but also on our campuses. COVID-19 has also allowed the sports community to embrace technology in more ways than expected. Overleaf are some highlights pertaining to the sport portfolio.
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.6 Student Life and Development (continued)
2.2.7.3 Sports Services (continued)
i. WEBINARS The following webinars were held:
Alcohol, Hubbly & Recreational Drug use by Athletes The first webinar for SPU sport during COVID was Alcohol, Hubbly & Recreational Drugs use by Athletes and impact on performance. It was presented by Dr LC Mulungwa, a Sports Physician and SAFA Under-23 Team Doctor. The guest presenter informed students, staff and coaches about the dangers of the different substances that athletes can consume and the negative effects they can have on their performances and their overall mental health. He elaborated on why athletes would consider taking these substances as they believed that they could enhance sporting performance or provide mental relief, and reduce pressure and anxiety. He also mentioned that none of these claims had scientific proof and therefore athletes that chose to participate in these recreational drugs took a significant risk on the future of their careers. Finally, the presentation concluded with the harmful effects that these drugs could have on an athlete’s performance and mental health.
Return to Sport Post- COVID-19 This webinar was hosted by Dr Dhavina Naidoo. Dr Naidoo is a medical doctor working in the field of Psychiatry. She has a specialisation in Sports Medicine at the University of Pretoria. The webinar was facilitated by SRC Sports Officer, Miss Olorato Mmokwa, an SPU student from the School of Education. Dr Dhavina explained what university sports departments and sports federations should adhere to when returning to sport during the difficult COVID times. Dr Dhavina made it clear that some of these protocols could and would change from time to time, but emphasised that we would have to adhere to all regulations and protocols that Government and the World Health Organization have set out.
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.6 Student Life and Development (continued)
2.2.7.3 Sports Services (continued)
i. WEBINARS (continued)
Recreation and Heathy Campus This webinar was hosted by the University Sport South Africa Northern Cape and Free State Executive Committee (PEC).The SPU Sports Officer, who is also the Chairperson for Northern Cape and Free State, was in conversation with the Recreational Manager of University of the Western Cape, Miss Nadia Mgulwa. The discussion centered on two main topics, namely the International University Sport Federation Programme and current trends in South African universities in making their campuses healthy spaces for all our students through a focus on recreational sport.
ii. VIRTUAL SPORT ACTIVITIES
Online Coaching Sports codes engaged students through game analysis, strategy development, and the use of simulations. Of note, was the establishment of online aerobics classes for students and staff under the instruction of the aerobics coach.
World University Sports Day A virtual sports day was held in the latter half of 2020. iii. HIGHLIGHTS IN 2020
USSA Heads of Sport Conference The 2020 Heads of Sport Conference was hosted on 27-28 November 2020 by the University of Mpumalanga. The SPU delegates comprised Ms N Africa, Dr C Rademeyer, and Mr. T E Masoeu. One of the main aims of the USSA Head of Sport forum is to capacitate sport administrators for a fast-changing sports landscape in universities.
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2.2 STUDENT ENROLMENT, PERFORMANCE AND DEVELOPMENT (continued)
2.2.6 Student Life and Development (continued)
2.2.7.3 Sports Services (continued) iii. HIGHLIGHTS IN 2020 (continued)
Student Achievements During 2020, SPU had several of our students making an impact to their respective sporting disciplines. • Roxanne Bonani was nominated to represent Northern Cape at the recent Netball Premier League Championships, which was also televised on Supersport. • Thabo Moilwa was nominated to be the deputy Chief de Mission for the upcoming World Student Games in China in 2021.Thabo was also one of the nominees for Sports Personality of the Year for the Northern Cape Provincial sports awards.
2.2.7.4 Student development services
As with other portfolios in the Department, activities in this portfolio migrated to an online platform, with a key focus on student leadership. The University successfully held its first SRC elections through an e-voting system. The 2020 SRC election was conducted in terms of the Sol Plaatje SRC Constitution and Policy on SRC Electoral Rules.
To enhance the credibility of the election process and its outcomes, the University appointed the Electoral Institute for Sustainable Democracy in Africa (EISA) as an experienced independent professional electoral service provider to oversee and manage the e-voting phase of the election.
The e-voting procedures were designed to ensure both the secrecy of the vote and to prevent double voting. A student number and identity number or passport number was used to authenticate voter credentials and the electronic verification system checked the voters’ roll for the validity of all voters. The draft voting communication and e-ballot paper was presented to the Election Committee for comment and final approval.
Elections of this nature across tertiary institutions are generally marked by low voter participation. Despite the impact of COVID-19 on learning and the University embarking on electronic voting for the first time, the e-voting process went well, with a 45.2% participation rate by students.
2.2.8 Conclusion
Reconstituting our work was a challenge but it also brought along with it many opportunities, which the Department embraced. A key shift was understanding the different elements in the student life cycle and being able to be responsive and proactive in our approach through strengthening structures and wrap-around support for students.
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2.3 STAFF PROFILE AND DEVELOPMENT
The University continues to explore and introduce progressive and innovative ways of promoting itself as an employer of choice, but it remains a strategic challenge. No strategy, however brilliant, can succeed without the appropriate supportive behaviours to realise it. This necessitates the leadership to remain acutely alert to broad values, attitudes and behaviours that our employees share and experience on a daily basis, as well as how this affect job satisfaction, staff retention and an inclusive culture of excellence. SPU aims to attract and retain suitably-qualified employees for the long-term and to ensure their professional and personal development.
2.3.1 Staff profile
SPU commenced the 2020 academic year with 505 staff members. This number grew to 550 by the end of the year, including 131 academic staff members, of which 50% held doctoral degrees. A further 44% held at least a Master’s degree.
Diagram 2.3 illustrates the growth in full-time staff numbers for the six years from 2014 to 2020. This growth in staff numbers, from only 33 employees to 550 in six years, underscores the rapid development of the University – perhaps more so than all other measures of growth.
DIAGRAM 2.3: GROWTH IN FULL-TIME STAFF NUMBERS: 2014 – 2020
STAFF GROWTH BASED ON DATA AS AT 31 DECEMBER ANNUALLY 550 131 ENTIRE FULL-TIME STAFF COMPLEMENT █ 505 131 FULL-TIME ACADEMIC STAFF COMPLEMENT █ FULL-TIME ADMINISTRATIVE STAFF COMPLEMENT █ FULL-TIME SERVICE STAFF COMPLEMENT █ 399 174 118 123
111
251 245
173 95 170 119 65
74 30 70 33 46 41 20 13 3 8 8 2014 2015 2016 2017 2018 2019 2020
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2.3 STAFF PROFILE AND DEVELOPMENT (continued)
2.3.1 Staff profile (continued)
Table 2.7 and Diagram 2.4, overleaf, illustrate the staff profile as at 31 December 2020, based on ethnic group, citizenship, qualifications and gender for the following four groupings: (1) the entire full-time staff complement; (2) the full-time academic staff complement; (3) the full-time administrative staff complement; and (4) the full-time service staff complement (consisting of catering, cleaning and security services staff members).
2.3.2 Staff development
As technology advances and workplace methods and strategies improve, there comes a need for SPU and its employees to align with these changes in terms of knowledge, skills, values and abilities. One of the best ways to enhance knowledge and skills is through training. Getting employees exposed to relevant and consistent training can help – and has helped – SPU improve performance, increase results in the workplace and stay competitive.
SPU believes in the concept of lifelong learning and to ensure that its employees have the appropriate skills and knowledge to fulfil the University's strategic and operational objectives, supports employees who wish to continue their professional and personal education.
As a relatively young university, SPU is constantly subjected to periods of significant and sustained change, due to rapid growth. For this reason, investment in staff development is even more essential, as this ultimately ensures that staff are duly equipped to execute the University’s vision.
It is clear, given the current economic downturn, that the University must continue to improve its performance and efficiency in order to remain competitive and sustainable. This requires a staff complement that possesses the necessary skills and attributes to successfully deliver against SPU’s strategic goals and objectives.
Staff development needs and priorities are identified through the relevant processes at University, School and Department levels. Staff development endeavours are monitored and evaluated to ensure that all staff have equal access to fitting developmental opportunities as well as to warrant high standards of content and the delivery of these ventures. SPU is committed to the development of its staff and, as one of its goals, invests therein consistently. The University therefore routinely encourages its staff to make use of all available staff development opportunities.
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TABLE 2.7: DEMOGRAPHIC PROFILE OF STAFF AS AT 31 DECEMBER 2020
%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
63%
37% 22%
78%
100% 245
1
0
0
0
0
0
0
0
0
0
90
53
154
245
192 245
TOTAL
SERVICE
1
0
0
0
0
0
0
0
0
0
49
39
103
153
114
153
62%
FEMALE
CATERING)
FULL-TIME FULL-TIME
0
0
0
0
0
0
0
0
0
0
51
41
92
14
78
92
STAFFCOMPLEMENT:
(SECURITY/CLEANING/
38%
MALE
%
5%
9%
2%
6%
5%
3%
2%
18%
20%
20%
16%
97%
15%
25%
58%
174
9
4
8
5
3
31
15
34
35
27
11
26
44
169
101
174
TOTAL
3
7
2
3
3
2
1
17
15
16
19
83
15
24
45
85
49%
FEMALE
FULL-TIME
ADMINISTRATIVE
6
8
2
8
8
5
3
2
14
19
19
86
11
20
56
89
STAFFCOMPLEMENT:
51%
MALE
%
0%
0%
0%
0%
3%
0%
3%
3%
44%
50%
34%
66%
17%
10%
70%
131
0
0
0
0
4
0
4
4
58
65
45
86
22
13
92
131
TOTAL
STAFF
0
0
0
0
2
0
3
1
6
33
15
11
42
12
34
53
40%
FEMALE
FULL-TIME
COMPLEMENT:
ACADEMIC
0
0
0
0
2
0
1
3
7
25
50
34
44
10
58
78
60%
MALE
%
3%
6%
7%
1%
6%
9%
9%
1%
30%
22%
13%
13%
91%
20%
70%
550
4
7
16
34
39
31
69
73
50
48
163
121
500
110
385
550
TOTAL
8
2
2
66
15
18
22
36
18
13
27
69
106
278
193
291
53%
FEMALE
ENTIRE FULL-TIME ENTIRE
8
2
9
5
57
55
19
21
33
55
37
21
41
STAFFCOMPLEMENT:
222
192
259
47%
MALE
%
TOTAL
WHITE
MATRIC
AFRICAN
MASTERS
DIPLOMA
B-DEGREE
(BY BIRTH/ (BY
HONOURS
COLOURED
FOREIGNER
DOCTORATE
CERTIFICATE
WORK WORK PERMIT)
INDIAN/ASIAN
BELOW MATRIC BELOW
GRANTED CITIZENSHIP) GRANTED
SOUTH AFRICANSOUTH CITIZEN
POSTGRADUATE DIPLOMA POSTGRADUATE
(WITH PERMANENT RESIDENCY/ PERMANENT (WITH
GENDER QUALIFICATION NATIONALITY EQUITY
59 SOL PLAATJE UNIVERSITY
2020 ANNUAL REPORT
DIAGRAM 2.4: DEMOGRAPHIC PROFILE OF STAFF AS AT 31 DECEMBER 2020
0%
245
62%
22% 0%
0%
SERVICE
CATERING)
78%
38%
FULL-TIME FULL-TIME
STAFFCOMPLEMENT:
(SECURITY/CLEANING/
100%
0%
0%
0%
0%
0%
0%
0%
63%
37%
3%
174
49%
2%
25%
15%
FULL-TIME
58%
ADMINISTRATIVE
51%
STAFFCOMPLEMENT:
97%
5%
9%
2%
6%
5%
18%
20%
20%
16%
34%
131
40%
3%
17%
10%
STAFF
FULL-TIME
70%
COMPLEMENT:
ACADEMIC
60%
66%
0%
0%
0%
0%
3%
0%
3%
44%
50%
9%
550
53%
20%
1%
9%
70%
ENTIRE FULL-TIME ENTIRE
47%
STAFFCOMPLEMENT:
91%
3%
6%
7%
1%
6%
30%
22%
13%
13%
██
██
██
██
██
██
██
██
██
██
██
██
██
██
██
██
██
MALE
(BY BIRTH/ (BY
WHITE WHITE
FOREIGNER
MATRIC MATRIC
FEMALE FEMALE
AFRICAN
MASTERS MASTERS
DIPLOMA DIPLOMA
B-DEGREE B-DEGREE
HONOURS HONOURS
COLOURED COLOURED
DOCTORATE DOCTORATE
CERTIFICATE CERTIFICATE
WORK PERMIT) WORK PERMIT)
INDIAN/ASIAN
BELOW MATRIC MATRIC BELOW
SOUTH AFRICANSOUTH CITIZEN
GRANTED CITIZENSHIP) CITIZENSHIP) GRANTED
POSTGRADUATE DIPLOMA DIPLOMA POSTGRADUATE
(WITH PERMANENT RESIDENCY/ PERMANENT (WITH
QUALIFICATION NATIONALITY EQUITY GENDER
60 SOL PLAATJE UNIVERSITY
2020 ANNUAL REPORT
2.3 STAFF PROFILE AND DEVELOPMENT (continued)
2.3.2 Staff development (continued)
Staff development for SPU employees is provided for financially by the following means: • University Capacity Development Programme (UCDP) Funding for academic staff; • The Education, Training and Development Practices Sector Education and Training Authority (ETDP SETA) for administrative staff; • New Generation of Academics Programme (nGAP) Funding for nGAP appointees; • Funding allocated to Staff Development in the SPU budget for administrative staff; • Agreement with University of Free State (UFS) for academic and administrative staff.
Initiatives in terms of staff development continued strongly in 2020 and a total of forty-nine staff members were beneficiaries of the above financial assistance. The grant from ETDP SETA continued to provide funding for staff who are registered to obtain additional qualifications at other public education institutions and staff supported from these funds generally made good progress with their studies during 2020.
2.3.2 Academic achievements by staff
It is highlighted that the following new qualifications were obtained by SPU staff members during 2020: • Bachelor in Business Administration: Mrs C Mally – Manager: Financial Aid in the Office of the Chief Financial Officer (CFO); • Master of Social Sciences (Heritage and Museum Studies): Ms I Masiteng – Junior Lecturer in the School of Humanities (HUM); • Master of Commerce: Mr C T E Makoere – Junior Lecturer in the School of Natural and Applied Sciences (NAS); • Master of Education: Mrs N J P Smith – Senior Officer: Teaching Practice in the School of Education (EDU); • Master of Education: Mrs T Zengeya – Junior Lecturer in the School of Education (EDU); • Master of Technology: Mrs K E Mamabolo – Junior Lecturer in the School of Natural and Applied Sciences (NAS); • Master of Technology: Mrs N R Modiba – Junior Lecturer in the School of Natural and Applied Sciences (NAS); • Postgraduate Diploma in Business Administration: Mr J Bantam – Senior Officer in the Office of the Chief Operating Officer (COO); • PhD: Dr W Botes – Lecturer in the School of Education (EDU); • PhD: Dr L E Makhenyane – Lecturer in the School of Education (EDU); • PhD: Dr M Mapuya – Lecturer in the School of Education (EDU).
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2.3 STAFF PROFILE AND DEVELOPMENT (continued)
2.3.3 Impact of the COVID-19 pandemic
2020 was a year like no other. In a few short months from January 2020, severe acute respiratory syndrome coronavirus 2, the virus that became known as COVID-19, transformed the world of work. Millions of workers lost their jobs or were placed on government support schemes as businesses and consumers changed their behaviour in response to the risks of contracting the virus. Millions more radically changed the ways in which they worked, moving from offices to their homes for the same reasons. Further, millions faced increased risks of contracting COVID-19 as a result of their working conditions.
The world of work is constantly changing. The COVID-19 pandemic highlighted the pivotal role that work in all its forms plays in many aspects of people's lives, economically, socially, and in the broader sense of well-being, emphasising the importance of successful team collaboration, supported by efficient technology. The pandemic served as the ultimate catalyst for the changing nature of work, with a new situation requiring immediate implementation of remote working and the digital capabilities to support it.
The subsequent challenges have shown us that we should rethink our previous concept of working. Consequently, a COVID-19 task team was established and made it possible for SPU to implement effective measures to ensure the well-being of its employees along with business continuity.
2.3.4 Employment Equity
Employment Equity (EE) is a key focus area in SPU and as a university community that seeks to ensure diversity at all levels of the institution, we are committed to employment equity and following the prescripts of the Employment Equity Act.
The 2019 EE report outlined concerns with the EE Plan and, in 2020, the University conducted an Employment Equity Analysis (EEA 12), after which an amended Employment Equity Plan (EEA 13) was compiled for the University, and submitted to the Department of Employment and Labour on the 18th of December 2020.
The process was driven through the newly-established Employment Equity Consultative Committee and the Plan is the result of an extensive consultation process. The EE strategy aims to attract, engage, grow and retain the appropriate range of skills to foster an institutional culture of inclusivity, respect and excellence.
Tables 2.8 and 2.9, overleaf, provide a breakdown of our staff profile in the respective occupational levels as at 31 December 2020.
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2.3 STAFF PROFILE AND DEVELOPMENT (continued)
2.3.2 Employment Equity (continued)
TABLE 2.8: NUMBER OF EMPLOYEES IN THE RESPECTIVE OCCUPATIONAL LEVELS: OCCUPATIONAL LEVEL MALE FEMALE FOREIGN TOTAL NATIONALS
Top Management (P1) 0 1 0 0 0 0 0 0 0 0 1
Senior Management (P2-P4) 1 0 1 1 0 1 0 1 1 1 7
Professionally Qualified and Experienced Specialists 10 8 2 6 4 3 1 3 20 4 61 and Middle Management (P5-P7) Skilled Technical and Academically Qualified Workers, Junior Management, Supervisors, Foremen and 47 8 0 12 46 18 1 20 16 5 173 Superintendents (P8-P11) Semi-Skilled and Discretionary Decision Making (P12- 23 10 1 2 20 8 0 2 0 0 66 P15)
Unskilled and Defined Decision Making (P16-P19) 75 14 0 0 114 39 0 0 0 0 242
Total Permanent 156 41 4 21 184 69 2 26 37 10 550
Temporary Employees 8 2 0 1 2 1 0 0 3 1 18
Total 164 43 4 22 186 70 2 26 40 11 568
NOTE: █ = AFRICAN, █ = COLOURED, █ = INDIAN, █ = WHITE, █ = MALE, █ = FEMALE
TABLE 2.9: EMPLOYEES WITH DISABILITIES IN THE RESPECTIVE OCCUPATIONAL LEVELS OCCUPATIONAL LEVEL MALE FEMALE FOREIGN TOTAL NATIONALS
Top Management (P1) 0 0 0 0 0 0 0 0 0 0 0
Senior Management (P2-P4) 0 0 0 0 0 0 0 0 0 0 0
Professionally Qualified and Experienced Specialists 0 0 0 1 0 0 0 0 0 0 1 and Middle Management (P5-P7) Skilled Technical and Academically Qualified Workers, Junior Management, Supervisors, Foremen and 0 1 0 0 1 0 0 0 0 0 2 Superintendents (P8-P11) Semi-Skilled and Discretionary Decision Making (P12- 0 0 0 0 0 2 0 0 0 0 2 P15)
Unskilled and Defined Decision Making (P16-P19) 0 0 0 0 0 0 0 0 0 0 0
Total Permanent 0 1 0 1 1 2 0 0 0 0 5
Temporary Employees 0 0 0 0 0 0 0 0 0 0 0
Total 0 1 0 1 1 2 0 0 0 0 5
NOTE: █ = AFRICAN, █ = COLOURED, █ = INDIAN, █ = WHITE, █ = MALE, █ = FEMALE
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2.4 OPERATIONAL AND FINANCIAL SUSTAINABILITY
The 2020 financial year may be described as a trying time for the Higher Education sector, and the country as a whole. It presented a number of challenges – the most notable being the outbreak of the COVID-19 pandemic, exacerbated by the already declining economic conditions in South Africa, as well as funding shortfalls and administrative challenges experienced by NSFAS. The latter, in particular, increased the administrative burden on the University and caused a number of other operational difficulties. Consequently, the year started with intermittent student protests and complaints relating to, inter alia, the disbursement of allowances, issuing of laptops and residence matters. The announcement by the President that the country was to go into a complete lockdown followed shortly afterwards.
Despite the above challenges, the University managed to keep the adverse impact of COVID-19 on the academic programme to a minimum. The transition from face-to-face to online teaching went smoothly and was relatively seamless. It is worth noting that Sol Plaatje University was one of only six universities in South Africa to complete the 2020 academic year within 2020.
Equally, the overall positive financial results for the 2020 year are very encouraging. The substantial surplus reflected in the annual financial statements is mainly the result of reduced spending during the COVID-19 pandemic and the deferment of staff appointments, coupled with prudent financial monitoring and controls. These results, however, are by no means indicative of likely future trends as it is expected that the strain on the national fiscus will significantly impact all universities over the short- to medium-terms.
The announcement of National Finance Minister, the Honourable Mr Tito Mboweni, in October 2020 that a further sum of R10.5 billion was to be directed towards the business rescue of South African Airways (SAA), was evidence of this impact, and has already influenced university subsidy allocations for 2021 and beyond. R1.3 billion of the total amount to be allocated to SAA had to come from the Department of Higher Education and Training’s budget. The specific impact on the earmarked subsidy for SPU for 2021, was a reduction of approximately R15 million (i.e., from R372 million to R357 million). Consequently, the 2021 budget estimates as presented to Council in December 2020 had to be adjusted accordingly.
The increasing accumulated deficits (although significantly lower in 2020) incurred by the University residences are continuing cause for concern to the members of Council, the Finance Committee, and Management alike. They necessitate a complete review of the residence and catering model of the University, in order to ensure future sustainability. This will be a key University project for 2021, along with the refinement and update of the long-term financial sustainability plan and projections.
The 2020 annual results should therefore be viewed in the context of the matters described above, whilst readers must also be cognisant of the fact that the University is likely to attain a financially sustainable position and become eligible to receive formula-based “block grant” allocations from Government only within the next ten years.
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2.4 OPERATIONAL AND FINANCIAL SUSTAINABILITY (continued)
As the presence of the COVID-19 pandemic continues to affect our financial, planning and operational processes, the need for introspection around organisational sustainability becomes more evident. There is an internal drive for the SPU Finance Division (and, indeed, the entire University) to become faster, more efficient, and agile to deliver excellent service and provide better value to stakeholders. We remain vigilant and committed to rise to this challenge.
More details regarding the University’s finances, including comments on its operational sustainability, financial health and funding resources, are contained in the Annual Financial Review (See Section 3.1 of this Report).
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2.5 PHYSICAL PLANNING AND INFRASTRUCTURE
2.5.1 Procurement
Only one major procurement was undertaken during 2020, that of the Audio-Visual Installations. The tender for this supplier was a second tender as the University Tender Committee had not been satisfied with the results of the initial tender undertaken at the end 2019. The second tender resulted in the same supplier being put forward by the Procurement Evaluation Team as it was again the best offer and the University Tender Committee agreed that the award could be made.
2.5.2 Implications of COVID-19 on physical planning and infrastructure
As could be expected, the National Lockdown imposed on all businesses resulted in a closure of all the University’s building sites. As each of the design teams was working throughout the lockdown period, there was no downtime for the design projects and twelve projects were worked on through 2020.
Lifting of Lockdown 5 at the beginning of May 2020, imposed regulations and restrictions in respect of returning to site. This was due to the onerous requirements of the COVID-19 Construction Regulations, which resulted in an additional month being lost, as all health and safety plans had to be revised and approved by the Department of Labour, the required extra precautions put in place, and staff incrementally returned to site. All sites were, however, fully operational in June 2020 and construction resumed. Thereafter, agreements were made with each contractor in respect of the COVID-19 installations required on site.
2.5.3 Physical planning and design
The design phases of the following projects were commenced during the lockdown with the anticipation of projects commencing construction in late 2020.
Three guardhouses were erected on South Campus, one on each of the east, west and south boundaries, namely at Birbeck Avenue, Waterworks Road and Jacobus Smit Street, respectively. Together with the Reservoir Road guardhouse, these provide full emergency and disaster access to the property. In the case of Central Campus, two guardhouses, at Bishop Avenue and Lawson Street, respectively, also serve as major emergency and disaster management access points. Lawson Street is on the direct pedestrian route on Central Campus to South Campus and midway on the “Green Route” between Scanlan Road and Reservoir Road. The guardhouses on Bishop Avenue and Jacobus Smit Street include much-needed staff facilities so that there are sufficient restrooms and changing rooms for support staff.
Three Sports Pavilions were designed, two on South Campus adjacent to the major Astroturf combination soccer and cricket fields and five volleyball (three hard courts and two sand surfaces) hardcourt installations, and one adjacent to the Astroturf hockey field and practice field and nine multi-sport code hard courts. The third is adjacent to the cricket, hockey and soccer fields on Central Campus. 66 SOL PLAATJE UNIVERSITY
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2.5 PHYSICAL PLANNING AND INFRASTRUCTURE (continued)
2.5.4 Buildings and/or infrastructure completed
Eight buildings were completed in 2020 notwithstanding the delays caused by the COVID-19 pandemic. Whilst all the buildings were substantially delayed, the late delivery had no effect on the academic year as all student classes were held online and sporting activity completely curtailed. The respective buildings completed are listed below.
a) Luka Jantjie House 3rd Phase Refurbishment
The third and final phase of the renovation of Luka Jantjie House has provided much-needed office space for the growing University administration. The upgrade has also accommodated glazed security turnstiles, offices for security in the East (main entrance) and West (staff parking entrance) foyers, a larger Council Chamber, upgraded dining area with kitchenette and two breakaway boardrooms adjacent to the Council Chamber. The last portion of the refurbishment was handed over in January 2020. Once the Data Science and Information Technology Department of the Natural and Applied Sciences School moves to Central Campus in 2021, office space will be comfortable for all administration staff.
b) NAS Academic Administration Building
The NAS Academic Administration Building has offices for the Head of School, Heads of Departments and the School Registrar and School Administrator and a 165-seater auditorium on the ground floor. Construction work commenced in November 2018 for occupation by NAS in January 2020. However, unseasonal weather flooded fountains in the rainy period resulting in flooding and the collapse of trenches during the construction of the fountains and structural piling, hence the building programme was extended into 2020. This building was completed on 24th March 2020, but due to COVID-19, the Local Authority did not issue the Occupation Certificate until the third quarter of the year. Due to the continuing impact of the lockdown, none of the academic staff relocated in 2020.
c) Undergraduate Data Science and Information Technology Laboratories Building
As this building is located directly adjacent to NAS Academic Administration Building, a motivation to use the same contractor was approved so as to reduce the “preliminaries and general costs” of both buildings. This building includes generic classrooms (i.e., used by all Schools) in the form of two 320-seater and two 160-seater auditoriums and six 80-seater classrooms located over the ground and 1st floors, as well as nine Data Science and Information Technology laboratories, all of which have desktop computers to accommodate capacity for software development. The third floor provides 48 much-needed academics’ offices and a classroom for postgraduate students.
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2.5 PHYSICAL PLANNING AND INFRASTRUCTURE (continued)
2.5.4 Buildings and/or infrastructure completed (continued) c) Undergraduate Data Science and Information Technology Laboratories Building (continued)
This building commenced after the foundations of the NAS Academic Administration had been cast, but suffered both the untimely rains referred to above, causing flooding and the collapse of trenches during the construction of the fountains and structural piling, as well as the discovery that the rock levels were nearly a storey lower into the ground than expected. Consequently, the building programme was extended to mid-year 2020. This was again extended by the COVID-19 pandemic and handover of the building was eventually only achieved in November 2020. As was the case noted above, none of the affected academic staff moved into the building in 2020.
d) South Campus Bulk Services Building
This building is the core precinct service building for South Campus and until it is fully operational, no other building on South Campus can be commissioned. Similar to the Bulk Services Building on Central Campus, it houses potable and fire water storage tanks, a filtration plant for potable water, a grey water filtration plant, water pump machines, a Standby Generator, LV Switchboard and a Data Server. As a complete concrete structure, this building forms a structural icon that can be seen from the Birbeck Avenue entrance gate to South Campus. The commissioning of this building was delayed, too, due to the Bulk Services Ring Mains Civil Works Project not being complete for connection into the building services. The building was finally completed in September 2020.
e) Multi-purpose Hall Refurbishment
The long awaited refurbishment of the South Campus Community Hall as a multi-purpose venue will provide additional exam hall space, a graduation hall, a hall for University events, a multi-sports code indoor sports venue and a student drama, singing and performance area. This building was put on hold when asbestos acoustic wall cladding was found and three months of the building programme was lost due to its closure for removal as per the Safety Instructions for Asbestos Removal. This building was, however, completed in October 2020.
f) Staff Recreation and Mini-Conference Centre
Adjacent to the multi-purpose hall is a two-storey building that provides conference rooms and facilities for staff as well as a restaurant. The kitchen of this restaurant will supply food for events to be held in the multi-purpose hall and for sports events. This building programme started later than the other buildings as the previous building had to be demolished. This lead to the discovery of a sewer from the Griqualand West Rugby Club serving directly across the building site. Furthermore, this building, too, was also put on hold due to the aforementioned asbestos discovery. Both the Multi-Purpose and Staff Recreation and Mini-Conference Centre were further delayed due to the Bulk Services Ring Mains Civil Works Project not being complete for connection into the building services. This building was completed in October 2020. 68 SOL PLAATJE UNIVERSITY
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2.5 PHYSICAL PLANNING AND INFRASTRUCTURE (continued)
2.5.4 Buildings and/or infrastructure completed (continued)
g) South Campus Bulk Service Mains
The development of South Campus requires that the municipal services be extended on to the property in a similar way to a township. All of the proposed buildings will require electricity, potable and grey water, data services, waste and sewerage facilities, and chilled and heated water for the localised Thermally Activated Building System (TABS) installations. Work is being undertaken to provide these services adjacent to a roadway layout across the entire campus. This contractor has proved unreliable and has not met the requisite building programme milestones. Despite being penalised accordingly, the contractor has not performed and is delaying the completion of the balance of the buildings on South Campus. Certain items have been removed from the Package Order and the Project Managers have recommended that the Contractor not be issued any further Package Orders. This installation was finally completed in November 2020.
h) South Campus Sports Fields
The development of the first dedicated sports coded fields will be the combination Cricket/Rugby/Soccer field. Two Rugby/Soccer fields have a cricket pitch in between them, thereby making this a multi-use field for local league and University sports events. The field will be installed with Astroturf to ensure easy maintenance and minimum irrigation in the Northern Cape semi-arid water-challenged environment. The high-mast lighting, which will allow for night-time sporting activities, was commenced early in 2020 and completed in December 2020. The Astroturf fields were commenced in June 2020 and will be completed in 2021.
i) Scanlan Road Upgrade
Scanlan Road was damaged during the first phase building of Moroka Hall of Residence, the Academic Building and the Education Building and the wayleaves for Construction were kept in place for as long as possible. The removal of the wayleaves resulted in the public using the thoroughfare and the safety of the staff and students became a high risk. Negotiations commenced with the Sol Plaatje Municipality to upgrade the entire road from Lawson Street to Bishop Road, including the provision for a four-way stop on Lawson Street to reduce speeding from the west side. This work was completed in November 2020.
2.5.5 Construction of buildings and infrastructure during 2021 and 2022
In respect of Overall Development Framework (Figure 2.5, overleaf) for the Sol Plaatje University Campuses, much of the generic work on planning of the South and Central Campuses is, and will continue to be, contingent on the building briefs for future academic buildings required by the development of the University academic programmes.
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2.5 PHYSICAL PLANNING AND INFRASTRUCTURE (continued)
2.5.5 Construction of buildings and infrastructure during 2021 and 2022 (continued)
In 2020, the University commenced the finalisation of the purchase of the entire Oppenheimer Gardens property rather than its piecemeal acquisition. This purchase will mean that SPU will have control over all the municipal utility services, street lighting, landscaping and security management of the area. Unfortunately, the Local Authority was hampered by management problems and the staff and Council were slow in engaging with the University. The purchase will, hopefully, be finalised in 2021.
The COVID-19 pandemic allowed for a substantial amount of design work to occur without the pressure of commencing on site. Throughout the 5th and 4th levels of Lockdown, the consultants were therefore able to concentrate on design and cost engineering for approximately 12 new infrastructure projects.
a) SOUTH CAMPUS PROJECTS
• Umnandi and Hannetjie Halls of Residence
Two Student Housing projects comprising four three-storey residential blocks to supply 736 beds and four wardens’ apartments and seminar rooms for joint study were started in June 2020 and are planned for completion shortly: Umnandi (408 beds) in September and Hannetjie (328 beds) in October 2021.
• EcoCentre and Maintenance Building
Located in the south-western corner of South Campus, this building is primarily to support the Maintenance Division of the Facilities and Services Department. It will supply offices for staff and workshops and parking for the University fleet. It was commenced in October 2020 with planned completion in November 2021.
• South Campus Sports Pavilions
Design drawings for Sports Pavilions, which include changing rooms, coaches’ offices, sports equipment stores, team meeting rooms and conference rooms are planned for construction to commence in 2021
• Massouw Hall of Residence
The design of a timber-framed structure in a modular format has been commenced as an Alternative Building Technology (ABT) DHET Student Housing prototype. An initial scheme (and, similarly, for Umnandi and Hannetjie Halls of Residence) was submitted to the DHET for approval in 2019, but as approval was not forthcoming, the two buildings were built in conventional brickwork and the next student housing project was designed as a modular timber unit project. A detailed report tabling the proposed 204 bed building’s response to the Performance Criteria for the DHET SHIP will be submitted in early 2021. 70 SOL PLAATJE UNIVERSITY
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2.5 PHYSICAL PLANNING AND INFRASTRUCTURE (continued)
2.5.5 Construction of buildings and infrastructure during 2021 and 2022 (continued) a) SOUTH CAMPUS PROJECTS (continued)
• Waterworks Road, Jacobus Smit and Birbeck Avenue Gatehouses
Three gatehouses have been designed to service the main route exit routes for students and vehicles. The Jacobus Smit structure also includes Support Staff changing, restrooms and storage facilities. Each of the gatehouses provide turnstile access for students to surrounding amenities, such as the shared-use sports fields, the Virgin Active Club and the Northern Cape Mall. Two of these structures commenced in 2020 for completion in 2021. Construction commencement of the third gatehouse was delayed by Local Authority requirements but this will also be completed in 2021.
b) CENTRAL CAMPUS PROJECTS
• ERF 2513 Bulk Services Installations
In order to commence construction of buildings on the second erf making up Central Campus, a “green fields” site, a full review of the required building services required for the future nine buildings was undertaken. Planning for the provision of potable water, fire water, electricity and climatic control services was also undertaken in order to commence construction in the second quarter of 2021.
• Bulk Water Services Storage and Bleachers Pavilion
The Bulk Services Building on Lawson Street has been designed to provide storage tanks for potable and firewater, as well as the pumps and water filtration plant. Structured between the two tanks are a south-facing bleachers installation for watching sport in the shade during the hot summer months. The construction of this building will commence in 2021 for completion in 2022.
• Bishops Road and Lawson Street Gatehouses
Two further gatehouses were designed for pedestrian access and emergency and disaster vehicles. The one on Bishops Road also accommodates the bulk electrical and climatic control services as well as Support Staff facilities and storage. These buildings were planned in 2020 and will be constructed in 2021.
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2.5 PHYSICAL PLANNING AND INFRASTRUCTURE (continued)
2.5.5 Construction of buildings and infrastructure during 2021 and 2022 (continued) b) CENTRAL CAMPUS PROJECTS (continued)
• Sports Pavilion
A sports pavilion was designed to accommodate sports equipment, a tuckshop, sports coaches’ offices, team meeting rooms and a visitors’ venue, as well as two additional two changing-rooms required to host tournaments for four hockey and soccer teams and two cricket teams, all of which are played on the Central Campus shared-use sports fields. These buildings were planned in 2020 and will be constructed during 2021.
• Humanities Building
The first academic building on Erf 2513 will house the School of Humanities staff, the last planned 320-seater and two 160-seater raked auditoriums and laboratories for the Higher Certificate Heritage Studies and Archaeology student laboratories. Provision has also been made for four groups of staff offices, providing a future Dean’s suite and the three Humanities departments, a Postgraduate Knowledge common room and offices for Post-Doctoral staff. Whilst design progressed in 2020, it has been exceedingly difficult to define the actual design requirements for the laboratories, which has consequently delayed commencement of the construction.
2.5.6 Challenges
As the Small Works Contracts were intended to provide opportunities for development of local contractors, they were included as an integral part of the Second Procurement Strategy. However, this has not actually been successful as the SMMEs given this work have proved to be lacking in business administration skills, project planning and financial acumen to provide value to this project. The problems with emerging contractors and subcontractors and the previous phase framework incubation project were evaluated and a proposal for a Structured Incubation Implementation Programme was approved by the SPU Council for development in 2020. COVID-19 has, however, delayed the engagement of these local contractors on any work to date, but an implementation plan was nevertheless initiated.
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FIGURE 2.1: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: BUILDING PROJECTS
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FIGURE 2.1: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: BUILDING PROJECTS
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FIGURE 2.2: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: SITE INFRASTRUCTURE PROJECTS
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FIGURE 2.2: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: SITE INFRASTRUCTURE PROJECTS
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FIGURE 2.3: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: STUDENT HOUSING STRATEGY
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FIGURE 2.3: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: STUDENT HOUSING STRATEGY
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2.6 STATUS REPORT ON BROAD-BASED BLACK ECONOMIC EMPOWERMENT
The SPU Infrastructure Second Procurement Strategy was carefully structured to meet both local economic development and the national infrastructure plans. By December 2018, 19 consultants, two Small Works, two Medium and Refurbishment Works, two Major Works and two Civil Works contractors had been appointed for construction work during the 2019 and 2020 years.
2.6.1 B-BBEE status of procurements
The approved B-BBEE status, as per regulations and referential scorecard requirements, of contractors and suppliers appointed by SPU are set out in Table 2.10 below and Table 2.11 overleaf.
TABLE 2.10: B-BBEE STATUS OF CONTRACTOR AND SUPPLIER PROCUREMENTS IN 2020
CONTRACTOR TYPE NUMBER CONTRACTOR/SUPPLIER B-BBEE HEAD OFFICE APPOINTED NAME LEVEL LOCATION
Civil Works 2 Reder Construction 4 Bloemfontein
Sedtrade 1 Bloemfontein
Small Works 3 Moke 1 Kimberley
Shebang 1 Kimberley
Sedibesan 2 Bloemfontein
Medium/ 2 Kimkaho 2 Kimberley Refurbishment Works Varymix Thirteen (Domani) 8 Kimberley
Major Works 2 Qualicon 1 Kimberley
Trencon 1 Gauteng
Specialist 4 JT Maritz Electrical – High Mast 4 Cape Town (High-Mast Lighting) Lighting
Sporturf – Astro Turf and 4 Gauteng Hardcourts
VOX – Audio-Visual Equipment Gauteng (Branch Office in 3 Kimberley)
Gym Tech Specialists – Gym 1 Gauteng equipment (Moroka Student Gym)
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2.6 STATUS REPORT ON BROAD-BASED BLACK ECONOMIC EMPOWERMENT (continued)
2.6.1 B-BBEE status of procurements (continued)
TABLE 2.11: B-BBEE STATUS OF FFE SUPPLIER PROCUREMENTS IN 2020
FFE TYPE NUMBER SUPPLIER B-BBEE HEAD OFFICE APPOINTED NAME LEVEL LOCATION
Executive Furniture 1 Vicfhatu General Trading 1 Not in the Northern Cape
Specialist Items 1 Nomi Projects 1 Not in the Northern Cape
Soft Seating, Bins 1 OFD 2 Not in the Northern Cape
Chairs, Display Boards 1 Kika Furniture 2 Not in the Northern Cape
Office Furniture 1 PAV Shopfitters 2 Not in the Northern Cape
Tables 1 ESISWE 1 Not in the Northern Cape
Residence Furniture 1 Reboni Furniture Factory 1 Not in the Northern Cape
Steel Shelving 1 Bidvest Waltons 2 Not in the Northern Cape
Gym Equipment 1 Gym Tech Specialists 2 Not in the Northern Cape
Laptops 1 Datacentrix 1 Not in the Northern Cape
2.6.2 Construction Development Targets (CDT's)
The Major Works Contractors and Consultants are expected to provide Construction Development Targets (CDT) in line with the KPI requirements of the B-BBEE Act 53 of 2003 and the Construction Industry Development Board Act 56 of 2000.
a) Major Contractors CDT's
The Construction Development Targets set for the Major Contractor projects, to be undertaken from January 2019 to December 2021, are intended to assist, facilitate and support the sustained participation of provincially based, black-owned SMMEs (Small and Medium Enterprises) through participation on the SPU construction projects and to provide for future skilled sub-contractors for both new buildings and/or maintenance work for the University and local area.
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2.6 STATUS REPORT ON BROAD-BASED BLACK ECONOMIC EMPOWERMENT (continued)
2.6.2 Construction Development Targets (CDT's) (continued) a) Major Contractors Development Targets (continued)
Through negotiations with the Main Works Contractors, various of the 1st Phase CDT percentages have been increased for the Second Phase Projects.
Contract Local Participation Goal (CLEG): 45% - an increase of 5% from previous Phase Projects B-BBEE Spend Goal (B-BBEESG): 70% - Unchanged from previous Phase Projects Contract Local Direct Employment (CLDEG): 60% - an increase of 20% from previous Phase Projects Contract Skills Development Goal (CSDG): 250 hours per R1 million “spend”.
Contractors’ Contract Skills Development Goal (CSDG) Methodologies are set out in Table 2.12 below.
TABLE 2.12: CONTRACTORS CONTRACT SKILLS DEVELOPMENT GOAL (CSDG) METHODOLOGIES
METHOD SKILL TYPE
1 Scaffold Erector, Scaffold Inspector, Working at Heights, Basic Rigging, Management of Power Tools, First Aid Representatives, Health & Safety Officer, Etc.
2 Bricklayers, Carpenters, Plumbers
3 ND: Civil Engineering
4 Candidate Engineer or Quantity Surveyor (QS)
The Director of the SPU Physical Planning and Infrastructure Department requested that the monitoring of the contractors’ submissions be evaluated and a revised method of submitting documentation for verification by the Project Managers was put in place. A monthly questionnaire is tabled for comparison with the previous month and updating of the scoring. These documents are analysed by the Project Managers and a Monthly Report is drawn up for presentation to the University Management.
These monthly reports provide the required information for the Quarterly Presidential Infrastructure Co-Ordinating Committee (PICC) Report that is issued to both the DHET and PICC.
Table 2.13, overleaf, establishes the two major contractors’ end-of-year CDT results. The relatively low figures indicated therein are as a result of this of the type of project, incorrect reporting on the part of the Contractors CLO and the influence of COVID-19, which made it difficult to provide the additional training of subcontractors.
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2.6 STATUS REPORT ON BROAD-BASED BLACK ECONOMIC EMPOWERMENT (continued)
2.6.2 Construction Development Targets (CDT's) (continued) a) Major Contractors Development Targets (continued)
TABLE 2.13: STATUS OF THE MAJOR CONTRACTORS’ CONSTRUCTION DEVELOPMENT TARGETS: 2020
GOAL REQUIRED TRENCON – S004 TRENCON - S005 QUALICON – C005 QUALICON – C006 & S006
CLEG 45% 82% 45% 22% 63%
B-BBEE 70% 14% 64% 80% 73%
CLDEG 60% 95% 89% 42% 41%
CSDG – Method 1 250 hours per 9 500 Hours 2 653 hours 7 488 Hours 160 hours R1million
CSDG – Method 2 199 Hours - - 8 hours
CSDG – Method 3 - 4 282 hours - 972 hours
CSDG – Method 4 3 073 hours - - 2230 hours
Total CSDG 12 772 Hours 6 935 hours 7 488 hours 3423 hours
b) Consultants’ Development Targets
The Consultants’ CDT Targets only encompass the Contract Skills Development Goal (CSDG) which is 180 hours per R1 million “spend”, which is usually spent in mentoring and developing students and young professionals. Consultants’ Contract Skills Development Goal (CSDG) Methodologies are set out in Table 2.14 below.
TABLE 2.14: CONSULTANTS CONTRACT SKILLS DEVELOPMENT GOAL (CSDG) METHODOLOGIES
METHOD SKILL TYPE
3 ND: Civil Engineering
4 Candidate Engineer or Quantity Surveyor (QS)
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2.6 STATUS REPORT ON BROAD-BASED BLACK ECONOMIC EMPOWERMENT (continued)
2.6.1 Incubation Project
Late in 2019, the Vice-Chancellor requested that an Incubation Project be set up for small and emerging local contracting companies. An Incubation Project Team (ITT) was put in place, but as several projects were nearing completion and the emerging contractors were completed or near completion, there were no opportunities on site to realise the intervention in place, particularly in the face of the COVID-19 pandemic. A programme was set up to explore the needs and methods of providing the requisite skills interventions. In addition, the team sought help from various local NGOs and the Northern Cape (NC) Provincial Government in respect of supporting and supplementing skills for developing the management skills for smaller contracting companies.
The needs analysis has commenced with two of the small contractors and the ITT will continue investigating the sub- contractors that the major contractors put forward.
The Incubation Task Team has remained in consultation with various NC Provincial Government Departments and Small Development Agencies in order to set up a Stakeholder Engagement Forum (SEF) for the Incubation Project. The NC Department of Economic Development and Tourism (NC DEDAT) was approached to help look for ways to improve the financial aspects of running a small contracting business. The NC Treasury was engaged to help with registration on the Central Supply Database (CSD), SARS for help with registration as taxpayers, and the Construction Education Training Authority (CETA) to create a solid skills base as a foundation for infrastructural development and economic empowerment. The Public Works and Roads Department (NC PWD) offered to provide construction development mentoring for developing Construction SMME’s and “Women in Construction”, whilst the Skills Education Training Authority (SETA) provided courses in financial sustainability, bookkeeping, auditing, and on how to ensure regular tax payments and how to plan and maintain long term future opportunities, all of which were much needed in order to redress past imbalances caused by the separate and unequal education and training system.
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2.7 FACILITIES AND SERVICES
The Facilities and Services Department (FSD), organisationally embedded within the Operations Division of SPU, provides input to the physical planning and development programme managed by the Physical Planning and Infrastructure Department (PPID), but is mainly tasked with the management and day-to-day operations of the University’s facilities as well as the services required for its efficient functioning in terms of the following: • Maintenance and Cleaning • Catering • Occupational Health, Safety and Environment (OHS&E) • Information and Communications Technology (ICT) • Security
The primary responsibility of the FSD is to ensure a conducive and supportive environment wherein teaching and learning can take place. To facilitate such, the occupied spaces must be safe, clean and well-maintained.
The organogram for Facilities and Service Division was reviewed and approved in 2020. This was to refocus the division so as to provide an efficient support service to the University. An additional two buildings (C005 and C006) were handed over to FSD during the year. These two buildings increased the number of classrooms, auditoriums and offices available to the University, thereby reducing the space pressure previously experienced by the University. COVID-19 had a huge impact on the division and was integral in the University’s fight against COVID-19 with OHS&E being central to the fight.
Digitalising of facilities and services of the divisional operations received a major boost during the year as the University approved the procurement variously of the Integrated Works Management System (IWMS), the Building Management System (BMS), an OHSE system and a meal management system. Development of all these systems started in 2020 with implementation set to start in the 2021 year.
2.7.1 Maintenance and cleaning
A Maintenance Plan for SPU was developed, approved and implemented in 2020. During the lockdown period, the maintenance team was on site on a regular basis to ensure that plant and equipment were kept in a good state. As a result, there is currently no maintenance backlog in the University.
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2.7 FACILITIES AND SERVICES (continued)
2.7.2 Catering
The University is currently using a hybrid model in the dining halls. The University catering staff complement is seconded to the service providers who are responsible for managing them in respect of the day-to-day operational requirements and their performance in relation to their duties. The contracts for the dining hall catering service providers come to an end in December 2020 and two new service providers were appointed for a two-year period with effect from 1 January 2021.
An automated Food Management System was implemented in the dining halls and the University started a process for Hazard Analysis Critical Control Points (HACCP) accreditation which will be completed in the middle of 2021.
2.7.3 Occupational Health, Safety and Environment (OHS&E)
The implementation of OHS&E was accelerated during the year as a number of procedures were developed and approved. The University Occupational Health, Safety and Environment Policy was approved by Council. All OHS&E legal appointments were made and training conducted for all the appointed individuals.
The University’s COVID-19 response was driven from OHS&E, the return to campus plan was drafted, approved and submitted to the Department of Employment and Labour (DEL). During the year, five University employees tested positive for COVID-19 while on campus. OHS&E compiled the requisite reports, which were submitted to the DEL.
2.7.4 Information and Communications Technology (ICT)
In support of the University’s goal of becoming a digitally empowered University, the ICT portfolio was relocated to the Office of the Vice-Chancellor. A fit-for-purpose organogram was developed and approved. By implementing strategies such as the “No code or Low code: Software solutions” enabled the ICT team to be focused on customer support. Despite COVID-19, many of the earlier decisions paid dividends: e.g., the LMS was moved to the Cloud, a video content management system was implemented, and the adoption of Teams Collaborative Platform for online classes assisted greatly in online learning. Access to these systems was needed and a Virtual Private Network (VPN) was developed for students that could not be on campus during the lockdown. The system was developed to be cellular network independent so that students could connect from the best connection in the area they were staying.
Many training initiatives were done in collaboration with the Centre for Teaching, Learning and Programme Development to assist academics to develop content and provide e-learning material to students quickly. By expanding software provided by Microsoft, ICT in conjunction with an external company developed a meal management and booking system for FSD. An unintended result of the implementation was the remarkable improvement in the registration process due to the integration of the student registration system and the access control system. More integrations are planned to enable collaboration of systems and data mining that will unlock more value for the University in the future. 85 SOL PLAATJE UNIVERSITY
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2.7 FACILITIES AND SERVICES (continued)
2.7.4 Information and Communications Technology (ICT) (continued)
The ICT department is constantly looking for new and exciting ways to support teaching and learning at the University with the best technology and cutting-edge innovation.
2.7.5 Security
An SPU security plan was developed and implemented during the year. Management of so-called “green routes” around the University remain an important part of the University strategy to ensure safety of students around campus, and between campus and external residences. Additional green routes were added as a result of new accommodation that was contracted by the University and of campus accommodation that was accredited at the beginning of the 2020 year.
Due to COVID-19, the SPU security team was classified as an essential service works and it was at work over the entire duration of the lockdown period.
The security team was central in ensuring the screening of COVID-19 at all University access points and also in enforcing COVID-19 compliance on campus by both staff and students alike.
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SECTION 3: FINANCE
3.1 ANNUAL FINANCIAL REVIEW
Mr Hollie Clarkson – Ms Annalene Marais – Chairperson: Finance Committee Chief Financial Officer
3.1.1 Scope and Context of Annual Financial Review
The following Annual Financial Review is presented in accordance with the Ministerial Regulations on Reporting in respect of the 2020 annual financial statements (AFS) for Sol Plaatje University (SPU). Also, in line with Principle 5 of the King IV Code on Corporate Governance, this Review, read in conjunction with the Council Statement on Governance (Section 1.4) and the Financial and Operational Sustainability Report (Section 2.4), seeks to ensure, on Council’s behalf, that these reports are not only compliant with the relevant reporting frameworks, but, more importantly, also enable stakeholders to make informed assessments of the University’s financial, academic and community service performance, and its short-, medium-, and long-term prospects.
The AFS cover all financial activities of the University and provide a comprehensive record of the University’s financial operations, its performance and its cash flows for the past year. In addition, the financial position as at 31 December 2020, together with comparative figures for 2019, are analysed and are therefore also within the scope of the Review.
The 2020 year was the seventh full academic year of SPU and, for various reasons as more fully commented upon in Section 2.4 of this Annual Report (“Operational and Financial Sustainability”), possibly its most challenging to date. Despite these challenges and the disruptions to the academic programme occasioned by the COVID-19 pandemic, the University continued to grow in almost every respect, as is evident from the data reflected in Table 3.1: Measures of Growth (overleaf).
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.1 Scope and Context of Annual financial Review (continued)
TABLE 3.1: MEASURES OF GROWTH IN THE FORMATIVE YEARS: 2014 – 2020
Financial Year
Key Indicator Units 2014 2015 2016 2017 2018 2019 2020
Property, plant and equipment R’ m 180.2 883.8 1 252.8 1 541.1 1 645.4 1 939.5 2 311.6
Total assets R’ m 250.1 1 059.9 1 698.2 2 149.6 2 566.3 3 035.3 3 554.0
Total funds R’ m 51.2 90.6 112.9 148.4 227.6 300.3 424.6 Total fee income A R’ m 5.6 17.5 39.2 58.1 94.8 114.7 132.6 Total recurrent income B R’ m 58.8 99.2 208.2 270.2 421.3 512.2 597.6 Total recurrent expenditure C R’ m 36.7 94.5 190.6 242.9 354.9 453.9 487.4 Personnel costs D R’ m 15.9 42.4 67.9 109.3 159.9 216.9 253.5 Personnel costs as a % of D/B % 27% 43% 33% 40% 38% 42% 42% total recurrent income
Total number of permanent staff Each 33 74 119 173 399 506 574 Total number of students E Each 124 329 696 1 039 1 527 1 968 2 367 Average fees per student A/E R ‘000 45 53 56 56 62 58 56 Average cost per student C/E R ‘000 296 287 274 234 232 230 206
3.1.2 Highlights of the 2020 Annual Financial Statements
• Growth in total assets of R519 million, or 17% (2019: R469 million, 18%)
• New capital expenditure of R423 million (2019: R360 million)
• Accumulated funds at 31 December 2020 surpass R400 million
• An increase in Total Recurrent Income (“ROI”) in 2020 of almost 17%
• State grants continue to represent highest percentage of ROI: 75% (2019: 77%)
• Consolidated net surplus for the 2020 year of R124 million (2019: R73 million)
• Growth in total assets of R519 million, or 17% (2019: R469 million, 18%)
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.3 Statement of Financial Position
The assets, liabilities and funds of the University at 31 December 2020 are shown in the statement of financial position, together with comparative amounts for 2019. Overall, there has once again been a significant increase in fixed assets (i.e., Property, Plant and Equipment or ‘PPE’) during the past year. This was primarily as a result of continuing high levels of construction in progress, offset by the cost of new buildings completed during the year. Major components of the University’s assets are analysed broadly in Diagram 3.1 overleaf.
Assets
Total assets at 31 December 2020 amounted to R3.6 billion (2019: 3.0 billion), denoting a growth of 17% during the year. This growth is largely attributable to the ongoing infrastructural development taking place, which is matched by a commensurate increase in the level of deferred grant income. New capital expenditure in the past financial year amounted to R423 million (2019: R360 million). During the same period, however, transfers from assets under construction to completed buildings totalled R491 million (2019: R17 million). This is in line with the Medium-Term Expenditure Framework (MTEF).
It is both significant and pleasing to note that, as at 31 December 2020, R2.5 billion of additional investment in capital infrastructure had been planned for completion within the next four years. Subject to the requisite approval being granted by National Treasury, funding for R882 million of this planned capital infrastructure has been approved by the Minister and R52 million is potentially available from the capitalisation of interest earned on grant funding pending its utilisation. A further R949 million has been approved by Council, but is currently unfunded. There are, however, no plans to seek additional borrowings to cover this shortfall in the short- to medium-terms, and the entire infrastructure programme is under review in the light of anticipated reductions in Government grant funding.
Current assets at 31 December 2020, consisting largely of funds invested, cash and cash equivalents, amounted to R907 million (2019: R776 million), reflecting an increase of 17% compared with 2019. It is important, however, to note that these balances do not represent free cash reserves generated by operating surpluses, but rather funds committed, for the most part, to finance the cost of ongoing infrastructure development and operations, respectively. In addition, at 31 December 2020, the University had R323 million of funds invested for periods exceeding twelve months (2019: 313 million), which have consequently been classified as non-current assets.
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.3 Statement of Financial Position (continued)
DIAGRAM 3.1: ASSETS: 31 DECEMBER 2020
16% Land and buildings
Assets under construction
Other fixed assets 17% 54% Student debtors and other receivables
Investments 1% 4% Cash and cash equivalents 8%
Financial Viability
The University’s major challenge in the short- to medium-terms is to remain financially viable, especially in its student residence activities (see further comment in 3.1.4, below). Important, too, is the need to maintain projected enrolments until a viable number of subsidy-generating students is achieved, whilst at the same time ensuring that annual fee increases at least match prevailing inflation rates. Its financial viability will, likewise, depend crucially on the continuation of earmarked Government grants and subsidies, as well as the development of meaningful sources of third-stream income.
The recoverability of certain student fees also poses an ongoing threat to the University’s financial viability, but this risk is being closely monitored, especially in the light of an increase in the provision for impairments in the past year. Proportionately, however – and pleasingly – there has been a significant improvement during the past three years, from almost 57% of all student debtors being impaired at 31 December 2017 to only 34% at the end of December 2020. This reflects the effects of, on the one hand, increases in student funding from NSFAS, independent bursars and other relatively secure sources, coupled with, on the other hand, a thorough review of long outstanding balances during the past year and the selective write-off of inactive balances exceeding four years.
As had been anticipated in the previous Annual Financial Review, staff costs and the relative proportion of administrative and service staff to academic staff both rose disproportionately as a result of the insourcing of catering services in 2019, and the postponement – indefinitely so, in some instances – in appointing academic staff ahead of the introduction of new programmes. At present, however, personnel costs as a proportion of total recurrent income (42% in both 2019 and 2020) are still well within threshold guidelines (between 57% and 63%) set for universities in South Africa. 91 SOL PLAATJE UNIVERSITY
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.3 Statement of Financial Position (continued)
Funds and Liabilities
Net funds at 31 December 2020 amounted to R425 million (2019: R300 million). Despite showing appreciable growth relative to the prior year-end, net funds still constitute only a relatively modest proportion of total assets, i.e., 11.9% (2019:10.6%). Council is therefore intent on continuing to build the University’s reserves to provide a buffer against possible future losses and other contingencies such as the coronavirus pandemic (COVID-19).
This growth in funds is due largely to the significant surpluses generated by the Council-controlled (i.e., ‘unrestricted’) component of the University’s operations to date (R435 million), offset by the accumulated deficits in residence activities (R66 million).
Between the end of December 2019 and 2020, total liabilities increased by 14%, from R2.7 billion to R3.1 billion. This change has already been explained by the exceptional incidence of government capital grants received in advance of the projects to be funded and the consequential deferred recognition of such income.
The 2020 category percentages of liabilities and funds are analysed in Diagram 3.2 below. A large proportion of these balances represent deferred capital government grants which, in accordance with prevailing International Financial Reporting Standards (IFRS), are required to be recognised as income on a systematic basis over the respective assets’ useful lives and not in the year of receipt.
DIAGRAM 3.2: FUNDS AND LIABILITIES: 31 DECEMBER 2020
4% 2% 2% 10% Non-distributable funds: PPE reserve
Accumulated funds
Non-current liabilities: deferred income
Current portion of deferred income
Other current liabilities
82%
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.4 Statement of Comprehensive Income
DIAGRAM 3.3: INCOME FIVE YEARS: 2016 – 2020 The 2020 year once again generated an appreciable net surplus before interest of R110 million (2019: R58 R million 2016 million). This surplus was attributable in part to 500 2017 increased student fee income relative to budget, which 2018 in turn resulted from unanticipated additional 450 postgraduate enrolments, in part to substantial cost 2019 savings, and in part to the release of deferred income 2020 from Government grants, a factor that is disregarded 400 when budgeting for a close-to-breakeven result, as has been the case for the past few years. 350
Income 300
Diagram 3.3 depicts the major sources of income for 250 each of the five years from 2016 to 2020. Significant growth has occurred in State subsidies and grants, which remain the single largest source of recurrent 200 income, i.e., 75% in 2020 (2019: 77%). 150 Tuition and residence fees, despite comprising a relatively minor proportion of total income (22%), 100 nevertheless again increased significantly in 2020 relative to the prior year, from R115 million to R133 50 million. The growth in both 2019 and 2020 was attributable almost solely to rising student numbers, given that the Council’s nominal inflation-linked 0 increases in student fees were effectively subsidised by Government in both years.
In time, student fees should account for more than one- fees Student Sundry income Sundry
third of total recurrent income. Future fee increases are, Investment income Investment
however, likely to be constrained and will have a grants and Subsidies minimal impact on most SPU students who are wholly- subsidised by Government through NSFAS grants or funded by other major benefactors.
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.4 Statement of Comprehensive Income (continued)
DIAGRAM 3.4: EXPENDITURE FIVE YEARS: 2016 – 2020 Student Residences R million 2016
140 2017 The University residences incurred a loss of R5 million in 2020 (2019: R40 million). The significant decline in the 2018 deficit relative to the prior year was a direct result of the lower levels of occupancy, in turn because of COVID-19, 120 2019 and the consequential reduction in direct catering costs. 2020 The residences have, in effect, been cross-subsidised by the main University operations (i.e., Council-controlled 100 funds) since inception, resulting in an accumulated deficit of R66 million. This is clearly neither a desirable nor, ultimately, sustainable situation. 80 Expenditure
60 Major components of expenditure are analysed in broad outline for each of the five years from 2016 to 2020 in Diagram 3.4. It should be noted that all categories of
40 expenditure, with the exception of the residences operating expenses, increased as student and staff numbers continued to increase in 2020 relative to each of the five preceding years. 20
Personnel costs in 2020 amounted to R253 million (2019: R217 million), yet remained consistent in both 0 years at the equivalent of 42% of total recurrent income, which is well below DHET recommended norms for higher education institutions in South Africa. It is, however, more meaningful to analyse personnel costs for the Council-controlled activities separately from the consolidated figures. The personnel costs attributable to
this segment (i.e., from Council “unrestricted funds”)
Personnel costs: Other costs: Personnel
Residences: Operating Residences: expenses
represented 55% of total recurrent income, still Other operating expenses operating Other
Personnel costs: Academic costs: Personnel comfortably below the threshold of the DHET guideline Depreciation and amortisation and Depreciation range of 57% to 63%.
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.4 Statement of Comprehensive Income (continued)
These costs have, however, increased significantly in the past two years in line with the rapid growth of the institution and especially on account of the insourcing of previously outsourced services.
During the next few years, they will continue to reflect the ongoing employment of new academic and support staff, as required, until the University is fully established. It is, however, imperative that the relative proportions of personnel costs are managed closely and contained within the DHET guidelines. Against the pattern of the previous five years, the academic component of personnel costs (48%) in 2020 fell below the support services component (52%). This was, however, to be expected, given the full annualised effects of the insourcing of catering service staff in 2019.
In line with expectations resulting from the significant level of buildings commissioned during the past year, represented by transfers from construction-in-progress of R491 million (comparatively, only R17 million transferred in 2019), depreciation increased from R66 million to R79 million. It should be noted that, in terms of the prevailing accounting policy, construction-in-progress is not depreciated.
With the notable exception of residences, upon which comment is made above, other operating costs reflect individual variances from year to year that do not warrant detailed analysis or specific comment in this review. These variances are nevertheless analysed, reported on regularly and monitored closely by Management and the Finance Committee, respectively. Overall, there was a net decrease of R21 million from the prior year (conversely, in 2019, an increase of R11 million was reported), which is consistent with the changed mode of academic service delivery adopted during the year and the general decline in physical activities, including travel, and correspondingly, increased reliance on virtual platforms for interactions throughout the University.
3.1.5 Statement of Cash flows
During the 2020 year, there was a net increase of R172 million (2019: a decrease of R67 million) in cash and cash equivalent balances on hand compared with the opening balance at the beginning of the year. This is mainly due to the decreased levels of operating expenditures already commented upon, together with an increase in the investment of DHET infrastructure grant funds. The grants received from the Department to fund the infrastructure projects are reflected in the first instance as cash flows from financing activities in the statement of cash flows and, thereafter, as part of investing activities, depending on whether they are disbursed or invested, as appropriate.
In view of the strong liquidity levels prevailing at present, and considering the current economic conditions in the country, the management and placement of surplus funds that are not immediately required for construction project payments to optimise the investment returns thereon, have become ever more crucial during the past couple of years. These are reflected in Diagram 3.5, overleaf.
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.5 Statement of Cash Flows (continued)
DIAGRAM 3.5: SUMMARISED STATEMENT OF CASH FLOWS: 2019 AND 2020
1 200
3.1.6 Council-controlled Operations: Five-year Review 2016 to 2020
1 000 The Council-controlled component of the statement of comprehensive income reflects the results of the University’s core operating activities (“unrestricted” funds), as distinct from those pertaining to specifically- funded activities, student residences and other 800 restricted funds. The results of the University’s recurrent operations for the past five financial years are summarised in Table 3.2 overleaf. It is a useful means to highlight the rapid growth of the University’s core 600 operations during its initial establishment phase.
R 'M R 554
Despite recurrent operating surpluses recorded during 449 the five-year period 2016 to 2020, the overall level of unrestricted accumulated funds at 31 December 2020 400 382 was comparatively modest, especially when viewed in the context of the University’s asset base (12.2% in 2020 and 10.6% in 2019) and against many other South African public universities. 200 The 2020 results reflect an appreciable net surplus of almost R128 million in the University’s recurrent operations and provide the University Council with an additional buffer to deal with unforeseen contingencies - and, in particular, to partially compensate for the recurrent operating deficits incurred by the University
residences.
Financing Financing
Operating Operating
CASH2020 CASH2018 CASH2019
Investments Investments Infrastructure Infrastructure
Series3Cash Series4Cash Series5Year-end Outflows Inflows Cash Balances
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3.1.6 Council-controlled Operations: Five-year Review 2016 to 2020 (continued)
Although encouraging, these results and related fund balances serve to emphasise the need for continuing financial discipline by all budget-holders during the ensuing five years, and beyond, to enable the University to achieve the desired level of sustainability. As repeatedly stated, special attention must be directed to the residences.
TABLE 3.2: RECURRENT OPERATIONS – SUMMARISED INCOME AND EXPENDITURE: 2016 – 2020 2016 2017 2018 2019 2020 Council-controlled Funds R’m R’m R’m R’m R’m
RECURRENT INCOME
State appropriations – subsidies and grants 109.2 148.1 231.2 314.3 363.2
Tuition and other fees 21.6 31.3 53.1 66.4 80.3
Sundry income 6.2 4.2 9.4 1.2 1.2
Total operating income A 137.0 183.6 293.7 381.9 444.7
RECURRENT EXPENDITURE
Personnel costs 61.9 104.2 152.7 208.2 243.0
Other operating expenses 49.2 49.0 68.7 74.6 81.4
Depreciation and amortisation 1.1 1.5 2.1 1.9 8.5
Total operating expenditure B 112.2 154.7 223.5 284.7 332.9
Operating surplus before interest A – B = C 24.8 28.9 70.2 97.2 111.8
INVESTMENT INCOME (net) D 4.8 .6 12.8 15.5 16.1
Net surplus for the year C + D = E 29.6 36.5 83.0 112.7 127.9
Net surplus E expressed as a % of A % 21.6% 19.9% 28.3% 30.0% 28.8%
Comparatively: R’m R’m R’m R’m R’m
Council-controlled funds: Accumulated surplus F 96.0 134.9 210.0 322.7 434.9
Total assets at end of the year G 1 698.2 2 149.6 2 566.3 3 035.3 3 554.0
Accumulated surplus F expressed as a % of G H 5.7% 6.1% 8.2% 10.6% 12.2%
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.7 Key Financial Ratios
Sol Plaatje University is a new and developing University, with the objective to become financial sustainable within the next eight to ten years. It is imperative, therefore, to monitor financial performance and key trends during this period. The financial ratios presented in Table 3.3 below are considered to be of particular importance and are monitored closely.
TABLE 3.3: KEY FINANCIAL RATIOS
Key Financial Ratio Ref 2019 2020 Acceptable norms
PRIMARY RATIOS Primary reserves ratio a 70% 95% 50% (Unrestricted funds / Total expenses) Net operating income ratio 1% - 3% over the b 14% 22% (Operating surplus / Operating income) long term SECONDARY RATIOS Age of facilities (years) c 3.12 3.92 N/A (Accumulated depreciation / Depreciation expense) Personnel costs to Council-controlled income d 55% 55% 58% - 62% (Personnel costs / Total recurrent income) Student debt (Student debtors before provision for doubtful debt / e 42% 44% <20% Tuition and other fee income) Net tuition dependency ratio f 31% 34% 30% - 35% (Net tuition and other fees / Total operating income) Contribution ratio g 1.15 1.28 >1 (Total income / Total expenses) Solvency ratio h 1.11 1.14 >1 (Total assets / Total liabilities)
Commentary on the above ratios a. The primary reserves ratio indicates the sufficiency of resources and their flexibility. As at the end of 2020, the unrestricted reserves available to the University were sufficient to cover 95% of the annual operating expenditure. This is an increase from the previous year’s 70%, and is attributable to the additional surplus generated during 2020. There is general consensus that Universities should aim to have at least the equivalent six months’ (50%) future operating expenditure in unrestricted reserves.
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.7 Key Financial Ratios (continued) b. This ratio expresses the surplus generated as a percentage of total operating income. Again, the comparatively higher surplus for 2020 resulted in an increase in this percentage, from 14% in 2019 to 22% in 2020. It is, however, expected that the net surpluses will stabilise at between 1% and 3% once the University reaches sustainability. c. The average age of SPU facilities is calculated by dividing the accumulated depreciation to date by the annual depreciation expense. This only gives an estimated average age of buildings. As would be expected for a University which is still growing, the average age of buildings is relatively low (3.92 years). This, in turn, contributes to the relatively low level of maintenance costs currently incurred. d. The personnel cost to total Council-controlled income ratio of 55% for both 2019 and 2020 is below the DHET norms, and has been commented on more fully in section 3.1.4 of this Annual Financial Review. e. Gross student debt expressed as a percentage of tuition fee income gives an indication of the extent to which student debts are recovered. The rate of 44% (against a proposed benchmark of 20%) is worrying and the implementation of the recently-approved Policy on Student Debt Recovery will be key in addressing this challenge. f. Heavily tuition-dependent institutions are extremely sensitive to changes in enrolment patterns. SPU’s dependency percentage of 34% for 2020, is closely aligned to the sector norm. However, the fact that such a large portion of the University’s tuition fees are from NSFAS-funded students is in itself a risk. g. The contribution ratio indicates the relationship between total income and total expenditure of the institution. In the case of SPU, the total income exceeded the total expenditure by 28% (2020) and 15% (2019), respectively – both, favourable ratios that are not of concern. h. The solvency ratio measures the relationship between total assets and total liabilities. The University has retained a favourable solvency ratio throughout its history to date and, latterly, this is presented by the ratios of 1.14 for 2020 and 1.11 for 2019.
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.8 Forward Planning and Management Challenges
Strategic and Financial Planning
The 2020 financial year marked the first year of the University’s new five-year strategic plan (2020 - 2024). Whilst the vision and mission remain relevant and provide continuity as the University transitions from an inception phase to an establishment phase, it must be recognised that the conditions that prevailed in the higher education sector and in the country at the time of drafting the first strategic plan, have changed significantly. The outbreak of the COVID-19 pandemic underlined the importance of versatility and adaptability in planning. These two principles are embedded in the strategic goals developed, as detailed below.
Sol Plaatje University will pursue four strategic goals in the period 2020 – 2024. The University aims: (1) to become research-active in prioritised niches; (2) to deepen its academic programme and orientation to quality teaching and learning; (3) to facilitate the development of a digitally-empowered university; and (4) to establish the foundations for long-term sustainability. These goals are integrated and inter-related. The Finance Division, however, has and will continue to focus its activities and actions towards the specific achievement of Goal 4.
In order to establish the foundations for long-term sustainability, SPU needs to implement a number of strategic actions. Some of these actions will need to be simultaneous and managed in combination, whilst others will need to be judiciously phased. Specifically, in the remaining period to 2024, SPU will need to make significant progress towards financial sustainability within the framework of the University funding formula -- under which jurisdiction it must eventually reside. Recent developments in the Higher Education sector and the country as a whole will significantly impact this objective.
Proper financial management and good governance are key elements in the University’s journey towards becoming sustainable. In this planning cycle, we expect: the work on development of new financial policies and the revision of existing policies to continue and to be substantially completed; the organisational structure to evolve as new needs and priorities emerge; effective planning and resource management to strengthen; and performance management to be consolidated. There will also be an increased focus on the automation and seamless integration of financial systems and processes in alignment with the goal of becoming a digitally-empowered university.
The indicators for monitoring progress include the following: • New policies and procedures developed, and existing ones revised • Integrated planning and budgeting in line with statutory compliance requirements • Enhancement of existing revenue streams • Effective student debt recovery • Improvement of administrative structure and systems • Achievement of unqualified audits • Timely and accurate reporting to all relevant stakeholders 100 SOL PLAATJE UNIVERSITY
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.8 Forward Planning and Management Challenges (continued)
Overview of Key Stakeholder Roles and Responsibilities
The Finance Committee has continued to play an active role on behalf of the Council in overseeing financial planning and in safeguarding the University’s financial wellbeing. We are satisfied that it is doing so to the best of its collective capabilities. Key financial indicators, customised for SPU, have been developed and these are monitored on a regular basis, as commented upon more fully above. In discharging this oversight function, the Committee endeavours to ensure that the University delivers on this aspect of its Annual Performance Plan (see Appendix 1 for an assessment thereof).
The Senior Management Team (SMT) remains committed to develop a medium- to long-term financial sustainability plan which speaks to the growth and development needs of the University, whilst ensuring prudent financial management. The existing sustainability projections are in the process of being significantly revised in the light of recent developments in the rapidly changing Higher Education sector, with due consideration to the impact that COVID-19 has had on the national fiscus and economy. Part of this process will entail further interactions with the DHET, especially to determine the ongoing funding requirements to support the planned growth trajectory for the University during the next three to five years.
Enhancement of Financial Management Capacity
During 2020, further steps were taken to enhance the financial leadership and human resources capacity within the Finance Division. These measures were intended, first, to reduce the University’s dependence on external professional consultants and, secondly, to enable it to be better equipped to adequately handle the rapid growth in the size, scale and complexity of the University’s operations and its finances.
Key Financial Risks
The University’s financial sustainability is crucially dependent on the continuation of specific earmarked government grants and subsidies until the level of enrolled students will generate sufficient formula-based subsidies. The funding shortfalls and administrative challenges currently experienced by NSFAS is, however, a cause for great concern, especially considering that about 70% of the registered undergraduate students for 2020 were funded by NSFAS.
Also inherent in the risks facing SPU, is that of attracting prospective students with sufficient funding to cover their fees. The University’s ability to meet its planned enrolment targets is, in turn, largely dependent on these prospective students securing the requisite level of funds to cover the full costs of their study, books, accommodation and meals, respectively.
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3.1 ANNUAL FINANCIAL REVIEW (continued)
3.1.9 Conclusion
The prevailing difficult economic circumstances nationally were exacerbated in 2020 by the outbreak of the coronavirus (COVID-19) pandemic globally, which is currently ongoing as at the date of this Review. As with almost every facet of public, corporate and social life in South Africa, the higher education sector was severely impacted. In the case of Sol Plaatje University, this impact and the resultant disruptions to all contact-based teaching modalities compelled the University to reassess and revise its conventional teaching strategies during the year. Thanks to the decisive, innovative and prompt responses by Management, the University effected significant budget cost savings, without impairing its revenue base. It did so by adopting measures, first, to safeguard the health and safety of students, staff and all other stakeholders; secondly, to enable the University’s 2020 academic programme to be successfully completed within the year – one of only six universities in South Africa to do so – and, finally, by instituting cutbacks to all but essential expenditures to maintain operations as a going concern.
Despite these adverse circumstances, SPU was able to remain – and continues to be – financially viable. That it was able to report a relatively healthy surplus for the 2020 year enabled the University to improve its overall financial position relative to the end of the prior year. Moreover, the University currently enjoys strong margins of solvency and liquidity and is well-positioned to meet its immediate and ongoing financial obligations in spite of COVID-19. There is, however, no cause or scope for complacency. It behoves all stakeholders to continue to practice good financial governance and tight stewardship of the institution’s resources to ensure the long-term financial viability and sustainability of the University.
We wish to record our appreciation and thanks to fellow members of the Finance Committee on the one hand and to the University Executive Management on the other hand for their support and hard work during the past year. The wise counsel, dedication and diligence displayed by all concerned in overseeing and managing the University’s finances are greatly valued.
In our view, the University is progressing satisfactorily on its path towards eventual financial sustainability. On behalf of the University Council, the Finance Committee will continue to play a pivotal role in providing the requisite strategic oversight of the University’s finances, as well as an appropriate level of advisory support to Management. We are confident, therefore, that provided it continues to enjoy the ongoing funding support of Government, the University will successfully maintain its revised growth trajectory and develop to its intended optimum size and desired level of sustainability, albeit that these objectives will be achieved over a longer time frame than had originally been envisaged.
______MR HOLLIE CLARKSON MS ANNALENE MARAIS CHAIRPERSON: FINANCE COMMITTEE CHIEF FINANCIAL OFFICER 23 June 2021 102 SOL PLAATJE UNIVERSITY
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3.2 ANNUAL FINANCIAL STATEMENTS 2020
CONTENTS
COUNCIL'S STATEMENT OF RESPONSIBILITY FOR THE ANNUAL FINANCIAL STATEMENTS .... 105
APPROVAL OF THE ANNUAL FINANCIAL STATEMENTS ...... 105
INDEPENDENT AUDITOR’S REPORT ...... 106
STATEMENT OF FINANCIAL POSITION ...... 113
STATEMENT OF COMPREHENSIVE INCOME ...... 114
STATEMENT OF CHANGES IN EQUITY ...... 115
STATEMENT OF CASH FLOWS ...... 116
NOTES TO THE ANNUAL FINANCIAL STATEMENTS ...... 117
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COUNCIL'S STATEMENT OF RESPONSIBILITY FOR THE ANNUAL FINANCIAL STATEMENTS
The Council is responsible for the preparation, integrity and fair presentation of the annual financial statements (AFS) of Sol Plaatje University (the University). The responsibility for the preparation and presentation of the annual financial statements has been delegated to Management.
The financial statements presented in this annual report for 2020 have been prepared in accordance and in compliance with International Financial Reporting Standards (IFRS) and in the manner required by the Minister of Higher Education, Science and Innovation in terms of the Higher Education Act (No. 101 of 1997), as amended.
Compliance with IFRS requires, inter alia, Management to make judgements, estimates and assumptions that affect the application of policies and reported amounts of assets, liabilities, income and expenses. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making judgements about the carrying values of assets and liabilities that are not readily apparent from other sources.
Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. The University also delegated Management to prepare other information as required to be included in this annual report and is responsible for both its accuracy and consistency with the annual financial statements.
The going concern basis has been adopted in the preparation of the AFS. The Council is confident that the University will continue to be a going concern in the foreseeable future, based on forecasts and available cash resources. The viability of the University is supported by the financial statements.
These annual financial statements have been audited by the independent auditors, Nexia SAB&T, who were given unrestricted access to all financial records and related data, including minutes of meetings of the Council and all its Committees. The Council believes that all representations made to the independent auditors during the audit are valid and appropriate. The external auditor's unqualified audit report is presented on pages 106 to 112.
Between the year-end and the date of this report, no material facts or circumstances have arisen that materially affect the financial position of the University.
APPROVAL OF THE ANNUAL FINANCIAL STATEMENTS
The annual financial statements set out on pages 104 to 158 were approved by the Council on 23 June 2021 and are signed on its behalf by:
______JUDGE J Y MOKGORO PROF A M CROUCH CHAIRPERSON OF COUNCIL VICE-CHANCELLOR
______MR A L KIMMIE MRS A MARAIS CHAIRPERSON OF THE AUDIT CHIEF FINANCIAL OFFICER AND RISK MANAGEMENT COMMITTEE
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INDEPENDENT AUDITOR’S REPORT
Independent auditor’s report to the Minister of Higher Education, Science and Innovation and the Council of the Sol Plaatje University
Report on the audit of the financial statements
Opinion
1. We have audited the financial statements of the Sol Plaatje University set out on pages 104 to 158, which comprise the statement of financial position as at 31 December 2020, the statement of comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, as well as notes to the financial statements, including a summary of significant accounting policies.
2. In our opinion, the financial statements present fairly, in all material respects, the financial position of the Sol Plaatje University as at 31 December 2020, and its financial performance and cash flows for the year then ended in accordance with International Financial Reporting Standards and the requirements of the Higher Education Act of South Africa, Act no. 101 of 1997.
Basis for opinion
3. We conducted our audit in accordance with the International Standards on Auditing (ISAs). Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report.
4. We are independent of the University in accordance with Independent Regulatory Board for Auditors’ Code of Professional Conduct for Auditors (IRBA Code) and other independence requirements applicable to performing audits of financial statements in South Africa. We have fulfilled our other ethical responsibilities in accordance with the IRBA Code and in accordance with other ethical requirements applicable to performing audits in South Africa. The IRBA Code is consistent with the corresponding sections of the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (Including International Independence Standards).
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INDEPENDENT AUDITOR’S REPORT (continued)
5. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Emphasis of matter
6. We draw attention to the matter below. Our opinion is not modified in respect of this matter.
Material impairments – trade debtors
7. As disclosed in note 8 to the financial statements, material impairments to the amount of R19 859 000 (2019: R20 510 000) were incurred as a result of impairment of student debtors.
Responsibilities of Council for the financial statements
8. The Council is responsible for the preparation and fair presentation of the financial statements in accordance with International Financial Reporting Standards and the requirements of the Higher Education Act of South Africa, Act no. 101 of 1997, and for such internal control as the Council determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
9. In preparing the financial statements, the Council is responsible for assessing the Sol Plaatje University’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the appropriate governance structure either intends to liquidate the University or to cease operations, or has no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
10. Our objectives are to obtain reasonable assurance about whether the financial statements, as a whole, are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with the ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
11. A further description of our responsibilities for the audit of the financial statements is included in the annexure to this auditor’s report.
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INDEPENDENT AUDITOR’S REPORT (continued)
Report on the audit of the annual performance report
Introduction and scope
12. In accordance with the Public Audit Act 25 of 2004 (PAA) and the general notice issued in terms thereof, we have a responsibility to report on the usefulness and reliability of the reported performance information against predetermined objectives for selected objectives presented in the annual performance report. We performed procedures to identify material findings but not to gather evidence to express assurance.
13. Our procedures address the usefulness and reliability of the reported performance information, which must be based on the University’s approved performance planning documents. We have not evaluated the completeness and appropriateness of the performance indicators included in the planning documents. Our procedures do not examine whether the actions taken by the University enabled service delivery. Our procedures do not extend to any disclosures or assertions relating to the extent of achievements in the current year or planned performance strategies and information in respect of future periods that may be included as part of the reported performance information. Accordingly, our findings do not extend to these matters.
14. We evaluated the usefulness and reliability of the reported performance information in accordance with the criteria developed from the performance management and reporting framework, as defined in the general notice, for the following selected programme presented in the University’s annual performance report for the year ended 31 December 2020:
Programmes Pages in the annual performance report
2. To deepen the academic programme and its orientation to quality 171 – 175 teaching and learning
15. We performed procedures to determine whether the reported performance information was consistent with the approved performance planning documents. We performed further procedures to determine whether the indicators and related targets were measurable and relevant, and assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.
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INDEPENDENT AUDITOR’S REPORT (continued)
16. The material findings on the usefulness and reliability of the performance information of the selected programme, is as follows:
Programme 2: To deepen the academic programme and its orientation to quality teaching and learning
17. We were unable to obtain sufficient appropriate audit evidence for the reported achievements of 3 of the 34 indicators relating to this programme. This was due to the lack of accurate and complete records. We were unable to confirm the reported achievements by alternative means. Consequently, we were unable to determine whether any adjustments were required to the reported achievements in the annual performance report for the indicators listed below:
Indicator Indicator description number 11.1.7 No. of First Years participating in First-year Mentor Programme 11.2.1 No. of 2nd - 4th year students receiving support from junior student counsellors 11.3.1 No. of residence talks hosted
Other matters
18. We draw attention to the matters below.
Achievement of planned targets
19. Refer to the annual performance report on pages 166 to 180 for information on the achievement of planned targets for the year and management’s explanations provided for the under/ over achievement of targets. This information should be considered in the context of the material findings on the usefulness and reliability of the reported performance information in paragraph 17 of this report.
Adjustment of material misstatements
20. We identified material misstatements in the annual performance report submitted for auditing. These material misstatements were in the reported performance information of Program 2: To deepen the academic programme and its orientation to quality teaching and learning. As management subsequently corrected the misstatements, we did not raise any material findings on the usefulness and reliability of the reported performance information.
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INDEPENDENT AUDITOR’S REPORT (continued)
Report on the audit of compliance with legislation
Introduction and scope
21. In accordance with the PAA and the general notice issued in terms thereof, we have a responsibility to report material findings on the University’s compliance with specific matters in key legislation. We performed procedures to identify findings but not to gather evidence to express assurance.
22. We did not raise material findings on compliance with the specific matters in key legislation set out in the general notice issued in terms of the PAA.
Other information
23. The Council is responsible for the other information. The other information comprises the information included in the annual report. The other information does not include the financial statements, the auditor’s report and those selected objectives presented in the annual performance report that have been specifically audited and reported on in the auditor’s report.
24. Our opinion on the financial statements and findings on the reported performance information and compliance with legislation do not cover the other information and we do not express an audit opinion or any form of assurance conclusion thereon.
25. In connection with our audit, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements and the selected objectives presented in the annual performance report, or our knowledge obtained in the audit, or otherwise appears to be materially misstated.
Internal control deficiencies
26. We considered internal controls relevant to our audit of the financial statements, reported performance information and compliance with applicable legislation; however, our objective was not to express any form of assurance on these controls. We did not identify any significant deficiencies in internal control.
Other reports
27. We draw attention to the following engagements conducted by various parties that had, or could have, an impact on the matters reported in the University’s financial statements, reported performance information, compliance with applicable legislation and other related matters. These reports did not form part of our opinion on the financial statements or our findings on the reported performance information or compliance with legislation.
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INDEPENDENT AUDITOR’S REPORT (continued)
Audit-related services (Agreed-upon procedures)
28. We issued the following agreed-upon procedures engagement reports on the funding received by the University:
Issued
Engagement Name Purpose of Engagement Reporting Status Due Date
NRF Grant The objective of the audit is to assist 12 March 2021 Completed the University in the submission of the expenditure report to the National Research Fund and scholarship grant allocations. Infrastructure and The objective of the audit is to assist 31 May 2021 Completed Efficiency Grant the University in the submission of the progress reports to the Department of Higher Education and Training. Research Articles Agreement of the 2020 Research 15 May 2021 Completed Articles Submission to supporting journals and publications. Financial Data Audit The objective of the audit is to 30 June 2021 Completed perform procedures to ensure compliance with the reporting requirements regarding the financial data returns of Sol Plaatje University for the period of 31 December 2020.
Auditor tenure
29. In terms of the IRBA rule published in Government Gazette Number 39475 dated 4 December 2015, we report that Nexia SAB&T has been the auditor of Sol Plaatje for 2 years.
______Nexia SAB&T Myburgh Wessels CA (SA) Director Registered Auditor 30 June 2021 Kimberley Page I 6
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INDEPENDENT AUDITOR’S REPORT (continued)
Annexure – Auditor’s responsibility for the audit 1. As part of an audit in accordance with the ISAs, we exercise professional judgement and maintain professional scepticism throughout our audit of the financial statements, and the procedures performed on reported performance information for selected objectives and on the University’s compliance with respect to the selected subject matters. Financial statements 2. In addition to our responsibility for the audit of the financial statements as described in this auditor’s report, we also: • identify and assess the risks of material misstatement of the financial statements whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the University’s internal control. • evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Council. • conclude on the appropriateness of the Council’s use of the going concern basis of accounting in the preparation of the financial statements. We also conclude, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on Sol Plaatje University’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements about the material uncertainty or, if such disclosures are inadequate, to modify the opinion on the financial statements. Our conclusions are based on the information available to me at the date of this auditor’s report. However, future events or conditions may cause a University to cease continuing as a going concern. • evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
Communication with those charged with governance 3. We communicate with the accounting authority regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
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STATEMENT OF FINANCIAL POSITION as at 31 December 2020 Notes 2020 2019 R'000 R'000
Assets
Non-current assets Property, plant and equipment 5 2 311 637 1 939 489 Intangible assets 6 10 636 4 762 Other financial assets - Investments 7 322 757 312 834 Other receivables 8 2 415 1 720 Total non-current assets 2 647 445 2 258 805
Current assets Inventories 9 1 401 1 137 Student debtors and other receivables 8 51 239 40 958 Cash and cash equivalents 10 553 964 381 845 Other financial assets - Investments 7 300 000 352 563 Total current assets 906 604 776 503
Total assets 3 554 049 3 035 308
Funds and liabilities
Funds Non-distributable funds Property, plant and equipment reserve 56 206 40 450 Restricted funds designated for specific activities Educational and general (421) (1 778) Student and staff residences (66 062) (61 014) Unrestricted Council controlled funds 434 864 322 683 Total funds 424 587 300 341
Liabilities Non-current liabilities Lease liabilities 11 4 008 6 332 Deferred income 12 2 907 541 2 551 845 Total non-current liabilities 2 911 549 2 558 177
Current liabilities Trade and other payables 13 88 574 70 186 Provisions 14 28 351 201 Lease liabilities 11 15 129 5 595 Deferred income 12 85 859 100 808 Total current liabilities 217 913 176 790
Total liabilities 3 129 462 2 734 967
Total funds and liabilities 3 554 049 3 035 308
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STATEMENT OF COMPREHENSIVE INCOME for the year ended 31 December 2020
Notes Council Specifically Student and 2020 2019 controlled funded staff funds activities residences (Unrestricted) (Restricted) (Restricted) R'000 R'000 R'000 R'000 R'000
Recurrent Income
State appropriations – 16 363 118 85 926 - 449 044 393 800 subsidies and grants Tuition and other fees 17 80 341 - 52 253 132 594 114 731 Private gifts and grants 18 172 14 192 - 14 364 2 031 Sundry income 1 064 3 540 1 607 1 657 Total operating income 444 695 100 121 52 793 597 609 512 219
Recurrent Expenditure
Personnel costs 19 (243 005) (7 244) (3 213) (253 462) (216 988) Academic (114 755) (6 685) - (121 440) (110 668) Other personnel (128 250) (559) (3 213) (132 022) (106 320)
Other operating expenses 20 (81 440) (27 572) (39 737) (148 749) (169 517)
Depreciation 5 (2 161) (63 700) (13 248) (79 109) (65 825)
Disposals/(recoveries) of (80) (6) - (86) 291 property, plant and equipment 5
Amortisation of intangible 6 (6 192) (242) - (6 434) (1 878) assets Total operating expenditure (332 878) (98 764) (56 198) (487 840) (453 917)
Surplus/(deficit) before interest 111 817 1 357 (3 405) 109 769 58 302
Interest received 21 16 060 - - 16 060 14 737 Interest paid 22 (1) - (1 643) (1 644) (1 077) Fair value gain 61 - - 61 763 Surplus/(deficit) for the year 127 937 1 357 (5 048) 124 246 72 725
Total comprehensive 127 937 1 357 (5 048) 124 246 72 725 income/(deficit) for the year
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STATEMENT OF CHANGES IN EQUITY
for the year ended 31 December 2020
Non- Funds designated for specific Council Total distributable activities controlled funds funds funds
PPE Reserve Educational Student and and general staff residences (Restricted) (Restricted) (Restricted) (Unrestricted) R'000 R'000 R'000 R'000 R'000
Balance at 1 January 2019 40 450 (1 761) (21 079) 210 006 227 616
Total comprehensive surplus/(deficit) - (17) (39 935) 112 677 72 725 for the 2019 year
Balance at 31 December 2019 40 450 (1 778) (61 014) 322 683 300 341
Balance at 1 January 2020 40 450 (1 778) (61 014) 322 683 300 341
Total comprehensive surplus/(deficit) 1 357 (5 048) 127 937 124 246 for the 2020 year -
Transfer to PPE reserve (Note 4) 15 756 - - (15 756) -
Balance at 31 December 2020 56 206 (421) (66 062) 434 864 424 587
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STATEMENT OF CASH FLOWS for the year ended 31 December 2020 Notes 2020 2019 R'000 R'000
Cash flows from operating activities
Cash receipts from Government and private sources 16 363 118 314 328 Cash receipts from students 133 627 107 101 Cash receipts from other parties 1 318 6 653 Cash paid to suppliers and employees (394 885) (383 891) Net cash generated from operations 24 103 178 44 191
Interest received 16 060 14 737 Interest paid (1 644) (1 077) Fair value gains 61 763 Net cash inflows from operating activities 117 655 58 614
Cash flows used in investing activities
Acquisition of property, plant and equipment 5 (423 090) (344 258) Recoveries, impairments and disposals of property, plant and equipment 5 66 177 Acquisition of intangible assets 6 (12 308) (5 050) Decrease/(increase) in other financial assets - Investments 42 640 (239 180) Net cash used in investing activities (392 692) (588 311)
Cash flows from financing activities
DHET: Restricted capital funding received for infrastructure 12 405 464 378 417 DHET: Other restricted grants received 12 7 000 8 347 Restricted private gifts and grants received 12 9 407 25 508 Interest earned and capitalised to restricted funds 12 38 114 53 298 Finance lease payments 11 (12 829) (3 236) Net cash inflows from financing activities 447 156 462 334
Net increase/(decrease) in cash and cash equivalents 172 119 (67 363)
Cash and cash equivalents at beginning of the year 381 845 449 208
Cash and cash equivalents at end of the year 10 553 964 381 845
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS
1. General information
The annual financial statements were approved by the Council of the University on 23 June 2021.
Sol Plaatje University is a Public University established in 2013 under the Higher Education Act, No. 101 of 1997, as amended (the Act). The University is domiciled in Kimberley, South Africa and the operations and principal activities of the University relate to education, research and community service, based on its vision and mission.
The presentational currency of the University is South African Rands. All amounts are rounded to the nearest thousand Rand (R’000).
2. Basis of preparation and summary of significant accounting policies
The principal accounting policies applied in the preparation of these annual financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
The financial statements of Sol Plaatje University have been prepared in accordance and in compliance with International Financial Reporting Standards (IFRS), and in the manner required by the Minister of Higher Education, Science and Innovation in terms of the Act. These annual financial statements have been prepared under the historical cost convention.
2.1 Statement of comprehensive income: Separate activities
The format of the statement of comprehensive income is designed to disclose separately:
• the utilisation of resources that are under the absolute control of the University Council; • the utilisation of those resources that are prescribed in terms of the legal requirements of the providers of such resources, i.e., “specifically-funded activities”; and • the provision of residential accommodation for students and staff.
2.2 Going concern
Management has made an assessment of going concern and is confident that the University has adequate resources to continue in operational existence for the foreseeable future. The University therefore adopts the going concern basis in preparing its annual financial statements. The application of this basis is supported by the application of a detailed budget process and ongoing compliance with budgeting controls.
2.3 Statement of changes in funds
2.3.1 Non-distributable funds (restricted)
These funds are designated as a Property, plant and equipment reserve and comprise surpluses arising on the revaluation and/or valuation of land acquired by donations and grants to the extent that they do not represent deferred income.
2.3.2 Council-controlled funds (unrestricted)
These funds are created by the appropriation of retained surpluses other than those retained for specific purposes. The manner in which these funds can be utilised is not restricted, but is, instead at the discretion of the University Council.
2.3.3 Funds designated for specific activities (educational and general) (restricted)
These funds are created by the appropriation of retained surpluses for specific purposes. These funds can only be utilised for the purposes specified in legally binding terms by the providers of such funds or by other legally empowered persons.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2. Basis of preparation and summary of significant accounting policies (continued)
2.3 Statement of changes in funds (continued)
2.3.4 Funds designated for specific activities (students and staff residences) (restricted)
Student and staff residences funds are restricted by statutory classification and are created by the appropriation of retained surpluses arising from the provision of accommodation to students and staff by the University. Conversely, despite being similarly grouped under the category of restricted funds for reporting purposes, deficits resulting from these activities are, in effect, underwritten by the Council-controlled funds and accounted for accordingly.
2.4 Statement of cash flows: Separate activities
The format of the statement of cash flows is presented to disclose separately:
• Operating activities: Cash flows from the principal revenue-producing activities of the University and other activities that are neither investing nor financial activities; • Investing activities: Cash flows from the acquisition and disposal of assets that are not included in cash and cash equivalents and operating activities; and • Financing activities: Cash flows from activities that result in changes in restricted funds, obligations arising from deferred income and related interest earned thereon.
3. Critical accounting estimates and judgements
Key assumptions concerning the future and other estimates involving uncertainty were made by Management and existed at the reporting date. Actual results in the future could differ from these estimates, which may be material to the financial statements. These estimations are disclosed below:
3.1 Depreciation
At the end of each reporting period, Management reviews the assets within property, plant and equipment to assess whether the estimated useful lives and residual values applicable to each asset are appropriate. Where necessary, the estimated useful lives and residual values are adjusted accordingly. The useful lives of property, plant and equipment are estimated by reviewing the periods over which the University will receive future economic benefits from use of the assets within property, plant and equipment. The University, for the most, part uses its assets until future rewards no longer accrue. Typically, assets other than motor vehicles are assessed as having no residual value when calculating the depreciable amount as assets have a nominal value at the time they are sold or decommissioned. The carrying values and accumulated depreciation of all classes of property, plant and equipment at the end of the reporting period are disclosed in note 5.
3.2 Amortisation
At the end of each reporting period, Management reviews whether the estimated useful lives and residual values applicable to each intangible asset held by the University are appropriate. Where necessary, the estimated useful lives and residual values are adjusted accordingly. The useful lives of intangible assets are estimated by reviewing the periods over which the University will receive future economic benefits from use of the intangible assets. The University, for the most part, uses its intangible assets until future rewards no longer accrue. Typically, intangible assets are assessed as having no residual value when calculating the amortisation amount as no right of sale are held. The carrying values and accumulated amortisation of all intangible assets at the end of the reporting period are disclosed in note 6.
3.3 Impairment
3.3.1 Student debtors and other receivables
The University assesses on a forward-looking basis the expected credit loss associated with its debt instruments carried at amortised cost. In the case of student receivables, the University applies the simplified approach permitted by IFRS 9: Financial Instruments, which requires expected lifetime losses to be recognised on initial recognition of the receivables.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
3. Critical accounting estimates and judgements (continued)
3.3 Impairment (continued)
3.3.2 Property, plant and equipment and intangible assets
Property, plant and equipment and intangible assets, are assessed at the end of each reporting period to estimate whether there is an indication that the carrying amounts of the respective assets may be impaired. If such an indication exists, the recoverable amount of each asset is estimated. The recoverable amount of an asset is the higher of its fair value, less costs to sell, and its value in use. In estimating the value in use, the estimated future cash flows of the assets are discounted. An impairment loss is recognised in the statement of comprehensive income when the carrying amount of an individual asset exceeds its recoverable amount.
3.4 Provisions
Provisions are recognised when:
• the University has an obligation at the reporting date as a result of a past event; • it is probable that the University will be required to transfer economic benefits in settlement thereof; and • the amount of the obligation can be estimated reliably
Provisions are measured at the present value of the amounts expected to be required to settle the respective obligations. Contingent assets and contingent liabilities are not recognised, but nevertheless disclosed, as applicable, in the notes to the annual financial statements.
A provision is a liability of uncertain timing or amount. A liability is a present obligation of the entity arising from past events, the settlement of which is expected to result in an outflow from the entity of resources embodying economic benefits.
A contingent liability is: • a possible obligation that arises from past events, the existence of which will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the University; or • a present obligation that arises from past events but is not recognised because it is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation, or the amount of the obligation cannot be measured with sufficient reliability.
A contingent asset is a possible asset that arises from past events, the existence of which will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the University.
The amount recognised as a provision is the best estimate of the expenditure required to settle the present obligation at the end of the reporting period. Where the effect of the time value of money is material, the amount of a provision is the present value of the expenditures expected to be required to settle the obligation.
Where some or all of the expenditure required to settle a provision is expected to be reimbursed by another party, the reimbursement is recognised when it is virtually certain that reimbursement will be received when the obligation is settled. The reimbursement is treated as a separate asset. The amount recognised for the reimbursement will not exceed the amount of the provision.
Provisions are reviewed at the end of each reporting period and adjusted to reflect the current best estimate. If it is no longer probable that an outflow of resources embodying economic benefits will be required to settle the obligation, the provision is reversed.
A provision is used only for expenditures for which the provision was originally recognised. Provisions are not recognised for future operating losses. The present obligation under an onerous contract is recognised and measured as a provision.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
3. Critical accounting estimates and judgements (continued)
3.4 Provisions (continued)
A constructive obligation to restructure arises only when: • there is a detailed formal plan for the restructuring identifying at least the business or part of a business concerned, the principal locations affected, the location, function, and approximate number of employees who will be compensated for terminating their services, the expenditures that will be undertaken and when the plan will be implemented; and • a valid expectation has been raised in those affected that the restructuring will be carried out by starting to implement that plan or announcing its main features to those affected by it.
After initial recognition and until the liability is settled, cancelled or expires, a contingent liability is recognised in a business combination at the higher of the amount that would be recognised as a provision, and the amount initially recognised less cumulative amortisation.
Contingent assets and liabilities are not recognised, but details thereof are disclosed in the notes to the annual financial statements.
4. Changes in accounting policies, estimates and disclosure
Changes in accounting policy: Non-distributable reserves (restricted)
Previously, surpluses arising on the valuation of land, acquired by grants to the extent that they did not represent deferred income had been recognised as Council-controlled funds (unrestricted).
With effect from 1 January 2020, the University has designated surpluses arising on the valuation of land acquired by grants to the extent that they do not represent deferred income as part of the property, plant and equipment reserve.
The net effect of this change in accounting policy was a decrease in Council-controlled funds (unrestricted) of R15.8 million and a corresponding increase in the property, plant and equipment (PPE) reserve (restricted).
5. Property, plant and equipment
5.1 Accounting policies
Land and buildings consist mainly of lecture halls, laboratories and other academic facilities, workshops, student residences, sports and recreational facilities and administrative offices.
Property, plant and equipment (PPE) are stated at historical cost, less accumulated depreciation and impairment losses. Historical cost includes expenditure that is directly attributable to the acquisition of the items. Property, plant and equipment are capitalised if their life expectancy is more than one year.
Property, plant and equipment acquired by means of donation, are recorded at fair value at the date of the donation.
Subsequent costs are included in the donated asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the University and the cost of the item can be measured reliably.
All repairs and maintenance are charged to the statement of comprehensive income during the financial period in which they are incurred.
All library books and other library materials are charged to the statement of comprehensive income during the financial period in which they are acquired, and the related costs are incurred.
The costs of major maintenance or overhaul of property, plant or equipment are recognised in the carrying amounts of the respective items, if – and only if – it is probable that future economic benefits associated with these items will flow to the University and the cost of the items can be measured reliably. Expenditure incurred to replace a major component of an item, is capitalised to the cost of the item. Any remaining carrying amount of the replaced part is derecognised.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
Useful lives
5. Property, plant and equipment (continued)
5.1 Accounting policies (continued)
Land is not depreciated. Depreciation on other assets is charged to the statement of comprehensive income and is calculated using the straight-line method to allocate the
respective assets’ costs or revalued amounts, as applicable, to their residual values over their estimated useful lives, as follows:
Asset class Buildings 14 - 100 years Artworks and artefacts 25 years IT equipment 8 years Equipment 3 - 25 years Fixtures and fittings 10 - 15 years Motor vehicles 8 - 10 years Leased assets Lease period (Note 11)
The major components of new buildings and their useful lives have been determined as follows:
Categories / Components Partitions, floor finishes and ceilings, fixtures and fittings 14 years Roads, paving and garden works 25 years Roofs 18 years Electrical installations and mechanical services 25 years Air conditioning, ventilation and heat pumps 25 years Lifts 25 years Internal divisions and external works and services 38 years
Services buildings 80 years
Building structures, including: 100 years Foundations, ground floor construction Structural frames, components and external envelopes Residual costs not otherwise specified above
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
5. Property, plant and equipment (continued)
5.2 Balances at year end and reconciliations of movements for the year
Land and Leased Equipment Motor Fixtures and IT Construction Artwork and Total Buildings assets vehicles fittings Equipment in progress artefacts R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000
Reconciliation for the year ended 31 December 2020
Balance at 1 January 2020 At cost 1 617 538 14 214 56 613 2 394 36 540 58 200 364 841 115 2 150 455 Accumulated depreciation (144 890) (4 649) (19 868) (351) (11 950) (29 256) - (2) (210 966) Carrying amount 1 472 648 9 565 36 745 2 043 24 590 28 944 364 841 113 1 939 489
Movements for the year ended
31 December 2020
Additions 656 18 396 3 427 9 9 392 13 558 377 652 - 423 090 Provisions ------28 323 - 28 323 Depreciation (49 612) (13 150) (7 203) (180) (2 934) (6 025) - (5) (79 109) Transfers from construction in 490 843 - - - - - (490 843) - - progress Reclassifications* - - 6 265 - (2 522) (3 749) - - (6) Recoveries/(disposals) - - (29) (10) (16) (95) - - (150) Property, plant and equipment at 1 914 535 14 811 39 205 1 862 28 510 32 633 279 973 108 2 311 637 end of year
Closing balance at 31 December 2020
At cost 2 109 037 32 610 75 402 2 304 41 678 60 223 279 973 115 2 601 342 Accumulated depreciation (194 502) (17 799) (36 197) (442) (13 168) (27 590) - (7) (289 705) Carrying amount 1 914 535 14 811 39 205 1 862 28 510 32 633 279 973 108 2 311 637
* In the current reporting period, the University has undertaken standardisation of asset types residing within asset classes, resulting in reclassifications between asset classes.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
5. Property, plant and equipment (continued)
5.2 Balances at year end and reconciliations of movements for the year (continued)
Land and Leased Equipment Motor Fixtures and IT Construction Artwork and Total Buildings assets vehicles fittings Equipment in progress artefacts R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000
Reconciliation for the year ended 31 December 2019 Balance at 1 January 2019 At cost 1 600 509 - 51 379 1 037 34 024 46 143 58 185 - 1 791 277 Accumulated depreciation (98 498) - (14 739) (454) (8 311) (23 848) - - (145 850) Carrying amount 1 502 011 - 36 640 583 25 713 22 295 58 185 - 1 645 427
Movements for the year ended
31 December 2019 Additions 141 14 214 5 539 1 741 1 338 12 806 323 509 115 359 403 Provisions ------201 - 201 Depreciation (46 400) (4 649) (5 448) (111) (3 271) (5 788) - (2) (65 669) Impairment loss recognised in - - - (50) - - - - (50) surplus or deficit Transfers from construction in 17 054 - - - - - (17 054) - - progress Disposals (158) - 14 (120) 810 (369) - - 177 Property, plant and equipment at 1 472 648 9 565 36 745 2 043 24 590 28 944 364 841 113 1 939 489 end of year
Closing balance at 31
December 2019 At cost 1 617 538 14 214 56 613 2 394 36 540 58 200 364 841 115 2 150 455 Accumulated depreciation (144 890) (4 649) (19 868) (351) (11 950) (29 256) - (2) (210 966) Carrying amount 1 472 648 9 565 36 745 2 043 24 590 28 944 364 841 113 1 939 489
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
5. Property, plant and equipment (continued)
5.2 Balances at year end and reconciliations of movements for the year (continued)
Building construction and renovation work have been undertaken on two of the donated properties that, despite having been gazetted, are currently not registered in the name of the University. The risks and rewards attributable to ownership were, however, transferred to the University with effect from 31 December 2014 and 11 September 2018, respectively.
Details of the respective property valuations are, as follows:
Land Total Erf number Property description R'000 R'000
Market-related values at 31 December 2014
Erf 2503 Central Campus 14 500 14 500
Market-related values at 11 September 2018
Erf 2513 Sports ground 7 850 7 850
Total market-related values 22 350 22 350
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2020 2019 R'000 R'000
5. Property, plant and equipment (continued)
5.3 Additional disclosures
Cost of fully depreciated assets still in use Equipment 203 203 IT Equipment 1 469 1 661 Total 1 672 1 863
5.4 Details of land and buildings
5.4.1 Off-campus
Mhudi Hall Erf 12195, 124 Du Toitspan Street, Kimberley, Northern Cape (1 465m²) Purchase price (2014) 17 100 17 100 Refurbishment (2016) 10 510 10 510
Ra-Thaga Hall Erf 35683, 35 Edwards Street, Kimberley, Northern Cape (2 682m²) Purchase price (2014) 15 000 15 000 Refurbishment (2016) 24 201 24 201 Refurbishment (2020) 1 197 -
Vice-Chancellor House Erf 953, 22 Carrington Street, Kimberley, Northern Cape (1 716m²) Purchase price (2014) 3 200 3 200 Refurbishment (2019) 333 333 Refurbishments (2020) 229 -
Other Bulk Contribution (2020) 712 - Total 72 482 70 344
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2020 2019 R'000 R'000
5. Property, plant and equipment (continued)
5.4 Details of land and buildings (continued)
5.4.2 North Campus
Luka Jantjie House Erf 3009, 10 Jan Smuts Boulevard, Kimberley, Northern Cape (1.207ha) Donated (2014) 45 100 45 100 Refurbishment (2016) 39 787 39 787 Luka Jantjie House staff amenities and refurbishment of guardhouse (2019) 3 492 3 492 Refurbishments – Luka Jantjie House staff amenities and refurbishments of guardhouse (2020) 47 - Total 88 426 88 379
5.4.3 Central Campus
William Pescod Erf 879, 150 Bultfontein Street, Kimberley, Northern Cape (1.343ha) Donated (2014) 10 400 10 400 Refurbishment (2016) 15 157 15 157
Central Grounds Erf 2503, 26 Scanlan Street, Kimberley, Northern Cape (3,0499ha) Donated (2014) 14 500 14 500 Moroka Hall (2016) 451 812 451 812 Academic Building (2016) 179 736 179 736 Bulk and site infrastructure (2016) 100 598 100 598 Teaching Practise Building (2017) 154 178 154 178 Bulk and site infrastructure (2017) 20 612 20 612 Natural Science Laboratory Building (2018) 175 366 175 366 Library and Student Resources Building (2018) 193 278 193 278 Bulk and site infrastructure (2018) 19 470 19 470 Municipal bulk contribution (2018) 5 127 5 127 Central campus refurbishments (2019) 6 157 6 157 Perimeter fencing to central campus (2019) 1 754 1 754 Municipal bulk contribution (2019) 3 776 3 777 Natural and Applied Sciences Offices and Auditorium (2020) 88 435 - Applied Sciences Laboratories (2020) 171 753 - Central campus refurbishments and upgrades (2020) 7 137 - Total 1 619 247 1 351 921
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2020 2019 R’000 R’000
5. Property, plant and equipment (continued)
5.4 Details of land and buildings (continued)
5.4.4 South Campus
Erf 2511, 15 Reservoir Street, Kimberley, Northern Cape (14.6186ha) Purchase price (2015) 28 500 28 500 Refurbishment - Tauana Residence (2018) 58 846 58 846 Bulk and site infrastructure (2018) 8 475 8 475 Demolition (2019) (165) (165) Refurbishment - Tauana Residence - Warden's Apartment (2019) 1 875 1 875 Refurbishment - Tauana Residence (2020) 44 -
Erf 2513, 45 Lawson Street, Kimberley, Northern Cape (3.9278ha) Donated (2018) 7 850 7 850 Perimeter Security Fence (2018) 1 513 1 513 Electrical Sub-Station refurbishment (2020) 663 - Community Hall (2020) 13 328 - Staff Recreational and Mini-Conference Centre (2020) 35 031 - West Sports Fields - Platforms) (2020) 1 259 - West Sports Fields - High Mast Lighting (2020) 42 373 - Bulk Infrastructure Ring Mains, Paving and Roads (2020) 73 063 - GRU Pump Station on South Campus – Phase II (2020) 1 943 - Plant Room Modifications (2020) 354 - Bulk Services Building (2020) 53 931 - Total 328 883 106 894
Total cost of land and buildings at 31 December 2 109 037 1 617 538
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2020 2019 R'000 R'000
5. Property, plant and equipment (continued)
5.4 Details of land and buildings (continued)
5.4.5 Summary of capitalised costs of properties
Acquisition cost of land and buildings 141 650 141 650 Capitalised cost of additions for the year ended December 2017 996 883 996 883 Capitalised cost of additions for the year ended December 2018 461 975 461 975 Capitalised cost of additions for the year ended December 2019 17 030 17 030 Capitalised cost of additions for the year ended December 2020 491 499 - Total capitalised cost of land and buildings at the end of the year 2 109 037 1 617 538
6. Intangible assets
6.1 Accounting policies
Intangible assets consist of software held under licensing agreements and are accounted for in accordance with the provisions of IAS 38: Intangible Assets. Intangible assets are capitalised at the purchase costs incurred to obtain the specific software and related licences.
Intangible assets with finite useful lives are measured at cost, less accumulated amortisation and impairment losses. The cost is amortised over the assets’ estimated useful lives which vary from one to ten years. Amortisation is calculated to write off the cost of intangible assets, less their estimated residual values, using the straight-line method over the estimated useful lives, and is recognised in the statement of comprehensive income.
Perpetual licensing agreements are not amortised.
Subsequent expenditure is only capitalised when it increases the future economic benefits embodied in specific assets to which they relate. All other expenditure is recognised in the statement of comprehensive income when it is incurred. Amortisation methods, useful lives and residual values are reviewed at each reporting date.
Intangible assets are reviewed for impairment whenever events or changes in circumstances indicate that their carrying amounts may not be recoverable. An impairment loss is recognised for the amount by which the intangible asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value, less costs of disposal, and its value in use. Prior impairments of intangible assets are reviewed for possible reversal at each reporting date.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
6. Intangible assets (continued)
6.2 Reconciliation for the year ended 31 December 2020
Computer Software Total software held under under development licensing agreements R’000 R’000 R’000
Balances at the beginning of the year 4 762 - 4 762 Additions 8 089 4 220 12 308 Amortisation (6 434) - (6 434)
Balances at the end of the year 6 417 4 220 10 636
Reconciliation for the year ended 31 December 2019 Balances at the beginning of the year 1 590 - 1 590 Additions 5 050 - 5 050 Amortisation (1 878) - (1 878)
Balances at the end of the year 4 762 - 4 762
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
6. Intangible assets (continued)
6.3 Additional disclosures 2020 2019 R'000 R'000
Cost of fully amortised assets still in use Computer software and licences 1 799 1 799 Total 1 799 1 799
Cost of intangible assets with indefinite useful lives still in use 788 29 Computer software and licences Total 788 29
7. Financial assets
7.1 Accounting policies
The University recognises a financial asset when, and only when, the University becomes a party to the contractual provisions of the instrument.
Amortised cost - a financial asset is measured at amortised cost if both of the following conditions are met: • the asset is held within a business model whose objective it is to hold assets in order to collect contractual cash flows; and • the contractual terms of the financial asset give rise on specified dates to cash flows that are solely payments of principal and interest on the principal amount outstanding.
Fair value through other comprehensive income - financial assets are classified and measured at fair value through other comprehensive income if they are held in a business model whose objective is achieved by both collecting contractual cash flows and selling financial assets.
Fair value through surplus or deficit - any financial assets that are not held in one of the two business models mentioned, are measured at fair value through surplus or deficit.
Financial assets carried on the statement of financial position at the end of the reporting period are classified as financial assets at amortised cost and financial assets at fair value.
Other financial assets at amortised cost includes cash on hand, deposits with financial institutions, other short- term, highly liquid investments with varying original maturities between three and twelve months that are readily convertible to known amounts of cash and are not subject to significant risks of changes in value.
Other financial assets at amortised cost, are recognised initially, at fair value net of transactions costs directly attributable to the acquisition or issue of the financial asset.
The University holds the other financial assets at amortised cost with the objective to collect the contractual cash flows, and therefore, measures them subsequently at amortised cost using the effective interest method. Gains and losses are recognised in the statement of comprehensive income.
Other financial assets at amortised cost, are derecognised when the contractual rights to receive cash flows from the financial assets have expired or have been transferred and the University has relinquished substantially all contractual rights to receive cash flows.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
7. Financial assets (continued)
7.2 Other financial assets: Investments 2020 2019 R'000 R'000
Other financial assets at amortised costs ABSA - 57 831 FNB 200 000 - Nedbank - 122 698 Standard Bank 100 000 172 034 Total 300 000 352 563
Other financial assets at fair value through surplus or deficit Ninety One Stefi Investment 322 757 312 834 Total 322 757 312 834
Total other financial assets 622 757 665 397
Non-current assets 322 757 312 834 Current assets 300 000 352 563 Total 622 757 665 397
Other financial assets at amortised cost earn interest at variable bank deposit rates.
Included in other financial assets are funds held for restricted purposes of R413,6 million (2019: R644.8 million) (see note 12).
Other financial assets at amortised cost are classified as current due to their short-term nature.
Due to the short-term nature of other financial assets at amortised cost, their carrying amounts are considered to approximate their fair values.
Information about the exposure to credit risk and interest rate risk is set out in notes 26.2 and 26.6, respectively.
Other financial assets at fair value through surplus or deficit are non-derivatives that are either designated in this category or not classified in any of the other categories.
Other financial assets at fair value through surplus or deficit are recognised initially at fair value net of transactions costs directly attributable to the acquisition or issue of the financial asset.
Subsequent to initial recognition, other financial assets at fair value through surplus or deficit are carried at fair value. Gains and losses resulting from other financial assets are recognised in the statement of comprehensive income.
Other financial assets at fair value through surplus or deficit are derecognised when the contractual rights to receive cash flows from the financial assets have expired, or have been transferred, and the University has relinquished substantially all contractual rights to receive cash flows.
Gains and losses resulting from other financial assets are recognised in the statement of comprehensive income.
Other financial assets at fair value through surplus or deficit are included in non-current assets unless the investments mature or Management intends to dispose of them within 12 months of the end of the reporting period.
Information about the fair values of the foregoing is set out in note 27.
Information about the exposure to credit risk, interest rate risk and price risk is set out in notes 26.2, 26.6 and 26.7, respectively.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
8. Student debtors and other receivables
8.1 Accounting policies
Student debtors and other receivables are recognised initially at fair value net of transactions costs that are directly attributable to the acquisition or issue of the financial asset. Student debtors and other receivables are recognised initially at the amount of consideration that is unconditional when they are recognised at fair value. Student debtors and other receivables do not contain significant financing components as the University does not have any arrangements where the transfer of the services and payment is expected to exceed one year. Consequently, the University does not adjust any values for the time value of money.
The University holds the student debtors and other receivables with the objective to collect the contractual cash flows and therefore measures them subsequently at amortised cost using the effective interest method. Gains and losses are recognised in the statement of comprehensive income.
Gains and losses resulting from impairment are recognised in the statement of comprehensive income in accordance with the University's policies as set out in note 3.3.1.
Student debtors and other receivables are derecognised when the contractual rights to receive cash flows from the financial assets have expired, or have been transferred and the University has relinquished substantially all contractual rights to receive cash flows.
8.2 Student debtors and other receivables comprise:
2020 2019 R'000 R'000
Student debtors 58 224 48 357 Provision for impairment (19 859) (20 510) Balances at the end of the year (net) 38 365 27 847
Current other receivables 12 874 13 111
Prepaid expenses 3 601 1 448 Accrued income 3 246 7 424 Sundry receivables 6 027 4 239
Student debtors and other receivables 51 239 40 958
Non-current other receivables Prepaid expenses 2 415 1 720
Other receivables 2 415 1 720
Student debtors are amounts due from students for services rendered or goods sold in the ordinary course of activities. Student debtors are classified as current assets.
Other receivables generally arise from transactions outside the ordinary course of activities are classified as current assets if they will be realised within one year or less and non-current if they will be realised in excess of one year.
Due to the short-term nature of the student debtors and other receivables, their carrying amounts are considered to approximate their fair values.
Information about the impairment of student debtors and other receivables and the exposure to credit risk is set out in note 26.2.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2020 2019 R'000 R'000
8 Student debtors and other receivables (continued)
8.3 The movement in the provision for impairment of the student debtors is as follows:
Balance at the beginning of the year 20 510 17 510 Charged for the year 10 455 3 000 Written off during the year (11 106) - Balance at the end of the year 19 859 20 510
9. Inventories
9.1 Accounting policies
Inventory consists of student laptops accounted for in accordance with the provisions of IAS 2: Inventories.
Inventories are measured at the lower of cost and net realisable value. Net realisable value is the selling price in the ordinary course of business less the costs of completion and the costs necessary to make the sale.
The cost of inventories comprises all costs of purchase and other costs incurred in bringing the inventories to their present location and condition.
When laptops are sold to the students, the carrying amount of those inventories are recognised as an expense in the period in which the related revenue is recognised.
9.2 Inventories comprise:
Student laptops 1 401 1 137
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
10. Cash and cash equivalents
10.1 Accounting policies
Cash and cash equivalents are recognised initially at fair value net of transactions costs directly attributable to the acquisition or issue of the financial asset.
The University holds the cash and cash equivalents with the objective to collect the contractual cash flows and therefore measures them subsequently at amortised cost using the effective interest method. Gains and losses are recognised in the statement of comprehensive income.
Cash and cash equivalents are derecognised when the contractual rights to receive cash flows from the financial assets have expired or have been transferred and the University has relinquished substantially all contractual rights to receive cash flows.
10.2 Cash and cash equivalents comprise: 2020 2019 R'000 R'000
Cash Balances with banks 379 763 154 921 Cash on hand 1 5 Total cash 379 764 154 926
Cash equivalents Short-term deposits 174 200 226 919 Total cash equivalents 174 200 226 919
Net cash and cash equivalents 553 964 381 845
Balances with banks are presented as cash.
Short-term deposits are presented as cash equivalents, if they have a maturity of three months or less from the date of acquisition and are redeemable at 24 hours’ notice, are drawn down or added to, depending on the immediate cash requirements of or, alternatively, the surplus funds available to the University.
Cash and cash equivalents earn interest at variable bank deposit rates.
Due to the short-term nature of cash and cash equivalents, their carrying amounts are considered to approximate their fair values.
Included in cash and cash and equivalents are funds held for restricted purposes of R317.4 million (2019: R164.8 million) (see note 12).
Information about the exposure to credit risk and interest rate risk is set out in notes 26.2 and 26.6, respectively.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
11. Financial Liabilities
11.1 Accounting policies
University as lessee
Leases are recognised in accordance with IFRS 16: Leases.
Leases are recognised as a right-of-use asset and a corresponding liability at the date at which the leased asset is available for use by the University. Leased assets and liabilities are initially measured on a present value basis.
Lease liabilities include the net present value of the variable lease payments that are based on the lower of the prevailing inflation (CPI) index or annual escalation rate. The lease payments are discounted using the University’s incremental borrowing rate. Each lease payment is allocated between the liability and attributable finance cost. The finance cost is charged to profit or loss over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period.
Right-of-use assets are measured at cost comprising the amount of the initial measurement of lease liability. Right- of-use assets are depreciated over the respective lease terms on a straight-line basis.
Payments associated with short-term leases are recognised on a straight-line basis as an expense in profit or loss. Short-term leases are leases with lease terms of 12 months or less.
Variable lease payments that were not incorporated into the lease liability at inception are recognised in profit and loss in the periods in which they were incurred.
Relief for COVID-19 related rent concessions are accounted for in profit and loss as the University has elected to apply the exemption to account for COVID-19-related rent concessions as if they were not lease modifications.
Refer to notes 5 and 11 for the effects that leases have on the financial position and cash flows of the University. Refer to notes 5, 22, 23 and 28 for the effects that leases have on the financial performance of the University.
11.2 Financial liabilities comprise: Lease liability
2020 2019 R'000 R'000
Non-current liabilities 4 008 6 332 Current liabilities 15 129 5 595 Total 19 137 11 927
The movement in the lease liability was as follows: Balance at the beginning of the year 11 927 - Additions 18 396 14 214 Interest (Note 22) 1 643 948 Payments (12 829) (3 236) Balance at the end of the year 19 137 11 927
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2020 2019 R'000 R'000
11. Financial Liabilities (continued)
11.2 Financial liabilities comprise: Lease liability (continued)
Commitments in relation to finance leases are payable as follows: Within one year 16 081 6 402 Later than one year but not later than five years 4 298 6 633 Later than five years - - Minimum lease payments 20 379 13 035 Future finance charges (1 242) (1 108) Balance at the end of the year 19 137 11 927
As disclosed in note 5 to the annual financial statements, the University leases various student residences at the University’s incremental borrowing rate of 9.4% per annum (2019: 10.25% pa) expiring within three years.
12. Deferred income
Balance at the beginning of the year 2 652 653 2 268 930
Add: Grants received during the year DHET Infrastructure and efficiency grants 405 464 378 417 DHET Other grants 7 000 8 347 Private gifts and grants 9 407 25 508
Add: Interest earned and capitalised in terms of accounting policy 38 114 53 298
Less: Grants released Released to subsidies and grants (note 16) (85 926) (79 472) Released to private gifts and grants (note 18) (14 192) (2 031) Released to sundry income (3) (344)
Less: Grants released from specifically funded activities to Council-controlled DHET Infrastructure and efficiency grant interest released: COVID-19 (17 200) - De Beers interest released to University Social relief funds (2 117) -
Balance at the end of the year 2 993 400 2 652 653
Comprising: Non-current deferred income 2 907 541 2 551 845 Current portion of deferred income 85 859 100 808 Total deferred income 2 993 400 2 652 653
Deferred income is included in non-current liabilities unless utilisation thereof is expected within 12 months or less.
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2020 2019 R'000 R'000
12. Deferred income (continued)
Made up as follows: Cash and cash equivalents (note 10) 317 452 164 810 Other financial assets short term deposits (note 7) 413 587 644 800 Net value of assets (excluding assets under construction) 1 982 388 1 478 202 Net value of assets under construction (note 5) 279 973 364 841 Total deferred income 2 993 400 2 652 653
The net debt movement in deferred income is as follows: Balance at the beginning of the year 2 652 653 2 268 930 Cash inflow – DHET: Restricted capital funding for infrastructure 405 464 378 417 Cash inflow – DHET: Other restricted grants 7 000 8 347 Cash inflow – Restricted private gifts and grants received 9 407 23 970 Cash inflow – Interest earned and capitalised to restricted funds 38 114 53 298 Non cash-flow movements (119 238) (80 309) Balance at the end of the year 2 993 400 2 652 653
13. Trade and other payables
13.1 Accounting policies
Trade and other payables are recognised initially at fair value, net of transaction costs that are directly attributable to the acquisition or issue of the financial liabilities.
Trade and other payables are subsequently measured at amortised cost, using the effective interest rate method.
Trade and other payables (or part thereof) are derecognised when the obligations specified in the related contracts are discharged, cancelled or expire.
13.2 Trade and other payables comprise:
Trade creditors 7 371 18 609 Infrastructure creditors 22 488 11 092 Thebe Foundation 1 071 1 243 Retentions 19 465 16 325 Accrued leave pay 14 827 10 349 Accrued remuneration expenses 3 271 (45) Debtors with credit balances 20 081 12 613 Total trade and other payables 88 574 70 186
Trade and other payables have been classified as current liabilities, due to the fact that settlement thereof is due within 12 months or less.
Due to the short-term nature of trade and other payables, the carrying amount is considered to approximate their fair values.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
14. Provisions for infrastructure projects
14.1 Accounting policies
The University has recognised a provision for its obligation of the estimated expenditure incurred for completion of infrastructure projects at the reporting date and COVID-19-related estimated expenditure incurred at the reporting date.
The provision recognised represents the best estimate of the expenditures required to settle the present obligation at the current reporting date. Such expenditure estimates are expressed on the unspent portion of the orders issued, estimates of contractor's final accounts and estimates of COVID-19 related expenditure claims, respectively.
The estimated expenditure amounts are capitalised as part of property, plant and equipment and are depreciated over the estimated useful lives as disclosed in note 5.
14.2 The movement in the provision for infrastructure projects is as follows:
2020 2019 R'000 R'000
Balance at the beginning of the year 201 4 997 Charged for the year 28 351 201 Transfers to trade and other payables (Infrastructure creditors) - (931) Utilised for the year (201) (4 066) Balance at the end of the year 28 351 201
Settlement of the provision is expected within 12 months or less of the end of the reporting period.
15. Revenue recognition
15.1 Accounting policies
The revenue of the University is disaggregated into the following revenue streams. Recognition criteria are described below for each individual revenue stream.
15.1.1 State appropriations – subsidies and grants
State subsidies and grants for general purposes are recognised as revenue at fair value in the financial year to which they relate. They are recognised where there is reasonable assurance that the subsidies and grants will be received, and assurance is given that the University will satisfy all the relevant conditions. There are no unfulfilled conditions or contingencies attached to this category of revenue.
15.1.2 Income-based grants
Income-based grants are initially treated as deferred income and then recognised in income on a systematic basis, in the periods in which the University recognises the related costs for which the grants are intended to compensate.
15.1.3 Asset-based grants
Grants relating to assets are initially recognised as deferred income and, thereafter, are recognised in the statement of comprehensive income on a systematic basis over the useful lives of the related assets.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
15. Revenue recognition (continued)
15.1 Accounting policies (continued)
15.1.4 Tuition and other fees
Revenue from the provision of tuition and other services is recognised in the accounting period in which the services are rendered. Tuition and other fees are applicable to one academic financial year and are recognised in that year. Revenue is recognised at an amount which reflects the consideration that the University expects to receive for the services rendered to the students.
Deposits provided by prospective students are treated as current liabilities until the amounts are billed as due to the institution.
15.1.5 Sundry income
Sundry income comprises income other than subsidies, grants, tuition fees, residences fees and interest received. Sundry income is recognised as revenue during the period to which it relates.
15.1.6 Interest received
Interest received is recognised in the statement of comprehensive income using the effective interest rate method.
Interest income earned on cash and cash equivalents received for unrestricted Council-controlled funds are recognised in the statement of comprehensive income. Interest income earned on cash and cash equivalents received for specifically-funded activities is capitalised to deferred income. Interest received is recognised only when the provider of such funds formally grants the University permission to utilise the interest earned.
Revenue is recognised over time in accordance with IFRS 15: Revenue from Contracts with Customers.
15.1.7 Private gifts and grants
Income received for private gifts and grants are designated for specific purposes and arise from contracts, grants and donations. The income is recognised as revenue in the financial period, when the University is entitled to use the respective funds.
15.1.8 Financing components
The University does not have any arrangements where the period between the transfer of services to students and payment therefor is expected to exceed one year. As a consequence, the University does not adjust any of the revenue amounts for the time value of money.
15.1.9 Merit bursaries
The University awards merit bursaries on an annual basis to self-funded students based on their academic results. The non-cash consideration attributable to the merit bursary has been factored into the amount recognised as revenue in relation to tuition and other fees.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2020 2019 R'000 R'000
16. State Appropriations – Subsidies and grants
DHET: Operational grant 363 118 314 328 Infrastructure and efficiency grants, and grants from DHET and other grants 85 926 79 472 Total subsidies and grants 449 044 393 800
17. Tuition and other fees
Tuition fees 74 988 62 234 Student merit awards (446) (1 924) Laptop fees 5 217 5 583 Other fees 582 563 Student residences: Accommodation fees 52 253 48 276 Total tuition and other fees 132 594 114 732
18. Private gifts and grants
Private gifts and grants (note 12) 14 192 2 001 Other gifts and grants 172 30 Total private gifts and grants 14 364 2 031
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
19. Personnel costs
19.1 Accounting policy
The University operates a defined contribution retirement plan on behalf of its employees. Contributions are paid to a privately-administered retirement plan on a mandatory, contractual or voluntary basis. The University has no further payment obligations once the contributions have been paid. The contributions are recognised as part of personnel costs as the related services are provided.
Employee entitlements to annual leave are recognised when they accrue to employees. The present obligation at the end of the reporting period is calculated based on the “cost to employer” remuneration applied to the accumulated leave days. The carrying value of the leave provision at the end of the reporting period is disclosed in note 13.
Personnel costs 2020 2019 R'000 R'000
Salaries and wages 247 542 214 445 Leave pay 5 920 2 543 Total personnel costs 253 462 216 988
Included in salaries and wages, are retirement benefits of R23.74 million (2019: R18.94 million).
Number of employees 2020 2019 No. No.
Permanent staff
Number of persons employed as at 31 December: Academic 146 133 Administrative 174 118 Cleaning and security 254 255 Total 574 506
Net increase in the number of persons employed during the year 68 107 Average number of persons employed during the year 540 453
Contract staff
Average number of persons employed during the year 114 293
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2020 2019 R'000 R'000
20. Other operating expenses
The following items have been included in operating expenses:
Academic programmes expenses 5 276 15 858 Bank charges 1 284 692 Branding and marketing 807 2 154 Catering expenses 1 555 2 064 Cleaning 1 377 215 Computer expenses 2 060 2 837 Connectivity costs 8 725 - Consumables 370 1 039 External auditors' fees 1 047 1 640 Honoraria 461 802 Impairment on property, plant and equipment - 50 Impairment on student debtors 10 455 3 000 Insurance 2 372 1 641 Legal expense 365 223 Library material 1 588 861 License fees: Information Technology 457 1 723 Municipal services 42 603 22 753 Printing and stationery 1 640 2 943 Professional fees 12 090 12 347 Relocation cost 1 530 - Recruitment and advertising costs 264 1 200 Rental fees (note 22) 880 9 432 Repairs and maintenance 5 007 4 242 Residence expenses 23 150 49 206 Security and safety 12 210 10 807 Student related expenses 2 403 6 198 Subscriptions and memberships 2 482 1 057 Subsistence, accommodation and travel 1 141 7 146 Training 2 491 3 777 Uniform staff 1 646 - Other expenses 1 013 3 610 Total other expenses 148 749 169 517
21. Interest received
Cash at bank and short-term deposits – Council-controlled funds 16 060 14 737
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2020 2019 R'000 R'000
22. Finance costs
22.1 Finance costs included in surplus or deficit
Interest paid - 129 Lease liabilities 1 644 948 Total finance costs 1 644 1 077
23. Rental expenses
Expenses relating to short term leases of the following:
Student residences 541 8 923 Commercial premises 136 146 Equipment 76 128 Other - 235
Expenses relating to variable lease payments of the following: Student residences 1 156 -
COVID-19-relief related rent concessions of the following: Student residences (1 029) -
Total rental expenses 880 9 432
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2020 2019 R'000 R'000
24. Cash generated from operations
Surplus for the year 124 246 72 725 Interest received (16 060) (14 737) Interest paid 1 644 1 077
Cash generated from operating activities 109 830 59 065
Non-cash items: (20 696) (14 088) Released from deferred income 100 121 (81 847) Depreciation and amortisation expense 85 543 67 703 Impairment losses 10 455 3 000 Provisions (28 150) (3 865) Fair value gains and losses (61) (763) Write offs of student debts 11 106 - Write offs of property, plant and equipment - 50 Adjustments for gains and losses on disposal of non-current assets 86 (291) Adjustment for allocation of merit bursary 446 1 925
Movement in working capital 14 045 (786) (Increase)/decrease in trade accounts receivable 1 033 (9 594) (Increase)/decrease in other operating receivables (458) 5 340 Increase/(decrease) in trade accounts payable 3 298 7 709 (Increase)/decrease in inventory (264) (1 137) Increase/(decrease) in other operating payables 10 436 (3 104)
Cash generated from operations 103 178 44 191
25. Related parties
The following are considered to be related parties to the University: • University Council members; • Members of Council Committees; and • Executive Management.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
2020 2019 R'000 R'000
25. Related parties (continued)
25.1 Executive Management remuneration
The following disclosures relate to the remuneration of members of the Executive Management as defined in the Statute. For the purposes of the Higher Education Act, gross remuneration is based on the cost of employment to the University and comprises flexible remuneration packages, suitably annualised, for Executives employed for less than the full year, and is inclusive of the employer’s contributions to health and post-retirement benefits.
Name and title Office held Period of Gross Annual cost of employ- appointment annualised ment for the (if less than full year) remuneration ye ar (2020) (if different from actual cost)
R’000 R’000 R’000
Crouch, A Prof Vice-Chancellor and Principal 1 Apr – 31 Dec 2020 3 959 3 479 - Ballim, Y Prof Vice-Chancellor and Principal 1 Jan – 31 Mar 2020 3 776 944 3 843 Baxen, MJ Prof Deputy Vice-Chancellor 2 653 2 444 Olander, RJ Mr Chief Operating Officer 1 Jan – 30 Sep 2020 2 431 1 560 2 453 Naidoo, R Mr University Registrar 2 295 2 357 Marais, A Mrs Chief Financial Officer 2 032 1 876 Total Executive Management remuneration 12 963 12 973
The only lump sum payment in excess of R250 000 to any member of Executive Management during 2019 and 2020, was an amount of R316 667 paid for relocation of the incoming Vice-Chancellor.
Executive Management remuneration comprises:
Short-term employee benefits 11 273 11 025 Retirement benefits 1 690 1 948 Total Executive Management remuneration 12 963 12 973
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
25. Related parties’ transactions (continued)
25.2 Payments to members of Council and Committees of Council
Meeting Expenses Total Total attendance reimbursed 2020 2019 Number of To whom paid (Aggregate (Aggregate members amount paid) amount paid) R'000 R'000 R'000 R'000
Chairperson: 1 6 - 6 10 Council
Chairpersons: 8 49 - 49 48 Committees of Council
Members: Council 11 42 - 42 57
Members: 36 124 2 126 78 Committees of Council
Total payments to members of Council and Committees of Council 221 2 223 193
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
26. Financial Risk Management
26.1 Classification
2020 2019 R'000 R'000
Financial assets In accordance with IFRS 9: Financial Instruments, the University's financial assets are classified as follows:
Financial assets at amortised costs Student receivables 38 365 27 847 Other receivables 12 874 13 111 Student debtors and other receivables 51 239 40 958 Cash and cash equivalents 553 964 381 845 Other financial assets 300 000 352 563 Total 905 203 775 366
Financial assets at fair value through surplus or deficit Other financial assets - Investments 322 757 312 834 Total 322 757 312 834
Financial liabilities In accordance with IFRS 9: Financial Instruments, the University's financial liabilities are classified as follows:
Financial liabilities at amortised costs Trade and other payables excluding accrued leave pay 73 747 59 836 Finance lease liabilities 19 137 11 927 Total 92 884 71 763
Financial risk management
The University’s activities expose it to a variety of financial risks: credit risk, liquidity risk, capital risk, interest rate risk and price risk. The University's risk management programmes focus on the unpredictability of financial markets and seek to minimise potential adverse effects on the University's financial performance. Each of these risks is described below.
26.2 Credit risk
Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation. The University has no significant concentration of credit risk.
Credit risk arises from cash and cash equivalents, other financial assets, as well as credit exposure due to outstanding student debtors and other receivables.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
26. Financial Risk Management (continued)
26.2 Credit risk (continued)
26.2.1 Cash and cash equivalents
The University’s exposure to credit risk from cash and cash equivalents arises from default of the counter party.
The maximum exposure to credit risk at the reporting date, is the carrying amount of the cash and cash equivalents.
The University places cash only with major, reputable financial institutions with good credit ratings to limit credit risk and credit exposure to any one financial institution is limited through diversification of deposits.
The University Management is of the opinion that adequate provision was made for all significant credit risks that existed at 31 December 2020.
26.2.2 Student debtors and other receivables
26.2.2.1 Student debtors
The University’s exposure to credit risk from student debtors, is mainly attributable to the non-payment of student fees.
The University’s Finance Division limits the credit risk exposure through firm debt collection procedures to ensure the timely repayment of outstanding balances.
The expected credit losses (impairment) were calculated, taking into account the funding categories of students with outstanding debts as set out below:
2020
Funded Self- Total students funded students R'000 R'000 R'000
Gross carrying amount 39 987 18 237 58 224 Less: Expected credit losses (impairment) recognised in (7 868) (11 991) (19 859) statement of comprehensive income Net carrying amount 32 119 6 246 38 365
2019
Funded Self- Total students funded students R'000 R'000 R'000
Gross carrying amount 30 774 17 583 48 357 Less: Expected credit losses (impairment) recognised in (5 486) (15 024) (20 510) statement of comprehensive income Net carrying amount 25 288 2 559 27 847
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
26. Financial Risk Management (continued)
26.2 Credit risk (continued)
26.2.2 Student debtors and other receivables (continued)
26.2.2.1 Student debtors (continued)
31 December 2020
The University applies the IFRS 9 simplified approach in measuring expected credit losses. This approach uses a lifetime expected loss allowance for all student debtors and was implemented with effect from 1 January 2018.
To measure the expected credit losses, student debtors have been grouped based on shared credit characteristics at the expected loss rates as set out below.
2020
Inactive Self-funded NSFAS Other Funza University Pending Total accounts and students funded funded Lushaka staff funded NSFAS graduated students, students funded students funded students excluding students students pending NSFAS funded students R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000
Average expected loss rates 100% 49% 16% 40% 0% 0% 24%
Gross carrying amount 6 061 12 177 20 672 1 446 1 255 279 16 334 58 224
Expected credit losses (impairment) recognised in statement of comprehensive income (6 061) (5 930) (3 388) (576) - - (3 904) (19 859)
Net carrying amount - 6 247 17 284 870 1 255 279 12 430 38 365
149
NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
26. Financial Risk Management (continued)
26.2 Credit risk (continued)
26.2.2 Student debtors and other receivables (continued)
26.2.2.1 Student debtors (continued)
31 December 2019
2019
Inactive Self-funded NSFAS Other Funza University Pending Total accounts and students funded funded Lushaka staff funded NSFAS graduated students, students funded students funded students excluding students students pending NSFAS funded students R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000
Expected loss rates 100% 74% 22% 49% 0% 0% 0%
Gross carrying amount 7 790 9 792 18 054 2 928 (1 103) 195 10 700 48 357
Expected credit losses (impairment) recognised in statement of comprehensive income (7 790) (7 234) (4 062) (1 424) - - - (20 510)
Net carrying amount - 2 558 13 992 1 504 (1 103) 195 10 700 27 847
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
26. Financial Risk Management (continued)
26.2 Credit risk (continued)
26.2.2 Student debtors and other receivables (continued)
26.2.2.1 Student debtors (continued)
The University Management is of the opinion that adequate provision was made for all significant credit risks that existed at 31 December 2020.
The expected credit loss weighting has been determined, based on historical and forward information, including inter alia the performance of the category as a whole, the likelihood (or risk factors) of the collection of debt for each category and contemporaneous factors such as the policy, collection strategies, support, capacity and macro-economic factors as set-out below:
Inactive accounts and graduated students
The nature of the risk grouping relates to accounts that may have a status of “inactive” for a number of reasons such as failure to pass, cancellation of registration or failure to register for the subsequent year, and graduated students.
It is considered highly unlikely that the amounts owed by this category of defaulting debtors will be recovered, due to one or more of the following contributing factors:
• Difficulty in tracing former students for debt collection. Therefore, the risk of expected credit losses is relatively high; • No surety is provided to the University; and • Adverse macro-economic environment in the Northern Cape region.
Self-funded students
The nature of the risk grouping relates to students who have not secured any external funding, and who are not dependants of University staff, and who therefore have to bear the cost of student debt themselves.
It is considered highly unlikely that the amounts owed will be recovered, due to one or more of the following contributing factors:
• Upfront payments not being obtained by the University; • No surety is provided to the University; and • Adverse macroeconomic environment in the Northern Cape region.
NSFAS funded students, excluding pending NSFAS funded students
The nature of the risk grouping relates to students who have secured external funding from the NSFAS, excluding pending NSFAS funded students, who are fully funded for their costs (including accommodation) in a particular year.
It is considered highly likely that the amounts owed will be recovered. Significant delays have, however, been experienced in debt collection due to several administration challenges experienced by the NSFAS.
It is anticipated that these administration challenges will be resolved in future, and that the risk associated with this category will diminish accordingly.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
26. Financial Risk Management (continued)
26.2 Credit risk (continued)
26.2.2 Student debtors and other receivables (continued)
26.2.2.1 Student debtors (continued)
Other funded students
The nature of the risk grouping relates to students who have secured partial external funding from smaller financial aid funding institutions, which include inter alia the BANKSETA, W&R SETA, and the Department of Sports, Arts and Culture.
It is considered highly likely that the amounts owed to the University will be recovered.
It is considered highly unlikely that the amounts owed by the student for which the student has not secured funding will be recovered, due to the following contributing factors: • Upfront payment not being required by the University; • No surety is provided to the University; and • Adverse macro-economic environment in the Northern Cape region.
Funza Lushaka funded students
The nature of the risk grouping relates to students who have secured external funding from Funza Lushaka and are fully funded annually, limited in each case to a capped amount.
It is considered highly likely that the amounts owed to the University will be recovered.
University staff funded students
The nature of the risk grouping relates to students who are dependants of University staff.
It is considered highly likely that the amounts owed to the University will be recovered through debt collection arrangements with the staff members concerned.
Pending NSFAS funded students
The nature of the risk grouping relates to a particular group of registered students that have applied, but are yet to secure funding from NSFAS.
It is considered likely that the amounts owed will be recovered due to favourable contributing factors, including on-going commitments from NSFAS.
The closing loss allowances (impairment) for student debtors as at 31 December 2020 reconcile to the opening loss allowances (impairment) as follows:
2020 2019 R'000 R'000
Balance at the beginning of the year 20 510 17 510 Charged for the year 10 455 3 000 Written off during the year (11 106) - Balance at the end of the year 19 859 20 510
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
26. Financial Risk Management (continued)
26.2 Credit risk (continued)
26.2.2 Student debtors and other receivables (continued)
26.2.2.2 Other receivables
The University’s exposure to credit risk from other receivables is mainly attributable to non-delivery of goods and services for prepaid expenses or non-payment of the accrued interest balance and sundry receivables reported at year end.
The University limits these risks by only trading with credit worthy third parties. Furthermore, cash and cash equivalents are held only with major, reputable financial institutions with good credit ratings to limit credit risk. Credit exposure to any one financial institution is limited through the diversification of deposits in terms of the University’s investment policy.
The University Management is of the opinion that adequate provision was made for all significant credits risks that existed at 31 December 2020.
26.2.2.3 Other financial assets - Investments
The University’s exposure to credit risk from other financial assets arises from default of the counterparty.
The maximum exposure to credit risk at the reporting date is the carrying amount of the other financial assets, as reported in these financial statements.
The University places cash and securities only with major, reputable financial institutions with good credit ratings to limit credit risk. Credit exposure to any one financial institution is limited through the diversification of deposits in terms of the University’s investment policy.
The University Management is of the opinion that adequate provision was made for all significant credit risks that existed at 31 December 2020.
26.3 Liquidity risk
Liquidity risk is the risk that an entity will encounter difficulty in meeting its obligations associated with its financial liabilities. Prudent liquidity risk management implies maintaining sufficient cash and marketable securities to meet one’s financial obligations, and the ability to close out market positions on a timely basis.
The University has minimised its exposure to liquidity risk by diversifying its investments of cash, cash equivalents and other financial assets through deposits held at various accredited financial institutions, and by separating its short-term deposits from its investment portfolio, which is managed by an independent asset manager.
The maturity time lime of the University’s financial liabilities at 31 December was, as follows:
2020 2019 R'000 R'000
Less than one year: Trade and other payables (73 747) (59 837) Lease liabilities (19 137) (11 927) Total (92 884) (71 764)
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
26. Financial Risk Management (continued)
26.4 Capital risk
The University’s objective in managing capital is to safeguard its ability to continue as a going concern. To this end, the University has maintained a sound fund and net asset position.
In order to maintain its capital structure, the University has managed its debt conservatively. The University debt comprises mainly short-term trade and other payables, and deferred income relating to restricted grants. The University Management is of the opinion that it has managed its investment and cash balances prudently.
At the reporting date, the net fund position of the University was as follows:
2020 2019 R'000 R'000
Total assets 3 554 049 3 035 308 Total liabilities (3 129 462) (2 734 967) Net funds position at the end of the year 424 587 300 341
26.5 Interest rate risk
The University has exposure to cash flow interest rate risk as a result of deposits held with its accredited financial institutions.
As at 31 December 2020, if interest rates had been 1% higher/lower on cash and cash equivalents, based on a weighted average interest rate of 6.76% (2019: 6.92%) with all other variables constant, the surplus for the year would have been R2.4 million (2019: R1.1 million) higher/lower, as the case may be, mainly as a result of more/less interest received on cash and cash equivalents.
26.6 Price risk
The securities held under the investment portfolio are managed by Ninety One (formerly, Investec) Asset Management, to limit the University’s exposure to price risk. If the quoted prices for securities held had been adjusted by 1% per annum, it would have resulted in the financial performance increasing/(decreasing) by R22 648 (2019: R20 404.)
27. Fair values
IFRS 13: Fair value measurement – requires disclosure by level of the following fair value measurement hierarchy:
• Level 1 – quoted prices (unadjusted) in an active market for identical assets or liabilities that the entity can assess at measurement date. • Level 2 – inputs other than quoted prices included in Level 1 that are observable for the asset or liability, either directly or indirectly. • Level 3 – unobservable inputs for the asset or liability.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
27. Fair values (continued)
The following table represents the University's assets that were measured at fair value at the end of reporting period. 2020 2019 R'000 R'000
Level 1 Level 1 Assets
Current assets Recurring fair values Other financial assets 322 757 312 833 Cash and cash equivalents 50 000 50 000 Total assets 372 757 362 833
Schedule of movements of Ninety One Asset Management portfolio of
investments held at fair value
Opening balance 362 833 149 731 Additional investments 40 000 200 000 Withdrawals (50 000) - Interest 19 628 11 456
Fair value adjustments 295 1 647 Closing balance 372 757 362 833
Comprising: Current assets Cash and cash equivalents 50 000 50 000
Non-current assets Other financial assets at Fair value 322 757 312 833 Total Ninety One Asset Management investments at fair value 372 757 362 833
Recurring fair values in level 1
Other financial assets
The fair value of financial instruments traded in active markets is based on quoted market prices at year-end. A market is regarded as active if quoted prices are readily and regularly available from an exchange, dealer, broker, industry group, pricing services, or regulatory agency, and those prices represent actual and regularly occurring market transactions on an arm's length basis.
The quoted market price used for financial assets held by the University is the current bid price. These instruments are included in level 1.
There were no transfers between levels 1, 2 and 3.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
28. Commitments
Commitments relate to capital expenditure approved at the reporting date, but not recognised in the financial statements as a liability, to the extent that these commitments can be reliably measured.
Capital expenditure approved at the reporting date, but not recognised in the financial statements, is as follows:
2020 2019 R'000 R'000
Property, plant and equipment
Commitments relate, respectively, to infrastructure contracts awarded and in progress, contracts awarded but not yet commenced, and projects approved by the Department of Higher Education and Training and/or Council, but not yet awarded. A liability does not exist at year-end and is therefore not required to be included in the Statements of Financial Position and Comprehensive Income, respectively.
Infrastructure and Efficiency development: Approved and contracted 376 398 239 068 Approved but not yet contracted 2 173 462 1 978 644 Total 2 549 860 2 217 712
Funding of Commitments: Department of Higher Education and Training (DHET) 16 2 476 944 1 898 003 Grant approved by National Lotteries Commission 21 166 25 911 Application of interest accrued 51 750 51 750 Funding not yet confirmed - 242 048 Total 2 549 860 2 217 712
Comprising: Infrastructure and Efficiency grants allocations received by the University 666 849 641 844 2018 - 253 427 2019 261 385 388 417 2020 405 464 -
Infrastructure and Efficiency grants allocations receivable by the University 1 883 011 1 575 868 2020 - 401 202 2021 431 829 431 180 2022 450 082 449 688 Estimated funding for the 2023 year (not yet approved by DHET) 465 005 - Estimated funding for the 2024 year (not yet approved by DHET) 489 650 - Application of interest accrued 51 750 51 750 Surplus funding not allocated (5 305) - Funding not yet confirmed - 242 048
16 Subject to the approval by DHET, subject, however, to confirmation of availability of funds by the National Treasury.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
28. Commitments (continued)
Intangible assets
Capital expenditures relate to computer software licenses and agreements approved by Management where contracts are awarded and in progress. 2020 2019 R'000 R'000
Approved and contracted: Within one year 1 128 443 Two to five years 1 247 1 579 Later than five years - 31 Total 2 375 2 053
Funding of Commitments Unrestricted Council Controlled Funds 2 375 2 053
Lease Commitments
Future cash outflows to which the University is potentially exposed that are not reflected in the measurement of lease liabilities. This includes exposure arising from: Variable lease payments Within one year 1 169 Funding of commitments Unrestricted Council-controlled funds 1 169
29. Transactions with the DHET
The University is ultimately accountable to the DHET in terms of the Higher Education Act. Transactions with the DHET were as follows: • Operational grant (note 16) 353 118 304 284 • Infrastructure and efficiency grants (note 12) 405 464 378 417 • Once-off additional operational grant 2 636 10 044 • Other grants (note 12) 17 000 8 347 Total transactions with the DHET 778 218 701 092
The operational grant, although an earmarked grant, is under the effective control, and is accordingly to be utilised at the discretion, of the University Council.
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NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)
30. Contingent liabilities
During the ordinary course of its business, the University enters into a wide range of academic and other programmes, contracts and transactions that expose it to varying types and degrees of risk. As far as it is practicable to do so, provisions are made for known liabilities that are expected to materialise. Possible obligations and known liabilities where no reliable estimate can be made or it is considered improbable that an outflow will result, are noted as contingent liabilities in accordance with IAS 37: Provisions, Contingent Liabilities and Contingent Assets.
No significant contingent liabilities in respect of the 2020 financial year have been identified.
31. Events after the reporting date
The University acquired an additional property in the form of the Griqualand West Rugby Stadium after the reporting date for a purchase consideration of R53 million. Although the acquisition was approved in principle by the University Council during the 2020 year, it was subject to Ministerial approval, which was received only shortly before the finalisation of these annual financial statements and, consequently, it will be recognised accordingly in the 2021 financial year. The stadium will continue to be utilised by the Griqualand West Rugby Union in terms of a usage agreement yet to be concluded between the parties.
32. Taxation
The University is exempt from South African normal taxation in terms of Section 10(1)(cA)(i) of the Income Tax Act, as amended, and therefore no provision has been made for taxation.
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APPENDICES
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APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT
1. Purpose
This document provides a brief narrative regarding the Final Progress Report of the SPU 2020 Annual Performance Plan (APP).
2. Introduction
In terms of compliance each public South African University must submit an Annual Performance Plan (APP) to the Department of Higher Education and Training in mid-December of the preceding year. Performance in terms of this matrix (and deliverables) also constitutes a component of the annual external audit and may attract a full range of audit scrutiny and/or comment, or theoretically result in a qualified audit.
3. Reporting Process
The 2020 Annual Performance Plan (APP) represents the base plan for the implementation of the strategic plan for the period 2020 to 2024. It sets out the intended performance requirements for the 2020 academic year. The APP locates the performance requirements within the operational context of Sol Plaatje University (SPU); sets out the academic, administrative, and logistical priorities; and describes the programme and delivery objectives. It also provides an overview of the research, engagement, and infrastructure delivery priorities.
The 2020 APP was originally approved by Council in November 2019. In accordance with the ongoing process of institutional performance review, the 2020 APP was then presented to Council for a mid-year review in July 2020.
Management was subsequently advised by the Council Audit and Risk Management Committee (ARMC) to submit a revised 2020 APP to Council and to the DHET considering the following developments: a. The revisions that had to be made to the budget in response to the unplanned costs associated with our response to the COVID-19 pandemic. b. The amendment to the risks and how they impact on the University’s operations and sustainability going forward. c. The impact of student deregistrations and throughput on enrolment figures
This revised 2020 APP was discussed and quantified by the Senior Management Team, the ARMC and EXCO, and subsequently approved by Council on 21 October 2020.
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APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
4. Revised 2020 APP
As mentioned elsewhere in this Annual Report, in the absence of COVID-19, the Strategic Plan 2020 – 2024 as conceptualized and approved by Council would naturally have been implemented according to the 2020 APP for the institution as agreed. However, COVID-19 allowed institutions to fast-track projects which would only have been implemented a few years from now. The crisis also exposed and further highlighted the deficiencies we have in our country.
COVID-19 has changed the trajectory of the Centre for Learning, Teaching and Programme Development (CLTPD) to reorient its work towards online teaching. It has had to fast-track, and in some cases expand its work in the areas of staff development, student support workshops, tutorship programmes, quality assurance, module evaluation and assessment practices.
In the Library and Resource Centre the gaze has shifted towards digitisation and e-learning. A lot of work has gone into developing guides which will allow students to better navigate e-spaces. Since COVID-19 fast tracked our move towards online teaching and learning we have been able to socialise the Digital University by placing the emphasis on digital tools and this has now become a natural part of the daily activities of every user. This process would have taken an entire change management process to achieve but the crisis has allowed it to take a firm footing in a short space of time at the University.
5. Reporting Conventions
SPU reports through a reporting column regarding each deliverable section, indicating progress to date. Each deliverable is colour-coded in terms of Green (representing the deliverable being achieved); Orange (indicating that the deliverable was partially achieved); Red (denoting that the deliverable has not been achieved); and Blue (showing that no target was set for that deliverable in 2020). Although there are several indicators listed in the table below one should appreciate that not all these indicators carry the same relative weight and that by reporting as indicated above, consideration should be given that the overall score is about the specific indicators and cannot be equated to the overall performance on the University. The fact that SPU completed the 2020 academic year in 2020 amid the COVID-19 challenges was more indicative of the university’s actual achievement than the aggregated indicators below.
6. End-of-Year Progress Report
The information presented below provides the final report on the deliverables set for the Senior Management Team in 2020. This report was submitted to Council for approval prior to submission to our external auditors and the DHET.
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APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
i. Goal 1: To become research active in prioritised niches within a supportive institutional environment and culture (28 deliverables)
Not Achieved 2 of the 4 deliverables which have not been achieved relate to the implementation and review of a policy on managing research partnerships and a policy on the creation and operation of research centres. The other 2 are the establishment of national institutional strategic partnerships and the mobilisation of visiting academics.
Partially Achieved The 2 deliverables which have been partially achieved relate to the development of an administration system for grant funding and the hosting of capacity building workshops on studying for higher level postgraduate qualifications.
No Target Set in 2020 No targets were set for 5 deliverables related to workshops on research development; the mobilisation of seed funding for the establishment and operation of research centres; the establishment of research centres; the creation of research chairs; and the production of postgraduate research outputs. One of the six deliverables is a repetition of a similar deliverable within this goal.
Achieved 17 of the 28 deliverables for this goal have been achieved (61%)
ii. Goal 2: To deepen the academic programme and its orientation to quality teaching and learning (38 deliverables)
Not Achieved There are 9 deliverables which have not been achieved and these are the introduction of short courses; the implementation of CTLPD policies and procedures; the establishment of a teaching and learning administrative support system; having at least 2 academics complete formal qualifications in teaching and learning in higher education; no School reviews were conducted in 2020; and an academic support enhancement programme was not implemented.
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Partially Achieved The 10 deliverables that have been partially achieved relate to the percentage of new academic staff participating in mentorship programmes; the number of programme reviews and module evaluations conducted; the administering of student satisfaction surveys; the achievement of the target throughput rate; the number of residences talks and career services workshops held; and the training of Peer Educators to provide health and well-being support;
No Target Set in 2020 No target was set for the number of tracer studies to be conducted in 2020.
Achieved 18 of the 34 deliverables for this goal have been achieved (47%)
iii. Goal 3: To facilitate the development of a digitally empowered university (11 deliverables)
Partially Achieved The 1 deliverable that was partially achieved is the establishment of fit-for-purpose architectures.
Achieved 10 of the 11 deliverables for this goal have been achieved (91%)
iv. Goal 4: To establish the foundations for long-term sustainability (20 deliverables)
Not Achieved Only 1 deliverable has not been achieved which relates to the development of an active student recruitment strategy.
Partially Achieved 3 deliverables were partially achieved, and these are the compliance with statutory reporting deadlines; the number of press releases issued; and the development of a CRM system.
Achieved 16 of the 20 deliverables for this goal have been achieved (80%) The progress described above, on the 2020 APP targets, is presented below in a tabular format for ease of reference:
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Targets Achieved Not Partially No Target Achieved Achieved Set in 2020
Goal 1 To become research active in prioritised 28 17 4 2 5 niches within a supportive institutional environment and culture Goal 2 To deepen the academic programme 38 18 9 10 1 and its orientation to quality teaching and learning Goal 3 To facilitate the development of a 11 10 0 1 0 digitally empowered university
Goal 4 To establish the foundations for long- 20 16 1 3 0 term sustainability
Totals 97 61 14 16 6
Percentage 62.88% 14.43% 16.49% 6.19%
Note: The Vice-Chancellor’s deliverables are not fully reflected in the 2020 APP because he took up the position after the 2020 APP was approved. He regularly provided reports to Council on the following matters: teaching and learning, governance, changes in the senior management structure and advancement (stakeholder engagement, fundraising and communication).
165 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
2020 DELIVERABLES IN TERMS OF THE SPU STRATEGIC PLAN 2020-2024
Target achieved Partially achieved Not achieved No target set in 2020
The table below provides a synthesis of the key deliverables for 2020 in line with the strategic goals and strategies set out in the SPU Strategic Plan 2020 – 2024
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets)
1. Establish 1.1 Research 1.1.1 Implement guidelines on Guidelines on role and Developed & Guidelines developed and approved – to be a a Research Office Office the role and functioning functioning of the Approved posted on the Research Office Moodle page established of the Research Office Research Office and shared electronically with academics and implemented postgraduate students
1.1.2 Administration system Administration system for Developed Manual procedures (postgraduate and staff for grant funding grant funding funding) drafted; an electronic system for grant implemented implemented administration to be considered in 2021 1.1.3 Policy on managing Policy on managing Policy Not achieved due to staff capacity shortage. To research partnerships research partnerships implemented be prioritised in 2021 implemented implemented and and reviewed reviewed
1.1.4 Policy on creation and Policy on creation and Policy Not achieved due to staff capacity shortage. To operation of research operation of research implemented be prioritised in 2021 centres implemented centres implemented and and reviewed reviewed 1.1.5 Compliance with DHET 100% reporting 100% 100% met research reporting compliance to SPU’s first Research Output report requirements DHET successfully submitted to DHET. Awaiting DHET outcome report 1.1.6 Compliance with 100% reporting 100% 100% met partners’ (donors/ compliance to partners Ongoing – funders have different reporting funders) reporting (donors/ funders) requirements and due dates. Funder reporting
requirements requirements for 2020 met
1. To become research active in prioritised niches within activein 1.prioritised research To become culture and supportiveenvironment institutional
166 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 1. Establish 1.1 Research 1.1.7 Number of workshops on 12 -- Research Office Office research project established development hosted 1.2 Research 1.2.1 Institutional strategic 10 international 2 Two HSRC projects partnerships research partnerships institutional strategic established established at research partnerships institutional level established
15 national institutional 3 strategic research partnerships established
1.2.2 No. of new donor 12 1 We have capacity development partnerships partnerships established through NIPMO (to fund a TTO for the annually university and the province – in proposal stage; to assist with refining our IP policy; training); CIPC for IP capacity training; HSRC for research and research partnerships; 1.2.3 No. of new externally 30 2 1. NAS led Risk and Vulnerability Science funded research Centre (RVSC); partnerships established 2. SANBI funded Post-doc fellowship annually 3. HUM- SPU-HSRC Collaborative Research on Universities and Communities 4. SANBI partnership on “A biodiversity data pipeline for wetlands and waterbirds”
1.3 Research 1.3.1 Amount of funding R25 m R2 m 1. +/- R1,5 m through the DSI and NRF funds leveraged through (RVSC) mobilised research partnerships 2. +/- R1 934 895,00 from student funds (CSIR, ETDP SETA, DAC, VODACOM) 1.3.2 Amount of seed funding R15 m -- mobilised for establishment and
environment and culture and environment operation of research
centres
1. To become research active in prioritised niches within a supportive institutional institutional aniches supportive within activein 1.prioritised research To become
167 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 1. Establish 1.3 Research 1.3.3 Amount of funding R25 m R2 m R1,104,000 awarded (postgraduate and Research Office funds mobilised through the staff). mobilised NRF (and other state R50 000 each for 2 new NRF-rated institutions) researchers
Total NRF funds paid to SPU in 2020 = R1, 314, 000 The figure only includes funds that were paid in 2020 not those that were awarded.
Black Academics Programme – will be paid in 2021; we do not know what the financial amount is yet.
Customised intervention = R79 400 will be paid in 2021
New rated researchers = will only get their incentive fund in 2021
RSV Centre funding will only be released in 2021 = R1,500,000
R320, 000 for the SANBI funded postdoc which was paid in 2020. 1.4 Research 1.4.1 No. of research centres 4 -- centres established
established 1.4.2 No. of research chairs 2 --
active in prioritised niches within a supportive institutional institutional aniches supportive within activein prioritised associated with research centres established 2. Develop 2.1 Attainment of 2.1.1 No. of capacity building 10 2 One workshop on Quant & Qual methods research high-level workshops on studying capacity of postgraduate for higher level The second workshop which was supposed to academics qualifications postgraduate cover this was combined with CTLPD on by academic qualifications hosted Academic mentorship with Prof Jo-Anne staff Vorster was pushed to early parts of 2021 due to unavailability of the facilitator and academics
at the time of the year
1.research To become environmentculture and
168 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 2. Develop 2.2 2.2.1 No. of academic staff 5 -- 4 research who have completed capacity of Masters qualification academics 2.2.2 No. of academic staff 2 -- 2 who have completed Only counted those whom we supported PhD qualification directly e.g., through the UCDG
3. Develop 3.1 Postgraduate 3.1.1 No. of supervision 10 2 A total of two online workshops hosted in 2020 supervision supervision capacity development capacity of capacity of workshops hosted academics academics 3.1.2 No. of academics 70 10 68 over the two workshops hosted in 2020 developed participating in Workshop 1 = 54 postgraduate supervision -Workshop 2 = 14 training 3.2 Supervision 3.2.1 No of co-supervision 5 1 MoU with UJ in place
prioritised niches within aniches supportive within prioritised opportunities opportunities with other with other universities established UFS still to be verified universities established 3.3 Visiting 3.3.1 No. of visiting academics 20 2 Travel was restricted due to COVID-19 academics mobilised mobilised 4. Support 4.1 Writing 4.1.1 No. of writing retreats 8 1 One programme with two parts: research career retreats hosted to support Part 1 = 4-part discussion series held online development of hosted to research career Part 2 = writing support provided by external staff support development experts on a remote basis running from research September to December career
development
1. To become research activein 1.research To become cultureand institutional environment
169 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 4. Support 4.2 Academics 4.2.1 No. of academics 8 - 16 academics supported for NRF grants research career supported in supported through NRF development of career applications 2 rating applications – 1 successful; 1 left the staff development university so outcome unknown through NRF 3 Internship programme – outcome pending applications 2 General Research grants – outcome pending 6 Thuthuka grants – 3 supported by the university, outcome pending 1 postdoctoral grant – external applicant, outcome pending 2 BAAP – 1 successful; one unsuccessful 5. Establish 5.1 Visiting 5.1.1 No. of visiting academics 20 2 4 experts to provide virtual writing mentorship research academics mobilised for research as follows: partnerships mobilised for mentoring - Thesis writing support research - Journal and book writing support mentoring - Grant proposal and logical framework writing support - Masters and PhD Research proposals support 6. Grow 6.1 Research 6.1.1 No. of publication units 90 10 Units are to be calculated and audited by end publication output produced of June. output produced Tentatively: 15
Submitted units to DHET = 12,167 6.1.2 No postgraduate 50 -- No Masters or PhDs in 2020 research outputs
produce
1. To become research active in prioritised niches within aniches within activein 1.prioritised research To become culture and supportiveenvironment institutional
170 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 7. Develop new 7.1 Programme 7.1.1 No. of programme and 10 2 2 programmes for and curriculum design accreditation curriculum capacity building and design workshops hosted implementation capabilities developed 7.2 New 7.2.1 No of new 7 2 2 programmes undergraduate accredited programmes implemented 7.2.2 No of new postgraduate 5 1 3 programmes implemented
7.2.3 No of short courses 15 2 introduced 8. Strengthen 8.1 Fully 8.1.1 Strategic plan for CTLPD CTLPD Strategic Plan Developed & Fully achieved teaching operational implemented Implemented Approved capacity CTLPD 8.1.2 CTLPD policies and CTLPD policies and Developed & The CTLPD has only four permanent staff procedure implemented procedures Approved members and two of the four only started the implemented beginning of 2020: Programme managers: E- learning and Career Path development. Therefore, the Centre did not have the capacity to work on the development of policies and
To deepen the academic programme and its orientation to programme and orientation its academic the Todeepen procedure while supporting student and staff
with online learning.
2. qualitylearning and teaching
171 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 8. Strengthen 8.1 Fully 8.1.3 Teaching and learning Teaching and learning Developed Two positions were advertised namely, quality teaching operational administrative support administrative support assurance and student support managers capacity CTLPD system established system established 8.2 Staff inducted 8.2.1 % of new academic staff 100% 100% Partially achieved (69.23%) and inducted mentored 8.2.2 % of new academic staff 80% 0% Not achieved due to the impact of COVID 19. participating in mentorship programme 8.3 Academics 8.3.1 No. of academics who 15 2 Due to rapid move to online teaching and completed completed formal learning and the focus of getting all staff and formal qualifications in teaching students trained this KPI was not met. qualifications and learning in higher in teaching education and learning in higher education 8.4 Staff capacity 8.4.1 No. of student learning 5 1 3 development and success workshops workshops conducted conducted 8.4.2 No. of workshops on the 5 1 4 use of technology in teaching, learning and assessment conducted 8.4.3 No. of workshops on 5 1 4 teaching large classes in higher education conducted 8.4.4 No. of seminars 5 1 1 conducted on reflexive
practice 8.4.5 No. of seminars 5 1 1 conducted on teaching
portfolio development
2. To deepen the academic programme and its orientation to quality teaching and and to programmequality teaching and orientation its academic 2.the To deepen learning
172 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 9. Consolidate 9.1 Programme 9.1.1 No of programme 8 2 Two programmes in NAS are being reviewed. quality reviews reviews conducted Planning is underway, self-assessment is
assurance conducted completed and review committee was formed
practices 9.2 Module 9.2.1 No of module 40 8 One module evaluation was done evaluations evaluations conducted conducted 9.3 School 9.3.1 No of School reviews 5 1 reviews conducted conducted 9.4 Student 9.4.1 No of Tracer Studies 4 -- Feedback Conducted Obtained 9.4.2 No of Student 16 4 Three surveys were administered on satisfaction surveys student experiences, opportunities, and conducted challenges on online learning. 10. Facilitate 10.1 Student 10.1.1 % course pass rate 70% 70% UG – 84% student- centred academic achieved PG – 89% learning and support 10.1.2 % completion rate in 35% 35% UG – 56.29% support provided minimum time PG – Not Yet Available 10.1.3 % throughput rate 75% 75% UG – N = 56.29% achieved N+1 = 10.44% N+2 = 2.32% PG – Not Yet Available Throughput rate in minimum time and completion in minimum time are the same concepts. So this target should be adjusted to 35% (in future years) to align with the sector. 10.1.4 Academic support and Designed, Developed & Developed enhancement Implemented programme implemented 10.1.5 No. of Academic Tutors 150 30 65 Trained 10.1.6 No. of Mentors 150 30 47 participating in Peer Mentorship Programme 10.1.7 No. of First Years 2 000 400 675 participating in First-year
Mentor Programme 2. To deepen the academic programme and its orientation to quality teaching and learning and to programmequality teaching and orientation its academic 2.the To deepen
173 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets)
10. Facilitate 10.2 Student 10.2.1 No. of 2nd - 4th year 1 000 200 All 2nd – 4th year students are receiving student- psycho-social students receiving support from the Psychosocial Wellbeing centred support support from junior Programme (SPU staff members also learning and provided student counsellors trained as mentors) support 10.2.2 No. of 2nd – 4th year 150 30 47 students receiving training for participation in Peer Mentoring Programme 10.3 Student 10.3.1 No. of residence talks 25 5 Three talks were hosted in all residences. development hosted support Progress has been hampered due to COVID- provided 19 10.3.2 Residence Sports Clubs 10 10 (4) Four residence sports clubs were registered. Registered Registration takes place in Progress has been hampered due to COVID- March/April of 19 each year 10.3.3 No. of career services 50 10 7 Workshops were hosted on career services workshops hosted 10.3.4 No. of students 3 500 700 100 students have participated in career participating in career services workshops. services workshop Progress has been hampered due to COVID- 19
10.3.5 No. of Peer Educators 100 20 18 Peer Educators were trained to provide trained to provide health health and well-being support and well-being support 11. Establish the 11.1 Digital 11.1.1 Digital University Officer 1 Digital University 1 CIO/DUO approved by Digital University Task institutional University (DUO) designated Officer (DUO) designated Team and incorporated in the newly approved arrangements to Roadmap ICT organogram support digital implemented 11.1.2 Digital University Digital University Approved A draft Digital University Framework was empowerment Roadmap implemented Roadmap implemented presented to the Digital University Task Team in October 2020. To be finalised in the first
quarter of 2021 2. To deepen the academic programme and its orientation to quality teaching and learning and to programmequality teaching and orientation its academic 2.the To deepen
174 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 12. Consolidate 12.1 Opportunities 12.1.1 Opportunities and risk Opportunities and risk Developed Outstanding – pending institutional risk register quality and risks for matrix maintained matrix maintained assurance digital
academic academic practices empowermen t mapped 12.2 SPU Digital- 12.2.1 No. of projects 14 2 Exceeded the target for 2020.The introduction empower- implemented in terms of of online teaching and learning had to be fast- ment the Digital-empowerment tracked in 2020 and these had to be Strategic Strategic Framework implemented: Panopto video management, Framework Microsoft Teams platform, expansion of the
implemented LMS including an analytics facility
2. To deepen the 2.the To deepen programmeand its orientationto quality learning teaching and 13. Promote an 13.1 Digitally 13.1.1 No of approved policies 5 1 (2) Developed the ICT policy and social media and environment in empowering and procedures cyber bullying guidelines support of digital policies and empowerment procedures implemented 13.2 Digital 13.2.1 No of participants in 310 40 All staff and students were trained on: competence digital competence 1. Online onboarding programme programme a. Compulsory staff development
development of a development of implemented programme for all staff: April 2020 b. Formal programme with Microsoft: 18 staff members c. Compulsory orientation for online
teaching and learning for students: empowered university empowered - 11-15 May 2020 2. Information literacy was integrated into
To facilitate the the Tofacilitate one programme.
3. digitally
175 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets)
14. Supportive 14.1 Fit-for- 14.1.1 % architectures within 60% 20% 10% (networking architecture) university-wide purpose overall framework of system technology enterprise architecture integration for architectures established data analytics established 14.1.2 No of business 20 2 LMS Intelliboard and the Meal Management intelligence initiatives implemented 14.1.3 % system interoperability 80% - 20%
achieved
empowered universityempowered - 14.1.4 % data integration and 80% - 20% exchange facilitated 15. Establish the 15.1 Library 15.1.1 % of students trained in 80% 30% This was achieved. 60% of the students were library as a services information literacy trained through MS Teams digital learning embedded in 15.1.2 No. of research 10 2 Three research support workshops were space the academic workshops co-hosted hosted programme with CPLTD 15.1.3 % annual increase in 10% 10% This was achieved. 30% annual increase in access and usage of digital scholarly was achieved digital scholarly materials 15.1.4 Academic research 100% 60% Repository was established in December 2020. output archived 15.2 Library- 15.2.1 No of library -hosted 8 2 This was 100% achieved hosted digital digital platforms learning implemented platforms
implemented 3. To facilitate the development of adigitally development of 3.the To facilitate
176 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 16. Ensure high 16.1 Unqualified 16.1.1 No of unqualified audits 5 1 1 standard of audits achieved financial achieved governance and management 16.2 Investment 16.2.1 Investment Strategy Implemented Developed Revised policy developed and approved by strategy Implemented Council implemented
16.3 Student debt 16.3.1 % of Historic NSFAS 100% (80%) 30% (10%) 10.8% historic debt collection recovered student debt recovered Number of Collection rate maintained despite the COVID- NSFAS 19 outbreak. qualifying However, poor economic conditions may students impact negatively on future debt collection increased due to employment conditions caused by COVID-19 16.4 Reporting in 16.4.1 % compliance with 100% 100% Compliance reporting introduced in SCM line with statutory reporting
compliance deadlines achieved term sustainability
- requirements achieved 16.5 Integrated 16.5.1 % utilisation of integrated 100% 40% Regular and accurate reports to all planning and planning and budgeting stakeholders. Budget disaggregated per budgeting module division/school. Budget forecasts aligned to achieved actual spending. 17. Build and 17.1 Brand 17.1.1 No of unique social 400 200 Target exceeded integrated visibility media followers As at 02/12/2020: institutional achieved advancement Facebook: platform 18,680 followers
Twitter: 2,023 followers
Linkedin:
820 followers 4. To establish the foundations for long foundations 4. Tothe establish 177 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 17. Build and 17.1 Brand 17.1.2 Amount in advertising R1 480 000 R200 000 Target exceeded integrated visibility value equivalent institutional achieved achieved Jan AVE: advancement R1,451,870 platform Feb AVE: R2,522,545
Mar AVE: R2,368,291
Apr AVE: R1,375,943
May AVE: R548,120 sustainability
June AVE: term
- R1,329,032
July AVE: R1,373,408
August AVE: R807,216
September AVE: R1,398,863
October AVE: R1,582,584
November AVE: R1,688,727
Actual budget spent to date on formal advertising:
R296,734.00 4. To establish the foundations for long foundations 4. Tothe establish
178 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 17. Build and 17.1 Brand 17.1.3 No of op-eds published 30 6 (3) Revised target achieved integrated visibility institutional achieved 3 op-eds placed in the print media advancement platform 17.1.4 No of press releases 300 60 (40) Revised target partially achieved issued 21 press releases (news alerts) issued to external media
• The target was too ambitious given that COVID-19 regulations meant that we could not host as many events on campus as we had planned thus there were fewer press releases in this regard. • We publicise widely on social media so this obviates the need for issuing press releases in all instances. • We will subscribe to a press release distribution service in 2021 which will ensure
term sustainability greater exposure of our news alerts in the print - and online media.
17.2 Donor 17.2.1 % annual increase in 10% 10% 45.24% increase in 2020 funding donor funding achieved mobilised 17.3 Digital 17.3.1 CRM system CRM system Developed Scoped platforms implemented implemented used for interacting with stakeholders 18. Active student 18.1 Active 18.1.1 Active student Active student Developed Work in this regard will be undertaken in 2021 recruitment and student recruitment strategy recruitment strategy support recruitment implemented implemented strategy 4. To establish the foundations for long foundations 4. Tothe establish implemented
179 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)
Strategic Strategies Outputs Key Performance Indicator 5-Year Target 2020 2020 Goal (2020 – 2024) (Approved Final Report amendments in brackets) 19. Responsive staff 19.1 Academic 19.1.1 % of academic staff 80% 80% 92.4% recruitment, staff retained retained (of the 131 staff complement at the beginning retention and of 2020, there were 10 resignations) wellbeing 19.2 Proportion of 19.2.1 % of women in senior 30% 10% (6%) 19.5%
women in academic positions (of the 41 senior academic positions, 8 are senior filled by women) academic positions increased 20. Provide quality 20.1 Bulk area m² 20.1.1 m² bulk area delivered 39 270 11700 16055 physical delivered
infrastructure, term sustainability
- 20.2 Maintenance 20.2.1 % of maintenance 80% 70% 100% enabling backlogs backlogs cleared facilities and addressed effective support services 20.3 Construction 20.3.1 % local direct 50% R 117 million R199 265 4040 (value) programme employment (50%) Achieved 70% development 20.3.2 % B-BBEE spend 70% R163 million R224 427 571 (value) targets (70%) Achieved 79% achieved 20.3.3 % local labour employed 60% R 140 million R210 186 006 (value) (60%) Achieved 73.89% 20.3.4 No of person days of 250 hours per 61775 hours/ 29, 618 man-hours completed skills development R 1 000 000.00 7720 person opportunities provided days
(250 hours per (61775 hours) R 1 000 000 per major
project) 4. To establish the foundations for long foundations 4. Tothe establish
180 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM Summary of Attendance Statistics Analysed by External and Internal Members 17 for the year ended 31 December 2020
Category of Membership And Overall Attendance Percentages
Name Of Governance Body External Internal Overall Members Members Attendance Attendance Attendance % % % Council 77% 92% 85% Executive Committee 92% 100% 96% Audit and Risk Management Committee 100% 100% 100% Facilities Planning, Infrastructure and Information Technology 78% 68% 73% Committee Finance Committee 95% 100% 98% Human Resources Committee 75% 90% 82% Remuneration Committee 84% N/A 84% Senate 75% 91% 83% Institutional Forum 100% 60% 80%
Total: Council, Committees of Council, Senate and IF 86% 88% 87%
Details of the attendance statistics, analysed for individual members present and University officers in attendance at meetings held in 2020, are contained in separate tables for each of the above governance bodies on the pages following this summary.
17 For the purposes of the following analyses of attendance at meetings of Council, Committees of Council, Senate and the Institutional Forum, only members (not University officials in attendance) have been included in the category of Internal Members. 181 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM (continued) Attendance at Meetings of Council for the year ended 31 December 2020
Council Dates of Meetings of Council %
2020
Name Position
2020 2020
Overall
21October
Attendance
31 July 11December External Members: Mokgoro, J Y Judge Chairperson 100% Glennie, J A Ms Deputy Chairperson 100% Akharwaray, G H Mr Member Apology 67% Bloom, T M Mr Member Apology 67% Botha, G Ms 18 Member Apology 67% Clarkson, R H Mr Member 100% Kimmie, A L Mr Member 100% Madonsela, A N Mr Member 100% Marais-Martin, M A Ms Member Apology 67% Molusi, A C G Mr Member Apology Apology 33% Mutyorauta, J J Mr Member Apology 67% Ndzilili, H M Mr Member 100% Phatshoane, M V Judge Member 100% Internal Members: Crouch, A M Prof 19 Member 100% Baxen, M J Prof 20 Member 100% Gelebe A C Prof 21 Member Apology 67% Mataga, J Dr 22 Member Apology 67% Students’ Representative Council Members: Makutu, N Ms 23 Member * 100% Mokwene, O T Mr 24 Member * * 100% Senokwane, O D Mr Member * * 100% Takane, T Mr 25 Member * 100% In attendance: Marais, A Ms 26 Chief Financial Officer and 100% acting Chief Operating Officer Naidoo, R Mr University Registrar 100% Olander, O Mr 27 Chief Operating Officer * * 100% Overall Attendance Percentage: 86% 86% 86% 86%
Present * Not a member at the time of the meeting in question
18 Botha, G Ms – Appointed to Council: 27 November 2019 19 Crouch, A M Prof – Appointed: 2 December 2019, Commencement of Term: 1 April 2020 20 Baxen, M J Prof – Acting Vice-Chancellor and Principal from 1 January 2020 – 31 March 2020 21 Gelebe, A C Prof – Re-appointed to Council: 31 July 2020 22 Mataga, J Prof – Re-appointed to Council: 31 July 2020 23 Makutu, N Ms – SRC Term: 1 July 2020 – 31 October 2020 24 Mokwene, O T Mr – SRC Term: 1 Nov 2020 – 31 October 2021 25 Takane, T Mr – SRC Term: 1 November 2019 – 31 October 2020 26 Marais, A Ms – Acting Chief Operating Officer from 1 October 2020 27 Olander, R J – Retired: 1 October 2020 182 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM (continued)
Attendance at Meetings of Committees of Council for the year ended 31 December 2020
Executive Committee (EXCO) Dates of Meetings %
Name Position 1
2020 2020 2020 2020
22 July Overall
17March
8October
December Attendance
External Members: Mokgoro, J Y Judge Chairperson Apology 75% Glennie, J A Ms 28 Deputy Chairperson 100% Akharwaray, G H Mr Member 100% Clarkson, R H Mr Member 100% Kimmie, A L Mr Member 100% Phatshoane, M V Judge Member Apology 75% Internal Members: Crouch, A M Prof 29 Member * 100% Baxen, M J Prof 30 Member 100% In attendance: Marais, A Ms 31 Chief Financial Officer 100% Naidoo, R Mr University Registrar 100% Olander, R J Mr 32 Chief Operating Officer * * 100%
Overall Attendance Percentage 80% 100% 100% 100% 95%
Present * Not a member at the time of the meeting in question
28 Glennie, J Ms – Acting Chairperson on 17 March 2020 29 Crouch, A M Prof – Appointed: 2 December 2019, Commencement of Term: 1 April 2020 30 Baxen, M J Prof – Acting Vice-Chancellor and Principal from 1 January 2020 – 31 March 2020 31 Marais, A Ms – Acting Chief Operating Officer from 1 October 2020 32 Olander, R J – Retired: 1 October 2020 183 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM (continued)
Attendance at Meetings of Committees of Council for the year ended 31 December 2020 (continued)
Audit and Risk Management Committee Dates of Meetings %
(ARMC)
Name Position
23 23
2020 2020 2020 2020 2020
Overall
26 June
(Special
Meeting)
17March
6October
November
30January Attendance
External Members: Kimmie, A L Mr Chairperson 100% Glennie, J A Ms Deputy Chairperson 100% Marais-Martin, M A Member 100% Ms External Experts (not on Council): Albertyn, D L Mr Member 100% Van Tonder, J T Mr Member 100% In attendance: Crouch, A M Prof 33 Vice-Chancellor and * * 100% Principal Baxen, M J Prof 34 Acting Vice-Chancellor * * * 100% and Principal Marais, A Ms 35 Chief Financial Officer 100% and acting Chief Financial Officer Naidoo, R Mr University Registrar Apology 80% Ndou, G Mr Director: Internal Audit 100% Olander, R J Mr 36 Chief Operating Officer Apology * * 67%
Overall Attendance Percentage 80% 100% 100% 100% 100% 96%
Present * Not a member at the time of the meeting in question
33 Crouch, A M Prof – Appointed: 2 December 2019, Commencement of Term: 1 April 2020 34 Baxen, M J Prof – Acting Vice-Chancellor and Principal from 1 January 2020 – 31 March 2020 35 Marais, A Ms – Acting Chief Operating Officer from 1 October 2020 36 Olander, R J – Retired: 1 October 2020 184 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM (continued)
Attendance at Meetings of Committees of Council for the year ended 31 December 2020 (continued)
Facilities Planning, Infrastructure and Information Dates of Meetings %
Technology Committee (FPIITC)
25 25
Name Position 20
2020 2020 2020
Overall
February
1October
November Attendance
External Members: Akharwaray, G H Mr Chairperson 100% Bloom, T M Mr Member Apology Apology 33% Ndzilili, H M Mr Deputy Chairperson 100% Internal Members: Crouch, A M 37 Member * 100% Baxen, M J Prof 38 Member (acting Vice-Chancellor Apology * * 0% and Principal) Olander, R J Mr 39 Member * * 100% In attendance: Baxen, M J Prof DVC: Academic * Apology Apology 0% Marais, A Ms 40 Chief Financial Officer and acting Apology 67% Chief Operating Officer Naidoo, R Mr University Registrar Apology 67% Paddon, C Ms Director: Physical Planning and 100% Infrastructure Dingindlela, T Mr Director: Facilities & Services 100%
Overall Attendance Percentage 67% 78% 78% 74%
Present * Not a member at the time of the meeting in question
37 Crouch, A M Prof – Appointed: 2 December 2019, Commencement of Term: 1 April 2020 38 Baxen, M J Prof – Acting Vice-Chancellor and Principal from 1 January 2020 – 31 March 2020 39 Olander, R J – Retired: 1 October 2020 40 Marais, A Ms – Acting Chief Operating Officer from 1 October 2020
185 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM (continued)
Attendance at Meetings of Committees of Council for the year ended 31 December 2020 (continued)
Finance Committee (FINCO) Dates of Meetings %
Name Position
22 22 30
2020 2020 2020 2020
Overall
19 June
5March
November
September Attendance
External Members: Clarkson, R H Mr Chairperson 100% Akharwaray, G H Mr Deputy Chairperson 100% Madonsela, A N Mr Member 100% External Expert Members (not on Council): Maritz, H R Mr Member Apology 75% Wainstein B M Mr Member 100% Internal Members: Crouch, A M Prof 41 Member * 100% Baxen, M J Prof 42 Member (acting Vice-Chancellor * * * 100% and Principal) Marais, A Ms 43 Member (and acting Chief 100% Operating Officer) In Attendance: Naidoo, R Mr University Registrar Apology 75% Olander, R J Mr 44 Chief Operating Officer * 100%
Overall Attendance Percentage 78% 100% 100% 100% 95%
Present * Not a member at the time of the meeting in question
41 Crouch, A M Prof – Appointed: 2 December 2019, Commencement of Term: 1 April 2020 42 Baxen, M J Prof – Acting Vice-Chancellor and Principal from 1 January 2020 – 31 March 2020 43 Marais, A Ms – Acting Chief Operating Officer from 1 October 2020 44 Olander, R J – Retired: 1 October 2020 186 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM (continued)
Attendance at Meetings of Committees of Council for the year ended 31 December 2020 (continued)
Human Resources Committee (HRC) Dates of Meetings %
Name Position
2020 2020 2020
Overall
27October
Attendance
28 February
29May 2020 3September
External Members: Phatshoane, M V Judge Chairperson 100% Madonsela, A N Mr Deputy Chairperson 100% Molusi, A C G Mr Member Apology Apology Apology 25% Mutyorauta, J J Mr Member Apology 75% Internal Members: Crouch, A M Prof 45 Member * 100% Baxen, M J Prof 46 Member (acting Vice- Apology 75% Chancellor and Principal) Gelebe, A C Prof Member Apology 75% Olander, R J Mr 47 Chief Operating Officer * 100% Marais, A Ms 48 Acting Chief Operating * * * 100% Officer In Attendance: Naidoo, R Mr University Registrar 100% Farmer, I B Mr Director: Human Resources 100%
Overall Attendance Percentage 89% 90% 80% 80% 85%
Present * Not a member at the time of the meeting in question
45 Crouch, A M Prof – Appointed: 2 December 2019, Commencement of Term: 1 April 2020 46 Baxen, M J Prof – Acting Vice-Chancellor and Principal from 1 January 2020 – 31 March 2020 47 Olander, R J – Retired: 1 October 2020 48 Marais, A Ms – Acting Chief Operating Officer from 1 October 187 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM (continued)
Attendance at Meetings of Committees of Council for the year ended 31 December 2020 (continued)
Remuneration Committee (REMCO) Dates of Meetings %
Name Position
2020 2020
Overall
Attendance
12November 20November
External Members: Mokgoro, J Y Judge Chairperson Apology 50% Glennie, J A Ms 49 Deputy Chairperson 100% Phatshoane, M V Judge Member 100% In Attendance: Crouch, A M Prof 50 Vice-Chancellor and Principal 100% Marais, A Ms 51 Chief Operating Officer and acting 100% Chief Operating Officer
Overall Attendance Percentage 80% 100% 90%
Present * Not a member at the time of the meeting in question
49 Glennie, J A Ms – Acting Chairperson on 12 November 2020 50 Crouch, A M Prof – Appointed: 2 December 2019, Commencement of Term: 1 April 2020 51 Marais, A Ms – Acting Chief Operating Officer from 1 October 2020
188 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM (continued)
Attendance at Meetings of the Senate for the year ended 31 December 2020
Senate Dates of Meetings %
Name Position 2
16 16
2020 2020 2020
2020 2020
Overall
21April
10 June
(Special
Meeting)
December
September Attendance
External Member: Mutyorauta, J J Mr Member Apology 75% Internal Members: Crouch, A M Prof 52 Chairperson, Vice-Chancellor & 100% Principal Afrika, N Ms 53 Member 100% Baitshenyetsi, T Mr Member Apology 75% Baxen, M J Prof Member, DVC: Academic 100% Benneyworth, G Dr Member Apology 75% Buyamukama, J Dr Member Apology Apology Apology Apology 0% Chaukura, N Prof Member 100% Chinguno, C Dr 54 Member Apology 75% Chizwina, S Dr Member 100% Daries, G Dr Member 100% Felix, A Mr Member 100% Gelebe, A Prof Member 100% Haire, K Prof 55 Member Apology 75% Harebottle, D Dr Member 100% Joubert, P Prof Member 100% Kabir, H Prof Member 100% Khomojong, T Mr 56 Member 100% Mabugu, E Prof 57 Member 100% Maistry, K Ms 58 Member 100% Makutu, N Ms Member 100% Malape, M Mr 59 Member Absent * * * 0%
Present * Not a member at the time of the meeting in question
52 Crouch, A M Prof – Appointed: 2 December 2019, Commencement of Term: 1 April 2020 53 Afrika, N Ms – Acting Senior Manager: Student Affairs from 1 November 2019 – 30 June 2021 54 Chinguno, C Dr – Appointed to Senate: 22 May 2019 55 Haire, K Prof – Appointed to Senate: 11 September 2019 56 Khomojong, T Mr – SRC Term: 1 November 2020 – 31 October 2021. 57 Mabugu, E Prof – Appointed to Senate: 22 May 2019 58 Maistry, K Ms – Appointed to Senate: 11 September 2019 59 Malape, M Mr – Term: 1 November 2019 – 31 May 2020 189 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM (continued)
Attendance at Meetings of the Senate for the year ended 31 December 2020 (continued)
Senate Dates of Meetings %
Name Position 2
16 16
2020 2020 2020
2020 2020
Overall
21April
10 June
(Special
Meeting)
December
September Attendance
Internal Members (continued): Maringira, G Prof 60 Member 100% Masvosve, T Dr 61 Member 100% Mataga, J Prof Member 100% Mokwene, O Mr 62 Member 100% Moreeng, B Dr Member 100% Mosia, M Dr Member 100% Mothibi, D Dr Member 100% Msimanga, A Prof Member 100% Naidoo, R Mr Member, University Registrar 100% Ndlovu, L Mr Member 100% Obioha, O Dr Member 100% Oluwagbemi, O Prof Member 100% Rademeyer, C Dr Member Apology 75% Sefadi, J Dr Member 100% Sethunya, K Mr 63 Member 100% Sikwila, J Dr Member 100% Teise, V Prof Member 100%
Overall Attendance Percentage 90% 89% 97% 95% 93%
Present * Not a member at the time of the meeting in question
60 Maringira, G Prof – Appointed to Senate: 22 May 2019 61 Masvosve, T Dr – Appointed to Senate: 22 May 2019 62 Mokwene, O T Mr – SRC Term: 1 November 2020 – 31 October 2021 63 Sethunya, K Mr – Term: 1 November 2019 – 31 October 2020 190 SOL PLAATJE UNIVERSITY
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APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM (continued)
Attendance at Meetings of the Institutional Forum for the year ended 31 December 2020 (continued)
Institutional Forum (IF) Dates of Meetings %
Name Position
23 23 25
2020 2020 2020 2020
20May
Overall
11March
November
September Attendance External Member: Mutyorauta, J J Mr Member 100% Internal Members: Maistry, K Ms Chairperson 100% Mothibi, D Dr Deputy-Chairperson Apology Apology 50% Baxen, M J Prof DVC: Academic and acting Vice- Apology Apology 50% Chancellor and Principal Crouch, AM Prof 64 Vice-Chancellor and Principal * 100% Albertus, E Ms Member Apology Apology Apology 25% Chabalala, L Mr Member * * Apology 50% Hoorn, C Ms Member Apology 75% Kisten, M Mr Member Apology Apology Apology Apology 0% Makubalo, V Ms Member Apology 75% Makutu, M C Ms 65 Member Apology 75% Mmusi, L Ms Member Apology Apology Apology 25% Motsage, W J Ms Member Apology Apology Apology Apology 0% Onvlee, D Mr Member Apology 75% Paddon, C Ms Member 100% Sefadi, J Dr Member 100% In Attendance: Naidoo, R Mr University Registrar Apology 75%
Overall Attendance Percentage 60% 69% 59% 65% 63%
Present * Not a member at the time of the meeting in question
64 Crouch, A M Prof – Appointed: 2 December 2019, Commencement of Term: 1 April 2020 65 Makutu, M C Ms – Term: 1 November 2019 – 31 October 2020 191
APPENDIX 3: KEY RISKS
RISK NO RISK DESCRIP- ROOT CAUSE IMPACT INHERENT RESIDUAL MITIGATION PLAN TION RISK 66 RISK 67 SPU1 Disease outbreak Current COVID-19 outbreak - Organisational operations HIGH HIGH Continuous observation and complying with will be affected national lock- down regulations at different negatively. levels (alignment to the occupational health - Systems operations will and safety act). be affected. SPU2 Financial instability - Majority of the needy students are - Student debts may not be HIGH HIGH - Appointment of Institutional and uncertainties depending on NSFAS to finance recovered and this may Advancement Director - Focusing on the (Risk of the their studies result in financial fund raising (At the strategic planning institution not being - Reduction in overall funding pot exclusion and student meeting - there was discussion around financially available to the higher education drop-outs implementation of part time classes that sustainable in sector, linked to low economic - Pressure on the limited will help to raise funds) future) growth and changing government financial resources - In collaboration with DHET & priorities will reduce SPU funds - Reputational damage Universities South Africa, engage closely allocations - Prolonged projects that with NSFAS - Not meeting enrolment targets have financial - Expand other student bursary funding - Lack of good governance consequences due to from the Business sector, the SETAs & - Fraud and corruption delays in transfer of other sources - Project delays ownership - Action plan on meeting target enrolment - Draft student debt and credit control policy - Financial sustainability task team to be put in place
66 Inherent risk is defined as the likelihood that a risk may materialise, ignoring any controls that may be in place and the impact if the risk materialises. 67 Residual risk is defined as the current likelihood that a risk may materialise, given the controls that are in place and the impact if the risk materialises. 192
APPENDIX 3: KEY RISKS (continued) RISK RISK DESCRIP- ROOT CAUSE IMPACT INHERENT RESIDUAL MITIGATION PLAN NO TION RISK 68 RISK 69 SPU3 The current Residence and catering model not Financial instability which HIGH HIGH - Senior Management Team will establish residence model is optimised may affect going concern a task team to look at alternative ways costly in the long- (strategy) of creating a sustainable term. residence model. The challenge is cross subsidy of residence with tuition fees and this need to be careful managed with all concerned stakeholders. - Meal management system or electronic system where student book their meal was implemented from 14 April.
SPU4 Risk of disruption - Disease outbreak - Organisational operations HIGH MEDIUM - Implementation and monitoring of the to the operation - Protests will be affected evacuation plan and academic - Natural events/disaster negatively. - Approval of security plan (Security plan calendar - Water shortage - Systems operations will will be removed from the mitigation plan - Electricity failure be affected in the next quarter because the plan has - (Community/Staff/Stu-dents - fees been approved. and residence challenges) - Mitigation plan will be updated with - Administrative System failure implementation and monitoring) - Lack of business continuity plan - Regular backups on the cloud (including disaster recovery plan) - Development of the business continuity - Fraud and corruption plan - Quarterly meetings by the governance structures
SPU5 Reputational Any damage to the reputation of such Reputational damage to the HIGH MEDIUM Develop agile media and communication damage caused by a young institution, resulting from University response capability to counter narratives internal or external governance, management or academic that may be damaging. The communication factors failures will be disastrous for its ability office is in place. to attract students and staff, donors, and continued strong community support.
68 Inherent risk is defined as the likelihood that a risk may materialise, ignoring any controls that may be in place and the impact if the risk materialises. 69 Residual risk is defined as the current likelihood that a risk may materialise, given the controls that are in place and the impact if the risk materialises. 193
APPENDIX 3: KEY RISKS (continued)
RISK NO RISK DESCRIP- ROOT CAUSE IMPACT INHERENT RESIDUAL MITIGATION PLAN TION RISK RISK SPU6 External factors Delays caused by quality assurance Late accreditation of HIGH MEDIUM 1. Continuous timely submission of influencing bodies academic programmes by programmes for accreditation accreditation of the statutory bodies will 2. Recruitment strategy for specific disciplines academic adversely impact the ability linked to research niches. programme. to rollout the planned academic programme of SPU
SPU7 Attraction of senior - Competitive higher education 1. Delays in senior rising the HIGH MEDIUM Continuous benchmarking to offer academic staff environment academic profile resulting in attractive/competitive employment - The post graduate programs which disgruntlement conditions. require senior academic staff are not yet established. - The research division which requires senior academics is still at the foundational phase.
SPU8 Retention of senior - Competitive higher education Delays in senior rising the MEDIUM MEDIUM - Increase in offering of postgraduate academic staff environment academic profile resulting in programmes - The post graduate programs which disgruntlement and senior - Development of incentivisation policy require senior academic staff are staff leaving SPU not yet established. - The research division which requires senior academics is still at the foundational phase. SPU9 Delays in building - Issuing packages orders (Timeous - Lack of accommodation MEDIUM MEDIUM - Appropriate end user consultation construction signing of package orders) Scope at the correct time - Timeous signing by delegated authority programme changes require - Unable to occupy the SMT approval building at the required time
194 SOL PLAATJE UNIVERSITY
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APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF
(Note: Names indicated in bold letters are SPU staff or affiliated staff)
JOURNAL ARTICLES
School of Economic & Management Sciences (EMS)
Meniago, C. and Lartey, E.K.K. (2020). Does FDI Affect Productivity and Growth in Sub- Saharan Africa? Journal of African Business | Vol 22, No 2 | ISSN: 1522-8916. DOI: https://doi.org/10.1080/15228916.2020.174501
Joubert, P.A. and Ndjama, J.D.N. (2020). Organisational Identification among Academics in a Higher Education Institution in South Africa: Effects of Age, Work Experience and Job Grade Levels. International Journal of Social Sciences and Humanity Studies | Vol 12, No 2 | e-ISSN: 1309-8063
Obioha, O.O. (2020). The Powers of Lesotho Monarchy and the Constitutional Instruments: The Chicken and Egg Question. Journal of Nation-building & Policy Studies (JoNPS) | Vol 3, No 1 | ISSN: 2516-3124. DOI: https://doi.org/10.31920/2516- 3132/2020/v1n1a10
Omoruyi, O.O and Nwele, U.K. (2020) Logistics Technology Compatibility Issues and Integration Challenges Among Smes In Vanderbijlpark. International Journal of Business and Management Studies | Vol 12, No 2 | eISSN: 1309-8047 https://doi.org/1.1016/j.technovation.2020.102121
Omoruyi, O.O and Nwele, U.K. (2020). Factors Influencing Buyer-Supplier Commitment and Competitive Performance Among Small and Medium Enterprises in Southern Gauteng. International Journal of Business and Management Studies | Vol 12, No 2 | eISSN: 1309-8047
School of Education (EDU)
Mpisi, T. , Groenewald, E. and Barnett, E. (2020). Experiencing 'otherness': Teacher Educators Journey with First Year Pre- service Teachers. Issues in Educational Research | Vol 30, No 2 | eISSN: 1837-6290. doi/abs/10.3316/informit.266246544934872
Fru, R.N. and Wassermann, J. (2020). Constructions of Identity in Cameroonian Textbooks in Relation to the Reunification of Cameroon. Journal of Educational Media, Memory and Society | Vol 12, No 2 | ISSN 2041-6938 DOI:10.3167/jemms.2020.120203
De Klerk, E.D. and Palmer, J.M. (2020). Exploring Transformative Social Justice Teaching: A South African Education Policy Perspective. Issues in Educational Research | Vol 30, No 3 | eISSN: 1837-6290
De Klerk, E.D. and Barnett, E.P (2020). Continuing the Debate on Teacher Autonomy: A Capabilities Perspective. Journal of Education. ISSN: 2520-9868. DOI: http://dx.doi.org/10.17159/2520-9868/i81a06
Barnett, E.P and Maarman, R. (2020). Principals’ views on the implementation of the no-fee policy through the lens of capability theory. South African Journal of Education. | Vol 40, No 3 | ISSN: 0256-0100 DOI: https://doi.org/10.15700/saje.v40n3a1673
Sibanda, L. (2020). Impact of linguistic complexity in English language texts on South Africa's primary school grade 3 to 4 transition. Issues in Educational Research | Vol 30, No 2 | ISSN: 1837-6290. DOI: doi/abs/10.3316/informit.266339709791163
Mapuya, M. (2020). First-Year Accounting Student Teachers’ Constructivist Learning Experiences, The Lecturer’s Role, and Implications for Curriculum Implementation. International Journal of Learning, Teaching and Educational Research. | Vol 19, No 12 | ISSN: 1694-2493 DOI: https://doi.org/10.26803/ijlter.20.1.6
Sibanda, J., Newlin, M., Harry, K. and Mbodila, M. (2020). Lecturers’ Perspectives on the Relevance of the University Curriculum to the Africanisation ideals post-apartheid: A Case of Rural South African Universities. Ponte: International Journal of Sciences and Research. | Vol 76, No 12 | ISSN: 0032-423X. DOI: https://doi.org/10.21506/j.ponte.2020.12.5
Sibanda, J. (2020). Citation Mania in Academic Theses Writing: A Case Study. Academic Journal of Interdisciplinary Studies. | Vol 9, No 4 | ISSN 2281-3993. DOI: https://doi.org/10.36941/ajis-2020-0077
Molise, H.V. (2020). Investigation into Challenges Affecting Learner Academic Performance in a Grade 10 Economics Class. Universal Journal of Educational Research. | Vol 8, No 12 |. ISSN: 2332-3213. DOI: https://doi.org/10.13189/ujer.2020.082502
Molise, H.V. (2020). Emergency Online Teaching in Economic and Management Sciences Necessitated by the COVID-19 Pandemic: The Need for Healthy Relations in a Rural Schooling Context . International Journal of Learning, Teaching and Educational Research. | Vol 19, No 6 |. ISSN: 1694-2493 DOI: https://doi.org/10.26803/ijlter.19.6.23
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APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF (continued) (Note: Names indicated in bold letters are SPU staff or affiliated staff)
JOURNAL ARTICLES (continued)
School of Education (EDU) (continued)
Molise, H.V. (2020). Exploring the Context Knowledge of Accounting Teachers in Rural Contexts: A Call for a Decoloniality Approach. International Journal of Learning, Teaching and Educational Research. | Vol 19, No 8 |. ISSN: 1694-2493 DOI: https://doi.org/10.26803/ijlter.19.8.24
School of Humanities (HUM)
Masiteng, I.N. (2020). A Bone to Pick: A Review of Human Remains in South African Museums and a History of Human Remains at The Ditsong National Museum of Cultural History. South African Museums Association Bulletin. | Vol 42 |. ISSN: 0258-2422. DOI: https://dx.doi.org/10.18820/24150509/SJCH45.v2
Masiteng, I.N. (2020). Exchanging Symbols: Monuments and Memorials in Post-Apartheid South Africa. A Nettleton and MA Fubah (ed). Southern Journal for Contemporary History. | Vol 45, No ISSN: 0-370 – 8314
Stander, M. (2020). The Relationship Between Language Learning Strategies and Language Proficiency Amongst Multilingual L2 Students. Scrutiny 2. | Vol 25, No 1 | ISSN: 1812-5441. DOI: 10.1080/18125441.2020.1809505
Benneyworth, G. (2020). Work or Starve: Dry Harts Forced Labour Camp, November 1901- December 1902. South African Archaelogical Bulletin. | Vol 75, No 213 | ISSN: 0038-1969.
Benneyworth, G. (2020). A Case Study of Four South African War (1899 - 1902) Black Concentration Camps. New Contree. ISSN: 0379-9867
Simelane, A.P. (2020). Understanding daily parenting stresses in caring for children with autism spectrum disorders. South African Journal of Child Health. | Vol 14, No 3 |. ISSN: 1994-3032. DOI: https://doi.org/10.7196/SAJCH.2020.V14i3.1596
Maringira, G. (2020). Guns and Gang Spaces in South Africa. Politeia. | Vol 39, No 1 |. ISSN: 0256-8845. DOI: https://doi.org/10.25159/2663-6689/6652
Maringira, G. (2020). Gangs: Spatialities and Socialities in South Africa. Politeia. | Vol 39, No 2 |. ISSN: 0256-8845 DOI: https://doi.org/10.25159/0256-8845/8336
Maringira, G. and Gikurume, S. (2020). Third World Thematics: Decolonising sociology: perspectives from two Zimbabwean universities. A TWQ Journal. | Vol 5, No 1 |. ISSN: 0143-6597. DOI: 10.1080/23802014.2020.1790993
Mataga, J. (2020). Managing Heritage in Africa. Heritage and Society. | Vol 12 |. ISSN: 2159-032X DOI: 1080/2159032X.2020.1805191
School of Natural and Applied Sciences (NAS)
Antwi, A., Kyei, K.A. and Gill, R.S. (2020). The Use of Mutual Information to Improve Value-at-Risk Forecasts for Exchange Rates. IEEE. | Vol 8 |. ISSN: 2169-3536 DOI: 10.1109/Access.2020.3027631
Antwi, A., Kyei, K.A. and Gill, R.S. (2020). Forecasting Long Term Exchange Rate Volatility with Stochastic Mean-Reverting Unconditional Volatility. Journal of Statistics and Management Systems. ISSN: 0972-0510 DOI: 10.1080/09720510.2020.1816690
Nkonkobe, S., Benyi, B., Corcino, R.B. and Corcino, C.B. (2020). A Combinatoral Analysis of Higher Order Generalised Geometric Polynomials: A generalisation of Barred Preferential Arrangements. Discrete Mathematics. | Vol 343, No 3 |. ISSN: 0012-365X. DOI: https://doi.org/10.1016/j.disc.2019.111729
Nkonkobe, S., Corcino, C.B., Corcino, R.B., Cekim, B. and Kargin, L. (2020). A Second Type of Higher Order Generalized Geometric Polynomials and Higher Order Generalized Euler Polynomials. Quaestiones Mathematicae. ISSN: 1607-3606. DOI: https://doi.org/10.2989/16073606.2020.1848937
Oluwagbemi, O.O., Oluwagbemi, F.E., Jatto, A. and Hui. (2020). MAVSCOT: A Fuzzy Logic- Based HIV Diagnostic System with Indigenous Multi- Lingual Interfaces for Rural Africa. PLOS ONE | Vol 15, NO 11|. ISSN: 1932-6203. DOI: https://doi.org/10.1371/journal.pone.0241864
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APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF (continued) (Note: Names indicated in bold letters are SPU staff or affiliated staff)
JOURNAL ARTICLES (continued)
School of Natural and Applied Sciences (NAS) (continued)
Oluwagbemi, O.O., Muatjetjeja, B., Asogbon, M.G., Samuel, O.W., Geng, Y., Ning, J., Chen, S., Ganesh, N., Feng, P and Li, G. (2020). Towards Resolving the Co-existing Impacts of Multiple Dynamic Factors on the Performance of EMG- Pattern Recognition Based Prostheses. Computer Methods and Programs in Biomedicine. | Vol 184 |. ISSN: 0169-2607 DOI: https://doi.org/10.1016/j.cmpb.2019.105278
Oluwagbemi, O.O., Misra A.S and Leon, M. (2020). MAFODKM: Mobile Application Framework for the Management of Omics Data and Knowledge Mining. Journal of Physics: Conference Series. | Vol 1566 |. ISSN: 1742-6588.
Mothibi, M. and Khalique, C. M. (2020) Lie Group Classification A Generalized Coupled (2+1) - Dimensional Hyperbolic System. Discrete and Continuous Dynamical Systems Series S | Vol 13, No 10 |. ISSN: 1531-3492 DOI: 10.3934/dcdss.2020219
Mothibi, M., Goitsemang, T., Muatjetjeja, B and Motsumi, T.G. (2020). Symmetry Analysis and Conservation Laws of a Further Modified 3D Zakharov-Kuznetsov Equation. Results in Physics. | Vol 19 |. ISSN: 2211-3797. DOI: https://doi.org/10.1016/j.rinp.2020.103401
Musvuugwa, T., De Beer, Z.W., Dreyer L.L., Duong, T. and Marincowitz, S. (2020). New ophiostomatoid fungi from wounds on storm-damaged trees in Afromontane forests of the Cape Floristic Region. Mycological Progress. | Vol 19, No 81 |. ISSN: 1617416X. DOI: https://doi.org/10.1007/s11557-019-01545-8
Musvuugwa, T. (2020). Bark beetle mycobiome: collaboratively defined research priorities on a widespread insect-fungus symbiosis. Symbiosis. | Vol 81, No 101 |. ISSN: 0334-5114. DOI: https://doi.org/10.1007/s13199-020-00686-9
Chaukura, N., Moyo, W., Motsa, M.M., Msagati, T.A., Mamba, B.B., Sebastiaan G.J., and Thabo T.I Nkambule. (2020). Monitoring the characteristics and removal of NOM in selected South African water treatment plants. Water Practice and Technology. | Vol 15, No 4 |. ISSN: 1751231X. DOI: 10.2166/wpt.2020.075
Chaukura, N., Gwenzi, W., Wenga, T. and Mtisi, M. (2020). Biochars as media for air pollution control systems: Contaminant removal, applications, and future research directions. Science of the Total Environment. | Vol 753 |. ISSN: 0048-9697 DOI: http://doi.org/10.1016/j.scitotenv.2020.142249-0048-9697
Chaukura, N., Moyo, W., Ingwani, T., Ndiweni, S.N., Gwenzi, W. and Nkambule, T.I. (2020). Comparative removal efficiencies of natural organic matter by conventional drinking water treatment plants in Zimbabwe and South Africa. Water Environment Research. ISSN: 1061-4303. DOI: 10.1002/wer.1459
Matabane, M.E. and Moloi, T.J. (2020). Reimagining the Sustainable and Social Justice Mathematics Classrooms in the Fourth Industrial Revolution. International Journal of Learning, Teaching and Educational Research. | Vol 19, No 12 |. ISSN: 1694-2493. DOI: https://doi.org/10.26803/ijlter.19.12.15
Sefadi, J.S. (2020). Effect of LDHs and Other Clays on Polymer Composite in Adsorptive Removal of Contaminants: A Review. Crystals | Vol 10 |. ISSN: 2073-4352. DOI: 10.3390/cryst10110957
Sefadi, J.S. (2020). Morphology, Thermal Stability, and Flammability Properties of Polymer-Layered Double Hydroxide (LDH) Nanocomposites: A Review. Crystals | Vol 10, No 7 |. eISSN: 2073-4352. DOI: 10.3390/cryst10070612
Sefadi, J.S. (2020). The effect of filler localization on the properties of biopolymer blends, recent advances: A review. Journal of Polymer Composites. | Vol 41, No 7 |. ISSN: 0272-8397.DOI: 10.1002/pc.25590
Sefadi, J.S. (2020). Electrospun Alginate Nanofibers Toward Various Applications: A Review. Materials. | Vol 13 |. eISSN: 1996-1944. DOI: 10.3390/ma13040934
Chibaya, C. (2020). Short-Term Wind Speed Forecasting Using Statistical and Machine Learning Methods. Algorithms. | Vol 13, No 6 |. ISSN: 1999-4893. DOI: 10.3390/a13060132
Centre for Teaching, Learning and Programme Development (CTLPD)
Agbedahin, A.V. and Agbedahin, K. (2020). Food Waste in University Spaces. Peace Review. | Vol 31, No 4 | ISSN: 1040- 2659 DOI: https://doi.org/10.1080/10402659.2019.1800944
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APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF (continued) (Note: Names indicated in bold letters are SPU staff or affiliated staff)
CONFERENCE PROCEEDINGS
School of Education (EDU)
De Klerk, E.D. (2020). Reinforcing Pre-Service Teachers’ Sense of Belonging Through Transformative Leadership Perspectives.The 13th International Conference on Educational Research (ICER)2020. Thailand. 11- 13 September 2020, ISBN: 978-616-438-513-9
De Klerk, E.D., Letlhole, L.G. and Palmer, J.M. (2020). Developing pre-service teachers’ leadership practices: A policy analysis. The 13th International Conference on Educational Research (ICER)2020. Thailand. 11- 13 September 2020, ISBN: 978-616-438-513-9
Barnett, E.P. (2020). Utilising Education Policy Directives to develop School Principals, Accountability. The 13th International Conference on Educational Research (ICER) 2020. Thailand. 11- 13 September 2020, ISBN: 978-616-438-513-9
School of Natural and Applied Sciences (NAS)
Mokeresete, M. and Esiefarienrhe, B.M. (2020). Botswana broadband policy and regulatory framework analysis: Issues and solution for improved. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, 978-1-7281-9521-9
Mokeresete, M. and Esiefarienrhe, B.M. (2020). Users' perspective on the assessment of Botswana Fibre Backbone Network Infrastructure. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, 978-1-7281-9521-9
Chibaya, C. (2020). Robotic Device Control Systems: A Comprehensive Survey of Inspiring Models. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, ISBN: 978-1-7281-9520-9
Chibaya, C. (2020). Handling BigInteger Computations in the Implementation of the RSA Mode. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, ISBN: 978-1-7281-9520-9
Chibaya, C. Jowa; V.J. and Rupere, T. (2020). A HES for Low-Speed Processors. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, ISBN: 978-1- 7281-9520-9
Chibaya, C. (2020). Generation of Virtual Reality Environments in which to Evaluate Swarm Adherence to Prescribed Control Rules. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, ISBN: 978-1-7281-9520-9
Chibaya, C. and Mukorera, B.T. (2020). Application of Bellman’s Equation in Ant-like Robotic Device Path Decisions. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, ISBN: 978-1-7281-9520-9
Chibaya, C. (2020). Dynamic vs Static Encryption Tables in DES Key Schedules. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, ISBN: 978-1- 7281-9520-9
Chibaya, C. (2020). Generation of Invertible High Order Matrix Keys for the Hill Cipher. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, ISBN: 978-1- 7281-9520-9
Chibaya, C., Mashonganyika, F. and Rupere, T. (2020). Real-time self-adaption of network security mechanisms for dependable distributed systems. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, ISBN: 978-1-7281-9520-9
Chibaya, C. and Tsedura, N.A. (2020). Effects of Runtime Generated S-Boxes to the DES Model. IEEE International Multidisciplinary Information Technology and Engineering Conference 2nd (IMITEC) 2020. South Africa. 25 – 27 November 2020, ISBN: 978-1-7281-9520-9
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APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF (continued) (Note: Names indicated in bold letters are SPU staff or affiliated staff)
BOOKS AND BOOK CHAPTERS
School of Education (EDU)
Ndofirepi, A. (2020). Rurality, Social Justice and Education in Sub-Saharan Africa Volume I: Theory and Practice in Schools. Rurality and Social Justice in Africa: Encoding Key Debates, e-ISBN 978-3-030-57215-0, Palgrave Macmilla
Ndofirepi, A. (2020). Rurality, Social Justice and Education in Sub-Saharan Africa Volume II: Theory and Practice in Higher Education. Rurality and social Justice in Multiple Contexts: Deliberations Revised , e-ISBN 978-3-030-57215-0, Palgrave Macmillan
Ndofirepi, A. (2020). Rurality, Social Justice and Education in Sub-Saharan Africa Volume II: Theory and Practice in Higher Education. Ukama Ethic in Knowledge Production: Theorising Collaborative Research and Partnership Practices in the African University, e-ISBN 978-3-030-57215-0, Palgrave Macmillan
Ndofirepi, A. (2020). Rurality, Social Justice and Education in Sub-Saharan Africa Volume II: Theory and Practice in Higher Education. Rurality in Higher Education in Zimbabwe: Access, Participation and, Achievement, e-ISBN 978-3-030-57215-0 Palgrave Macmillan
Teise, K.L.G., Reyneke R and Reyneke, M. (2020). Restorative Discipline – December. Social justice and discipline in South African education, 978-1-48513-526-5, Juta
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