Sol Plaatje University Annual Report 2019

SOL PLAATJE UNIVERSITY ANNUAL REPORT 2019

For the year ended 31 December 2019

CONTENTS

LIST OF DIAGRAMS AND FIGURES ...... iv LIST OF TABLES ...... v GLOSSARY OF TERMS, ABBREVIATIONS AND ACRONYMS ...... vi REGISTERED ADDRESS ...... ix

SECTION 1: GOVERNANCE ...... 1 1.1 INTRODUCTION ...... 3 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...... 29 1.7 REPORT OF THE INSTITUTIONAL FORUM ...... 31 1.8 REPORT ON TRANSFORMATION ...... 33

SECTION 2: OPERATIONS ...... 35 2.1 REPORT OF THE VICE-CHANCELLOR AND PRINCIPAL ...... 37 2.2 STUDENT APPLICATIONS, REGISTRATION AND ACADEMIC PERFORMANCE ...... 43 2.3 STAFF DEVELOPMENT AND STAFF PROFILE ...... 54 2.4 OPERATIONAL AND FINANCIAL SUSTAINABILITY ...... 59 2.5 PHYSICAL PLANNING AND INFRASTRUCTURE ...... 60 2.6 BROAD-BASED BLACK ECONOMIC EMPOWERMENT: STATUS REPORT ...... 69 2.7 FACILITIES AND SERVICES ...... 76

SECTION 3: FINANCE ...... 83 3.1 ANNUAL FINANCIAL REVIEW ...... 85 3.2 ANNUAL FINANCIAL STATEMENTS 2019 ...... 97

APPENDICES ...... 153 APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT ...... 155 APPENDIX 2: ATTENDANCE AT MEETINGS OF COUNCIL, COMMITTEES OF COUNCIL, SENATE AND THE INSTITUTIONAL FORUM ...... 166 APPENDIX 3: KEY RISKS ...... 178 APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF ...... 181

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LIST OF DIAGRAMS AND FIGURES

DIAGRAMS DIAGRAM 1.1: RISK PROFILE ...... 28 DIAGRAM 2.1: GROWTH IN STUDENT ENROLMENTS: 2014 – 2019 ...... 43 DIAGRAM 2.2: DEMOGRAPHIC PROFILE OF STUDENTS AS AT 31 DECEMBER 2019...... 45 DIAGRAM 2.3: DEMOGRAPHIC PROFILE OF STAFF AS AT 31 DECEMBER 2019 ...... 57 DIAGRAM 2.4: GROWTH IN FULL-TIME STAFF NUMBERS: 2014 – 2019 ...... 58 DIAGRAM 3.1: ASSETS: 31 DECEMBER 2019 ...... 88 DIAGRAM 3.2: FUNDS AND LIABILITIES: 31 DECEMBER 2019 ...... 89 DIAGRAM 3.3: INCOME FIVE YEARS: 2015 - 2019 ...... 90 DIAGRAM 3.4: EXPENDITURE FIVE YEARS: 2015 – 2019 ...... 91 DIAGRAM 3.5: SUMMARISED CASH FLOWS ...... 92

FIGURES FIGURE 1.1: GOVERNANCE AND OPERATIONS ...... 9 FIGURE 1.2: MANAGEMENT AND REPORTING STRUCTURES ...... 11 FIGURE 2.1: LUKA JANTJIE HOUSE (LJH) STAFF FACILITIES BUILDING (N001) 7 ...... 61 FIGURE 2.2: CITY WIDE DIRECTIONAL SIGNAGE (BX204) 8 ...... 62 FIGURE 2.3: THE 165-SEATER AUDITORIUM NAS ACADEMIC ADMINISTRATION BUILDING (C005) 9 ...... 63 FIGURE 2.4: COLLAGE OF THE NAS ACADEMIC ADMINISTRATION BUILDING (C005) ...... 64 FIGURE 2.5: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: BUILDING PROJECTS ...... 70 FIGURE 2.6: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: SITE INFRASTRUCTURE PROJECTS ...... 72 FIGURE 2.7: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: STUDENT HOUSING STRATEGY ...... 74

LIST OF TABLES

TABLES TABLE 1.1: STRATEGIC GOALS AND OBJECTIVES FOR 2019 ...... 8 TABLE 1.2: COMPOSITION OF COUNCIL 2019 ...... 12 TABLE 1.3: COMPOSITION OF THE EXECUTIVE COMMITTEE 2019 ...... 15 TABLE 1.4: COMPOSITION OF COMMITTEES OF COUNCIL 2019 ...... 16 TABLE 1.5: COMPOSITION OF SENATE AND THE INSTITUTIONAL FORUM 2019 ...... 17 TABLE 1.6: CONTRACT LOCAL PARTICIPATION TARGET ...... 24 TABLE 1.7: BROAD-BASED BLACK ECONOMIC EMPOWERMENT SPEND TARGET ...... 24 TABLE 1.8: CONTRACT LOCAL DIRECT EMPLOYMENT TARGET ...... 25 TABLE 1.9: INTERNAL AUDIT COVERAGE FOR 2019...... 27 TABLE 1.10: INHERENT AND RESIDUAL RISKS ASSESSED IN 2019 ...... 27 TABLE 2.1: STUDENT ENROLMENT PROFILE IN 2019 ...... 38 TABLE 2.2: HOME PROVINCE DISTRIBUTION OF UNDERGRADUATE STUDENTS IN 2019 ...... 38 TABLE 2.3: DEMOGRAPHIC PROFILE OF STUDENTS AS AT 31 DECEMBER 2019 ...... 44 TABLE 2.4: MAJOR SOURCES OF STUDENT FUNDING ...... 46 TABLE 2.5: ACADEMIC PERFORMANCE OF UNDERGRADUATE STUDENTS PER PROGRAMME ...... 47 TABLE 2.6: ACADEMIC PERFORMANCE OF POSTGRADUATE STUDENTS PER PROGRAMME ...... 47 TABLE 2.7: UNIVERSITY RESIDENCES PROFILE ...... 48 TABLE 2.8: PRIVATELY- CONTRACTED RESIDENCES PROFILE ...... 49 TABLE 2.9: ALIGNMENT OF SPU SPORT CODES WITH THE INSTITUTIONAL STRATEGY AND GOALS ...... 50 TABLE 2.10: STUDENT REPRESENTATION IN SPORTING CODES BY GENDER ...... 50 TABLE 2.11: SPORTING EVENTS PARTICIPATED IN AND NATIONAL TOURNAMENTS QUALIFIED FOR IN 2019 ...... 52 TABLE 2.12: DEMOGRAPHIC PROFILE OF STAFF AS AT 31 DECEMBER 2019 ...... 56 TABLE 2.13: B-BBEE STATUS OF CONTRACTOR AND SUPPLIER PROCUREMENTS IN 2019 ...... 76 TABLE 2.14: CONTRACT SKILLS DEVELOPMENT GOAL METHODOLOGIES ...... 77 TABLE 2.15: INCREASED CONTRACT SKILLS DEVELOPMENT GOAL METHODOLOGIES ...... 77 TABLE 3.1: MEASURES OF GROWTH IN THE FORMATIVE YEARS: 2013 – 2019 ...... 86 TABLE 3.2: RECURRENT OPERATIONS – SUMMARISED INCOME AND EXPENDITURE: 2015 – 2019 ...... 93

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) BA Bachelor of Arts 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 BProc Bachelor of Laws (South Africa) BSc Bachelor of Science BTech Bachelor of Technology CA Chartered Accountant CDT Construction Development Targets CDLEG Contract Direct Local Employment Goal 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 CLEG Contract Local Expenditure Goal 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 CPI Consumer Price Index CPUT Cape Peninsula University of Technology CSD Central Supply Database CSIP Construction Supplier/Sub-contractor Incubation Project CTA Certificate in the Theory of Accountancy CUT Central University of Technology DEDAT Department of Economic Development and Tourism DG Director General DDG Deputy Director General Designated funds Funds under the control of Council, designated or earmarked for specific purposes by Council

GLOSSARY OF TERMS, ABBREVIATIONS AND ACRONYMS (continued) DHET Department of Higher Education and Training DIC Diploma of Imperial College DIP (also Dip) Diploma DM District Municipality DVC Deputy Vice-Chancellor DUTT Digital University Task Team 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 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) FFE Furniture, Fittings and Equipment HEQC Higher Education Quality Committee HDE Higher Diploma in Education Hons Honours Degree 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) 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 MA Master of Arts MANCOSA Management College of Southern Africa MBA Master of Business Administration MEd Master of Education MPA Master of Public Administration MTEF Medium-Term Expenditure Framework MSc Master of Science NAS School of Natural and Applied Sciences NASCEE National Association of Social Change Entities in Education NCPG Northern Cape Provincial Government NCHRDC Northern Cape Human Resource Development Council NDip National Diploma NEC4 New Engineering Contract Version 4 nGAP New Generation of Academics Programme NSFAS National Student Financial Aid Scheme NWU North-West University OHS&E Occupational Health, Safety and Environment

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GLOSSARY OF TERMS, ABBREVIATIONS AND ACRONYMS (continued) 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 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 person RGA Registered Government Auditor SAIDE South African Institute for Distance Education SAIGA Southern African Institute of Government Auditors SARS South African Revenue Service SAQA South African Qualification Authority SEDA Small Enterprise Development Agency SEF Stakeholder Engagement Forum SEFA Small Enterprise Funding Agency SETA Sector Education and Training Authority SHSTLE Student Affairs Departments ran a Student Housing Short Term Lease Enquiry SIP Strategic Infrastructure Project SMME Small, Medium and Micro Enterprise SPU (also ‘the Sol Plaatje University University’) SRC Students’ Representative Council TABS Thermally Activated Building System TUT Tshwane University of Technology UBLS University of Botswana, Lesotho and Swaziland UCT University of Cape Town UCDP University Capacity Development Programme UFH University of Fort Hare UFS University of the Free State 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 UP University of Pretoria UPenn University of Pennsylvania (USA) USAf Universities South Africa USSA University Sport South Africa UT University of Toledo (USA)

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GLOSSARY OF TERMS, ABBREVIATIONS AND ACRONYMS (continued) 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 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

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

SECTION 1: GOVERNANCE

1.1 INTRODUCTION

019 saw Sol Plaatje University complete its sixth academic year since it was formally established in August 2013. In this relatively short period, the University has consolidated itself well as an important institution that 2 positively impacts on the intellectual, cultural and social life in the city of Kimberley. 2019 also saw two important markers in this maturing phase of the University: the introduction of the first postgraduate programmes and total student enrolments growing close to the 2 000 mark.

This report presents the institutional, academic and operational development and performance of our University over the year. The report covers four broad areas of the operation of the University, which are as follows:

• governance and institutional capacity development; • academic performance in enrolments, academic programme implementation and student development and performance; • development of infrastructure and facilities to support the growth of the University; and • financial management, performance and sustainability.

The Council of the University and all its Committees functioned well during 2019. Mr Ralph (Hollie) Clarkson was re- appointed as a Council-appointed external member, following his brief term as the Interim Chief Financial Officer at the University to assist in regularising its financial processes and controls. Mr Clarkson’s term in this interim capacity ended after the appointment of Ms Annalene Marais with effect from 1 December 2018 as the University’s first substantive Chief Financial Officer and a suitable handover period until February 2019. This proved to be a successful arrangement and the financial management functions of the University were substantially improved during 2019.

Council and the University were seized with the task of selecting and appointing the next Vice-Chancellor of the University to replace Prof Yunus Ballim, whose term of office was due to extend until 31 March 2020 but, by virtue of accrued sabbatical leave, effectively ended on 31 December 2019. The almost six-month long process culminated in Council, in December 2019, appointing Prof Andrew Martin Crouch as SPU's next Vice-Chancellor and Principal, to take up office on 1 April 2020, and Prof Jean Baxen (the Deputy Vice-Chancellor: Academic) serving as the acting Vice-Chancellor and Principal for the first three months of 2020. Council also addressed a related concern about the imminent retirement of the University Registrar as a senior executive member of SPU through a post-retirement appointment to the end of 2020.

Thanks to a focused approach to teaching and learning, students and staff managed to better the already good academic performance that has come to characterise SPU. Remarkably, on a cohort analysis basis, 62% of students completed their studies in minimum time in 2019. This sets a particularly high benchmark and all at SPU are keen to try to maintain this level of academic performance in the future.

During the year under review, the University completed the process of insourcing its catering function. This again caused an increase in the total staff complement, following on the insourcing of security and cleaning staff during 2018. By the end of 2019, SPU had 505 full-time staff members, of whom 133 were academics, 118 were administrative staff, and the balance (250) service staff.

A further important development in 2019 was that the University approved a new Strategic Plan and a new Academic Plan that will guide its operations for the period 2020 to 2024. Both these plans reflect and acknowledge the significant maturity that SPU has achieved in the first six years of its development and they set suitably ambitious goals for teaching, research and institutional performance over the next five years.

SPU will continue to consolidate as it matures to a university that can properly take its place alongside sister universities in the South African higher education system. Council and Management remain confident that the University is on track to respond positively to its challenges without losing sight of the need to provide good quality higher education to all our students.

1.2 REPORT BY THE CHAIRPERSON OF COUNCIL Judge Yvonne Mokgoro

ood governance and proper oversight continued to be strong focus areas in the development of Sol Plaatje University (SPU) during 2019. There G were minor changes to the Council membership during the year and we saw a sustained awareness by all members of the importance of governance oversight in growing and defending our young and emerging University. All Committees of Council functioned well in exercising their mandates and providing operational oversight and advice to Council. Members of Council continued to be honoured and excited by their contribution to this, the sixth academic year in the development of the University.

Fundamental to the quest to attain good corporate governance is the SPU Council’s commitment to lead the University ethically and effectively, in line with the first Principle enshrined in the King IV Code on Corporate Governance. In so doing, Council contributes positively to the achiemement of the following governance outcomes, also integral to King IV: ethical culture; good performance; effective control and legitimacy. This Annual Report bears testament to the success of the respective outcomes

Council members remained committed to the vision of the University as an institution of higher learning that strives to provide good quality education to its students and a stimulating workplace to its staff in a nurturing and caring environment. Council was also mindful of the long-term ambition of the University to:

• be recognised as a research-active institution with its academic staff consistently engaged in good quality and ethically responsible research, postgraduate supervision and scholarship; reach an enrolment target of approximately 8 000 students by 2030, with a large proportion of the students housed on-campus or in suitable and proximal private accommodation; • offer higher education qualifications up to the doctoral level in a modest range of academic disciplines, mainly located in the existing four academic Schools, with postgraduate students making up a maximum of 10% of the total student enrolment in any year.

Council also supported the idea of the University being a knowledge partner in collaboration with National and Provincial Government, the Sol Plaatje Municipality and with the private sector in the region for human development initiatives. In acknowledging its role as the highest governance structure at the University, Council sought to give expression to this vision and commitment through developing, supporting and defending an operational Sol Plaatje University that is properly governed, well managed and appropriately resourced.

2019 continued to see a reduction in the level and frequency of student protest action around issues of university fees, access to poor students and institutional transformation that had started in 2015. However, the University was affected by some student protest action related to private residence accommodation and the process of appointment

of the new Vice-Chancellor. While this resulted in a few days of interruption to normal academic activities, the issues were well-resolved. The lost teaching days were suitably recovered and the academic year was properly completed.

Thanks to a continued commitment to proper teaching and learning by staff and students at SPU, the 2019 saw a further improvement in the cohort graduation rate with an average of 62% of students graduating in minimum time. This is a remarkable achievement and Council is keen for our University to sustain this level of student academic performance. Nevertheless, Council is aware that sustaining this kind of performance in the face of growing class sizes will be difficult and will require the University and its students to redouble teaching and learning efforts to ensure that SPU retains its character of being a student learning-focused university.

Council was pleased with the brisk pace of infrastructure development and spending, thanks to the increased internal capacity for project management that was created during 2018. The provision of new academic buildings on the Central Campus and refurbishment of facilities on the South Campus will align well with the academic, sports and accommodation needs for 2020. Council was also grateful for the continued and positive support that SPU receives from the Sol Plaatje Municipality and the Provincial Government in the infrastructure and academic development of the University.

It was pleasing to note that the increased leadership and management capacity in the Finance Division at SPU has had a significant effect in improving the financial control systems and processes of the University. This has been thanks to the new Chief Financial Officer and her team, who also ensured that SPU submitted its audited annual financial statements for 2018 in good order and in good time.

Council noted the generally complimentary comments that emerged from the independent external review of the development and performance of SPU over the first five years of its operations. This review provided a useful platform for development of the Strategic Plan and the Academic Plan for the next five years in the growth of the University.

An important task that occupied the collective mind of Council during 2019 was the selection and appointment process for the next Vice-chancellor of SPU. Following an extensive process to select a suitable candidate, Council was able to appoint Proffessor Andrew Martin Crouch as the next Vice-Chancellor and Principal of SPU at a special meeting held by Council on 2 December 2019. Council looks forward to Professor Crouch’s leadership of SPU and wishes him the best of success with the great and exciting task that lies ahead of him.

______JUDGE YVONNE MOKGORO CHAIRPERSON OF COUNCIL

31 July 2020

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 2019 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 23 August 2013. This report presents the consolidation of activities during 2019 that are appropriate to the formation of our young and emerging University – the sixth academic year in the existence of SPU. The Annual Report also reflects on important performance matters at the University, notably:

• the academic performance and progression of our students; • growing 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. SPU 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 systems and processes are continuing to evolve and be consolidated. Governance structures and oversight were firmly in place in 2019 and the University operated with a Strategic Plan and an Annual Performance Plan that was approved by both Council and the DHET.

During 2019, the University operated under the governance oversight of a properly constituted and functional Council according to the Institutional Statute of SPU that had been approved by the then Minister of Higher Education and Training during the early part of 2017.

Within this early developmental and consolidation phase of SPU, a number of important strategic goals and objectives for the 2019 year were established. These are summarised in Table 1.1 overleaf. (Refer to Appendix 1 for more detailed information pertaining to the University’s strategic goals and an assessment of performance during the past year.)

TABLE 1.1: STRATEGIC GOALS AND OBJECTIVES FOR 2019

STRATEGIC GOALS 2019 OBJECTIVES 1. To establish the foundations of an 1.1. Curriculum design, programme development and delivery academic programme of teaching and 1.2. Ensure student-focused teaching and learning learning excellence, research 1.3. Develop academic quality assurance system development and community 1.4. Establish research thrusts engagement 1.5. Promote critically engaged scholarship

2. To fashion a SPU experience notable 2.1. Promote a culturally diverse and inclusive student body and for its vibrancy, critical enquiry, open faculty debate and scholarly excellence 2.2. Ensure effective student support and wellbeing 2.3. Provide a healthy, safe, secure and vibrant university environment integrated into the city 2.4. Develop a service focused administration

3. To advance the governance, 3.1. Develop human capital management and operating 3.2. Ensure financial sustainability capabilities of SPU towards 3.3. Provide access to infrastructure, facilities and information, outstanding scholarship Communication and Networking Technologies (ICTs) 3.4. Manage the reputation of the University

Council is satisfied that these goals and objectives were suitably met and has not had cause to raise a concern on any particular aspect of the performance and operations of the University during 2019.

______JUDGE YVONNE MOKGORO PROF ANDREW CROUCH CHAIRPERSON OF COUNCIL VICE-CHANCELLOR AND PRINCIPAL

31 July 2020

1.4 COUNCIL STATEMENT ON GOVERNANCE

The governance arrangements of the University are strictly regulated by the approved Institutional Statute and the Higher Education Act 101 of 1977. As the ultimate governing body within the University, Council 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).

1.4.1 Governance and Operations

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

1.4.1 Governance and Operations (continued)

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

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 following points should be noted regarding the functioning of the University’s governance structures during 2019:

• The SRC for 2019 was properly constituted after elections in the latter part of 2018. The SRC was well represented on Council and other institutional structures and participated fully in their deliberations. • The Institutional Forum was fully constituted in terms of the Institutional Statute in 2019 and functioned well during the year under review. • The membership of Council was augmented by the addition of Ms G. Botha as a Council appointee. Ms G. Botha is the Chief State Law Advisor in the Office of the Premier, Northern Cape.

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.

1 Principle 8 of the King IV Code of Corporate Governance 10

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

1.4.2 Composition and Meetings of Council

Table 1.2, 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.

1.4.2 Composition and Meetings of Council (continued)

TABLE 1.2: COMPOSITION OF COUNCIL 2019

POSITION, NAME AND QUALIFICATIONS OTHER APPOINTMENTS AND POSITIONS Vice-Chancellor and Principal:

Vice-Chancellor and Principal – Professor: School of Civil and Environmental Engineering, WITS Ballim, Yunus Prof Chairperson: ABB Education Trust BSc (Civil Eng) (WITS) Executive Member: USAf EXCO MSc (Eng) (WITS) Director: USAf Board of Directors PhD (WITS) Chairperson: USAf Transformation Strategy Group Trustee: Africana Library Trust Committee Member: Northern Cape Human Resource Development Council (NCHRDC) Member of Council: William Humphreys Art Gallery (WHAG) One Deputy Vice-Chancellor: Deputy Vice Chancellor: Academic – Baxen, Mary Jean Prof 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 Member: SchoolNet Board of Directors BSc (Hons) (WITS) Member: University of Pretoria School of Education Advisory Board MA (University of London) Founding Member: NASCEE (Education NGO Forum) Treasurer: National Association of Distance and Open Education Organisations of South Africa Former Member: UNISA Council, Council on Higher Education, Higher Education Quality Committee and Ministerial Committee on University Funding South Africa’s representative: Commonwealth of Learning’s Board of Governors

External Member – Head: Public and Corporate Affairs, Northern Cape, De Beers Consolidated Madonsela, Abel Nyanyana Mr Mines NDip in Public Relations and Business Communication (TUT) BTech in Public Relations and Business Communication (TUT) MBA (NWU)

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)

1.4.2 Composition and Meetings of Council (continued)

TABLE 1.2: COMPOSITION OF COUNCIL 2019 (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 – 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 BSc Hons (University of Venda) MSc (Rhodes University) PhD (Rhodes University)

Internal Member – Head of School: Humanities Mataga, Jesmael Prof 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 Moilwa, T Mr 2 (1 November 2018 – 31 October 2019) Studied BEd Life Sciences (SPU)

Internal Member – Treasurer, SRC Ngema, T Ms 1 (1 November 2018 – 31 October 2019) Studied BEd Snr. Phase & FET: Mathematics (SPU)

Internal Member – President, SRC Malape, M Mr 3 (1 November 2019 – 31 May 2020) Studying BEd Snr. Phase and FET (SPU)

Internal Member – Secretary General, SRC Takane, T Mr 4 (1 November 2019 – 31 October 2020) Studying BEd Snr. Phase and FET (SPU)

2 Term: 1 November 2018 – 31 October 2019 3 Term: 1 November 2019 – 31 May 2020 4 Term: 1 November 2019 – 31 October 2020 13

1.4.2 Composition and Meetings of Council (continued)

TABLE 1.2: COMPOSITION OF COUNCIL 2019 (continued)

POSITION, NAME AND QUALIFICATIONS OTHER APPOINTMENTS AND POSITIONS The President of the Convocation: Vacant 5 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 – 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 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)

5 Convocation to be composed in accordance with paragraph 48 of the Sol Plaatje University (SPU) Statute. 14

1.4.2 Composition and Meetings of Council (continued)

TABLE 1.2: COMPOSITION OF COUNCIL 2019 (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 – 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) Member and Board of Governors: Tiger Kloof Educational Institution 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)

1.4.3 Structure and Membership of the Executive Committee of Council (EXCO)

TABLE 1.3: COMPOSITION OF THE EXECUTIVE COMMITTEE 2019

NAME POSITION Mokgoro, J Y Judge Chairperson of Council, Executive Committee and Remuneration Committee Glennie, J A Ms Deputy Chairperson of Council Ballim, Y Prof Vice-Chancellor and Principal 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

1.4.4 Composition and Membership of Committees of Council

TABLE 1.4: COMPOSITION OF COMMITTEES OF COUNCIL 2019

COMMITTEE CHAIRPERSON(S) MEMBERS IN ATTENDANCE Audit and Risk Kimmie, A L Mr External members: Ballim, Y Prof (Vice-Chancellor and Principal) Management (Chairperson) Marais-Martin, M A Ms Clarkson, R H Mr (Interim Chief Financial Officer)6 Committee Internal members: Marais, A Ms (Chief Financial Officer) (ARMC) Glennie, J A Ms None Olander, R J Mr (Chief Operating Officer) (Deputy Chairperson) External expert members: Naidoo, R Mr (University Registrar) Albertyn, D L Mr Ndou, G Mr (Director: Internal Audit) 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 FitzGerald, P T Prof (Executive Director: Special Information Technology Internal members: Projects) Committee Ndzilili, H M Mr Ballim, Y Prof Clarkson, R H Mr6 (FPIITC) (Deputy Chairperson) Olander, R J Mr Marais, A Ms (Chief Financial Officer) Naidoo, R Mr (University Registrar) Paddon, C A Ms (Director: PPI) 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 Ballim, Y Prof (Deputy Chairperson) Marais, A Ms External expert members: Dames, B A Mr 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, ACG Mr Naidoo, R Mr (University Registrar) (HRC) Mutyorauta, JJ Mr Madonsela, A N Mr Internal members: (Deputy Chairperson) Ballim, Y Prof Baxen, M J Prof Gelebe, A C Prof Olander, R J Mr Remuneration Mokgoro, J Y Judge External members: Ballim, Y Prof (Vice-Chancellor and Principal) Committee (Chairperson) Phatshoane, M V Judge Clarkson, R H Mr (Interim Chief Financial Officer)6 (REMCO) Internal members: Marais, A Ms (Chief Financial Officer) Glennie, J A Ms None Olander, R J Mr (Chief Operating Officer) (Deputy Chairperson)

6 Attended meetings in ex-officio capacity as Interim CFO from 1 September 2018 to 30 November 2018 and as Executive Advisor to the CFO from 1 December 2018 to 31 March 2019. He was reinstated as a member of Council and as Chairperson of the FINCO from 1 April 2019. 16

1.4.5 Composition and Membership of the Senate and the Institutional Forum

TABLE 1.5: COMPOSITION OF SENATE AND THE INSTITUTIONAL FORUM 2019

COMMITTEE CHAIRPERSON(S) MEMBERS CAPACITY SENATE Ballim, Y Prof Baitshenyetsi, T Mr Head of Department: Natural and Applied Sciences: Computer (Chairperson) Science & IT Barnett, E Dr Head of Department: Education: Education Studies Baxen, M J Prof Benneyworth, G Dr Head of Department: Humanities: Heritage Studies (Deputy Chairperson) Buyamukama, J Dr Senior Lecturer: Economic and Management Sciences Chinguno, C Dr Senior Lecturer: Humanities Chizwina, S Dr Director: Library Services Felix, A Mr Head of Department: Education: Human Sciences Teaching Gelebe, A Prof Head of School: Natural and Applied Sciences Haire, K Prof Professor: Humanities Harebottle, D Dr Head of Department Natural and Applied Sciences: Biological & Agricultural Sciences Mabugu, E Prof Professor: Economic and Management Sciences Maepa, M Mr Senior Manager: Student Affairs Maistry, K Ms Chairperson of the Institutional Forum (IF) 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 Moilwa, T 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 Naidoo, R Mr University Registrar Ndlovu, L Mr Acting Head of School: Economic and Management Sciences Obioha, O Dr Head of Department: Management Sciences Radebe, J Mr Librarian Rademeyer, C Dr Head of Department: Humanities: Social Sciences Sefadi, J Dr Acting Head of Department: Natural and Applied Sciences: Physical and Earth Sciences Senye, I Mr Representative of the Student Representative Council Sethunya, K Mr Representative of the Student Representative Council Sikwila, J Dr Head of Department: Natural and Applied Sciences: Mathematical Sciences Teise, V Prof Head of Department: Humanities: Languages & Associate Professor Institutional Maistry, K Ms Albertus, E Ms Representative of the Union Forum (Chairperson) Ballim, Y Prof Representative of Executive Management (IF) Baxen, M J Prof Representative of Executive Management Mothibi, D Dr Greengrass, C Ms Representative of Female Staff (Deputy Chairperson) 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 Representative of the Student Representatives’ Council Malape, M Mr President of the Student Representatives’ Council Mmusi, L Ms Representative of the Union Moilwa, T Mr President of the Student Representatives’ Council Mokhele, S Mr Representative of Administrative Staff Mongale, K Mr Representative of the Union Motsage, W J Ms Representative of Female Staff Mwansa, G Dr Representative of Academic Staff Onvlee, D Mr Representative of Staff appointed by the VC Paddon, C Ms Representative of Administrative/Support Staff Sebe, K Mr Representative of the Student Representatives’ Council Sefadi, J Dr Representative of Senate Truyts, C Ms Representative of Academic Staff Van der Spuy, D Ms Representative of Administrative/Support Staff

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

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 MR A N MADONSELA MS M A MARAIS-MARTIN FPIITC HRC ARMC

MR A C G MOLUSI MR J J MUTYORAUTA MR H M NDZILILI HRC IF, HRC, SENATE FPIITC

INTERNAL MEMBERS OF COUNCIL

PROF Y BALLIM 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 MS T NGEMA MR M MALAPE MR T TAKANE MEMBERS OF EXECUTIVE MANAGEMENT IN ATTENDANCE AT COUNCIL

PROF P T FITZGERALD MS A MARAIS MR R J OLANDER MR R NAIDOO DIRECTOR: SPECIAL PROJECTS CHIEF FINANCIAL OFFICER CHIEF OPERATING OFFICER UNIVERSITY REGISTRAR EXTERNAL EXPERT MEMBERS OF COMMITTEES OF COUNCIL

MR B A DAMES MR B M WAINSTEIN MR H R MARITZ MR D L ALBERTYN MR J T VAN TONDER FINCO FINCO FINCO ARMC ARMC

1.4.6 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 84% achieved for 2019, which compares favourably with the prior year average attendance of 73%. Details of meeting attendances for Council, the various Committees of Council and the Institutional Forum are reflected in Appendix 2.

During 2019, Council considered and variously approved, confirmed or ratified, as applicable, the following important matters:

• The following appointments to Council or Council Committees: a) The appointment of Ms M A Marais-Martin as a member of the Audit and Risk Management Committee (ARMC); b) The re-appointment of Mr R H Clarkson as a member of Council and as Chairperson of the Finance Committee (FINCO); c) The appointment of Mr H R Maritz as an external expert member of the Finance Committee (FINCO); d) The appointment of Ms G Botha as a member of Council for a period of four years, with effect from 27 November 2019 • That the process of appointing the following external members to Council commences: a) President of the Convocation, once established; b) A member of the Local Municipality; c) Member of the District Municipality; as well as d) Three Council-appointed members • The final Progress Report on the 2018 Annual Performance Plan • The 2019 Operating Budget • The revised 2019 Annual Performance Plan • The 2018 Annual Report, inclusive of the 2018 Annual Financial Statements and Audit Report thereon • The appointment of Nexia SAB&T as the University’s external auditors for a period of three years • The 2019 Mid-year Report • The 2020 Annual Performance Plan • The 2020 Operating Budget • The Employment Equity Plan 2019-2024 • The Enrolment Plan 2020-2025 • The 5-Year Development Plan – MTEF (2018/2019 – 2022/2023) • The Academic Plan 2020-2024 (inclusive of the Research Plan) • The Strategic Plan 2020-2024

1.4.6 Significant Matters Considered by Council (continued)

• The Council Self-Assessment Governance Indicators Scorecard 7 • The following Policies: a) The (reviewed) Policy on Management of Assets; b) The (reviewed) Policy on Budgeting; c) The Policy on Employee Incapacity; d) The Policy on Media Relations; e) The Policy on Smoking; f) The Policy on Residences (on a trial basis for a period of one year); g) The Policy on Job Evaluations • The de-recognition of the following Policies and reclassification as Regulations instead: a) The Policy (now Regulations) on Cash Management; b) The Policy (now Regulations) on Cost Centre Management • The amended ARMC Charter to state that both the COO and the CFO be ex officio in attendance at ARMC meetings • The Terms of Reference for the Insourcing Advisory Committee (IAC) • That the current waste management contract be extended to the end of 2019; and that a tender process be entered into for a new waste management contract from 2020 • The Carnarvon Land Acquisition Proposal, subject to the grant of the land being at no cost to Sol Plaatje University (SPU) • A resolution that mandates/authorises the COO to sign the relevant documentation for the registration of transfer of the following four properties, obtained by way of donation from the different owners, into the name of the University: Erf 3009, Erf 879, Erf 2503 and Erf 2513 • That one Executive Member of the SPU NEHAWU Branch be allowed an hour per day for consultation with its members and any other Union business. • Council was opposed to the appointment of a full-time NEHAWU shop-steward, as this could not be warranted proportionate to the current number of SPU employees. Council, however, agreed that an increase in the amount of time allocated for NEHAWU shop-steward duties be considered, subject to the following conditions: a) That Management drafts a firm proposal for Council’s consideration (inclusive of proportionate time allocation and relevant costs); and b) That the Organisational Agreement between SPU and NEHAWU be finalised

7 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

1.4.6 Significant Matters Considered by Council (continued)

• The Hybrid Model for Catering Services, with effect from 1 July 2019, to be rolled out, as a pilot initiative and interim solution, as follows: a) The current arrangement for catering was to remain in place to the end of June 2019; b) Service providers were to be appointed as an interim solution up to 30 November 2019; c) That the current complement of catering staff be appointed as SPU employees with effect from 1 July 2019 – the conditions of employment to stipulate matters pertinent to the Hybrid model; and d) A tender process was to be entered into by SPU for the appointment of a catering management company, or companies, from 1 December 2019 for a framework period of three years • In principle, that the University goes out on a full tender to secure catering services for 2020, based on the hybrid model, but that the University reserves the right not to appoint a service provider, should the cost be deemed to be too high. • In principle, that the Chief Financial Officer (CFO) and the Chief Operating Officer (COO), jointly, proceed with negotiations with the Griqualand West Rugby Union to purchase the Rugby Stadium property, subject to the requisite due diligence exercise being carried out • The Succession Plan/Proposal in respect of Executive Management, as follows: a) That a post-retirement contract of one year be entered into with the current University Registrar, Mr R Naidoo, and that this position be advertised for recruitment in 2020 and Council’s approval by September 2020; b) That a three-month sabbatical leave period, from 1 January 2020 to 31 March 2020, be approved for the outgoing Vice-Chancellor and Principal, Prof Y Ballim, whose contract of employment with SPU officially ended on 31 March 2020; c) That the post of the Vice-Chancellor and Principal be advertised, in order to have the new incumbent in office by the beginning of the 2020 academic year; d) That SPU employs the services of an external service provider to assist with the recruitment process related to the post of the Vice-Chancellor and Principal; e) That due to the position of the Executive Director: Special Projects being linked to the term of the Vice- Chancellor and Principal, a motivation for a possible post-retirement contract be made at the appropriate time during the term of the new Vice-Chancellor and Principal, if required • The Selection Panel for the appointment of the Vice-Chancellor and Principal • On the basis of the views received from the Institutional Forum (IF), the recommendations by the Senate and the foregoing Selection Panel, as well as the outcome of a ballot of Council on 2 December 2019, all of which were in favour of the appointment of Prof A M Crouch as the next Vice-Chancellor and Principal of the University, Council approved his appointment and mandated the Chief Operating Officer (COO) to commence with negotiations in terms of the offer of employment, which culminated in Prof Crouch’s appointment with effect from 1 April 2020.

1.4.7 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 post year-end `must be 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. The country’s dire economic situation has been further exacerbated by the sovereign downgrade to sub-investment grade. Whilst there is no immediate concern around the going concern 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 the 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.”8

In this regard, several 2019 highlights are worthy of mention, as follows:

• The student enrolment profile in 2019 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. The proportion of students from the Kimberley city area reduced from 40% in 2018 to approximately 30% in 2019, but the proportion from the rest of the Northern Cape increased to 32% (previously, 26% in 2018).

8 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

1.4.7 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 (25% in 2019 and 23% in 2018). • During 2019, three honours-level programmes and a post-graduate Diploma in Public Management were introduced. The enrolment target of 50 students in these programmes was far exceeded, with just over 100 students enrolled in these new programmes for the 2019 year. • Furthermore, 58% of students enrolled in 2019 were women. This enrolment pattern points to the positive contribution by SPU to transformation, equity and the University’s stated intention to redress the damage caused by apartheid. • Student academic performance in 2019 showed an average course-pass rate of approximately 89% (i.e. on average, 89% of students registered for a study module, passed the module). This is above our target of 85%, which is very pleasing. This positive outcome is partially attributable to the Centre for Teaching, Learning and Programme Development, which was more fully operationalised during 2019. • 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%

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%

1.4.7 Council Statement on Sustainability (continued)

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 2019, 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. • SPU previously engaged Dr Michael Gering, a higher education operations specialist, to undertake a projection study on the financial sustainability of the University in relation to enrolment and institutional growth. The study is particularly concerned with the future timing for a transition from the current earmarked funding from the DHET to a full formula-based subsidy funding arrangement for the University.

This study was completed and a report was presented to Council during the year. The main stumbling block to achieving financial sustainability is the management of University-owned residences, which are currently running at significant recurrent losses due to the fact that fees may not be increased beyond the limits imposed by the DHET. Since the inception of the University, these deficits have been cross-subsidised by Council-controlled funds. The DHET, whilst fully appraised of the situation, has not provided any solutions or suggestions in this regard. This issue will remain a focal point in the University’s quest for financial sustainability for the foreseeable future, and the management of SPU will continue to engage relevant stakeholders accordingly.

• The increase in the limit of family income to qualify for State funding (NSFAS) for university studies has had a very favourable impact on SPU. Given that a significant proportion of SPU students qualified for NSFAS funding, the assurance of student fee income has much improved. Together with funding from other private and State sources, the University was able to obtain external bursaries to support approximately 85% of enrolled students who were considered as financially needy. SPU also continues to engage with the DHET about recovering historical debt of students who would have qualified for NSFAS funding in the past.

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.

1.5 REPORT ON INTERNAL CONTROL AND RISK MANAGEMENT Mr Latief Kimmie – Chairperson: Audit and Risk Management Committee

The University reports that its internal audit activities are performed by the Internal Audit Division. The Internal Audit Plan is risk-based, approved 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 monitors 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 also introduced 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. Based on the results of the formally documented review of the University’s system of internal financial controls, which was performed by the internal audit function, the control environment has improved significantly during the past year.

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 1.9 below illustrates the Internal Audit coverage for 2019.

TABLE 1.9: INTERNAL AUDIT COVERAGE FOR 2019

AREA AUDITED NUMBER OF REPORTS ISSUED Academic Schools 5 Facilities and ICT Department 4 Human Resources Department 5 Infrastructure Delivery 5 Finance Division 12 Other Audits 9 Total number of reports issued 40

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 1.10, 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 2019.

TABLE 1.10: INHERENT AND RESIDUAL RISKS ASSESSED IN 2019

RISK CATEGORIES INHERENT RISKS RESIDUAL RISKS INHERENT RISKS % RESIDUAL RISKS %

High-rated risks 40 10 24% 6% Medium-rated risks 116 55 69% 33% Low-rated risks 12 103 7% 61% Total 168 168 100% 100%

The University appointed a Risk Manager for the first time in 2019. The newly-appointed Risk Manager initiated an extensive bottom-up process whereby each School, department and division of the University identified its risks. This Risk Manager, however, left the employ of the University before this process had been completed properly, leaving the Internal Audit Division to carry the process forward.

DIAGRAM 1.1: RISK PROFILE

SPU - RISK PROFILE

High Rated Risks Medium Rated Risks Low Rated Risks

69% 61%

33% 24%

7% 6%

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.

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 that govern its statutory reporting obligations.

______MR LATIEF KIMMIE CHAIRPERSON: AUDIT AND RISK MANAGEMENT COMMITTEE

31 July 2020

1.6 SENATE REPORT Prof Yunus Ballim – Chairperson: Senate

The growing number of appointments of senior staff in academic and disciplinary leadership had the added benefit of strengthening Senate in its task of providing oversight to the academic activities of SPU during 2019. Senate functioned well during 2019 and actively engaged with the academic issues, particularly those related to the implementation of the new postgraduate programmes.

Senate continued to be concerned with the academic performance of students and possible implications of the new NSFAS rules which requires that book allowances be paid directly to students. Consequently, there has been a reduction in student purchases of new textbooks nationally. Senate was, however, satisfied that this appears not to have significantly impacted the quality of teaching and learning at SPU.

Senate also responded to the increasing research activity of academic staff and postgraduate students that has come to characterise the maturing of SPU in 2019. Senate gave thought to related matters such as research ethics, research funding – both internal and external – and the necessary systems and administrative arrangements for ensuring good quality of postgraduate research work at SPU.

The following are some of the important issues considered by Senate during 2019: • Senate welcomed Prof Audrey Msimanga as the new Head of the School of Education, and Dr Sabelo Chizwina as the first Director of Library Services at SPU • Senate again expressed its concern at the high cost of subscriptions to academic journals. This was considered as a serious risk to the continued positive growth of research outputs of academic staff and students. Senate noted the national initiative being led by Universities South Africa (USAf) and supported the drive to encourage greater use and availability of open access materials and platforms. To this end, Senate approved the establishment and development of the SPU institutional repository. Senate also requested that librarians be developed as broad discipline specialists who will then be able to better serve the library resource needs of academics • Senate approved a number of new qualifications that had been proposed by Schools. These proposals are in various stages of approval at the DHET, the CHE and SAQA, respectively. The following qualifications were fully approved for possible implementation in 2020: B.Sc Hons (Mathematical Sciences) B.Sc Hons (Computer Sciences) Adv Dip (Management Sciences) Higher Cert (Court Interpreting) Bachelor of Social Sciences Honours in Heritage Studies Bachelor of Social Sciences Honours (Anthropology, History, Sociology) • Senate received reports of external reviews of all Schools together with the responses from each School to the comments and recommendations of the reviewers. Senate will receive regular updates on the improvement plans presented by each School

• The Research Ethics Workgroup that was established by Senate as an interim structure, successfully hosted a Research Ethics Workshop. This was aimed at potential members of a Senate Research Ethics Committee, which was in the process of being formally established • Senate revised the Academic Exclusion Rules of the University to regularise the student appeal process and to ensure that students are able to continue their studies after a fixed period of academic exclusion or rustication • Senate approved the appointment of Dr Brian Willan as an Extraordinary Professor in the School of Humanities for a three-year period. Dr Willan is a world-renowned scholar on the life and times of Sol Plaatje and has done much development work with academics at SPU • Senate welcomed the appointment of Dr Moeketsi Mosia as the Director of the Centre for Teaching, Learning and Programme Development. Senate also noted that this Centre had hosted a number of very productive writing retreats as well as a successful Induction Programme for new staff • Senate approved the Terms of Reference for School Teaching and Learning Committees, as well as the Terms of Reference for School Library Committees • Senate signalled its approval of the Strategic Plan and the Academic Plan, respectively, and gave its comments, too, on the Sustainability Plan, for Council’s consideration • Senate gave approval to the first application for sabbatical leave at SPU. This leave was granted to Ms Tania Pretorius, one of the founding academic staff members at our University • Senate considered and gave its views on the recommendation of the Selection Committee for the appointment of the next Vice-Chancellor of SPU. • Senate was pleased to note the significant research and scholarship outputs by academic staff in all Schools. Senate also asked that all academic staff be aware of the problem of predatory journals and conferences and to avoid publishing in these.

A detailed list of the research outputs for University staff during 2019 can be found in Appendix 4 of this Report.

______PROF YUNUS BALLIM FORMER CHAIRPERSON: SENATE

31 July 2020

1.7 REPORT OF THE INSTITUTIONAL FORUM Ms Kashini Maistry – Chairperson: IF

Reconstituted Institutional Forum

The Institutional Forum was reconstituted in May 2019 and at the meeting held on 15 May 2019, Mr Rathnum Naidoo, the University Registrar, conducted the election

process for a new Chairperson and Deputy-Chairperson.

Ms Kashini Maistry was elected as the Chairperson and Dr Dimpho Mothibi was elected as the Deputy-Chairperson.

Since the majority of the members were new to their roles in the Institutional Forum, it was decided to provide training for them in this regard. Representatives from the Department of Higher Education and Training (DHET) were invited to provide training to the entire membership of the Institutional Forum.

Workshop and Training – New Agenda and Work Plan

The purpose of the workshop was to discuss how to strengthen Institutional Forums; the roles and responsibilities of the Institutional Forum; and the terms of reference of the Institutional Forum as set out in the Sol Plaatje University Statute. Following this workshop members of the Institutional Forum held a training session on 2 October 2019 and discussed how to take forward the work of the Institutional Forum. It was decided that the following standing items should comprise the Institutional Forum agenda going forward:

• Update on Higher Education Policy Matters presented by the Chairperson; • Report on matters from Council presented by the University Registrar; • Report on matters from Senate presented by the University Registrar; • Update on the Institutional Forum Work Plan presented by the Chairperson; • Report from Academic Staff; • Report from Administrative/Support Staff; • Report from Staff Associations; • Report from Female Staff Representatives; • Report from the Student Representatives’ Council (SRC), including students with disabilities.

It was further recommended that the foregoing reports should be concise and only cover salient points. They should also include information on matters about race, gender, language and disability as they relate to the specific constituency.

At the Institutional Forum meeting on 16 October 2019, the members discussed an Institutional Forum Work Plan.

The following projects were assigned to the SRC:

• Campaign to motivate students to capture their transformation experiences at SPU – through photographs and essay writing competitions; and • Support for pregnant students and student parents.

The meeting resolved that the Institutional Forum Work Plan would include the following projects:

• Gender-Based Violence Advocacy Campaigns; • To create and maintain a green campus; • Policy on Disability Support; • Conversational language classes for all staff; • Conduct an institutional culture survey; • External safety of staff and students.

Appointment of the Vice-Chancellor and Principal

Following the cancellation of the presentation of Professor Andrew Crouch, on 26 November 2019, due to the protest action undertaken by NEHAWU and the SRC, members of the Institutional Forum were invited to submit their comments via email to the Chair of the Forum, on the suitability of the candidate for the position based on his Curriculum Vitae, which was circulated to the members.

At a Special Meeting of the Forum, held on 2 December 2019, following the online presentation by Professor Crouch and a report by the Chief Operating Officer on the process regarding the selection of the candidate to date, members of the Institutional Forum undertook a secret vote on whether or not to appoint Professor Crouch as the next Vice- Chancellor and Principal of Sol Plaatje University.

The vote by the Institutional Forum was not unanimous, but, based on the majority of votes, the Chairperson of the Institutional Forum, was given the mandate to advise Council to appoint Professor Crouch as the next Vice- Chancellor and Principal of Sol Plaatje University.

______MS KASHINI MAISTRY CHAIRPERSON: INSTITUTIONAL FORUM

31 July 2020

1.8 REPORT ON TRANSFORMATION

In 2019, Council and executive management persisted with their view that, in its employment and academic activity patterns, SPU should respond in a positive and developmental manner to the skewed social development and wide- scale human hurt caused by apartheid. Council’s view of the imperatives for social transformation requires that SPU responds firmly to the marginalisation of members of its community based on socially constructed markers such as race, gender, class, sexuality, disability, belief or culture.

The undergraduate student enrolment profile in 2019 continued to be dominated by students drawn from poor communities based in rural or urban township areas and mainly from the African and Coloured population groups. As indicated in Section 2.2, White and Indian students made up 3.3% of the total undergraduate student population in 2019. This was a numerical growth but a proportional decline from the 4% reported in 2018. These two population groups make up 8% of the Northern Cape regional demography and SPU aims to work diligently to ensure that its student population more closely reflects the regional profile.

In the case of postgraduate students, White and Indian students made up 1.1% of enrolled students in 2019, However, the enrolment numbers are small and we intend to monitor this trend to ensure that African and Coloured students are not under-represented in our postgraduate programmes, particularly as a result of factors such as financial constraint.

Women made up 61% of the undergraduate and 52% of the postgraduate students enrolled students in 2019. As in previous years, the largest proportion of our students came from homes that speak either Setswana (51%), Afrikaans (22%) or English (13%) as their home language.

Section 2.3 of this Annual Report provides details of the staff profile at SPU during 2019. The staff complement grew from 399 full-time staff members in 2018 to 505 in December 2019. This significant growth was mainly due to the insourcing of catering staff during the year. Of this staff complement, 131 were academics. The figures also show that 70% of staff at SPU are African, 54% of all staff are women and 39% of academics are women. Importantly, 48% of academic staff hold doctoral degrees and a further 43% hold Master’s degrees.

Membership of the Institutional Forum was restructured in accordance with the provisions of the approved SPU Statute. A number of initiatives were implemented to orientate the new members of the Institutional Forum in the role, responsibilities and functions of the Forum in the broad transformation of the institutional culture of our University. These initiatives included active support from staff in the Higher Education Branch of the DHET.

Following on our engagement on issues of transformation in Higher Education with the Commission for Gender Equality (CGE), we submitted a written response to the concerns identified by the Commission. This response included the actions taken to address the concerns raised and the CGE was satisfied with our responses. A formal presentation and submission was made to the Gender Commission in November 2019 in its general review of higher education institutions, to report on progress and developments on gender equity and related matters at SPU.

SPU was complimented for its progress in improving gender representation in its operations and for minimising gender-based violence through advocacy and improved access control on campus.

SPU has committed to maintain an ongoing and collaborative relationship with the CGE in developing its transformation agenda and activities.

______JUDGE YVONNE MOKGORO PROF YUNUS BALLIM CHAIRPERSON OF COUNCIL FORMER VICE-CHANCELLOR AND PRINCIPAL9

31 July 2020

9 This report, together with a number of others within the Annual Report, is a statutory requirement and was prepared by Professor Yunus Ballim who, for the year ended 31 December 2019, was the incumbent University Vice-Chancellor and Principal. The date upon which the 2019 Annual Report was issued must, necessarily, coincide with the date when it was formally approved by the Council, namely 31 July 2020, hence the need to recognise the designation of the author at the end of the report as the now former Vice-Chancellor and Principal.

SECTION 2: OPERATIONS

2.1 REPORT OF THE VICE-CHANCELLOR AND PRINCIPAL10 Prof Yunus Ballim

uring 2019, SPU managed to maintain the brisk rate of growth of earlier years on its development path as a university. This sixth academic year in D the life of the University saw sustained growth in student numbers and institutional capacity. Most importantly, 2019 saw the introduction of the first postgraduate programmes in the suite of academic offerings at SPU. Including postgraduate students, enrolments grew by 26%, while the number of graduates grew by 46% over the 2018 figures. Executive management capacity was strengthened by the additional contribution of the first Chief Financial Officer (appointed in December 2018) and the increasing consolidation of the academic and organisational structures of the University.

Constrained budgets at the National Government and the Department of Higher Education and Training (DHET) levels meant that funding income to the University was again less than expected and, as in previous years, we were obliged to curtail our intended operational budget to better fit with available income. The availability and condition of private residences for students presented some challenges and, together with the new arrangements for disbursements of NSFAS funds to students, we were concerned about possible negative impacts on the academic performance of students. Thankfully, these impacts were mitigated and our staff and students managed to again achieve the high levels of academic performance that have come to characterise the early years in the life of SPU.

2.1.1 Student and Academic Programme Development

Table 2.1 shows an analysis of the headcount enrolments in 2019 compared with 2018. Headcount enrolments grew to 1 964 students, including 89 students registered in Honours degree or Graduate Diploma qualifications. This was slightly below our target undergraduate enrolment, mainly because of insufficient numbers of applicants with the necessary academic levels for admissions. As in previous years, we again processed a relatively large number of “walk-in” applicants, who had not applied before the scheduled closing date but nevertheless wished to be considered for admission to study programmes.

10 This report, together with a number of others within the Annual Report, is a statutory requirement and was prepared by Professor Yunus Ballim who, for the year ended 31 December 2019, was the incumbent University Vice-Chancellor and Principal. The date upon which the 2019 Annual Report was issued must, necessarily, coincide with the date when it was formally approved by the Council, namely 31 July 2020, hence the need to recognise the designation of the author at the end of the report as the now former Vice-Chancellor and Principal. 37

TABLE 2.1: STUDENT ENROLMENT PROFILE IN 2019

SCHOOL TOTAL ENROLMENTS Economic and Education Humanities Natural and Management Applied Sciences Sciences

2018 2019 2018 2019 2018 2019 2018 2019 2018 2019

New Students 80 66 328 337 136 119 186 170 730 692

Returning Students 102 129 467 668 100 161 161 225 830 1 183

Postgraduates 0 35 0 31 0 18 0 5 0 89

Totals 182 230 795 1 036 236 298 347 400 1 560 1 964

As expected, the geographical profile of our students showed a continued decrease in the proportion of students who live in Kimberley. Table 2.2 shows that, from around 40% during the first three academic years of SPU, the proportion of Kimberley-based students dropped to below 30% in 2019. This is an important trend because it points to the need for the provision of additional student accommodation in and around the University, and it also helps to guide our future student recruitment plans.

TABLE 2.2: HOME PROVINCE DISTRIBUTION OF UNDERGRADUATE STUDENTS IN 2019

PROVINCE % UG STUDENTS Eastern Cape 1.1% Free State 3.7% Gauteng 3.8% Kimberley 29.5% Kwazulu-Natal 2.2% Limpopo 1.3% Mpumalanga 0.4% North West 25.1% Rest of Northern Cape 31.9% Western Cape 1.1%

Table 2.2 shows further that 86.5% of undergraduate students at SPU in 2019 were drawn from the Northern Cape and the North-West Provinces (2018: 89%).

The increasing number and proportion of students from outside Kimberley continued to place pressure on the provision of suitable private accommodation within the city. The challenges with private accommodation providers that we experienced in 2018 were much reduced in 2019 and there was a clear sense of maturity on the part of providers in their ability to meet our expectations for student wellbeing and care in their facilities.

A particular concern, which arose nationally, was the evidence that, following the NSFAS decision to allocate book allowances directly to students’ personal accounts, students were buying fewer textbooks. Booksellers reported reductions in sales of more than 90% for NSFAS students at different universities in South Africa, when compared

with 2018 sales. The average reduction for SPU was in the range of 50%. However, we did not note any undue reductions in course-pass rates during the mid-year examinations.

Nevertheless, Heads of Schools and the SRC were asked to monitor the situation and to assess the alternative approaches that students may be using. Where information emerged that required our attention, we were able to respond positively in supporting the learning needs of our students.

NSFAS issues were largely settled and we appreciated the active and positive engagement that NSFAS adopted in its relationship with the University during 2019. The few instances of incorrect administrative processes, on the part of the University, NSFAS or the students, were generally suitably resolved.

SPU introduced one new undergraduate programme in 2019. This was the Advanced Diploma in Applications Development offered in the School of Natural and Applied Sciences. This is a one-year qualification that admits students from the diploma programme, who wish to advance their studies in the discipline.

In 2019, 313 undergraduate students completed their study programmes and graduated at the graduation ceremony in December. This was a 49% increase on the number of graduates in 2018 and represented a 16.4% graduation rate in proportion to enrolments – a significant achievement for a university with such high growth in annual first-year enrolments. We were particularly pleased by the increase in the number of students who graduated in minimum time, as a proportion of the cohort that had started the first-year of studies together. This is shown in Table 2.5 for the different undergraduate academic programmes that were offered in 2019. This table shows that, of the 313 undergraduates who graduated in 2019, 254 did so in minimum time, representing a particularly good average cohort graduation rate of 66.7%.

2019 saw the implementation of the first postgraduate programmes at SPU. The following accredited postgraduate programmes were introduced during the year: • BSc (Hons) in Data Science; • BA (Hons) in Sociology; • BEd (Hons) in Curriculum Studies; • PG Diploma in Public Management.

The BEd (Hons) and the PG Diploma in Public Management were offered in part-time mode, as these programmes are primarily aimed at the learning needs of working adults in the respective sectors.

External reviews of the academic programmes in all four Schools were completed during 2019. The reviews provided useful benchmark referencing for the structure and effectiveness of our programmes, and the Schools have responded positively to the recommendations of the reviewers through formal improvement plans that were approved by Senate. Importantly, the review of the School of Economic and Management Sciences indicated that the Bachelor of Commerce (BCom) programme at SPU was not suitably aligned with professional development needs of graduates, should they wish to pursue postgraduate studies leading to professional registration. The School accepted the proposal for a revision of the BCom curriculum to respond to this concern. The consequence, however, is that the envisaged changes are large enough to warrant a re-submission to the Council on Higher Education (CHE) for 39

accreditation. The Academic Planning Committee therefore recommended, and Senate approved, the plan that no first-year students be registered in the B Com programme for 2020, to allow the required changes to be effected with minimum impact on registered students.

All academic programmes proceeded smoothly during 2019 and the academic year was successfully completed in good time. The rising student enrolments and new academic programmes were well-managed and there is growing confidence that the academic activities of the University are consolidating in a positive manner.

2.1.2 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 research costs and conference attendances. The funds were also used to host teaching and research development workshops for academic staff. These initiatives have had a positive impact on the development of academic staff in their teaching and research capacity. The sustained focus on the primacy of good teaching and learning at SPU has produced excellent students’ learning development and performance in assessments. This view was generally shared by the external reviewers of our academic programmes.

We also saw a significant improvement in the levels of qualifications of academic staff in 2019. In February, there were 120 academic staff members at SPU, of whom 36% held doctoral degrees and a further 53% held Masters’ degrees. By November 2019, there were 133 academic staff members, of whom no less than 48% hold doctoral degrees and 43% have Masters’ degrees. This shift was largely driven by existing staff members with Masters’ degrees completing their doctoral studies during 2019. Academic staff members were also particularly successful in obtaining NRF research grants, and it is especially pleasing to report that 2019 saw the first SPU academic being successful in obtaining an NRF rating as a researcher.

The arrival of the first substantive CFO at SPU gave significant impetus to the capacity and operational effectiveness of our finance functions. The University’s financial operations, recording, reporting and control systems were better streamlined in 2019 and, after three successive years of lapses in meeting our statutory reporting deadlines, by up to two months, we managed to complete and submit our audited 2018 annual financial statements in good time.

Following on the insourcing of the security and cleaning functions in late 2018, SPU chose to insource the catering function, too. The necessary processes were set in place and the appropriate staff were transferred from the contracting companies to SPU in 2019. This process proceeded smoothly and the University established the necessary internal management and oversight capacity to ensure the operational effectiveness of these functions into the future.

2.1.4 Progress with Establishment of the SPU Knowledge Hub for Rural Development at Carnarvon

As one of the strategies to broaden the social and intellectual impact of the scientific activities associated with the establishment of the Square Kilometre Array (SKA) project in the Carnarvon area of the Northern Cape, SPU proposed to establish the Knowledge Hub for Rural Development (KHRD) in Carnarvon. The SPU proposal was well received by officials variously in the National Department of Tourism, the Department of Science and Technology, the political authorities in the Northern Cape Province and the Kareeberg Municipality.

A suitable land parcel of 24 hectares on a research farm in the area was allocated to SPU to establish the KHRD project. However, there was concern that the operations of the SKA could be negatively impacted by the electronic signals from such intense research and teaching activities as has been planned for the KHRD. In response, the Kareeberg Municipality made an alternative land parcel available to SPU, on the South-East side of the town, to establish the research and teaching facility. This land area is outside of the zone of electronic influence to the SKA.

While there is much development work yet to be done to establish the KHRD in Carnarvon, this is an exciting project that draws together the three core functions of the University: teaching, research and community engagement. The project will also require intensive fundraising to establish the necessary accommodation, teaching and research infrastructure, and to ensure sustainable operational arrangements.

2.1.5 Infrastructure Development

The focus of our infrastructure development activities was mainly on construction of the two new science-focused buildings on Central Campus. These buildings are expected to be fully operational during the first semester of 2021. The other major area of infrastructure development activity has been the refurbishment of the South Campus property and the construction of new sports facilities on this campus. These projects have progressed well, and the project management team have accelerated the progress, both of current construction work and also the planning stages for the next cycle of infrastructure development work.

We also developed a framework approach to guide our initiatives at developing local entrepreneurship by making use of the opportunities generated through our infrastructure development and our general operational procurement needs. This approach will more actively engage institutional partners who are dedicated to such development, a, for example, the Industrial Development Corporation and the Department of Small Business Development.

2.1.6 Development of the Next Five-Year Strategic Plan

In order to provide a reference point for developing the next SPU strategic plan, SPU commissioned Prof Ahmed Bawa (CEO of USAf) and Prof Peter Franks (retired, previously DVC: Academic at the University of Limpopo) to undertake a review of the performance of SPU against its first five-year strategic plan. The reviewers produced an insightful and useful report that helped frame our thinking in the process of developing the SPU Strategic Plan for the ensuing five-year period: 2021 to 2025. The reviewers were also complimentary about the progress that SPU had made up to the current date.

By the end of the year, the University was able to complete and approve an overarching Strategic Plan with supporting plans for financial sustainability, teaching and learning, and for research to guide SPU over the next five years.

Closure

My term of office as Vice-Chancellor and Principal of SPU effectively ended on 31 December 2019 and this is therefore my last contribution to the SPU Annual Report.

I take this opportunity to thank all the SPU students, staff and members of Council – present and past – for the privilege of working and learning with them, and for their commitment to the idea of a Sol Plaatje University in the Northern Cape that focused on the task of contributing to intellectual development at the level of “the best that can be thought and known”.

______PROF YUNUS BALLIM FORMER VICE-CHANCELLOR AND PRINCIPAL11

31 July 2020

11 This report, together with a number of others within the Annual Report, is a statutory requirement and was prepared by Professor Yunus Ballim who, for the year ended 31 December 2019, was the incumbent University Vice-Chancellor and Principal. The date when the 2019 Annual Report was issued must, necessarily, coincide with the date when it was formally approved by the Council, namely 31 July 2020, hence the need to recognise the designation of the author at the end of the report as the now former Vice-Chancellor and Principal.

2.2 STUDENT APPLICATIONS, REGISTRATION AND ACADEMIC PERFORMANCE

2.2.1 Size and Shape of Sol Plaatje University

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 – 2019

1 964 TOTAL STUDENTS  89

POSTGRADUATES  1 560 RETURNING UNDERGRADUATES 

NEW UNDERGRADUATES  1 183

830 1 039

696 560

309

329 730 692 107 479 387 222 124 2014/12/312015/12/312016/12/312017/12/312018/12/312 019/12/31

The combined headcount enrolment for undergraduate and postgraduate students in 2019 stood at 1 964, an increase of 26% on the 2018 enrolment.

2.2.2 Demographic Profile of Students

The demographic profile of students as at 31 December 2019, analysed variously by gender, ethnic group, home language and home province, is reflected in Table 2.3 and Diagram 2.2 overleaf.

TABLE 2.3: DEMOGRAPHIC PROFILE OF STUDENTS AS AT 31 DECEMBER 2019

ENTIRE STUDENT UNDERGRADUATE POSTGRADUATE COMPLEMENT: STUDENTS: STUDENTS: 1 9641 875 89

GENDER GENDER GENDER MALE FEMALE TOTAL % MALE FEMALE TOTAL % MALE FEMALE TOTAL %

TOTAL 776 1 188 1 964 733 1 142 1 875 43 46 89 % 40% 60%39% 61%48% 52%

ETHNIC GROUP ETHNIC GROUP ETHNIC GROUP AFRICAN 1 422 72,4%72,1%79,8% 1 351 71 COLOURED 479 24,4%24,6%19,1% 462 17 INDIAN/ASIAN 11 0,6%0,6%0,0% 11 0 WHITE 52 2,6%2,7%1,1% 51 1

HOME LANGUAGE HOME LANGUAGE HOME LANGUAGE AFRIKAANS 436 22,2%22,4%18,0% 420 16 AFRIKAANS/ENGLISH 10 0,5%0,5%1,1% 9 1 ENGLISH 251 12,8%12,8%12,4% 240 11 ISINDEBELE 2 0,1%0,1%0,0% 2 0 ISIXHOSA 106 5,4%5,3%6,7% 100 6 ISIZULU 64 3,3%3,3%3,4% 61 3 OTHER LANGUAGE 11 0,6%0,6%0,0% 11 0 SEPEDI 33 1,7%1,5%4,5% 29 4 SESOTHO 40 2,0%1,9%5,6% 35 5 SETSWANA 997 50,8%50,9%48,3% 954 43 SHONA 1 0,1%0,1%0,0% 1 0 SISWATI 1 0,1%0,1%0,0% 1 0 SIVENDA 9 0,5%0,5%0,0% 9 0 XITSONGA 3 0,2%0,2%0,0% 3 0

HOME PROVINCE HOME PROVINCE HOME PROVINCE EASTERN CAPE 21 1,1%1,1%1,1% 20 1 FREE STATE 71 3,6%3,7%2,2% 69 2 GAUTENG 73 3,7%3,8%2,2% 71 2 KWAZULU-NATAL 42 2,1%2,2%0,0% 42 0 LIMPOPO 26 1,3%1,3%1,1% 25 1 MPUMALANGA 7 0,4%0,4%0,0% 7 0 NORTH WEST 481 24,5%25,1%12,4% 470 11 NORTHERN CAPE 1 221 62,2%61,4%78,7% 1 151 70 WESTERN CAPE 22 1,1%1,1%2,2% 20 2

DIAGRAM 2.2: DEMOGRAPHIC PROFILE OF STUDENTS AS AT 31 DECEMBER 2019

ENTIRE STUDENT UNDERGRADUATE POSTGRADUATE COMPLEMENT: STUDENTS: STUDENTS:

GENDER GENDER GENDER

MALE  60% 61% 48% 52% FEMALE  40% 39%

ETHNIC GROUP ETHNIC GROUP ETHNIC GROUP

AFRICAN  24,4% 24,6% 19,1% COLOURED  0,0% INDIAN/ASIAN  72,4% 0,6% 72,1% 0,6% 79,8% 1,1% WHITE  2,6% 2,7%

HOME LANGUAGE HOME LANGUAGE HOME LANGUAGE AFRIKAANS  22,2% 22,4% 18,0% AFRIKAANS/ENGLISH  0,5% 0,5% 1,1% ENGLISH  12,8% 12,8% 12,4% ISINDEBELE  0,1% 0,1% 0,0% ISIXHOSA  5,4% 5,3% 6,7% ISIZULU  3,3% 3,3% 3,4% OTHER LANGUAGE  0,6% 0,6% 0,0% SEPEDI  1,7% 1,5% 4,5% SESOTHO  2,0% 1,9% 5,6% SETSWANA  50,8% 50,9% 48,3% SHONA  0,1% 0,1% 0,0% SISWATI  0,1% 0,1% 0,0% SIVENDA  0,5% 0,5% 0,0% XITSONGA  0,2% 0,2% 0,0%

HOME PROVINCE HOME PROVINCE HOME PROVINCE EASTERN CAPE  1,1% 1,1% 1,1% FREE STATE  3,6% 3,7% 2,2% GAUTENG  3,7% 3,8% 2,2% KWAZULU-NATAL  1,3% 2,2% 0,0% LIMPOPO  2,1% 1,3% 1,1% MPUMALANGA  0,4% 0,4% 0,0% NORTH WEST  24,5% 25,1% 12,4% NORTHERN CAPE  62,2% 61,4% 78,7% WESTERN CAPE  1,1% 1,1% 2,2%

2.2.3 Financial Support

Table 2.4 below shows the major sources of student funding for 2019.

TABLE 2.4: MAJOR SOURCES OF STUDENT FUNDING

FUNDER / SPONSOR NUMBER OF AMOUNT (Individual amounts above R500 000) STUDENTS R’000 National Student Financial Aid Scheme (NSFAS) 1 040 70 965 Funza Lushaka 218 19 506 Bank SETA 30 2 408 ETDP SETA 143 6 123 National Skills Fund 22 1 446 Northern Cape Premier’s Education Trust Fund (NCPETF) 10 536 W&R SETA 75 5 526 FoodBev SETA 8 506 Thebe Foundation 10 646 SIOC Community Development Trust 8 567 State Information Technology Agency (SITA) 28 2 325

TOTAL 30 2 400

The University acknowledges its appreciation to all sponsors of student funding for their generous support.

2.2.4 Academic Performance of Students per Programme

Tables 2.5 and 2.6 below provides an analysis of the general academic performance of students in 2019 in the various programmes offered.

TABLE 2.5: ACADEMIC PERFORMANCE OF UNDERGRADUATE STUDENTS PER PROGRAMME

% COHORT SIZE COHORT COHORT YEAR OF FIRST GRADUATION QUALIFICATION NAME AT FIRST GRADUATES IN GRADUATES IN REGISTRATION IN MINIMUM REGISTRATION 2019 MINIMUM TIME TIME Bachelor of Commerce 14 2017 9 7 67.3% Diploma in Retail Management 41 2017 34 30 73.2% Bachelor of Education 147 2016 142 132 89.8% Bachelor of Arts 52 2017 43 31 59.6% Higher Certificate in Heritage 36 2019 33 20 55.6% Studies Bachelor of Science 23 2017 12 6 25.0% Bachelor of Science in Data 11 2017 8 4 36.4% Science ICT Diploma in App 47 2017 26 18 38.3% Development Advanced Diploma in App 10 2019 6 6 60.0% Development

TOTAL 381 313 254 66.7%

TABLE 2.6: ACADEMIC PERFORMANCE OF POSTGRADUATE STUDENTS PER PROGRAMME

COHORT SIZE AT COHORT YEAR OF FIRST FIRST GRADUATES IN % GRADUATION QUALIFICATION NAME REGISTRATION REGISTRATION 2019 IN MINIMUM TIME

Bachelor of Social Sciences Honours 18 2019 4 22.2% Bachelor of Science Honours In Data 5 2019 2 40.0% Science

TOTAL 23 6 26.1%

2.2.5 Student Residences

Student Housing is essential for most students in Higher Education. Universities, however, are unable to provide accommodation for all their student population in need of residences.

Residences are viewed by SPU as more than just spaces for sleeping and eating – in our view, they are living communities where students can develop competencies in different aspects of their psychosocial and academic lives. Residence life can play a critical role in the overall wellbeing of students and contribute significantly towards student success and social responsibility. Studies have shown a strong relationship between the way in which students are accommodated and the quality of their learning.

The University has adopted an orientation towards residences as learning communities that is premised on an understanding that: (a) out-of-class social and cultural experiences of students, including residence life, can contribute towards student success, and (b) student placement in residences is structured and organised to take account of years and programmes of study in order to maximise different forms of academic support. 47

Sol Plaatje University (SPU) has a Campus Housing and Accommodation Committee (CAHAC) that makes recommendations to the Senior Management Team on strategic and operational aspects pertaining to student accommodation with the view to providing a good residential experience for all students, especially the undergraduate community. The purpose of the CAHAC is to consider and co-ordinate current and planned university accommodation and to ensure its alignment to the overall University development framework.

The terms of reference of the CAHAC are to consider, monitor and recommend in regard to each of the following: • Student Residence/Accommodation strategy, arrangements and procedures; • Development and planning of student residences and accommodation; • Liaison and cooperation between various University functions that impact on student residences and accommodation; • Challenges and issues relating to or arising from student residences and accommodation; • Any issues relating to staff accommodation.

Types of Accommodation

The Policy on Residences (2019) identified three types of residences, as follows: • University-owned residences; • Privately-contracted residences; and • Off-campus accommodation.

1) University-owned Residences

There are four residences in this category that are owned and managed by the University:

TABLE 2.7: UNIVERSITY RESIDENCES PROFILE

TOTAL NUMBER UNIVERSITY RESIDENCES OF STUDENTS Moroka Hall of Residence 609 Mhudi House 61 RaThaga House 114 Tauana 168

TOTAL 952

As noted in Table 2.7 above, 952 students, representing 48.4% of the total number of 1 964 of students in 2019 were accommodated in this category. Comparatively, in 2018, the 929 students residing in University residences represented 61% of the total number of registered students.

2) Privately-contracted Residences

These are residences where the University enters into a contract with the owner of the property and leases the property for a specified period of time, usually between one and three years. These residences are operated in the same way as University residences and are required to adhere to all the specifications and guidelines which apply to the University-owned residences. As shown in Table 2.8 below, 295 (or 15%) of the student population resided in privately-contracted residences.

TABLE 2.8: PRIVATELY- CONTRACTED RESIDENCES PROFILE

TOTAL NUMBER PRIVATELY-CONTRACTED RESIDENCES OF STUDENTS Artistia 115 Madeira 62 Tally 83 Vrede Kagisho 35

TOTAL 295

3) Off-campus Accommodation

In 2019, the smallest proportion (12.3%) of students resided in the third category, namely off-campus accommodation.

For this category of accommodation, the University acts as a facilitator of rental payments only. A contract is entered into between the landlord and the individual students. For funded students, the University pays the accommodation amount received by the funder directly to the landlord. Students residing in off-campus accommodation are mainly Kimberley students who cannot be accommodated in SPU residences, or postgraduate students. In 2019, there were 242 students residing in off-campus accommodation. This type of residence remains a constant feature in the accommodation offerings by the University.

2.2.6 Student Sport

In 2019, the University adopted SPU’s Strategic Framework 2020–2025. The University’s vision continues to commit SPU to becoming a university critically engaged in learning, research and development – while enhancing democratic practice and social justice in society. This is to be achieved in a number of ways, including sports-related initiatives.

SPU Sport, a division of Student Affairs, is a critical vehicle through which SPU ensures the overall wellbeing of students. It thus plays a catalytic and facilitative role in ensuring students have the opportunity to participate in activities that not only support their overall wellbeing but also their growth and development as well-rounded citizens.

This section of the report highlights how SPU Sport is already supporting these core strategic themes and how they are preparing to provide extra momentum to that effort in the years to come.

Strategic Objectives

TABLE 2.9: ALIGNMENT OF SPU SPORT CODES WITH THE INSTITUTIONAL STRATEGY AND GOALS

SPU INSTITUTIONAL SPU INSTITUTIONAL ALIGNMENT OF SPU SPORT OBJECTIVES STRATEGY GOALS

To establish the Facilitate student- • Increase participation in recreational sport. foundations for long- centred learning and • Increase the percentage of competitive sportsmen and term sustainability of support. sportswomen who achieve academic success. Sol Plaatje University. • Achieve a dominant position within focus sports at Tertiary, Regional and National level. • Deliver an excellent tertiary sports’ experience.

In 2019, SPU Sport coordinated no less than 17 active sporting codes, as outlined in Table 2.10 below.

TABLE 2.10: STUDENT REPRESENTATION IN SPORTING CODES BY GENDER

NUMBER OF STUDENTS SPORTING CODE FEMALE MALE 1 Aerobics 30 10 2 Athletics 3 16 3 Basketball 12 15 4 Cheerleading 15 8 5 Chess 13 18 6 Cricket 12 25 7 Dance 10 8 8 E-Sport 0 12 9 Football 26 45 10 Golf 12 10 11 Hockey 16 19 12 Karate 10 12 13 Netball 22 0 14 Rugby 15 45 15 Table tennis 6 10 16 Tennis 10 15 17 Volleyball 16 17 Total participants 228 285 Total number of students at SPU 1 188 776 Percentage of students participating in sport, analysed by 19.1% 36.7% gender

SPU Sporting Events in 2019

A number of sporting events took place in 2019 to showcase the University’s student talent, as articulated below:

• SPU Open Day

SPU Sport took the opportunity to reach out to prospective students at the annual University Open Day in 2019. The inclusion of team players and cheerleaders in the programme provided a drawcard and ensured a larger proportion of students participating in sport during the year than previously.

• Sport Participation in 2019 Orientation

SPU sporting codes played a major role in the orientation of first-year students. Many first-year students signed up to join various sports teams.

• International Day of University Sport

In 2019, SPU was nominated by University Sport South Africa (USSA) to host the International Day of University Sport. This took the form of a 5-kilometre night race. This event was open to the campus community (staff and students alike), as well as members of the greater community of Kimberley. In total, 520 individuals participated in the event. Due to its success, the plan going forward is that the night race will be a key feature on the annual SPU sporting calendar even if not associated with the International Day of University Sport.

Student Development and Participation

As reflected in Table 2.11 overleaf, SPU Sport hosted, and students participated in a number of events during the year. Participants in 14 of the 17 sporting codes also qualified to participate in the various National University Sport South Africa (USSA) tournaments held throughout 2019.

Student Development and Participation (continued)

TABLE 2.11: SPORTING EVENTS PARTICIPATED IN AND NATIONAL TOURNAMENTS QUALIFIED FOR IN 2019

QUALIFIED TO PARTICIPATE LOCAL TOURNAMENTS HOSTED OR SPORTING CODE IN NATIONAL USSA PARTICIPATED IN TOURNAMENT 1 Aerobics SPU Aerobics Marathon  Brits Aerobics Marathon 2 Athletics (Track and Field Diamante Track and Fields  and Cross Country) SPU Track and Fields 3 Basketball 4 Cheerleading Development Cheerleading Workshop (Johannesburg) 5 Chess Local Frances Baard Open  SPU Annual Open Umoja open 6 Cricket Northern Cape Promotion League  SPU Easter Tournament Frances Baard T 20 Tournament 7 Dance Intervarsity Dance Challenge with CUT  8 E-Sport  9 Football Royal Wizards Ladies Football Tournament Regional Women League Northern Cape Football Leagues Easter Tournament Nedbank Challenge Black Label No Excuse tournament. 10 Golf Annual SPU Golf Day  11 Hockey Saints Annual Tournament  William Pescod Memorial Tournament Northern Cape Hockey league 12 Karate  13 Netball Frances Baard Netball A and B team  Winners Day Fast Five Tournament 14 Rugby Kimberley Rugby League 15  Ladies 7’s Kimberley Rugby League 7’s Zabava Tournament (Pretoria) 15 Table tennis  16 Tennis Development Games (Free State)  Kimberley Top Gun 17 Volleyball (and Beach Free State Volleyball League  Volleyball) Matika Games Volleyball Tournament Northern Cape Volleyball Trails

Annual SPU Sport Awards

Sporting excellence at the University is acknowledged and rewarded in a culminating annual event, namely, the Annual SPU Sports Awards where students and coaches are honoured for their participation and sporting excellence. This event highlights student athletes’ achievements for the year across all sporting codes. In 2019, Mr Melusi Mbatha (football) and Ms Karabo Motlhale (dancing and aerobics) were named the SPU Sportsman and Sportswoman of the Year, respectively. Mr Donald Mojaki, the football male team coach received an award for Coach of the Year, with the SPU football male first-team receiving the Team of the Year Award.

SPU Sports Coaches Forum

The SPU Sports Coaches’ forum was established in 2019. The purpose of the forum is to empower coaches across all SPU sporting codes to seek and share local, national, and international best practices in the ever-changing coaching world.

Strategic Planning Event

Student Affairs held a strategic planning event where the strategic direction of sport at SPU throughout the next five years was envisioned and planned. The vision considers the impact of various factors within sport and how SPU Sport can remain future-ready and continue to be a key catalyst in the offerings to ensure that students remain healthy and take responsibility for their balanced wellbeing.

2.3 STAFF DEVELOPMENT AND STAFF PROFILE

2.3.1 Staff Development

Well-educated and trained staff are crucial to the success of any University. SPU believes in the concept of lifelong learning and supports employees who wish to continue their professional and personal education.

SPU is committed to the development of its staff and, as one of its goals, invests therein consistently. As a relatively new University, SPU is constantly subjected to periods of significant and sustained change, due to its rapid growth. For this reason, therefore, investment in staff development is even more essential, as this ultimately ensures that staff are duly equipped to execute the University’s vision.

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 routinely encourages its staff to make use of staff development opportunities.

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) funding for Administrative Staff; • New Generation of Academics Programme (nGAP) Funding for selected appointees; • Funding allocated specifically in the SPU Budget to Staff Development for Administrative Staff; • Agreement with the University of Free State (UFS) for development, selectively, of Academic and Administrative Staff.

Initiatives in terms of staff development continued strongly in 2019 and a total of sixty staff members were beneficiaries of the above financial assistance. The renewed grant from the ETDP SETA continued to provide much- needed funding for staff who are registered to obtain additional qualifications at other public education institutions. Staff supported from these funds generally made good progress with their studies during 2019.

It is clear, given the current economic downturn, that the University should continue to improve its performance and efficiency in order to remain competitive and sustainable. This requires a workforce that possesses the necessary skills and attributes to deliver successfully against SPU’s strategic goals and objectives.

2.3.2 Staff Profile

It remains a strategic challenge for SPU to be regarded as an attractive employer. SPU aims to attract and retain suitably-qualified employees for the long term and to ensure their professional and personal development accordingly.

SPU commenced the 2019 academic year with 399 staff members. This number grew to 505 by the end of the year, including 131 academic staff members (2018: 118 academic staff).

Table 2.12 provides the numerical breakdown of, and Diagram 2.3 illustrates, the staff profile as at 31 December 2019, based variously on gender, ethnic group, citizenship and qualifications for each of the following four groupings:

• the entire full-time staff complement; • the full-time academic staff complement; • the full-time administrative staff complement; and • the full-time service staff complement (consisting of catering-, cleaning- and security staff members).

Diagram 2.4 illustrates the growth in full-time staff numbers for the five years from 2014 to 2019. This growth in staff numbers, from only 33 employees to more than 500 in just five years, underscores the rapid development of the University – perhaps more so than all other measures of growth.

TABLE 2.12: DEMOGRAPHIC PROFILE OF STAFF AS AT 31 DECEMBER 2019

63%

23%

37%

77%

100%

251

STAFF

157

251

194

0 0

0 1

0 0

MALE FEMALE TOTAL

FULL-TIME SERVICE FULL-TIME COMPLEMENT: GENDER GROUP ETHNIC NATIONALITY QUALIFICATIONS (CATERING / CLEANING / SECURITY) CLEANING / / (CATERING

6% 52 105

27% 17 40

97% 96 155

16%

11%

19%

17%

15% 44 49

53% 79 115

20%

119

3 1

7 6

4 3

3 1

4 2

8 2

MALE FEMALE TOTAL

FULL-TIME ADMINISTRATIVE FULL-TIME COMPLEMENT:STAFF GENDER GROUP ETHNIC NATIONALITY QUALIFICATIONS

9% 14 19

5% 14

18%

31%

48%

70% 32 33

69% 55 64

43%

7 5

2 2

0 0

2 4

0 0

2 4

MALE FEMALE TOTAL

FULL-TIME ACADEMIC FULL-TIME COMPLEMENT:STAFF GENDER GROUP ETHNIC NATIONALITY QUALIFICATIONS

9% 29 11

9% 10 13

20%

32%

22%

14% 47 16

70% 61 31

91% 51 40

13% 29 27

505 131 123

102

164

112

351

461

FULL-TIME STAFF FULL-TIME

5 3

7 7

38 64

32 12

19 25

16 13

56 108

48 64

51 18

10 21

37 29

172 179 234 271 505 80 51 131 58 65 123 96 155 251

202 259

46% 54% 61% 39% 47% 53% 38% 62%

MALE FEMALE TOTAL

ENTIRE GENDER GROUP ETHNIC NATIONALITY QUALIFICATIONS

COMPLEMENT:

TOTAL

WHITE

MATRIC

AFRICAN

MASTERS

DIPLOMA

B-DEGREE

(BY BIRTH/ (BY

HONOURS

COLOURED

FOREIGNER

DOCTORATE

CERTIFICATE

INDIAN/ASIAN

BELOW MATRIC BELOW

(WITH WORK PERMIT/ (WITH

GRANTED CITIZENSHIP) GRANTED

PERMANENT RESIDENCY) PERMANENT SOUTH AFRICANSOUTH CITIZEN

DIAGRAM 2.3: DEMOGRAPHIC PROFILE OF STAFF AS AT 31 DECEMBER 2019

62%

23%

STAFF

77%

38%

100%

0% 0%

FULL-TIME SERVICE FULL-TIME COMPLEMENT: GENDER GROUP ETHNIC NATIONALITY QUALIFICATIONS (CATERING / CLEANING / SECURITY) CLEANING / / (CATERING

63%

37%

53%

17%

27%

53%

47%

97%

FULL-TIME ADMINISTRATIVE FULL-TIME COMPLEMENT:STAFF GENDER GROUP ETHNIC NATIONALITY QUALIFICATIONS

16%

19%

20%

15%

11%

31%

39%

18%

70%

61%

69%

FULL-TIME ACADEMIC FULL-TIME COMPLEMENT:STAFF GENDER GROUP ETHNIC NATIONALITY QUALIFICATIONS

43%

48%

54%

20%

FULL-TIME STAFF FULL-TIME

70%

46%

91% 9%

ENTIRE GENDER GROUP ETHNIC NATIONALITY QUALIFICATIONS

COMPLEMENT:

13%

14%

32%

22%

               

MALE MALE

WHITE WHITE

(BY BIRTH/ (BY

FEMALE FEMALE MATRIC

AFRICAN

MASTERS MASTERS

DIPLOMA DIPLOMA

B-DEGREE B-DEGREE

HONOURS HONOURS

COLOURED COLOURED

FOREIGNER FOREIGNER

DOCTORATE DOCTORATE

CERTIFICATE CERTIFICATE

INDIAN/ASIAN

BELOW MATRIC MATRIC BELOW

(WITH WORK PERMIT/ (WITH

GRANTED CITIZENSHIP) GRANTED

PERMANENT RESIDENCY) PERMANENT SOUTH AFRICANSOUTH CITIZEN

DIAGRAM 2.4: GROWTH IN FULL-TIME STAFF NUMBERS: 2014 – 2019

BASED ON DATA AS AT 31 DECEMBER ANNUALLY 505 131 ENTIRE FULL-TIME STAFF COMPLEMENT  123 399 251 FULL-TIME ACADEMIC STAFF COMPLEMENT  118 FULL-TIME ADMINISTRATIVE STAFF COMPLEMENT  111

FULL-TIME SERVICE STAFF COMPLEMENT  170

173 95 70 119 8 65 74 46 33 30 8 20 41 13 3 0

2014 201520162017 20182019

2.4 OPERATIONAL AND FINANCIAL SUSTAINABILITY

The University once again experienced a very favourable year, as reflected in the net surplus realised for the 2019 year, as reflected in Section 3 of this Annual Report. The University has, thus far, benefited greatly from its strong liquidity position – in turn, resulting largely from substantial grant monies received from the DHET in advance of corresponding outflows to fund the University’s ongoing operations and infrastructure investment, respectively.

The annual results should therefore be seen in the context of a developing University and taking cognisance of the fact that the University will attain a financially sustainable position and become eligible to receive formula-based “block grant” allocations from Government only within the next ten years or so.

As evidenced by the recent protest action in the Higher Education sector, pressure relating to the provision of so- called “free education” is still widely prevalent. Equally, there is ongoing pressure from staff unions to further increase salaries of University employees. These two factors combined could have a potentially disastrous impact on the sustainability of the institution – factors that are reiterated in the financial sustainability analysis referred to earlier. All things considered, it is clear that the University is entering a challenging time. The outbreak of the COVID 19 pandemic and the sovereign downgrade of South Africa by international investment agencies to sub-investment grade post year-end has further exacerbated the already dire economic situation nationally. Proper oversight, proactive planning and prudent financial management will therefore be key to realising the University’s financial and strategic objectives.

The increasing accumulated deficits incurred by the University residences are continuing cause for concern to the members of Council, the Finance Committee, and senior management alike. This is even more cause for concern, especially considering that the percentage of students from Kimberley is declining. Consequently, the demand for additional University residences will continue to rise in the short- to medium-terms.

On a more positive note, significant strides have been made to improve debt collection processes during the past year and these efforts will be continued. A further objective is the strengthening of the finance control environment through increased automation and seamless integration.

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).

2.5 PHYSICAL PLANNING AND INFRASTRUCTURE

2.5.1 Procurement

During 2019, procurement was orientated towards putting the Framework Contracts for Suppliers, i.e. to deal with the various categories of Furniture, Fittings and Equipment (FFE) and some specialist contractors, in particular Audio- Visual (AV) Installations, the high-mast lighting and the sports fields (AstroTurf and Hardcourts), in place. A total of eight direct FFE and four FFE procurements through PURCO appointments were made during 2019. The procurement documentation for tendering purposes and the tender submissions for the AV installations, the high- mast lighting and the sports fields (AstroTurf and Hardcourts) were completed for tender evaluation in the next year.

2.5.2 Infrastructure

As the contractors in all four defined categories, i.e. Major, Medium and Refurbishments, Small and Civil Works, were appointed at the end of 2018, the Framework Contracts were put in place in early 2019 and a total of ten Building Contracts (three major, one medium, two refurbishment and four Small Works) and three civil works package orders were issued and work commenced. A further series of separate refurbishment works package orders were issued. As this work was located in occupied and functioning academic and residence buildings on Central Campus, work on these were confined to periods outside of the academic year to prevent disruption to students.

2.5.3 Buildings and/or Infrastructure Completed

It is to be noted that only the building programmes of the Small Works and portions of the Refurbishment Works were planned for completion in 2019. The balance of projects had building programmes that extended into 2020.

Luka Jantjie House (LJH) 3rd Phase Refurbishment (R001) 12

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. Once the Data Science and Information Technology Department of the School of Natural and Applied Sciences moves to Central Campus in 2020, the renovated office space will comfortably accommodate all administrative staff.

12 The reference numbers of buildings or projects can be linked to those on the diagrammatic layouts (i.e. figures) of the relevant Campus Development Frameworks (i.e. maps) at the end of this section, so as to locate their exact position. 60

Luka Jantjie House (LJH) Staff Facilities Building (N001) 13

Located at the rear entrance gate of Luka Jantjie House, the Staff facilities building provides ablution and shower facilities, change rooms, a locker area and a restroom with kitchenette facilities to the support staff. This area includes a sunny courtyard. The existing gatehouse was upgraded internally and supplied with an access card entry pedestrian gate, booms and motorised sliding gates. In addition, a much-needed refuse yard was provided to screen University refuse from view. This building was built by an SMME contractor.

FIGURE 2.1: LUKA JANTJIE HOUSE (LJH) STAFF FACILITIES BUILDING (N001) 7

13 The reference numbers of buildings or projects can be linked to those on the diagrammatic layouts (i.e. figures) of the relevant Campus Development Frameworks (i.e. maps) at the end of this section, so as to locate their exact position. 61

City-wide Directional Signage (BX204) 14

A comprehensive city-wide project has provided directional signage on all national and regional roads into the city of Kimberley and throughout the city so that all three campuses are easily accessible to both the local inhabitants and outside visitors.

FIGURE 2.2: CITY WIDE DIRECTIONAL SIGNAGE (BX204) 8

14 The reference numbers of buildings or projects can be linked to those on the diagrammatic layouts (i.e. figures) of the relevant Campus Development Frameworks (i.e. maps) at the end of this section, so as to locate their exact position. 62

2.5.4 Buildings and/or Infrastructure under Construction for Completion in 2020

Major Works Projects

1) Natural and Applied Sciences (NAS) Academic Administration Building (C005) 15

The NAS Academic Administration Building has offices for the Head of School, Heads of Departments, the School Registrar and Faculty Clerk, together with a 165-seater auditorium on ground floor. Construction work commenced in November 2018 for intended occupation by NAS in December 2019. 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. Consequently, the building programme was extended into 2020. By the end of December 2019, all the structures, external façade, interior wet works and second fix services had been completed, with only final finishes for completion in 2020.

FIGURE 2.3: THE 165-SEATER AUDITORIUM NAS ACADEMIC ADMINISTRATION BUILDING (C005) 9

15 The reference numbers of buildings or projects can be linked to those on the diagrammatic layouts (i.e. figures) of the relevant Campus Development Frameworks (i.e. maps) at the end of this section, so as to locate their exact position. 63

FIGURE 2.4: COLLAGE OF THE NAS ACADEMIC ADMINISTRATION BUILDING (C005)

2) Undergraduate Data Science and Information Technology Laboratories Building (C006) 16

As this building is located directly adjacent to the NAS Academic Administration Building, a motivation to use the same contractor was approved as this would reduce the preliminary 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 required for software development. The third floor provides 48 much-needed offices for academics and a classroom for postgraduates.

This building commenced after the foundations of the NAS Academic Administration were cast but suffered both the untimely rains, which caused 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 had been expected. The building programme was therefore extended to mid-year 2020.

3) South Campus Bulk Services Building (S004) 10

This building is the core precinct service building for South Campus and no other building on South Campus can be commissioned until it is fully operational. 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, an LV (low voltage) switchboard and a data server. As a complete concrete structure, this building forms an iconic beacon that can be seen from as far as the Birbeck Avenue entrance gate to the South Campus. The commissioning of this building has, however, been delayed due to the bulk services ring mains Civil Works project not yet being complete for connection into the building services.

Medium and Refurbishment Works Projects

1) Multi-Purpose Hall Refurbishment (R004) 10

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 other official University events, a multi-sports coded indoor sports venue, and a student drama, singing and performance area. This building was, however, temporarily put on hold when asbestos acoustic wall cladding was found and, consequently, three months of the building programme was lost due to its closure for the removal of the asbestos, as per the relevant safety standards.

16 The reference numbers of buildings or projects can be linked to those on the diagrammatic layouts (i.e. figures) of the relevant Campus Development Frameworks (i.e. maps) at the end of this section, so as to locate their exact position. 65

2) Staff Recreation and Mini-Conference Centre (S003) 17

Adjacent to the multi-purpose hall is a two-storey building that, when completed, will provide 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/or sports events. This building programme started later than the other buildings as the previous building had to be demolished beforehand, which lead to the discovery of an underground sewer serving the Griqualand West Rugby Club directly across the building site. Also, by virtue of the building being directly adjacent to the multi-purpose hall, its construction was similarly delayed because of the asbestos discovery. Both the multi- purpose and staff recreation and mini-conference centre have been delayed until such time as the bulk services ring mains (Civil Works) project has been completed for connection into the building services.

Small Works Projects

1) South Campus Security and Staff Changing Facilities (S002) 11

Two small buildings that are currently work-in-progress and located at the Reservoir Road entrance to South Campus will, when completed, improve campus security and provide much-needed facilities for those who work on South Campus. The gatehouse will have both gates and booms to enhance security.

In addition, the staff facilities building will provide ablutions, change rooms, a locker area and a restroom with kitchenette facilities. These two buildings are materially complete and a partial Completion Certificate was issued so as not to compromise the cost of “Preliminaries and General” (PGs) but, unfortunately, cannot be commissioned due to the Bulk Services Ring Mains Civil Works Project not having been completed for connection into the building services. Furthermore, the security gatehouse, which is located at a T-junction, was damaged by a speeding car and repairs will only be completed once the contractor returns to site.

Civil Works Projects

1) South Campus Bulk Services Ring Mains (SX05) 11

The development of South Campus requires that the municipal services be extended on to the property in a similar way to a township. All the proposed buildings will require electricity, potable and grey water, data services, waste and sewerage, 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.

17 The reference numbers of buildings or projects can be linked to those on the diagrammatic layouts (i.e. figures) of the relevant Campus Development Frameworks (i.e. maps) at the end of this section, so as to locate their exact position. 66

Unfortunately, the responsible contractor has proved to be unreliable and has not met the stipulated building programme milestones, notwithstanding being issued with penalties, nor performed in accordance with the contract, thereby delaying the completion of the balance of the buildings on South Campus. Certain items have been removed from the applicable package order and the University’s independent project managers have recommended that the contractor in question not be issued with any further package orders.

2) South Campus Sports Fields (SX04) 18

The development of the University’s first dedicated sports-coded fields will be the combination cricket/rugby/soccer field. Two planned rugby/soccer fields will have a cricket pitch in between them, making this a multi-use field suitable for local league and University sports events. The field will be installed with Astro Turf to ensure easy maintenance and minimum irrigation to counteract the semi-arid water-challenged environment that is characteristic of the Northern Cape. The fields will be completed with high-mast lighting in order to allow for night sporting activities to take place. The civil works platform was completed at the end of 2019. The balance of the works required special procurements due to the specifications for high-mast lighting and AstroTurf, respectively. This work will, however, be undertaken and, hopefully, completed in 2020.

3) Scanlan Road Upgrade

Scanlan Road was damaged during the first phase building activities of Moroka Hall of Residence, the Academic Building and the Education Building and, as a result, the wayleaves for construction were kept in place for as long as possible. The subsequent removal of the wayleaves resulted in the public using the thoroughfare and, consequently, threats to the safety of the University’s 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 the speed of vehicular traffic approaching the intersection from the west side. Work on this upgrade was commenced late in 2019 for completion mid-year 2020.

2.5.5 Campus Planning and Future Projects

In respect of the overall Development Framework for the Sol Plaatje University campuses, much of the generic work in planning of the South and Central campuses has resolved that the only changes to be expected are the building briefs for academic buildings consistent with the development of the University academic programmes.

The potential development of the North Campus has been reviewed, and a decision taken to buy the entire Oppenheimer Gardens property rather than portions thereof. This decision – if implemented – would mean that the University would have control over all the municipal utility services, street lighting, landscaping and security management of the area.

18 The reference numbers of buildings or projects can be linked to those on the diagrammatic layouts (i.e. figures) of the relevant Campus Development Frameworks (i.e. maps) at the end of this section, so as to locate their exact position. 67

Design work commenced in late 2019 on the EcoCentre building on South Campus, a building intended primarily to support the Maintenance Division of the Facilities and Services Department (FSD).

In addition, building accommodation briefs were prepared in 2019 for a series of building projects for 2020. Two academic buildings, to be located on Central Campus, namely the Heritage Studies Laboratories and the Humanities Building, including generic classrooms and the Creative Arts Building, are planned.

A student housing modular prototype, to be used for four student housing developments on South Campus that are included in the 2018-2023 MTEF and a further two such developments in the 2023-2028 MTEF, is envisaged to assist the University’s need for additional residences on campus. If successfully developed, these projects will provide a further 1 634 student beds, making the total number of SPU beds within the confines of the current campuses, 2 660 in total. This prototype was developed as both a timber-framed structure (an alternative building technology, which the DHET may approve as a pilot project) and a conventional brickwork structure, so that, once approved in whichever of the two alternative prototype modes is selected, work would commence in 2020, with a view to completing the first 736 “beds” by January 2021.

In addition to the projects described above are a series of buildings planned for security (gatehouses on either side of the Central sports fields to control emergency vehicle access and pedestrian movement) and student support services, namely three sports pavilions (two for South Campus and one for Central Campus). Planning for the bulk services installations for Erf 2513 is in progress. This will provide utility services to the balance of the academic buildings on Central Campus, as well as the support and student support services adjacent to the Central Campus fields.

The only remaining future projects requiring the commencement of design in the current MTEF are, as follows:

• the external works project around the second AstroTurf field; • a practice field for hockey and the series of combination sports-coded (i.e. netball, basketball and tennis) hardcourts; • the student retail dining room on South Campus; and • the future Great Hall, SPU Information and Student Admission Centre, all to be located on the Oppenheimer Gardens directly in front of Luka Jantjie House.

2.5.6 Other Planning Initiatives

Leased Student Housing

With the increased student enrolment and the ratio of Kimberley students reducing each year, the need for student housing is likely to increase exponentially. Sufficient student housing (reckoned at the equivalent of 80% of student enrolment numbers) to achieve the demand in the short-term cannot be met by the resources available to the SPU Residence Building Programme.

The Physical Planning and Infrastructure and the Student Affairs Departments ran a Student Housing Short Term Lease Enquiry (SHSTLE) in August 2019 similar to those that took place in 2017 and 2018, and identified a further 340 beds in private homes as suitable for accommodating part of the additional demand for student housing.

Long-Term Lease Student Housing

Arising from the three Student Housing requests for proposals (RFP’s), four property owners, all with properties located on erven in close proximity to Central Campus, have been identified as potential future developers of student housing suitable for long-term leases (i.e. ten year lease periods). These developments would provide approximately 2 800 additional student beds provided, however, the necessary approvals were obtained.

All these developments will require Council resolutions, as well as a Feasibility and Implementation Plan for assessment and acceptance by the DHET Student Housing Infrastructure Programme (SHIP) to ensure strict compliance by the developers to the DHET Student Housing Standards and Norms for University Housing. If so resolved and recommended by Council and by SHIP, respectively, the scheme would then be submitted to the Minister for formal approval.

2.5.7 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 University’s formal procurement strategy. However, this has not been successful to date, as the SMMEs given this work have, for the most part, proved to be lacking in the requisite business administration capabilities, project planning skills and financial acumen to provide value to this project.

This problem with emerging contractors and subcontractors during the previous phase framework incubation project was evaluated in 2019 and a proposal for a Structured Incubation Implementation Programme was approved by the SPU Council for development in 2020.

FIGURE 2.5: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: BUILDING PROJECTS

FIGURE 2.6: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: SITE INFRASTRUCTURE PROJECTS

FIGURE 2.7: OVERALL CAMPUS DEVELOPMENT FRAMEWORK: STUDENT HOUSING STRATEGY

2.6 BROAD-BASED BLACK ECONOMIC EMPOWERMENT: STATUS REPORT

The SPU Infrastructure Procurement Strategy was designed to meet both local economic development and the national infrastructure plans. By December 2018, 19 consultants, three Small Works, two Medium and Refurbishment Works, two Major Works and two Civil Works Contractors had been appointed in accordance with this strategy to undertake construction work at the University during 2019. The approved B-BBEE scorecard was incorporated in all tender documentation, and the tender evaluations and appointments of consultants and contractors were compliant with the related regulations and referential scorecards requirements. Table 2.13 below indicates the status of contractors procured by SPU in 2019.

TABLE 2.13: B-BBEE STATUS OF CONTRACTOR AND SUPPLIER PROCUREMENTS IN 2019

TYPE NUMBER CONTRACTOR/SUPPLIER B-BBEE HEAD OFFICE APPOINTED NAME LEVEL LOCATION

Civil Works 2 Reder 4 Bloemfontein Contractors Sedtrade 1 Bloemfontein

Small Contractors 3 Moke 1 Kimberley

Shebang 1 Kimberley

Sedibesan 2 Bloemfontein

Medium/ 2 Kimkaho 2 Kimberley Refurbishment Contractors Varymix Thirteen (Domani) 8 Kimberley

Major Contractors 2 Qualicon 1 Kimberley

Trencon 1 Gauteng

Specialist Contractors 1 QJT Maritz Electrical 4 Cape Town (High-Mast Lighting)

Furniture, Fittings and 10 Vicfhatu General Trading – 1 Outside of Northern Cape Equipment (FFE) Executive Furniture Suppliers Nomi Projects – Specialist Items 1 Outside of Northern Cape

OFD – Soft Seating, Bins 2 Outside of Northern Cape Kika Furniture Chairs, Display – 2 Outside of Northern Cape Boards

PAV Shopfitters – Office Furniture 2 Outside of Northern Cape

ESISWE – Tables 1 Outside of Northern Cape Reboni Furniture Factory – 1 Outside of Northern Cape Residence Furniture

Bidvest Waltons – Steel Shelving 2 Outside of Northern Cape Gym Tech Specialists Gym – 2 Outside of Northern Cape Equipment

Datacentrix – Laptops 1 Outside of Northern Cape

2.6.1 Construction Development Targets

The Major Works contractors and consultants are expected to provide Construction Development Targets (CDTs) in line with the relevant Key Performance Indicator (KPI) requirements of the B-BBEE Act, 53 of 2003 and the Construction Industry Development Board Act, 56 of 2000 (CIDB Act), respectively.

The CDTs set for the projects to be undertaken during the three-year cycle from January 2018 to December 2020 were intended to match the original targets of the 1st Construction Phase to assist, facilitate and support the sustained participation of provincially-based, Black-owned SMMEs (Small, Medium and Micro Enterprises) through participation on the SPU construction projects. They were also intended to provide for future skilled subcontractors to be appointed to new building projects and/or undertake maintenance work for the University and elsewhere within the local area.

The consultants’ CDTs only encompass the Contract Skills Development Goal (CSDG), which is 250 hours per R1 million of expenditure, which is usually spent in the mentorship and development of students and young professionals.

TABLE 2.14: CONTRACT SKILLS DEVELOPMENT GOAL METHODOLOGIES

METHOD SKILL TYPE

3 ND: Civil Engineering

4 Candidate Engineer or Quantity Surveyor (QS)

Through negotiations with the Main Works contractors, a number of the original percentages as well as the types of skills developed have been increased and expanded in scope in terms of the CDTs for the 2nd Phase Projects, as indicated below and in Table 2:15.

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

TABLE 2.15: INCREASED CONTRACT SKILLS DEVELOPMENT GOAL METHODOLOGIES

METHOD SKILL TYPE

1 Scaffold Erector, Scaffold Inspector, Working at Heights, Basic Rigging, Management of Power Tools, First Aid Representatives, Health and 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, as a result, 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 SPU management.

These monthly reports provide the required information for the quarterly Presidential Infrastructure Co-Ordinating Committee (PICC) reports issued to both the DHET and the PICC.

2.6.2 Stakeholder Engagement

The Physical Planning and Infrastructure Department has remained in consultation with various Northern Cape Provincial Government Departments and small development agencies in order to set up a Stakeholder Engagement Forum (SEF) for the Incubation Project. Some of the ongoing initiatives include:

• the Northern Cape Provincial Department of Economic Development and Tourism (NC DEDAT) has agreed to help look for ways to improve the financial aspects of managing a small contracting business; • the Northern Cape Treasury is to help with registration on the Central Supply Database (CSD); • the South African Revenue Service (SARS) is to help contractors with registration as taxpayers; • the Construction Education Training Authority (CETA) is to create a solid skills base as a foundation for infrastructural development and economic empowerment; • the Northern Cape Public Works and Roads Department (NC PWD) has offered to provide construction development mentoring for developing construction SMME’s and for “Women in Construction”; • the Skills Education Training Authority (SETA) is to provide courses in financial sustainability, bookkeeping, keeping accurate records, auditing, regular tax payments and how to plan and maintain long-term future opportunities in order to redress imbalances caused by the separate and unequal education and training system.

These stakeholders will all be asked to participate in the Vice-Chancellor’s Incubation Project and the University will assist in providing data and monthly CDT reports for discussion and monitoring.

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; • Occupational Health, Safety and Environment (OHS&E); • Information and Communication Technology (ICT); • Security and • Catering.

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. During 2019, the University community (staff and students) increased substantially, in particular with respect to, but not limited to, the conclusion of mass insourcing of cleaning, security and catering services personnel (who now form part of the University’s full-time staff complement). This has placed an increased demand on space availability, the management of which has become ever-more challenging. The increased space in terms of facilities planned for completion in 2020 is, however, anticipated to ease space availability challenges going forward.

The 2019 year for the FSD commenced with the challenge of having to fill the vacancy created by the resignation of the former Director: Facilities and Services. The appointment of the current Director: Facilities and Services, Mr Themba Dingindlela, was fortunately concluded soon thereafter.

2.7.1 Maintenance and Cleaning

Operational maintenance of the University precincts is done by an in-house maintenance team. Specialist maintenance services are procured from external service providers and some long-term maintenance contracts in this respect were concluded in 2019.

The FSD also adopted the New Engineering Contract Version 4 (NEC4) suite of contracts to be used as the contracting suite of documentation for Term Service Contracts, which includes Service Level Agreements aimed at ensuring critical plant and equipment remains in an efficient operational state as per the design intent.

2.7.2 Occupational Health, Safety and Environment (OHS&E)

Significant progress was made in 2019, which improved the University’s compliance with Occupational Health, Safety and Environmental requirements as stipulated in the OHS&E Act and Regulations applicable to the University environment. This, however, remains one of the incomplete strategic priorities of the University for 2019, which will be pursued with fresh vigour in 2020. During 2019, additional resources were appointed to increase the capacity of

this department and, in addition to this, the FSD also contracted an outside specialist company, namely NCC, to assist with the implementation of the OHS&E Plan within the University. An OHS&E Policy, which was drafted and published for comments and input, is anticipated to serve before the University Council for approval during 2020.

Several internal audits in terms of OHS&E compliance were conducted within the OHS&E department – the results of which were shared with the relevant Heads of Schools/Departments, all of whom are committed to continue engagements in respect thereof, going forward. Subsequent audits have been scheduled for 2020 to monitor progress in this area.

2.7.3 Information and Communications Technology (ICT)

To the extent that Council “should govern technology and information in a way that supports the organisation [i.e. the University] in setting and achieving its strategic objectives”,19 it depends largely on the services of the Department of Information and Communications Technology (ICT) in the FSD. The FSD responds to the University’s strategic vision of being a digitally-enabled and knowledgeable ICT-active campus, through ensuring that its ICT systems and equipment are adequately planned and deployed. It not only does so in terms of supporting teaching and learning programmes, but also in terms of the ICT infrastructure project supporting and enhancing the management of facilities, safety and security, as well as other essential services required. As part of the FSD’s response to the strategy, a Digital University Task Team (DUTT) has been established to guide the Digital University initiatives. During 2019, an ICT strategic advisor was also appointed to assist with ICT governance and alignment with the University’s strategy.

The Department of Information and Communications Technology (ICT) manages SPU’s catalogue of technology infrastructure and services, including the physical network infrastructure, data centre, disaster recovery site as well as the “virtualised” server environments that host all of the University’s ICT services. The latter comprises identity management, storage, mail, security and other facilities. The University has a number of ICT services that are “Cloud- hosted” or hybrid “Cloud deployments” – these are anticipated to become more sophisticated and increase in capacity going forward, which would render better rates in terms of costing.

Important appointments were also made in the function areas of Customer Support and Networking.

2.7.4 Security

The Security Department is charged with the security and protection of the University’s entire precinct, buildings, assets, staff, students and visitors by means of its electronic systems and security personnel, comprising the Head and Deputy Head: Security, three Section Officers, three Control Room Operators and seventy-nine Security Officers, who were insourced during the year prior.

19 Principle 12 of the King IV Code of Corporate Governance 80

As a result of insourcing, the University inherited a three-shift system from the security company who formerly employed the officers. SPU having implemented its own rotational system during 2019, resulted in the three-shift- system being replaced by a four-shift system in order to resolve overtime issues as well as compliance in terms of permitted working hours according to the Basic Conditions of Employment Act. The need to oversee the fourth shift necessitated the appointment of an additional Section Officer and Control Room Operator, which is anticipated to be concluded in due course. Two Security Officers were, however, temporarily appointed to act in these positions for the interim. Another Security Officer is currently being trained to function as an Investigating Officer, as the University was unable to find a suitable candidate for appointment to this position during 2019.

By the end of 2019, the Security Department had assumed additional responsibilities in terms of taking over the management of the Access Card System and CCTV from the ICT Department. One of the Control Room Operators and Security Officers have been given the responsibility of managing these functions. SPU also appointed its own locksmith during 2019 and Security Technical Assistance will soon be receiving training to assist therein in the possible absence of the locksmith at times. Further capacity expansion envisaged for 2020 includes the appointment of a Crime Prevention Officer, who could also act as Deputy Head/Head in the absence of the current incumbents and in order to avoid strain on the capacity of security services when buildings that are still under construction become available for occupation. More appointments to the security personnel complement can be anticipated, going forward.

Other developments with regard to security during 2019 included:

• Procurement of Security uniforms for in-house SPU security personnel; • Procurement of outsourced security to monitor the green (safe) routes between campuses as well as the off- campus residences – Proguard, being the company procured on a month-to-month contractual basis until a tender process is commenced; • The conclusion of the refurbishment of the Security Control Room, Charge Office and the Security Guardhouse and ablutions at the entrance to Luka Jantjie House (North Campus) parking area; • The fitment of an emergency fire escape door in the kitchen leading to the Moroka Residence, CCTV cameras and full-height turnstiles at the main entrances and at the Visitors’ Centre at Luka Jantjie House; and • The erection of perimeter fencing on Central Campus, along Bishops and Lawson Streets, adjacent to the Academic Offices, Library Building, Science Buildings and the South Campus Sports Fields, as well as at the boom-gate area behind the ICT Building and Moroka Residence to limit access from the street.

2.7.5 Catering

As approved by Council in June 2019, the University implemented an interim hybrid model for catering services at SPU, which meant that 81 catering personnel members were insourced as full-time SPU employees to work with the external management companies appointed for a period of three years, subsequent to the outcome of a tender process. This model has worked well to date and has provided the flexibility needed to manage and operate catering services to the required standards.

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 2019 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 2019, together with comparative figures for 2018, are analysed and are therefore also within the scope of the Review.

The 2019 year was the sixth full academic year of SPU, a period that was once again characterised by significant increases in the size, scale and complexity of the University’s operations. During the year, student numbers increased by 29% and staffing levels by 27%, the latter change largely as a result of the capacitating of new University Departments (including the Library and Centre for Teaching, Learning and Programme Development), as well as the insourcing of catering services.

“The 2019 year was again characterised by significant increases in the size, scale and complexity of the University’s operations.”

The extent of the growth in the University during its formative years, in both financial and non-financial terms, is reflected in Table 3.1 below. As more fully analysed in the sections thereafter, this rapid growth has had a significant impact on the University’s quest to attain long-term financial sustainability, which in turn has influenced its strategic planning and the formulation of the University’s Annual Performance Plans.

TABLE 3.1: MEASURES OF GROWTH IN THE FORMATIVE YEARS: 2013 – 2019

Financial Year Key Indicator Units 2013 2014 2015 2016 2017 2018 2019 (5 Months) Property, plant and 10.2 180.2 883.8 1 252.8 1 541.1 1 645.4 1 939.5 equipment R’ m

Total assets R’ m 73.2 250.1 1 059.9 1 698.2 2 149.6 2 566.3 3 035.3

Total funds R’ m 26.9 51.2 90.6 112.9 148.4 227.6 300.3

Total fee income A R’ m 0 5.6 17.5 39.2 58.1 94.8 114.7

Total recurrent income B R’ m 31.3 58.8 99.2 208.2 270.2 421.3 512.2

Total recurrent expenditure C R’ m 4.7 36.7 94.5 190.6 242.9 354.9 453.9

Personnel costs D R’ m 1.4 15.9 42.4 67.9 109.3 159.9 216.9 Personnel costs as a % age D/B % 4% 27% 43% 33% 40% 38% 42% of total recurrent income Total number of permanent Each 3 33 74 119 173 399 506 staff Total number of students E Each 0 124 329 696 1 039 1 527 1 968

Average fees per student A/E R ‘000 - 45 53 56 56 62 58

Average cost per student C/E R ‘000 - 296 287 274 234 232 230

3.1.2 Highlights of the 2019 Annual Financial Statements

• Growth in total assets of R469 million, or 18% year-on-year (2018: R417 million, 19%) • New capital expenditure of R360 million (2018: R333 million) • Accumulated funds surpass R300 million (2018: R227 million) • Total recurrent income (=R512 million) exceeds R500 million for the first time • Likewise, student fee income (=R115 million) exceeds R100 million for the first time • State earmarked grants (=R394 million) continue to represent highest percentage of total recurrent income: 77% (2018: 75%) • Consolidated net surplus for the 2019 year of R73 million (2018: R79 million) • Net cash used in investing activities of R588 million in 2019 (2018: R354 million)

3.1.4 Statement of Financial Position

The assets, liabilities and funds of the University at 31 December 2019 are shown in the statement of financial position, together with comparative amounts for 2018. Overall, there has once again been a significant increase in fixed assets (or ‘PPE’) during the past year. This was primarily as a result of continuing high levels of construction in progress, partially 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 below.

Assets

Total assets at 31 December 2019 amounted to R3.0 billion (2018: 2.6 billion), denoting a growth of 18% 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 R360 million (2018: R333 million). During the same period, however, transfers from assets under construction to completed buildings totalled only R17 million (2018: R462 million). This is in line with the Medium Term Expenditure Framework (MTEF). Whilst only one building was commissioned during 2019, there are several projects planned for completion during 2020.

It is both significant and pleasing to note that, as at 31 December 2019, R2.2 billion of additional investment in capital infrastructure had been planned for completion within the next three years. Subject to the requisite approval being granted by National Treasury, funding for R1.9 billion of this planned capital infrastructure has been approved by the Minister. A further R320 million has been approved by Council, of which an amount of R242 million 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.

Current assets at 31 December 2019, consisting largely of funds invested, cash and cash equivalents, amounted to R776 million (2018: R770 million), reflecting a marginal increase of 1% compared with 2018. 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 2019, the University had R313 million of funds invested for periods exceeding twelve months (2018: 150 million), which have consequently been classified as non-current assets.

DIAGRAM 3.1: ASSETS: 31 DECEMBER 2019

Land and buildings 13% Assets under construction

Other fixed assets

Student debtors and other receivables

22% 48% Investments

Cash and cash equivalents

1% 4%

12%

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 on the next page). 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 two years, from almost 57% of all student debtors being impaired at 31 December 2018 to only 42% at the end of December 2019. This reflects the effect of increases in student funding from NSFAS, independent bursars and other relatively secure sources.

Staff costs in the immediate future are set to rise disproportionately as a result of the recent insourcing of catering services, and the need to appoint academic staff ahead of the introduction of new programmes. At present, personnel costs are well within threshold guidelines set for universities in South Africa. There will, hopefully, be partially compensatory savings in other operating expenses.

“The University’s major challenge is to remain financially viable.”

Funds and Liabilities

Net funds at 31 December 2019 amounted to R300 million (2018: R228 million). Despite showing appreciable growth (32%) relative to the prior year-end, net funds still constitute only a relatively modest proportion (11%) of total assets. 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 has arisen subsequent to the year-end as a result of the outbreak of the coronavirus (COVID-19) (See also concluding comments on page 92 and an analysis of the impacts of the pandemic in note 30 to the AFS: Events after the reporting date.)

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 (R323 million), offset by the accumulated deficits in residence activities (R61 million).

Between the end of December 2018 and 2019, total liabilities increased by 17%, from R2.3 billion to R2.7 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 2019 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 2019

1% Non-distributable funds: PPE reserve 3% 3% 9% Accumulated funds

Non-current liabilities: deferred income

Current portion of deferred income

Other current liabilities

84%

DIAGRAM 3.3: INCOME FIVE YEARS: 2015 - 2019 3.1.5 Statement of Comprehensive R million Income 2015 The 2019 year generated an appreciable net surplus 450 before interest of R59 million, which represented 11% of 2016 total operating income (2018: R66 million, or 16%). This surplus was attributable in part to increased student fee 400 2017 income relative to budget, which in turn resulted from unanticipated additional postgraduate enrolments, in 2018 part to substantial cost savings, and in part to the release 350 of deferred income from Government grants, a factor that is disregarded when budgeting for a close-to- 2019 breakeven result, as was the case in 2019. 300

Income Diagram 3.3 depicts the major sources of income for 250 each of the five years from 2015 to 2019. Significant growth has occurred in State subsidies and grants, which remain the single largest source of recurrent 200 income, i.e. 77% in 2019 (2018: 75%).

Tuition and residence fees, despite comprising a relatively minor proportion of total income (22%), 150 nevertheless again increased significantly in 2019 relative to the prior year, from R95 million to R115 million. This is more noteworthy still when viewed 100 against a comparatively low fee base of less than R6 million in 2014. The growth in both 2018 and 2019 was due almost entirely to rising student numbers, given that 50 the Council’s nominal inflation-linked increases in student fees were effectively subsidised by Government in both years. 0

In time, student fees are expected to account for more than one-third of total recurrent income. Future fee

increases are, however, likely to be constrained and will Studentfees Sundryincome

have a minimal impact on the majority of SPU students, Investmentincome who qualify for “free” education in terms of the recent Subsidiesand grants Government dispensation whereby the fees of poorer students are now wholly-subsidised.

DIAGRAM 3.4: EXPENDITURE FIVE YEARS: 2015 – 2019 Student Residences R million 2015 In providing students with Council-subsidised accommodation and meals, the University residences 120 2016 incurred a loss of R39 million in 2019 (2018: R4 million). The residences have, in effect, been cross-subsidised by the main University operations (i.e. Council-controlled 2017 funds) in each of the past five years, resulting in an 100 accumulated deficit of R61 million. This is clearly neither a desirable nor, ultimately, sustainable situation. 2018

Losses in the student residences are likely to recur in future unless steps are taken – either by Council or, 80 2019 independently on its behalf, by Government and the DHET – to urgently address this issue.

Expenditure 60 Major components of expenditure are analysed in broad outline for each of the five years from 2015 to 2019 in Diagram 3.4. It should be noted that all categories of expenditure increased significantly as the size of academic programmes, student numbers and staff 40 numbers continued to increase in 2019 relative to each of the five preceding years.

Personnel costs in 2019 amounted to R217 million (2018:

20 R159 million) and were equivalent to 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 0 separately from the consolidated figures. The personnel costs attributable to this segment (i.e. from Council “unrestricted funds”) represented 54% of total recurrent income, still comfortably below the threshold of the DHET guideline range of 57% to 63%.

These costs have, however, increased significantly in the Personnel costs: Other costs: Personnel

Other operating expenses operating Other past two years in line with the rapid growth of the Personnel costs: Academic costs: Personnel

Depreciation and amortisation and Depreciation institution and especially on account of the insourcing of

Residences: Operating expenses Operating Residences: previously outsourced catering services. 91

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. For the fourth successive year, the academic component of personnel costs (51%) in 2019 exceeded the support services component (49%), albeit only marginally.

In line with expectations resulting from a review of, and changes in, the estimated useful lives of certain asset categories, depreciation declined from R67 million to R66 million. This also reflected a marked slowing down in the rate of commissioning of new buildings during the past year and, consequently, depreciation being deferred accordingly.

With the notable exception of residences, other operating costs reflect, to some extent, certain variances from year to year that are beyond the scope of this review, but these variances are nevertheless analysed, reported on regularly and monitored closely by management and the Finance Committee, respectively. Overall, the increase of R11 million from 2018 to 2019 is consistent with the ongoing growth of the University and prevailing inflationary trends.

3.1.6 Statement of Cash flows

During the 2019 year, there was a net decrease of R67 million in cash and cash equivalent balances on hand compared with the opening balance at 1 January 2019. This is mainly due to the increased efforts to ensure efficient spending of DHET infrastructure grant money. The grants received from the Department to fund the infrastructure project are reflected as cash flows from financing activities in the statement of cash flows.

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 funding that are not immediately required for construction project payments become ever more crucial.

DIAGRAM 3.5: SUMMARISED CASH FLOWS

140

R'000 Year (67)

R'000 2019 2018

(600) (400) (200) - 200 400 600 Net (decrease) / increase in cash and cash equivalents Millions Cash flows from financing activities Cash flows used in investing activities Net cash flows from operating activities

3.1.7 Recurrent Unrestricted Council-controlled Operations: 2015 to 2019

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 restricted funds. The results of the University’s recurrent operations for the past five financial years are summarised in Table 3.2 below. It is a useful means to highlight the rapid growth of the University’s core operations during its initial establishment phase.

Despite recurrent operating surpluses recorded during the period 2015 to 2019, the overall level of accumulated funds at 31 December 2019 was comparatively modest, especially when viewed in the context of the University’s asset base (11.0% in 2019 and 8.2% in 2018) and against most other South African public universities. The 2019 results reflect an appreciable net surplus in excess of R112 million in the University’s recurrent operations and provide the University Council with a small buffer to deal with unforeseen contingencies and, in particular, to compensate for the recurrent operating deficits incurred by the University residences.

Although encouraging, these results and 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. Special attention must be directed to the residences.

TABLE 3.2: RECURRENT OPERATIONS – SUMMARISED INCOME AND EXPENDITURE: 2015 – 2019 2015 2016 2017 2018 2019 Council-controlled Funds R’m R’m R’m R’m R’m RECURRENT INCOME State appropriations – subsidies and grants 58.1 109.2 148.1 231.2 314.3 Tuition and other fees 9.6 21.6 31.3 53.1 66.4 Sundry income 4.0 6.2 4.2 9.4 1.2 Total operating income A 71.7 137.0 183.6 293.7 381.9 RECURRENT EXPENDITURE Personnel costs 38.3 61.9 104.2 152.7 208.2 Other operating expenses 23.9 49.2 49.0 68.7 74.6 Depreciation and amortisation 0.8 1.1 1.5 2.1 1.9 Total operating expenditure B 63.0 112.2 154.7 223.5 284.7

Operating surplus before interest A – B = C 8.6 24.8 28.9 70.2 97.2 INVESTMENT INCOME (net) D 2.1 4.8 .6 12.8 15.5 Net surplus for the year C + D = E 10.7 29.6 36.5 83.0 112.7 Net surplus E expressed as a % of A % 14.9% 21.6% 19.9% 28.3% 30.0%

Comparatively: R’m R’m R’m R’m R’m

Council-controlled funds: Accumulated surplus F 66.4 96.0 134.9 210.0 322.7

Total assets at end of the year G 1 059.9 1 698.2 2 149.6 2 566.3 3 035.3 Accumulated surplus F expressed as a % of G H 6.3% 5.7% 6.1% 8.2% 11.0%

3.1.8 Forward Planning and Management Challenges

Strategic and Financial Planning

The 2019 financial year marked the final year of the University’s first five-year strategic plan. It became necessary therefore to, on the one hand, “take stock” and assess progress made during the past five years and, on the other hand, to look forward, identify and define the key goals, priorities and strategies for the next five-year strategic planning period. 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 which prevailed in the higher education sector and in the country at the time of drafting the first strategic plan, have changed significantly.

Taking the above into consideration, 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, will focus its activities and actions towards the achievement of Goal 4.

In order to establish the foundations for long-term sustainability, SPU needs to implement a number of strategic actions over the next five years. Some such actions will need to be simultaneous and managed in combination, whilst others will need to be judiciously phased. Specifically, in the five-year period 2020 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.

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 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 are as follows:

• 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

Overview of Key Stakeholder Roles and Responsibilities

The Senior Management Team (SMT) has, with the assistance of an independent consultant (Dr Michael Gering), done a comprehensive medium- to long-term strategic planning and sustainability modelling exercise. 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.

The Finance Committee has continued to play an active role on behalf of the Council in overseeing financial planning and 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. 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).

Enhancement of Financial Management Capacity

During 2019, 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

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, dependent on the availability of student funding from central Government, NSFAS and other sponsors. This risk has, in part, been mitigated by the implementation of so-called “free education” for qualifying students.

Equally, as touched on above, 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.

3.1.9 Conclusion

The prevailing difficult economic circumstances nationally have recently been exacerbated by the coronavirus (COVID-19) pandemic globally, which is currently ongoing. As with almost every facet of public, corporate and social life in South Africa, the higher education sector has been severely impacted. This impact and the resultant disruptions to all contact-based teaching modalities have, in the case of Sol Plaatje University, the potential to threaten the institution’s very viability. Members of the Executive and senior management have, however, responded decisively, innovatively and promptly by adopting all reasonable measures, first, to safeguard the health and safety of students, staff and all other stakeholders and, secondly, to enable the University’s current year academic programme to be successfully completed, albeit in a way that is likely to be markedly different from prior years.

Despite these adverse circumstances, SPU was – and is – able to remain financially viable, as well as to show a relatively healthy surplus for the 2019 year, thereby improving 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 during the past year. The wise counsel, dedication and balanced perspectives displayed by all concerned in overseeing and managing the University’s finances are both reassuring and greatly valued.

Special thanks are expressed to external expert, Mr Brian Dames, who opted to stand down from the Finance Committee with effect from 31 December 2019, and to the outgoing Vice-Chancellor, Professor Yunus Ballim, both of whom have served the Committee with distinction during the past five years. During the year, we were pleased to welcome a new independent, expert member to the Finance Committee in the form of Mr Hardy Maritz, Director: Group Finance at the University of Cape Town. The Committee has already benefited greatly by his expertise and considerable experience in higher education finances.

All things considered, the University has been well-served by its Finance Committee during the past year. In our view, the University is well-placed on its path towards 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, and an appropriate level of advisory support to Management. We are confident, too, that the University will continue to grow and develop effectively under the executive leadership of the newly-appointed Vice-Chancellor, Professor Andrew Crouch, to whom we likewise extend a warm welcome.

______MR HOLLIE CLARKSON MS ANNALENE MARAIS CHAIRPERSON: FINANCE COMMITTEE CHIEF FINANCIAL OFFICER

31 July 2020

3.2 ANNUAL FINANCIAL STATEMENTS 2019

CONTENTS

COUNCIL'S STATEMENT OF RESPONSIBILITY FOR THE ANNUAL FINANCIAL STATEMENTS ...... 98

APPROVAL OF THE ANNUAL FINANCIAL STATEMENTS ...... 98

INDEPENDENT AUDITOR’S REPORT ...... 99

STATEMENT OF FINANCIAL POSITION ...... 100

STATEMENT OF COMPREHENSIVE INCOME ...... 108

STATEMENT OF CHANGES IN FUNDS ...... 109

STATEMENT OF CASH FLOWS ...... 110

NOTES TO THE ANNUAL FINANCIAL STATEMENTS ...... 111

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 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 2019 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 Technology and Training 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 Annual Financial Statements. 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 99 to 106.

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 97 to 152 were approved by the Council on 31 July 2020 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

INDEPENDENT AUDITOR’S REPORT

100

101

102

103

104

105

106

STATEMENT OF FINANCIAL POSITION as at 31 December 2019

Notes 2019 2018 R'000 R'000

Assets

Non-current assets Property, plant and equipment 5 1 939 489 1 645 427 Intangible assets 6 4 762 1 590 Other financial assets - Investments 7 312 834 149 731 Other receivables 9 1 720 - Total non-current assets 2 258 805 1 796 748

Current assets Inventories 8 1 137 - Student debtors and other receivables 9 40 958 43 826 Cash and cash equivalents 10 381 845 449 208 Other financial assets - Investments 7 352 563 276 486 Total current assets 776 503 769 520

Total assets 3 035 308 2 566 268

Funds and liabilities

Funds

Non-distributable funds Property, plant and equipment reserve 40 450 40 450 Restricted funds designated for specific activities Educational and general (1 778) (1 761) Student and staff residences (61 014) (21 079) Unrestricted Council controlled funds 322 683 210 006 Total funds 300 341 227 616

Liabilities

Non-current liabilities Finance lease obligation 11 6 332 - Deferred income 12 2 551 845 2 191 985 Total non-current liabilities 2 558 177 2 191 985

Current liabilities Trade and other payables 13 70 186 64 725 Provisions 14 201 4 997 Finance lease obligation 11 5 595 - Deferred income 12 100 808 76 945 Total current liabilities 176 790 146 667

Total liabilities 2 734 967 2 338 652

Total funds and liabilities 3 035 308 2 566 268

107

STATEMENT OF COMPREHENSIVE INCOME for the year ended 31 December 2019

Notes Council Specifically Student and 2019 2018 controlled funded staff funds activities residences (Unrestricted) (Restricted) (Restricted) R'000 R'000 R'000 R'000 R'000

Recurrent Income

State appropriations – subsidies and grants 15 314 328 79 472 - 393 800 314 863 Tuition and other fees 16 66 455 - 48 276 114 731 94 782 Private gifts and grants 17 - 2 031 - 2 031 1 735 Sundry income 1 167 344 146 1 657 9 956 Total operating income 381 950 81 847 48 422 512 219 421 336

Recurrent Expenditure

Personnel costs 18 208 235 6 356 2 397 216 988 159 949 Academic 104 803 5 823 42 110 668 97 250 Other personnel 103 432 533 2 355 106 320 62 699

Other operating expenses 19 74 632 14 614 80 271 169 517 123 255

Depreciation 5 1 510 59 582 4 733 65 825 67 369

Disposals/(recoveries) of property, plant and equipment 5 (931) 632 8 (291) 3 721

Amortisation of intangible assets 6 1 287 591 - 1 878 634 Total operating expenditure 284 733 81 775 87 409 453 917 354 928

Surplus/(deﬁcit) before interest 97 217 72 (38 987) 58 302 66 408

Interest received 20 14 737 - - 14 737 12 435 Interest paid 21 (40) (89) (948) (1 077) (35) Fair value gain 763 - - 763 394

Surplus/(deficit) for the year 112 677 (17) (39 935) 72 725 79 202 Other comprehensive income - - - - -

Total comprehensive income/(deficit) for the year 112 677 (17) (39 935) 72 725 79 202

108

STATEMENT OF CHANGES IN FUNDS for the year ended 31 December 2019

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 2018 32 600 (1 847) (17 198) 134 859 148 414

Total comprehensive surplus/(deficit) for the 2018 year - 86 (3 881) 82 997 79 202

Transfer to PPE reserve 7 850 - - (7 850) -

Balance at 31 December 2018 40 450 (1 761) (21 079) 210 006 227 616

Balance at 1 January 2019 40 450 (1 761) (21 079) 210 006 227 616

Total comprehensive surplus/(deficit) for the 2019 year - (17) (39 935) 112 677 72 725

Transfer to PPE reserve -

Balance at 31 December 2019 40 450 (1 778) (61 014) 322 683 300 341

(Note 5)

109

STATEMENT OF CASH FLOWS for the year ended 31 December 2019

Notes 2019 2018 R'000 R'000

Cash flows from operating activities

Cash receipts from Government and private sources 314 328 231 195 Cash receipts from students 107 101 76 217 Cash receipts from other parties 6 653 11 691 Cash paid to suppliers and employees (382 960) (255 651) Net cash generated from operations 23 45 122 63 452

Interest received 14 737 12 435 Interest paid (1 077) (35) Fair value gains 763 394 Net cash inflows from operating activities 58 614 76 246

Cash flows used in investing activities

Recoveries, impairments and disposals of property, plant and equipment 5 177 - Acquisition of property, plant and equipment 5 (344 258) (175 446) Acquisition of intangible assets 6 (5 050) (390) Increase in other financial assets - Investments 7 (239 180) (178 051) Net cash used in investing activities (588 311) (353 888)

Cash flows from financing activities

DHET: Restricted capital funding received for infrastructure 12 378 417 362 034 DHET: Other restricted grants received 12 8 347 3 172 Restricted private gifts and grants received 12 25 508 17 224 Interest earned and capitalised to restricted funds 12 53 298 34 898 Increases in finance lease liabilities 12 (3 236) - Cash inflows from financing activities 462 334 417 328

Net (decrease)/increase in cash and cash equivalents (67 363) 139 686

Cash and cash equivalents at beginning of the year 449 208 309 522

Cash and cash equivalents at end of the year 10 381 845 449 208

110

NOTES TO THE ANNUAL FINANCIAL STATEMENTS

1. General information

The annual financial statements were approved by the Council of the University on 31 July 2020.

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 Technology in terms of the Act. These annual financial statements have been prepared under the historical cost convention, except for property, plant and equipment that is measured at fair value.

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; and • the provision of residential accommodation for students and staff.

2.2 Going concern

The Council 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.

ACCOUNTING POLICIES

2.3 Property, plant and equipment

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 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. Items of 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 costs are incurred.

111

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

ACCOUNTING POLICIES (continued)

2.3 Property, plant and equipment (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 their costs or revalued amounts, as applicable, to their residual values over their estimated useful lives, as follows:

Asset class Useful lives 2019 2018 Buildings 14 - 100 years 15 - 100 years Artworks and artefacts 25 years - IT equipment 8 years 3 - 10 years Equipment 3 - 25 years 3 - 5 years Fixtures and fittings 7 - 15 years 10 years Motor vehicles 8 - 10 years 3 - 5 years Leased assets Lease period -

The major components of new buildings and their useful lives have been determined as follows:

Categories/Components Useful lives 2019 2018 Partitions, floor finishes and ceilings, fixtures and fittings 14 years 15 years Roads, paving and garden works 25 years 20 years Roofs 18 years 20 years Electrical installations and mechanical services 20 years 20 years Air conditioning, ventilation and heat pumps 25 years 20 years Lifts 25 years 20 years

Internal divisions and external works and services 38 years 30 years

Building structures, including: Foundations, ground floor construction Structural frames, components and external envelopes Residual costs not otherwise specified above 100 years 100 years

Services buildings 80 years 100 years

The costs of major maintenance or overhaul of property, plant or equipment are recognised in the carrying amounts of the respective items, 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.

112

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

ACCOUNTING POLICIES (continued)

2.4 Intangible assets

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 cost incurred to obtain the specific software and related licences.

Intangible assets with the 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.

2.5 Inventory

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 inventories 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.

2.6 Financial instruments

The University recognises a ﬁnancial asset or a ﬁnancial liability when, and only when, the University becomes a party to the contractual provisions of the related instruments.

Financial assets

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, the objective of which 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 payments solely 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, the objective of which 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 either of the two aforementioned business models, are measured at fair value through surplus or deficit in the statement of comprehensive income.

113

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

ACCOUNTING POLICIES (continued)

2.6 Financial instruments (continued)

2.6.1 Financial assets at amortised cost

Financial assets carried on the statement of financial position at the end of the reporting period are classified as follows:

2.6.1.1 Student debtors and other receivables

Student debtors and other receivables are recognised initially at fair value net of transaction 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 and are subsequently measured at amortised cost using the effective interest method less impairment (loss allowance). 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 either have expired or have been transferred and the University has relinquished substantially all contractual rights to receive cash flows.

2.6.1.2 Other financial assets

Other financial assets at amortised cost include cash on hand, deposits with financial institutions, and 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 transaction costs directly attributable to the acquisition or issue of the financial assets and are subsequently measured at amortised cost using the effective interest method less impairment (loss allowance).

The University holds 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 thereon 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 the related cash flows.

114

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

ACCOUNTING POLICIES (continued)

2.6 Financial instruments (continued)

2.6.1 Financial assets at amortised cost (continued)

2.6.1.3 Cash and cash equivalents

For the purpose of presentation in the statement of cash ﬂows, cash and cash equivalents include cash on hand, deposits with ﬁnancial institutions, and other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and are not subject to significant risks of changes in value.

Cash and cash equivalents are recognised initially at fair value, net of transaction costs directly attributable to the acquisition or issue of the relevant financial assets.

The University holds 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 thereon 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 the related cash flows.

2.6.2 Financial assets at fair value through surplus or deficit

2.6.2.1 Other financial assets

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 transaction costs directly attributable to the acquisition or issue of the financial assets.

Subsequent to initial recognition, other ﬁnancial assets at fair value through surplus or deﬁcit are carried at fair value. Gains and losses thereon 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 the related cash flows.

Financial liabilities

Financial liabilities carried on the statement of financial position at the end of the reporting period are classified as follows:

2.6.3 Financial liabilities at amortised cost

2.6.3.1 Trade and other payables

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.

115

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

ACCOUNTING POLICIES (continued)

2.6 Financial instruments (continued)

2.6.4 Leases

2.6.4.1 University as lessor

Operating lease income is recognised as revenue on a straight-line basis over the lease term, unless another systematic basis is more closely representative of the time pattern of the benefit from the leased asset, even if the receipt of payments is not on that basis.

Initial direct costs incurred in negotiating and arranging operating leases, are added to the carrying amount of the leased asset and recognised as an expense over the lease term on the same basis as the lease income.

2.6.4.2 University as lessee

Leases are recognised in accordance with IFRS 16: Leases Accounting.

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. Refer to note 5 and 11 of the financial statements

2.7 Statement of changes in funds

2.7.1 Non-distributable funds (restricted)

These funds are designated as a Property, plant and equipment reserve and comprise surpluses arising on the valuation of land and buildings acquired by donations and grants to the extent that they do not represent deferred income.

2.7.2 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.

2.7.3 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 purpose specified in legally binding terms by the providers of such funds or by other legally empowered persons.

116

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

ACCOUNTING POLICIES (continued)

2.7 Statement of changes in funds (continued)

2.7.4 Funds designated for specific activities (student 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 purposed, deficits resulting from these activities are, in effect, underwritten by the Council-controlled funds and accounted for accordingly.

2.8 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 not investing or financing activities. • Investing activities: Cash flows from the acquisition and disposal‑ of assets that are not included in cash and cash equivalents and operating activities. • Financing activities: Cash flows from activities that result in changes in restricted funds, obligations arising from deferred income and related interest earned thereon.

2.9 Revenue recognition

The revenue of the University is disaggregated into the following revenue streams, for which the applicable recognition criteria are described below, as follows:

2.9.1 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 when 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.

2.9.2 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.

2.9.3 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.

2.9.4 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 that 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. Revenue is recognised over time in accordance with IFRS 15: Revenue from Contracts with Customers.

2.9.5 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. Revenue is recognised over time in accordance with the provisions of IFRS 15.

117

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

ACCOUNTING POLICIES (continued)

2.9 Revenue recognition (continued)

2.9.6 Interest received

Interest received is recognised in the statement of comprehensive income using the effective interest rate method.

Interest received on cash and cash equivalents for unrestricted Council-controlled activities is recognised in the statement of comprehensive income. Interest received on cash and cash equivalents 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.

2.9.7 Private gifts and grants

Income received for private gifts and grants is designated for speciﬁc purposes and arises 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.

2.9.8 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.

2.9.9 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 these merit bursaries has been factored into the amount recognised as revenue in relation to tuition and other fees.

2.10 Employee benefits

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 the leave accrues to employees. The present obligation at the end of the reporting period is calculated based on the “cost to employer” remuneration applied to the number of accumulated leave days. The carrying value of the aggregate leave accrual at the end of the reporting period is disclosed in note 13.

2.11 Provisions and contingencies

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 are disclosed, as applicable, in the notes to the annual financial statements.

118

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

ACCOUNTING POLICIES (continued)

2.12 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. Commitments are disclosed in note 27.

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 assets are estimated by reviewing and assessing the period that the asset will still remain on the ﬁxed assets register and in use. The University for the most part uses its assets until future rewards no longer accrue. Typically, assets 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, other than motor vehicles. 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. 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. Where necessary, the estimated useful lives and residual values are adjusted accordingly. 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 losses 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.

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 Provision for infrastructure projects

A provision has been recognised for the present value of the estimated expenditure required for ﬁnal completion of infrastructure projects that have reached practical completion phase.

The estimated expenditure is based on the unspent portion of the task and/or project orders issued in terms of the agreed upon contractual agreements.

119

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

CHANGES IN ACCOUNTING POLICIES, ESTIMATES AND DISCLOSURES

4. Changes in accounting policies, estimates and disclosures

4.1 Changes in accounting policy: Adoption of new and revised pronouncements

The University has applied the following standard for the ﬁrst time in respect of the annual reporting period commencing 1 January 2019:

• IFRS 16: Leases

IFRS 16 specifies how an IFRS compliant reporter will recognise, measure, present and disclose leases. The standard provides a single lessee accounting model, requiring lessees to recognise assets and liabilities for all leases unless the lease term is 12 months or less, or the underlying asset has a low value. Lessors continue to classify leases, as operating or finance, with IFRS 16's approach to lessor accounting substantially unchanged from its predecessor, IAS 17: Leases.

4.2 Changes in estimate: useful lives of property, plant and equipment

Revision of useful lives of property, plant and equipment

During the year the estimated useful lives of certain items of property, plant and equipment were revised based on operational experience and historical data gathered during the past five years from the establishment of the University. The net effect of the changes in the current financial year was a decrease in depreciation expense of R12.3 million and a resultant increase in depreciation from 2020 to 2074.

120

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

5. Property, plant and equipment

5.1 Balances at year end and reconciliations of movements for the year

Land and Leased Equipment Motor Fixtures IT Construction Artwork and Total Buildings assets vehicles and fittings Equipment in progress artefacts

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 12 806 323 509 115 358 472

Provisions ------201 - 1 132

Depreciation (46 400) (4 649) (5 448) (111) (3 271) (5 788) - (2) (65 669) Impairment loss recognised in surplus or deficit - - - (50) - - - - (50) Transfers from construction in progress 17 054 - - - - - (17 054) - -

Recoveries/(disposals) (158) - 14 (120) 810 (369) - - 177 Property, plant and equipment at end of year 4 472 648 9 565 36 745 2 043 24 590 28 944 364 842 113 1 939 489

Closing balance at 31

December 2019

At cost 1 617 538 14 214 56 613 2 394 36 540 58 200 364 842 115 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 28 944 364 842 113 1 939 489

121

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

5. Property, plant and equipment (continued)

5.1 Balances at year end and reconciliations of movements for the year (continued)

Land and Leased Equipment Motor Fixtures IT Construction Artwork and Total Buildings assets vehicles and fittings Equipment in progress artefacts

R'000 R'000 R'000 R'000 R'000 R'000 R'000

Reconciliation for the year ended 31 December 2018

Balance at 1 January 2018

At cost 1 130 684 - 23 609 1 037 34 524 38 971 393 082 - 1 621 907

Accumulated depreciation (50 712) - (7 907) (329) (6 099) (15 788) - - (80 835)

Carrying amount 1 079 972 - 15 702 708 28 425 23 183 393 082 - 1 541 072

Movements for the year ended 31 December 2018

Additions 7 850 - 29 237 - 4 042 7 239 122 081 - 170 449

Provisions ------4 977 - 4 997

Depreciation (47 786) - (7 643) (125) (3 689) (8 126) - - (67 369) Transfers from construction in progress 461 975 - - - - - (461 975) - -

Disposals - - (656) - (3 065) (1) - - (3 722) Property, plant and equipment at end of year 1 502 011 - 36 640 583 25 713 22 295 58 185 - 1 645 427

Closing balance at 31

December 2018

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

122

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

5. Property, plant and equipment (continued)

5.1 Balances at year end and reconciliations of movements for the year (continued)

Building construction and renovation has been undertaken on donated properties that, currently, are not registered in the name of the University.

The donated properties have been gazetted, and the risks and rewards attributable to ownership were transferred to the University with effect from 31 December 2014.

The respective donated properties were independently valued in the absence of a cost price, as required by IFRS. The cost model is applied to the subsequent measurement of the properties. The direct sales comparison valuation method for land and the capitalised net income valuation method for buildings as at 31 December 2016, were applied by Mr PF de Klerk, a professional valuer registered with the South African Council for the Property Valuers Profession and a member of the South African Institute of Valuers.

The risk and rewards attributable to ownership of a fourth donated property, namely Erf 2513, which has also been gazetted, were transferred to the University with eﬀect from 11 September 2018. The value of the property was based on the General Valuation Roll for the ﬁnancial years 1 July 2019 to 30 June 2023, prepared in accordance with the Local Government: Municipal Property Rates Act, 2004 (Act No. 6 of 2004) of the Sol Plaatje Municipality.

This donated property was, likewise, valued in the absence of a cost price, as required by IFRS. The direct sales comparison valuation method for land and the capitalised net income valuation method for buildings as at 31 December 2018, were applied by Mr K Nel, a professional valuer registered with the South African Council for the Property Valuers Profession and a member of the South African Institute of Valuers.

Information about the fair values of these properties are set out in note 26.

Details of the respective property valuations are, as follows:

Erf number Property description Land Buildings Total R'000 R'000 R'000

Market-related values at 31 December 2014

879 William Pescod Campus 8 700 1 700 10 400 2503 Central Campus 14 500 - 14 500 3009 Luka Jantjie House 9 400 35 700 45 100

Market-related values at 11 September 2018

2513 Sports ground 7 850 - 7 850

Total market-related values 40 450 37 400 77 850

123

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

5. Property, plant and equipment (continued)

5.2 Additional disclosures

Cost of fully depreciated assets still in use Equipment 202 202 Computer equipment 1 661 1 815 Total 1 863 2 017

5.3 Details of land and buildings

5.3.1 Off-campus Residences

Mhudi Hall Erf 12195, 124 Du Toitspan Street, Kimberley, Northern Cape (1 465m²) Purchase price (31 December 2014) 17 100 17 100 Refurbishment (30 April 2016) 10 510 10 510

Ra-Thaga Hall Erf 35683, 35 Edwards Street, Kimberley, Northern Cape (2 682m²) Purchase price (31 December 2014) 15 000 15 000 Refurbishment (30 April 2016) 24 201 24 174

Vice-Chancellor House Erf 953, 22 Carrington Street, Kimberley, Northern Cape (1 716m²) Purchase price (31 December 2014) 3 200 3 200 Refurbishment (30 April 2016) 333 299 Total 70344 70 283

5.3.2 North Campus

Luka Jantjie House Erf 3009, 10 Jan Smuts Boulevard, Kimberley, Northern Cape (1.207ha) Donated (31 December 2014) 45 100 45 100 Refurbishment (30 April 2016) 39 787 39 787 Luka Jantjie House staff amenities and refurbishment of guardhouse (22 October 2019) 3 492 - Total 88 379 84 887

124

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

5. Property, plant and equipment (continued)

5.3 Details of land and buildings (continued)

5.3.3 Central Campus

William Pescod Erf 879, 150 Bultfontein Street, Kimberley, Northern Cape (1.343ha) Donated (31 December 2014) 10 400 10 400 Refurbishment (30 April 2016) 15 157 15 157

Central Campus Erf 2503, 26 Scanlan Street, Kimberley, Northern Cape (3,0499ha) Donated (31 December 2014) 14 500 14 500 Moroka Hall - C001 (14 March 2016) 215 729 215 671 Moroka Hall - C002 (29 June 2016) 239 084 236 084 Academic Building - C003 (22 Apr 2016) 179 737 179 737 Teaching Practise Building - C008 (22 May 2017) 154 179 154 179 Natural Science Laboratory Building - C007 (5 January 2018) 175 366 175 362 Library and Student Resources Building - C004 (15 January 2018) 193 278 193 278 Bulk and site infrastructure - CX01 (20 May 2016) 100 598 100 598 Bulk and site infrastructure - CX02.1 (15 June 2017) 20 612 20 612 Bulk and site infrastructure - CX03.2 (16 February 2018) 10 634 10 634 Bulk and site infrastructure - CX03.1 (6 March 2018) 8 836 8 836 Municipal bulk contribution - BX204 (31 May 2018) 5 127 5 127 Central campus refurbishments - C001, C002, C003 and William Pescod (25 February 2019) 4 201 - Turnstiles - C001, C002, C003, William Pescod and Truter Street (25 February 2019) 1 956 - Perimeter fencing to central campus (25 February 2019) 1 754 - Municipal bulk contribution - 11kVA Cable, Optic Fibre (8 March 2019) 3 776 - Total 1 351 925 1 340 176

5.3.4 South Campus

Hoffe Park Erf 2511, 15 Reservoir Street, Kimberley, Northern Cape (14.6186ha) Purchase price (31 December 2015) 28 500 28 500 Demolition (04 May 2019) (165) Refurbishment - Tauana Residence (27 November 2019) 58 846 58 826 Bulk and site infrastructure (17 August 2018) 8 475 8 475

125

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

5. Property, plant and equipment (continued)

5.3 Details of land and buildings (continued)

5.3.4 South Campus (continued)

Sports ground Erf 2513, 45 Lawson Street, Kimberley, Northern Cape (3.9278ha) Donated (11 September 2018) 7 850 7 850 Perimeter Security Fence - SX03 (11 September 2018) 1 513 1 513 Tauana Residence - Warden's Apartment (25 February 2019) 1 875 - Total 106 894 1 600 509

Total cost at 31 December 2019 1 617 538 1 600 509

5.3.5 Summary of capitalised costs of properties

Acquisition cost of land and buildings 141 650 141 650 Capitalised cost for the year ended 2017 996 884 996 884 Capitalised cost for the year ended 2018 461 975 461 975 Capitalised cost for the year ended 2019 17 030 - Total cost at 31 December 2019 1 617 538 1 600 509

6. Intangible assets

Balances at the beginning of the year 1 590 1 834 Additions 5 050 390 Amortisation (1 878) (634) Balances at the end of the year 4 762 1 590

Additional disclosures

Cost of fully amortised assets still in use Computer software and licences 1 799 207

Total 1 799 207

Cost of intangible assets with indefinite useful lives still in use Computer software and licences 29 29

Total 29 29

126

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

7. Other financial assets - Investments

Other ﬁnancial assets - Investments comprise the following balances:

Other financial assets at amortised costs ABSA 57 831 53 737 Nedbank 122 698 113 621 Standard Bank 172 034 109 128 Total 352 563 276 486

Other financial assets at fair value through surplus or deficit Investec Asset Management 312 834 149 731

Total 312 834 149 731

Total other financial assets 665 397 426 217

Non-current assets 312 834 149 731 Current assets 352 563 276 486 Total 665 397 426 217

Other financial assets at amortised cost

Other financial assets at amortised cost include cash on hand, deposits with financial institutions, and 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 earn interest at variable bank deposit rates.

Included in other financial assets are funds held for restricted purposes of R644.8 million (2018: R379.5 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 University’s exposure to credit risk and interest rate risk is set out in notes 25.2 and 25.5, respectively.

127

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

7. Other financial assets – Investments (continued)

Other financial assets at fair value through surplus or deficit

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.

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 26.

Information about the exposure to credit risk, interest rate risk and price risk is set out in notes 25.2, 25.5 and 25.6, respectively.

8. Inventories

Inventories comprise: Student laptops 1 137 -

Total 1 137 -

9. Student debtors and other receivables

9.1 Student debtors and other receivables comprise:

Total student debtors 48 357 41 165 Net provision for impairment (20 510) (17 510) Net balances at the end of the year 27 847 23 655

Current other receivables Prepaid expenses 1 448 8 273 Accrued income 7 424 6 618 Sundry receivables 4 239 5 280 Total student debtors and other receivables 40 958 43 826

Non-current other receivables Prepaid expenses 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 and are classified as current assets as they will be realised within one year or less.

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 25.2.

128

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

9. Student debtors and other receivables (continued)

9.2 The movement in the provision for impairment of student debtors was as follows:

Balance at the beginning of the year 17 510 12 975 Charged for the year 3 000 4 535 Balance at the end of the year 20 510 17 510

10. Cash and cash equivalents

Cash and cash equivalents comprise:

Cash Balances with banks 154 921 214 334 Cash on hand 5 - Total cash 154 926 214 334

Cash equivalents Short-term deposits 226 919 234 874

Total cash equivalents 226 919 234 874

Total cash and cash equivalents included in current assets 381 845 449 208

Net cash and cash equivalents 381 845 449 208

For the purpose of presentation in the statement of cash flows, cash and cash equivalents include cash on hand, deposits with financial institutions, and other short- term, highly liquid investments with original maturities of three months or less, that are readily convertible to known amounts of cash and are not subject to significant risks of changes in value.

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 R164.8 million (2018: R331.1 million) (see note 12).

Information about the exposure to credit risk and interest rate risk is set out in note 25.2 and 25.5 accordingly.

129

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

11. Finance lease obligations

Finance lease obligation 11 927 -

11 927 -

Non-current liabilities 6 332 - Current liabilities 5 595 -

11 927 -

Comprises of: Balance at the beginning of the year - - Additions 14 214 - Interest (Note 21) 948 - Payments (3 236) - Balance at the end of the year 11 927 -

Commitments in relation to finance leases are payable as follows: Within one year 6 402 - Later than one year but not later than five years 6 633 - Later than five years - - Minimum lease payments 13 035 - Future finance charges (1 108) -

Balance at the end of the year 11 927 -

The University leases various student residences as disclosed in note 5 to the annual financial statements at the University’s incremental borrowing rate of 10,25% expiring within three years.

12. Deferred income

Balance at the beginning of the year 2 268 930 1 928 812

Add: Grants received during the year DHET Infrastructure and Efficiency grants 378 417 362 034 DHET Other grants 8 347 3 172 Private gifts and grants 25 508 17 224

Add: Interest earned and capitalised in terms of accounting policy 53 298 34 898

Less: Grants released Released to subsidies and grants (note 15) (79 472) (83 625) Released to private gifts and grants (note 17) (2 031) (1 704) Released to sundry income (344) -

Add: Increase due to municipal rates settlement negotiation - 8 119

Balance at the end of the year 2 652 653 2 268 930

130

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

12. Deferred income (continued)

Comprising: Non-current deferred income 2 551 845 2 191 985 Current deferred income 100 808 76 945 Total deferred income 2 652 653 2 268 930

Deferred income is included in non-current liabilities unless utilisation thereof is expected within 12 months or less.

Made up as follows: Cash and cash equivalents (note 10) 164 810 331 119 Other financial assets short term deposits (note 7) 644 800 379 500 Net value of assets (excluding assets under construction) 1 478 202 1 500 126 Net value of assets under construction (note 5) 364 841 58 185 Total deferred income 2 652 653 2 268 930

The net movement in the deferred income obligation for the year was as follows: Balance at the beginning of the year 2 268 930 1 928 812 Cash inflow - DHET: Restricted capital funding for infrastructure 378 417 362 034 Cash inflow - DHET: Other restricted grants 8 347 3 172 Cash inflow - Restricted private gifts and grants received 23 970 17 224 Cash inflow - Interest earned and capitalised to restricted funds 53 298 34 898 Non cash-flow movements (80 309) (77 210) Balance at the end of the year 2 652 653 2 268 930

13. Trade and other payables

Trade and other payables comprise:

Trade creditors 18 609 10 975 Infrastructure creditors 11 092 16 777 Thebe Foundation 1 243 1 818 Retentions 16 325 10 915 Accrued leave pay 10 349 7 840 Accrued remuneration expenses (45) 6 293 Debtors with credit balances 12 613 10 107 Total trade and other payables 70 186 64 725

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.

131

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

14. Provisions

Provision for infrastructure projects 201 4 997

The movement in the provision for infrastructure projects was as follows:

Balance at the beginning of the year 4 997 10 281 Charged for the year 201 4 997 Utilised during the year (4 066) (10 281) Transfers to trade and other payables (Infrastructure creditors) (931) - Balance at the end of the year 201 4 997

Settlement of the provision is expected within 12 months or less of the end of the reporting period.

15. State Appropriations - Subsidies and grants

DHET: Operational grant 314 328 231 195 Infrastructure and eﬃciency grants, other grants from DHET and other grants 79 472 83 668 Total subsidies and grants 393 800 314 863

16. Tuition and other fees

Tuition fees 62 234 46 572 Student merit awards (1 924) (2 193) Material fees - 3 724 Laptop fees 5 583 4 403 Other fees 563 624 Student residences: accommodation fees 48 276 41 652 Total tuition and other fees 114 732 94 782

17. Private gifts and grants

Private gifts and grants (note 12) 2 001 1 704 Other gifts and grants (note 12) 30 31 Total private gifts and grants 2 031 1 735

132

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

18. Personnel costs

Salaries and wages 214 445 157 428 Leave pay 2 543 2 521 Total personnel costs 216 988 159 949

Included in salaries and wages, are retirement contributions of R18.94 million (2018: R13.77 million).

Permanent staﬀ

Number of persons employed as at 31 December: Academic 133 115 Administrative 118 113 Cleaning, security and catering 255 171 Total permanent staff 506 399

Average number of persons employed during the year: 107 (2018: 286).

Contract staﬀ Average number of persons employed during the year: 293 (2018: 13).

19. Other operating expenses

The following items have been included in operating expenses:

Academic programmes expenses 15 858 7 117 Bank charges 692 313 Branding and marketing 2 154 2 061 Catering expenses 2 064 2 688 Cleaning 215 1 355 Computer expenses 2 837 1 685 Consumables 1 039 4 835 External auditors' fees 1 640 1 865 Honoraria 802 1 500 Impairment on property, plant and equipment 50 - Impairment on student debtors 3 000 4 535 Insurance 1 641 1 167 Legal expense 223 106 Library material 861 189 License fees: Information Technology 1 723 2 015 Municipal services 22 753 10 672 Printing and stationery 2 943 2 993 Professional fees 12 347 8 493 Recruitment and advertising costs 1 200 247

133

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

19. Other operating expenses (continued)

The following items have been included in operating expenses (continued):

Rental fees (note 22) 9 432 6 570 Repairs and maintenance 4 242 5 212 Residence expenses 49 206 26 490 Security and safety 10 807 15 297 Student related expenses 6 198 2 614 Subscriptions and memberships 1 057 2 482 Subsistence, accommodation and travel 7 146 5 265 Training 3 777 3 394 Other expenses 3 610 2 095 Total other expenses 169 517 123 255

Certain prior year amounts have been reclassified for consistency with the current year presentation. These reclassifications had no effect on the University’s 2018 reported financial position and results of its operations.

20. Interest received

Cash at bank and short-term deposits - Council controlled funds 14 737 12 435

21. Finance costs

Finance costs included in surplus or deficit:

Interest paid 129 35 Finance lease obligations 948 - Total finance costs 1 077 35

22. Rental expense

Expenses relating to short term leases of the following:

Student residences 8 923 - Commercial premises 146 - Equipment 128 - Other 235 - Total rental expenses 9 432 -

134

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

23. Cash generated from operations

Surplus for the year 72 725 79 202 Interest received (14 737) (12 435) Interest paid 1 077 35 Cash generated from operating activities 59 065 66 802

Non-cash items: (14 088) (14 748)

Released from deferred income (81 847) 985 329) Depreciation and amortisation expense 67 703 68 003 Impairment losses 3 000 4 535 Provisions (3 865) (5 284) Fair value gains and losses (763) (394) Write offs of property, plant and equipment 50 3 721 Adjustments for gains and losses on disposal of non-current assets (291) - Adjustment for allocation of merit bursary 1 925 -

Movement in working capital 145 11 398 Decrease in trade accounts receivable (9 594) (18 566) Increase/(decrease) in other operating receivables 5 340 19 171 (Increase)/decrease in trade accounts payable 7 709 (7 801) (Increase)/decrease in inventory (1 137) - Increase in other operating payables (2 173) 18 594

Cash generated from operations 45 122 63 452

135

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

24. Related parties’ transactions

The following are considered to be related parties to the University:

• University Council members; • Members of Council Committees; and • Executive management.

24.1 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, inclusive of the employer’s contributions to health and post- retirement benefits.

Name and title Office held Gross Remuneration Ballim, Y Prof Vice-Chancellor and Principal 3 843 3 620 Baxen, MJ Prof Deputy Vice-Chancellor 2 444 1 158 Olander, RJ Mr Chief Operating Officer 2 453 2 323 Naidoo, R Mr Registrar 2 357 2 104 Clarkson, RH Mr Interim Chief Financial Officer - 665 Marais, A Mrs Chief Financial Officer 1 876 149 Total executive management remuneration 12 973 10 019

No lump sum payments in excess of R250 000 were made to any member of Executive management during 2018 and 2019.

Executive management remuneration comprises:

Short-term employee benefits 11 025 8 779 Retirement benefits 1 948 1 240 Total executive management remuneration 12 973 10 019

136

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

24. Related parties’ transactions (continued)

24.2 Payments to members of Council and Committees of Council

To whom paid Number Meeting Expenses Total Total of attendance reimbursed 2019 2018 members (Aggregate (Aggregate amount paid) amount paid) R'000 R'000 R'000 R'000

Chairperson: 1 10 - 10 13 Council

Chairpersons: 9 35 13 48 40 Committees of Council

Members: Council 11 49 8 57 120

Members: 37 71 7 78 50 Committees of Council

Total payments to members of Council

and Committees of Council 164 28 193 223

137

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

25. Financial Risk Management

25.1 Classification

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 27 847 23 655 Other receivables 13 111 19 931 Student debtors and other receivables 40 958 43 586 Cash and cash equivalents 381 845 449 208 Other financial assets 352 563 276 486 Total 775 366 769 280

Financial assets at fair value through surplus or deﬁcit Other financial assets 312 834 149 731 Total 312 834 149 731

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 59 836 56 885 Finance lease liabilities 11 927 - Total 71 764 56 885

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.

25.2 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.

138

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

25. Financial Risk Management (continued)

25.2 Credit risk (continued)

25.2.1 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 2019.

25.2.2 Student debtors and other receivables

25.2.2.1 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:

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 statement of comprehensive income (5 486) (15 024) (20 510) Net carrying amount 25 288 2 559 27 847

139

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

25. Financial Risk Management (continued)

25.2 Credit risk (continued)

25.2.2 Student debtors and other receivables (continued)

25.2.2.1 Student debtors (continued)

The University applies the IFRS 9 simpliﬁed approach in measuring expected credit losses, which approach adopts a lifetime expected loss allowance for all student debtors, eﬀective 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:

31 December 2019

Inactive Self- NSFAS Other Funza University NSFAS Total accounts funded funded funded Lushaka staff funded and students students, students funded funded “Channel graduated excluding students students 2” students “Channel students 2” 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 - 2 558 13 558 1 504 (1 103) 195 10 700 27 847 amount

140

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

25. Financial Risk Management (continued)

25.2 Credit risk (continued)

25.2.2 Student debtors and other receivables (continued)

25.2.2.1 Student debtors (continued)

31 December 2018

Expected loss rates 100% 83% 41% 26% 3% 0% 0%

Gross carrying amount 6 372 7 351 8 559 5 514 776 475 12 118 41 165

Expected credit losses (impairment) recognised in statement of comprehensive income (6 372) (6 124) (3 537) (1 453) (24) - - (17 510)

Net carrying amount - 1 227 5 022 4 061 752 475 12 118 23 655

141

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

25. Financial Risk Management (continued)

25.2 Credit risk (continued)

25.2.2 Student debtors and other receivables (continued)

25.2.2.1 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 2018.

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 macroeconomic 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 high; • No surety is provided to the University; and • Adverse macroeconomic 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.

142

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

25. Financial Risk Management (continued)

25.2 Credit risk (continued)

25.2.2 Student debtors and other receivables (continued)

25.2.2.1 Student debtors (continued)

NSFAS funded students, excluding Channel 2 students

The nature of the risk grouping relates to students who have secured external funding from the NSFAS, excluding so called “Channel 2” designated 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.

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 macroeconomic 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.

143

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

25. Financial Risk Management (continued)

25.2 Credit risk (continued)

25.2.2 Student debtors and other receivables (continued)

25.2.2.1 Student debtors (continued)

NSFAS funded “Channel 2” students

The nature of the risk grouping relates to a particular cohort of students registered in 2019 who have secured funding from the NSFAS.

It is considered highly likely that the amounts owed will be recovered due to favourable contributing factors, including inter alia prompt collections by, and ongoing commitments from, the NSFAS.

The closing loss allowances (impairment) for student debtors as at 31 December 2019 reconcile to the opening loss allowances (impairment) as follows:

Balances at the beginning of the year 17 510 12 975 Charged for the year 3 000 4 535 Written off during the year - -

Balance at the end of the year 20 510 17 510

25.2.2.2 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 2019.

144

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

25. Financial Risk Management (continued)

25.2 Credit risk (continued)

25.2.3 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 2019.

25.3 Liquidity risk

Liquidity risk is the risk that an entity will encounter diﬃculty in meeting its obligations associated with its financial liabilities.

The University adopts a prudent approach to liquidity risk management. which entails maintaining suﬃcient cash and marketable securities to meet its 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 accredited financial institutions, and by separating its short-term deposits from its investment portfolio, which is managed by an independent asset manager.

The maturity timeline of the University’s financial liabilities at 31 December 2019 was, as follows:

Less than one year: Trade and other payables (59 837) (64 725) Finance lease liabilities (11 927) - Total (71 764) (64 725)

145

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

25. Financial Risk Management (continued)

25.4 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:

Total assets 3 035 308 2 566 268 Total liabilities (2 734 967) (2 338 652) Net funds at the end of the year 300 341 227 616

25.5 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 2019, if interest rates had been 1% higher/lower on cash and cash equivalents, based on a weighted average interest rate of 6.92% per annum (2018: 6.99%) with all other variables constant, the surplus for the year would have been R1.1 million (2018: R1.2 million) higher/lower, as the case may be, mainly as a result of more/less interest received on cash and cash equivalent balances.

25.6 Price risk

The securities held under the investment portfolio are managed by Investec Fund Managers 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 for the 2019 year increasing/(decreasing) by R20 404.

146

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

26. Fair values

IFRS 7: Financial Instruments – Disclosures requires disclosure of fair value measurements 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.

The following table represents the University's assets that were measured at fair value at the end of reporting period.

2019 2018 Level 1 Level 2 Level 3 Level 1 Level 2 Level 3 R'000 R'000 R'000 R'000 R'000 R'000

Assets

Non-current assets Non-recurring fair values Property, plant and equipment - 78 425 - - 78 425 -

Current assets Recurring fair values Other financial assets 312 834 - - 149 731 - -

Total assets 312 834 78 425 - 149 731 78 425 -

Movement schedule of Investec Asset management Investment held at Fair value

Opening balance 149 731 -

Initial investment - 55 000 Investment addition 200 000 90 000

Interest (11 456) 4 337

FV adjustment 1 647 394 Closing Balance 362 833 149 731

Current

Cash and cash equivalents 50 000 -

Non-current

Other financial assets at Fair value 312 833 149 731

Total Investec Asset management at Fair value 362 833 149 731

147

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

26. Fair values (continued)

Non-recurring fair values in level 2

Property, plant and equipment

Property, plant and equipment donated to the University are measured in the statement of ﬁnancial position at fair value on initial recognition. The cost model is applied to the subsequent measurement of property. plant and equipment.

Valuation techniques used to value property, plant and equipment include:

• Direct sales comparison valuation method for land and capitalised net income valuation method for buildings. • The price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date for motor vehicles and equipment.

Valuation inputs for direct sales comparison method for land:

• Area of property; and • Rate based on sales of comparable properties in the area for which price information is available subsequent to being scaled according to size.

Valuation inputs for capitalised net income valuation method for buildings:

• Gross rental income of property derived from the lettable area and lettable market rate of comparable properties in the area for which price information is available subsequent to being scaled according to size; • Expenses which inter alia include rates and taxes, maintenance, and insurance on buildings, etc.; • Vacancy rates; and Market capitalisation rates.

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.

148

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

27. Commitments

Capital expenditure approved at the reporting date, but not recognised in the financial statements, is as follows:

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, Science and Technology 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 239 068 593 594 Approved but not yet contracted 1 978 644 502 595

Total 2 217 712 1 096 190

Funding of Commitments: Department of Higher Education, Science and Technology20 1 898 003 1 030 278 Donation approved by Anglo American PLC - 40 000 Grant approved by National Lotteries Commission 25 911 25 911 Application of interest accrued 51 750 - Funding not yet confirmed 242 048 -

Total 2 217 712 1 096 190

Infrastructure and Efficiency grants allocations received by the University 641 844 649 088 2017 - 252 108 2018 253 427 396 980 2019 388 417 -

Infrastructure and Eﬃciency grants allocations receivable by the University 1 575 868 447 102 2019 - 431 137 2020 401 202 15 965 2021 431 180 - 2022 449 688 - Application of interest accrued 51 750 - Funding not yet confirmed 242 048 -

20 Approved by DHET, subject, however, to conﬁrmation of availability of funds by the National Treasury. 149

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

27. Commitments (continued)

Intangible assets

Capital expenditure relate to computer software licenses and agreements approved by management where contracts are awarded and in progress.

Approved and contracted: Within one year 443 - Two to five years 1 579 - Later than five years 31 -

Total 2 053 -

Funding of commitments

Unrestricted Council controlled funds 2 053 -

28. 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 15) 304 284 231 195 • Infrastructure and efficiency grants (note 12) 378 417 362 034 • Once-off additional operational grant 10 044 - • Other grants (note 12) 8 347 3 172 Total transactions with the DHET 701 092 596 401

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.

DHET grant paid via WITS: Infrastructure planning, development and operating costs (note 12) - 22 555

150

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

29. 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 2019 ﬁnancial year have been identified.

30. Events after the reporting date

The outbreak of the coronavirus (COVID-19) pandemic post year-end has significantly disrupted the way of life in South Africa and negatively affected the national economy. The country’s poor economic situation has been exacerbated by the recent sovereign downgrade to sub-investment grade.

The anticipated after-effects of the COVID-19 pandemic may impact, and even threaten, the future sustainability of the University. The pandemic is, however, considered to be a non-adjusting event and there is no immediate concern regarding the University’s going concern status in the short- to medium-terms.

Management has established high-level task teams that are continuously assessing and monitoring developments regarding COVID-19 and at the time of finalising these annual financial statements, management is confident that its responses to date are adequate. These include, for example, making additional provision in the University’s budget for the current year to meet all known expenses to date, as well as the anticipated costs of additional measures to protect all staff, students and visitors from the threat of contracting the virus. This expenditure is being controlled and monitored closely by the University’s budget holders under the oversight of the Finance Committee of Council.

A financial estimate of the long-term impact of the pandemic cannot be determined reliably as the extent of COVID-19 is unknown at present. Management has, however, done an analysis of the potential long-term effects of COVID-19, based on information available at the current reporting date. This is outlined overleaf.

151

NOTES TO THE ANNUAL FINANCIAL STATEMENTS (continued)

2019 2018 R'000 R'000

30. Events after the reporting date (continued)

Analysis of the Potential Implications of COVID-19

Perspective Potential Implications SPU responses and mitigation Our staff and students Risk of COVID-19 amongst Health and safety measures students/staff and the put in place as per the uncertainties of safety on applicable guidelines. campus. Our offices Employees unable to remain Availed IT resources to productive due to technology support remote working and failures and exposure to cyber meetings. risks. Our funders Risk of key personnel being Collaboration with funders unavailable due to COVID-19. and stakeholders to identify Donors may experience and manage potential risks. difficulties to honour Utilisation of IT resources to commitments due to budget conduct productive cuts and or reduced profits. engagements. Effective The students and employees' Instituted response and communication well-being adversely communication teams to keep impacted. all informed and to receive feedback. The academic year Risk that academic year Online teaching and learning cannot been saved. programmes implemented. Academic calendar revised and extended. Working capital Negative impact on business Implement investment policy management liquidity, for example designed to mitigate risks deterioration in cash ratio. with no exposure to equity. Close monitoring of cash position. Expenditure plans review and reprioritisation. Operating costs saving: venues, catering, travel, and others. The infrastructure Risk of key projects not MTEF revised and project completed in time. reprioritised. Delayed spend led to additional interest income. The Annual The 2020 APP significantly Explore the ways to reinvent Performance report impacted by COVID-19. and reposition the University

31. 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.

152

APPENDICES

153

APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT

1. Purpose This document provides a brief narrative in regard to the Final Progress Report in regard to the KPA/KPI Performance Matrix associated with the SPU 2019 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. This APP includes a narrative of the operational plan for the given year (which should deal with how the overall strategy is to be implemented in that specific year); a Performance Matrix consisting of Strategic Goals, Strategies (in various Key Performance Areas); and Deliverables (Key Performance Indicators). The APP also includes the annual budget (as aligned to the delivery of the operational plan) and the Risk Register (in terms of the risks of the Plan not being delivered).

The Performance Matrix element is intended as a monitoring instrument or dashboard which can act as a reasonable proxy as to whether the operational plan is being successfully carried out. Therefore, it is customary for an updated Progress Report in regard to the Performance Matrix, especially in terms of the tracking of the deliverables (key performance indicators) to be provided to the Council Audit and Risk Committee, as well as to every full Council Meeting.

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 Conventions SPU has always reported through a reporting column in regard to each deliverable section, indicating progress to date. More recently each deliverable is colour-coded in terms of Green (representing the deliverable being achieved); Yellow (indicating that the deliverable is on track); and Red (denoting that the deliverable is at risk).

In this Final Progress Report Green continues to denote the KPI has been achieved, but Yellow indicates partial achievement and Red indicates the KPI was not achieved (or was not started).

4. Narrative for Final Progress Report

(a) KPIs denoted as Reds (Not Achieved)

6 reds appear in this final 2019 report. Of these 6, one refers to the feasibility study for a Writing Centre which was deprioritized in terms of other pedagogical modalities and was not started; and one represents a failure to initiate two new research projects under an approved research policy, a practical impossibility since the research plan (as a component of the academic plan) was only submitted for approved to Council late in the year.

155

APPENDIX 1: ANNUAL PERFORMANCE PLAN ASSESSMENT (continued)

4. Narrative for Final Progress Report (continued)

(a) KPIs denoted as Reds (Not Achieved) (continued)

A further red represents a delay in the Carnarvon Project caused by SKA vetoing SPU’s future occupation of the site granted by the Provincial Government. This project is still very much alive, but without a new site firmly identified detailed planning could not proceed. A further two reds involve the study of the demand for short courses and the end-user satisfaction survey, both of which have struggled for lack of capacity. The final red relates to an expected important internal audit of the implementation of the agreed SPU academic workload model in the Schools, which has not, as yet, emerged.

(b) KPIs denoted as Yellows (Partially Achieved)

An indicator is reported as partially achieved when the final performance is within 80% of the predetermined target. Whilst we acknowledge that actual performance is not always reported on a percentage basis, we believe that this manner of reporting provides a more transparent and accurate result. One such indicator is the student intake for 2019: The actual performance of around 2000 students represents a 95% achievement of the target. As such, it is reported as partially achieved rather than not achieved. The cohort completion rate was also very slightly missed by 0.2% (for the undergraduate contingent). The final assessment has yielded 15 yellows. The bulk of these represent processes which for one reason or another fell behind schedule - in most cases only slightly, with the KPI narrowly missing turning green; and in some fewer cases some fell more significantly behind schedule. A review of these 15 partially-achieved KPIs however, shows that the great bulk were reasonably close to achieving completion but timed out by the year-end, and in every single case denoted yellow more than 50% of the expected outcome(s), at the very least, was achieved.

76 KPIs are currently denoted as green which represents 78% of the total KPIs. Red KPIs constitute % of the total. This represents a generally satisfactory performance for 2019 delivery.

5. 2019 Deliverables (KPIs) in terms of the Strategic Plan The table below provides a synthesis of the key deliverables for 2019 in line with the strategic goals and strategies set out in the SPU Strategic Plan 2015 – 2020.

6. 2019 Ongoing Deliverables in terms of the Strategic Plan The table below provides a synthesis of the key deliverables for 2019 in line with the strategic goals and strategies set out in the SPU Strategic Plan 2015 – 2019.

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KEY:

Achieved

Partially Achieved

Not Achieved

Note: All progress is reported for the year ended 31 December 2019, unless stated otherwise.

TABLE: 2019 PERFORMANCE ASSESSMENT DELIVERABLES

STRATEGIC GOALS STRATEGIES 2019 DELIVERABLES FINAL PROGRESS REPORT

1. To establish 1.1. Curriculum 1.1.1. Implement and consolidate new ▪ 4 postgraduate programmes and 2 advanced diploma the foundations of an design, programme academic programme(s) if approved programmes accredited in 2018. academic programme of development and ▪ 3 Honours and a post graduate diploma in public management are teaching and learning delivery implemented in 2019. excellence, research development and 1.1.2. Enrol 50 post graduate and post Achieved community engagement graduate diploma students (if such 103 Postgraduate students enrolled. programmes are approved)

1.1.3. >2 100 students registered in all Shortfall of 99 students

programmes at SPU (1 904 undergraduate students and 97 postgraduate students).

1.1.4. >75% of first-year students’ Achieved progress to 2nd year of studies (91.46% Progressed)

157

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STRATEGIC GOALS STRATEGIES 2019 DELIVERABLES FINAL PROGRESS REPORT

1.1.5. >85% course pass rate Undergraduates: Achieved - Average for 1st Semester 89.21% - Average for the year 90.97%

Postgraduates: Achieved - Average for 1st Semester 91.01 - Average for the year 89.20%

1.1.6. >70% cohort completion rate (2018) Undergraduates 69.81%

1.1.7. Implement and monitor revised Achieved structures and functionality of academic timetable

1.2. Ensure 1.2.1. Established oversight mechanisms ▪ Programme Review of BCom programme completed. student-focused to support teaching and learning, in ▪ Module evaluation tool finalised. teaching and respect of: learning i. Quality assurance ▪ Module evaluation done. ii. Curriculum development ▪ Quality Assurance addressed. iii. Digitally-enhanced learning

1.2.2. Operationalise platform for a 21st ▪ Strategy in place for 21st century library. century library ▪ Two consultants have been appointed to facilitate the optimal use of space appropriate for a 21st century library. Report has been issued and costed. Approval granted.

▪ Revised organogram to support a 21st century library has been approved by SMT.

▪ Job descriptions complete and new staff recruited .

▪ Registration done with important library stakeholders in South Africa to support the development of the library.

▪ Procurement of licences that enhance library services carried out.

158

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STRATEGIC GOALS STRATEGIES 2019 DELIVERABLES FINAL PROGRESS REPORT

▪ Student and staff needs analysis tool developed. 1.2.3. Consolidation of mentorship 90 First-year Peer Mentors received basic and advanced training. Each programme Mentor supports between 10-15 first year students. 1.2.4. Feasibility study for writing centre Not yet started. (However conceptual framework for academic support to students, which would inform writing centre design, in progress.)

1.2.5. Complete and process ▪ Recommendations and improvement plan approved at Senate recommendations of SCOR programme review

1.2.6. Develop programme for ▪ Organogram for the Centre approved by SMT. implementation of blended learning ▪ Recruitment of a Programmes Manager: E-Learning is complete. approach using the learning management system ▪ Analysis of the current use by staff and students of the learning management system done. 1.3. Develop 1.3.1. Institutionalise system for student ▪ A single instrument has been developed to obtain academic quality feedback on assessment of feedback on module and lecturer. assurance system modules (>50%) and assessment ▪ Semester Modules: Evaluation – Done. lecturers (>50%) annually ▪ Year-long Modules: Evaluation scheduled for November 2019.

1.3.2. Implement School-based quality ▪ Analysis of the instrument piloted in November 2018. assurance instruments ▪ Schools to implement University-wide instrument developed in collaboration with the CTLPD.

1.3.3. Quality assurance policies and ▪ Quality and Assurance policy in development: QA Manager recently protocols implemented appointed to assist in development & implementation.

▪ Module evaluation protocol implemented.

▪ Programme Review protocol and procedure implemented.

1.4. Establish 1.4.1. Approve and implement research Research Plan Developed as component of Academic Plan. research thrusts plan

159

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STRATEGIC GOALS STRATEGIES 2019 DELIVERABLES FINAL PROGRESS REPORT

1.4.2. Two new research programmes Not started. initiated within the framework of approved research plan

1.4.3. Ten academics holding externally Achieved funded research grants

1.5. Promote 1.5.1. Strategy and operational plan for Change in land pocket as a result of SKA objections to SPU presence on critically engaged Carnarvon project completed. original site has delayed detailed planning. scholarship 1.5.2. Twenty public lectures hosted Achieved.

1.5.3. Eight seminars hosted Twenty-six (26) already held and one planned for June 2019.

1.5.4. At least two academic conferences Two conferences to be hosted at SPU in 2019: hosted ▪ School of NAS; SASAE (South African Society for Agricultural Extension) conference in June 2019.

▪ School of Humanities; Association of Southern African Professional Archaeologists (ASAPA) Conference July 2019.

2. To fashion a 2.1. Promote a 2.1.1. Integrated programme evidenced Dialogues on the following held on campus and in residences: SPU experience culturally diverse by at least four activities on ▪ GBV talk in our residences. notable for its vibrancy, and inclusive diversity developed and ▪ Alcohol and Substance abuse information sessions. critical enquiry, open student body and implemented for 2018. debate and scholarly faculty ▪ Mental health and reduction of stigma and discrimination. excellence ▪ Human Rights Day event held that promotes diversity and inclusion. 2.1.2. Enable four student initiatives on Human Rights event March transformation and diversity Human Trafficking dialogue February promotion SRC - sponsored leadership programme September

2.2 Ensure effective 2.2.1. Implement at least two student Two programmes in progress. student support and volunteer programme opportunities wellbeing

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STRATEGIC GOALS STRATEGIES 2019 DELIVERABLES FINAL PROGRESS REPORT

2.2.2. Structured residence life ▪ Residences organised as learning communities. programme consisting of at least ▪ Peer Mentors in place to support 1st student transition into higher four activities in each residence education and residence life. aimed at learning and institutional culture development implemented. ▪ Inter-residence sport participation in progress.

▪ Democratic election of House Committee in our residences implemented

▪ Dialogues on: o GBV talk in our residences. o Alcohol and Substance abuse information sessions.

▪ Taking responsibility: Blood donation drives. 2.2.3. A structured psychosocial and A number of activities ongoing, e.g.: dialogues on: wellbeing programme established a. Gender-based Violence talks held in residences and implemented through at least b. Alcohol and Substance abuse information sessions two public lectures, three Conceptualising of health and wellness programme implemented. awareness campaigns and four Awareness campaigns and small group discussions completed. More than small group discussions for first two public lectures/events held. years led by peer mentors.

2.2.4. Hold a consultation with SAPS and Precinct Security Plan has been drawn up as a basis for co-operation with key neighbours in regard to the neighbours development of Oppenheimer Park as a safe precinct.

2.3 Provide a healthy, 2.3.1. Institutional Security Assessment Security Business architecture plan has been drafted to identify gaps in safe, secure and and Plan implemented. security capacity – physical and technology. An RFP for an integrated vibrant university management platform is underway. environment 2.3.2. Implement “Keep SPU clean” SPU student leaders participated in the environmentally-themed ACUHO integrated into the campaign. Conference. Programme developed for a clean and environmentally city sustainable SPU campus

161

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STRATEGIC GOALS STRATEGIES 2019 DELIVERABLES FINAL PROGRESS REPORT

2.4 Develop a service- 2.4.1. Develop and implement two service ICT Service Charter has been drafted. focused charters. Facilities Service Charter drafted. administration 2.4.2. Review policies and procedures Completed and define roles and responsibilities for space and asset management.

2.4.3. Implementation of Integrated IWMS Procurement Completed and provider appointed. Workplace Management System IWMS Training has commenced. (IWMS) in respect of infrastructure maintenance and asset System development and loading of information is taking place. System to management go live on the 29th of May 2020. 2.4.4. End-user service satisfaction Not yet started. ICT Services satisfaction mechanism was implemented as survey undertaken for one part of the Marval call logging system, however a customer satisfaction department survey will be sent to all staff during the first term of 2020.

3. To advance 3.1. Develop human 3.1.1. Develop and implement integrated ▪ Programme and Curriculum Design 14-15 January 2019. the governance, capital academic staff development ▪ Teaching and Learning in Higher Education 20-22 March 2019. management and programme operating capabilities of ▪ Postgraduate Studies completion and writing for publication 16-20 SPU towards January 2019. outstanding scholarship ▪ Research Ethics Training Workshop 03 February 2019.

▪ Research Funding Proposal Development 11 April 2019.

▪ NRF Rating Workshop 15 May 2019.

▪ Postgraduate Studies completion and writing for publication 11-14 July 2019.

▪ Research Development Symposium 16-17 August 2019.

▪ Introduction to Postgraduate Supervision 12 September 2019.

▪ Research Colloquium 22-23 November 2019. Combined with writing retreat where work in progress will be presented.

162

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STRATEGIC GOALS STRATEGIES 2019 DELIVERABLES FINAL PROGRESS REPORT

▪ Postgraduate Studies completion and writing for publication 9-13 December 2019.

3.1.2. Strengthen scholarly publishing In implementation. Four facilitators have visited SPU for week long capacity of academics mentorship session.

3.1.3. At least two academic writing Achieved retreats hosted in 2019

3.1.4. Training and implementation of Work with consultant currently advanced to specify KPA/KPI for Executive individual performance agreements Manager assessment during 2020. Developing of performance agreements for all staff at Peromnes grading 1-5 for P1-5 in consultation with the relevant employees completed, who have now only to sign the documents.

3.1.5. Roll out of administrative support 3 School Registrars appointed. (Fourth position to be re-advertised.) structures for schools

3.1.6. Compliance with workload model Awaiting Internal Audit report. assessed

3.2. Ensure financial 3.2.1. Implement strategies for Debt analysis completed. Most students are funded by NSFAS. Therefore, sustainability maximising student debt recovery strategy relates supplying necessary and accurate information to NSFAS on a timely basis, and constant communication with NSFAS. Another strategy is to attempt to ensure all students obtain funding. This minimises the risk of non-recovery. Currently less than 10% of students are self-funded. In summary, strategies are employed and in process of implementation.

3.2.2. Undertake investigation into and Not started. report on local demand for short, executive and certificate programmes

3.2.3. Revised financial management and Implemented. procurement policies and procedures implemented

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STRATEGIC GOALS STRATEGIES 2019 DELIVERABLES FINAL PROGRESS REPORT

3.2.4. Policies on intellectual property, Draft policies completed and approved at SMT-level. academic consulting and external work implemented

3.2.5. Maximise awareness of ethics and Ongoing. corruption hotline

3.2.6. Grow third-stream income for Good progress re donors, especially SETA’s, including HWSETA, ETDP student bursary support through SETA NW, Raymond Mhlaba Municipality, Douglas SEDC, MacSteel, OTP donations and/or endowments Free State SITA.

3.2.7. Implement delegation of authority Achieved.

3.2.8. Ensure full implementation of Ongoing. 80% achieved. Automated requisitioning (SCM) Module systems and processes for financial implemented and Budget module also implemented for 2019. Assets management as regularised in module and Integrated Workplace Management System to be implemented 2018 in the next financial year.

3.2.9. Update Sustainability Study Final Draft Document completed and submitted to FINCO and DHET. Projections according to 2019 enrolment, financial & planning However new update process is now underway following recent revisions of modalities Enrolment Plan.

3.3. Provide access to 3.3.1. Develop institutional plan towards Digital University Workshop held and report completed. Recommendation infrastructure, digital university reflected in new 5-year Strategic Plan. Recommendations reflected as goal facilities and 3 of the new SPU Strategic Plan 2020-2024. Digital University Task Team Information, has been operationalised. Communication 3.3.2. Maintain and update website and Achieved and ongoing. Additionally, in order to improve security and and Networking social media platforms for digital resilience, the website has been moved from an on-site server to a hosted Technologies marketing and communication service. (ICTs) 3.3.3. Re-aligned infrastructure plan to Synergy of Academic Plan and Infrastructure Plan reflected in Strategic SPU strategic and sustainability planning documents. requirements. Short-term period 2020-2023 to get SPU on the standard DHET Maintenance Infrastructure Funding (MIF) cycle.

164

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STRATEGIC GOALS STRATEGIES 2019 DELIVERABLES FINAL PROGRESS REPORT

New MTEF 2023-2028 in progress, this reflects the full implications of the 2020-2024 Strategic Plan.

3.4. Manage the 3.4.1. Three-year branding, marketing Plan approved and in full implementation. reputation of the and communication plan University implemented (including social media).

3.4.2. Establish marketing and Achieved. Manager in place and very active. Assisted by intern. Second staff communications office. member recruited & starting December 1 2019.

ICT investigating a mobile communications application for deployment in 2020.

3.4.3. Six topical articles appearing in Partially achieved. local and national newspapers (Four appeared) written by staff.

165

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 21 for the year ended 31 December 2019

Category of Membership And Overall Attendance Percentages

Name Of Governance Body External Internal Overall Members Members Attendance Attendance Attendance % % % Council 80% 90% 84% Executive Committee 71% 85% 77% Audit and Risk Management Committee 83% 96% 89% Facilities Planning, Infrastructure and Information Technology 83% 79% 80% Committee Finance Committee 86% 94% 83% Human Resources Committee 75% 100% 90% Remuneration Committee 93% 87% 90%

Total: Council and Committees of Council 82% 90% 85%

Details of the attendance statistics, analysed for individual members present and University officers in attendance at meetings held in 2019, are contained in separate tables for each of the above governance bodies on the pages following this summary.

For statutory reporting purposes, the attendance statistics for the Institutional Forum have not been included in the consolidated table of attendance percentages for Council and the Committees of Council. This information is nevertheless disclosed in a separate table of attendances at Institutional Forum meetings held during the year.

21 For the purposes of the following analyses of attendance at meetings of Council, Committees of Council and the Institutional Forum, University officers and other employees in attendance at meetings have been included in the category of Internal Members. 166

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 2019

Council Dates of Meetings of Council %

Name Position

27 26

26 26 27

2019 2019 2019 2019

June June

March

Overall

Meeting) Meeting)

November

September

Attendance Attendance

2December 2019 (Special External Members: Mokgoro, JY Judge Chairperson Apology Apology    60% Glennie, JA Ms22 Deputy Chairperson  Apology    80% Akharwaray, GH Mr Member Apology     80% Bloom, TM Mr Member   Apology   80% Clarkson, RH Mr23 Member Apology     80% Kimmie, AL Mr Member    Apology Apology 60% Madonsela, AN Mr Member  Apology    80% Marais-Martin, MA Ms Member  Apology  Apology  60% Molusi, ACG Mr Member      100% Mutyorauta, JJ Mr Member      100% Ndzilili, HM Mr Member      100% Phatshoane, MV Judge24 Member   Apology   80% Internal Members: Ballim, Y Prof Member     Apology 80% Baxen, MJ Prof Member   Apology  Apology 60% Gelebe AC Prof Member  Apology    80% Mataga, J Dr Member Apology     80% Students’ Representative Council Members: Moilwa, T Mr 25 Member    * * 100% Ngema, T Ms 26 Member    * * 100% Malape, M Mr 27 Member * * *   100% Takane, T Mr 28 Member * * *   100% In attendance: FitzGerald, PT Prof Executive Director:     Apology 80% Special Projects Marais, A Ms Chief Financial Officer      100% Naidoo, R Mr University Registrar      100% Olander, RJ Mr Chief Operating Officer      100% Overall Attendance Percentage: 82% 77% 86% 91% 82% 84%

 Present * Not a member at the time of the meeting in question

22 Glennie, JA Ms - Acting Chairperson on 27 March 2019. 23 Clarkson, RH Mr – Executive Advisor to the CFO from 1 December 2018 to 31 March 2019, during which period he was not a member of Council. He was reinstated as a member of Council and as Chairperson of the FINCO with effect from 1 April 2019. 24 Phatshoane, MV Judge – Acting Chairperson on 26 June 2019. 25 Moilwa, T Mr – Term: 1 November 2018 – 31 October 2019. 26 Ngema, T Ms – Term: 1 November 2018 – 31 October 2019. 27 Malape, M Mr – Term: 1 November 2019 – 31 May 2020. 28 Takane, T Mr – Term: 1 November 2019 – 31 October 2020. 167

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Attendance at Meetings of Committees of Council for the year ended 31 December 2019

Executive Committee (EXCO) Dates of Meetings %

Name Position 18

10 10 15

2019 2019 2019 2019

June June

March

Overall

November

September Attendance Attendance

External Members: Mokgoro, JY Judge Chairperson Apology Apology   50% Glennie, JA Ms Deputy Chairperson     100% Akharwaray, GH Mr Member Apology Apology   50% Clarkson, RH Mr 29 Member *    100% Kimmie, AL Mr Member Apology   Apology 50% Phatshoane, MV Judge Member   Apology  75% Internal Members: Ballim, Y Prof Member     100% Baxen, MJ Prof Member Apology Apology   50% In attendance: Marais, A Ms Chief Financial Officer   Apology  75% Naidoo, R Mr University Registrar     100% Olander, RJ Mr Chief Operating Officer     100%

Overall Attendance Percentage 60% 73% 82% 91% 77%

 Present * Not a member at the time of the meeting in question

29 Clarkson, RH Mr – Attended meetings in ex-officio capacity as Interim CFO from 1 September 2018 – 30 November 2018 and as Executive Advisor to the CFO from 1 December 2018 to 31 March 2019. He was reinstated as member of Council and as Chairperson of the FINCO from 1 April 2019.

168

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Attendance at Meetings of Committees of Council for the year ended 31 December 2019 (continued)

Audit and Risk Management Committee (ARMC) Dates of Meetings %

12 13

Name Position 26

2019 2019 2019 2019

June June

Overall Overall

August August

February

November Attendance Attendance

External Members: Kimmie, AL Mr Chairperson    Apology 75% Glennie, JA Ms30 Deputy Chairperson     100% Marais-Martin, MA Ms31 Member * Apology   67% External Experts (not on Council): Albertyn, DL Mr Member     100% Van Tonder, JT Mr Member   Apology  75% In attendance: Ballim, Y Prof Vice-Chancellor and Apology    75% Principal Clarkson, RH Mr 32 Executive Advisor to the  * * * 100% CFO Marais, A Ms Chief Financial Officer     100% Naidoo, R Mr University Registrar     100% Ndou, G Mr Director: Internal Audit     100% Olander, RJ Mr Chief Operating Officer     100%

Overall Attendance Percentage 88% 89% 89% 89% 89%

 Present * Not a member at the time of the meeting in question

30 Glennie, JA Ms – Acting Chairperson: 7 November 2019 31 Marais-Martin, AM Ms – Appointed to ARMC: 27 March 2019 32 Clarkson, RH Mr – Attended meetings in ex-officio capacity as Interim CFO from 1 September 2018 – 30 November 2018 and as Executive Advisor to the CFO from 1 December 2018 to 31 March 2019. He was reinstated as member of Council and as Chairperson of the FINCO from 1 April 2019.

169

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Attendance at Meetings of Committees of Council for the year ended 31 December 2019 (continued)

Facilities Planning, Infrastructure and Information Dates of Meetings %

Technology Committee (FPIITC)

22 31

Name Position 28

2019 2019 2019 2019

June June

Overall Overall

August

October

February Attendance Attendance

External Members: Akharwaray, GH Mr Chairperson     100% Bloom, TM Mr Member     100% Ndzilili, HM Mr Deputy Chairperson Apology  Apology  50% Internal Members: Ballim, Y Prof Member     100% Olander, RJ Mr Member     100% In attendance: Baxen, MJ Prof DVC: Academic   Apology Apology 50% FitzGerald, PT Prof Executive Director: Special  Apology Apology Apology 25% Projects Marais, A Ms Chief Financial Officer    Apology 75% Naidoo, R Mr University Registrar     100% Paddon, C Ms Director: Physical Planning     100% and Infrastructure

Overall Attendance Percentage 90% 90% 70% 70% 80%

 Present * Not a member at the time of the meeting in question

170

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Attendance at Meetings of Committees of Council for the year ended 31 December 2019 (continued)

Finance Committee (FINCO) Dates of Meetings %

2 7 12

Name Position 11

2019 2019 2019 2019

June June

March

Overall Overall

November

September Attendance Attendance

External Members: Clarkson, RH Mr 33 Chairperson *    100% Executive Advisor to the CFO  * * * 100% Akharwaray, GH Mr Deputy Chairperson Apology    75% Madonsela, AN Mr34 Member     100% External Experts (not on Council): Dames BA Mr Member   Apology  75% Maritz, HR Mr 35 Member *    100% Wainstein BM Mr Member  Apology  Apology 50% Internal Members: Ballim, Y Prof Member     100% Marais, A Ms Member     100% In attendance: Naidoo, R Mr University Registrar     100% Olander, RJ Mr Chief Operating Officer    Apology 75%

Overall Attendance Percentage 80% 90% 90% 72% 83%

 Present * Not a member at the time of the meeting in question

33 Clarkson, RH Mr – Attended meetings in ex-officio capacity as Interim CFO from 1 September 2018 – 30 November 2018 and as Executive Advisor to the CFO from 1 December 2018 to 31 March 2019. He was reinstated as member of Council and as Chairperson of the FINCO from 1 April 2019. 34 Madonsela, AN Mr - Acting Chairperson: 11 March 2019 35 Maritz, HR Mr – Appointed to FINCO: 27 March 2019 171

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 2019 (continued)

Human Resources Committee (HRC) Dates of Meetings %

8 4 5

Name Position 30

May

2019 2019 2019 2019

Overall Overall

February

November

September Attendance Attendance

External Members: Phatshoane, MV Judge Chairperson     100% Madonsela, AN Mr Deputy Chairperson   Apology Apology 50% Molusi, ACG Mr Member  Apology Apology  50% Mutyorauta, JJ Mr Member     100% Internal Members: Ballim, Y Prof Member     100% Baxen, MJ Prof Member     100% Gelebe, AC Prof Member     100% Olander, RJ Mr Chief Operating Officer     100% In attendance: Naidoo, R Mr University Registrar     100% Farmer, IB Mr Director: Human Resources     100%

Overall Attendance Percentage 100% 90% 80% 90% 90%

172

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Attendance at Meetings of Committees of Council for the year ended 31 December 2019 (continued)

Remuneration Committee (REMCO) Dates of Meetings %

3 5 9 16

Name Position 26

2019 2019 2019 2019 2019

Overall Overall

August August

December December

September September Attendance Attendance

External Members: Mokgoro, JY Judge Chairperson      100% Glennie, JA Ms Deputy Chairperson    Apology  80% Phatshoane, MV Judge Member      100% In attendance: Ballim, Y Prof Vice-Chancellor and     Apology 80% Principal Marais, A Ms Chief Operating Officer     Apology 80% Olander, RJ Mr Chief Operating Officer      100%

Overall Attendance Percentage 100% 100% 100% 83% 67% 90%

173

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Attendance at Meetings of the Senate for the year ended 31 December 2019

Senate Dates of Meetings %

Name Position May

2019 2019 2019 2019

2019

22 22

Overall Overall

20March

Attendance Attendance

2December

13November

(special meeting)(special 11September

External Members: Mutyorauta, JJ Mr Member      100% Internal Members: Ballim, Y Prof Chairperson, Vice-     Apology 80% Chancellor & Principal Baitshenyetsi, T Mr Member     Apology 80% Barnett, E Dr Member   Apology  Apology 60% Baxen, M J Prof Member, DVC: Academic Apology    Apology 60% Benneyworth, G Dr Member Apology  Apology Apology  40% Buyamukama, J Dr Member    Apology Apology 60% Chinguno, C Dr36 Member *     100% Chizwina, S Dr Member     Apology 80% Felix, A Mr Member     Apology 80% Gelebe, A Prof Member Apology     80% Haire, K Prof37 Member * * Apology  Apology 33% Harebottle, D Dr Member  Apology  Apology  60% Mabugu, E Prof38 Member *     100% Maepa, M Mr39 Member   * * * 100% Maistry, K Ms40 Member * *   Apology 66% Malape, M Mr41 Member * * *  Apology 50% Maringira, G Prof42 Member * Apology  Apology  50% Masvosve, T Dr43 Member *  Apology   75% Mataga, J Prof Member Apology     80% Moilwa, T Mr44 Member    * * 100% Moreeng, B Dr Member      100% Mosia, M Dr Member      100% Mothibi, D Dr Member     Apology 80%

36 Chinguno, C Dr – Appointed to SENATE: 22 May 2019 37 Haire, K Prof – Appointed to SENATE: 11 September 2019 38 Mabugu, E Prof – Appointed to SENATE: 22 May 2019 39 Maepa, M Mr - Suspended: 19 August 2019 40 Maistry, K Ms – Appointed to SENATE: 11 September 2019 41 Malape, M Ms - Term: 01 November 2019 – 31 May 2020 42 Maringira, G Prof – Appointed to SENATE: 22 May 2019 43 Masvosve, T Dr – Appointed to SENATE: 22 May 2019 44 Moilwa, T Mr – Term: 01 November 2018 – 31 October 2019 174

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 2019 (continued)

Senate Dates of Meetings %

Name Position

2019 2019 2019 2019

2019

22 May 22May

Overall Overall

20March

Attendance Attendance

2December

13November

(special meeting)(special 11September

Internal Members (continued): Mpofu, N Dr45 Member  * * * * 100% Msimanga, A Prof Member      100% Naidoo, R Mr Member,  Apology    80% University Registrar Ndlovu, L Mr Member      100% Obioha, O Dr Member      100% Radebe, J Mr46 Member Apology * * * * 0% Rademeyer, C Dr Member     Apology 80% Sefadi, J Dr Member    Apology  80% Senye, I Mr47 Member    * * 100% Sethunya, K Mr48 Member * * *  Apology 50% Sikwila, J Dr Member      100% Teise, V Prof Member Apology     80%

Overall Attendance Percentage 78% 90% 87% 84% 58% 79%

 Present * Not a member at the time of the meeting in question

45 Mpofu, N Dr – Resigned: 31 March 2019 46 Radebe, J Mr – Term expired: 31 March 2019 47 Senye, I Mr – Term: 1 November 2018 – 31 October 2019 48 Sethunya, K Mr – Term: 1 November 2019 – 31 October 2020 175

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 2019

Institutional Forum (IF) Dates of Meetings %

Name Position

May May

2019 2019 2019 2019 2019

October October

Overall Overall

February February

Meeting)

Nov2019

(Special

Meeting)

7 August

Workshop)

2 October 2 October

( (Workshop) 2Dec 2019

Attendance Attendance

(Extraordinary (Extraordinary

13 20 External Members: Mutyorauta, JJ Mr Member        100% Internal Members: Maistry, K Ms49 Chairperson *       100% Mothibi, D Dr50 Deputy- *      Apology 83% Chairperson Ballim, Y Prof 51 Vice-Chancellor    Apology  Apology Apology 67% and Principal Baxen, MJ Prof DVC: Academic Apology Apology Apology Apology Apology  Apology 17% Albertus, E Ms 52 Member *   Apology Apology Apology  50% Greengrass, C Ms 53 Member *      Apology 83% Hoorn, C Ms54 Member *   Apology    83% Kisten, M Mr55 Member *  Apology   Apology Apology 50% Maepa, M Mr56 Member  Apology * * * * * 50% Malape, M Mr57 Member * * * *   Apology 67% Makubalo, V Ms58 Member *   Apology  Apology  67% Makutu, MC Ms59 Member * * * *   Apology 67% Mmusi, L Ms60 Member *   Apology Apology Apology Apology 40% Moilwa, T Mr61 Member Apology     * * 80% Mokhele, S Mr62 Member Apology * * * * * * 0% Mongale, K Mr63 Member Apology * * * * * * 0% Motsage, W J Ms64 Member *      Apology 83% Mwansa, G Dr65 Member  * * * * * * 100%

49 Maistry, K Ms – Appointed to IF and as Chairperson: 7 May 2019 50 Mothibi, D Dr - Appointed to IF and as Deputy-Chairperson on 7 May 2019 51 Ballim, Y Prof – Acting Chairperson: 13 February and 15 May 52 Albertus, E Ms – Appointed to IF: 9 May 2019 53 Greengrass, C Ms – Appointed to IF: 7 May 2019 54 Hoorn, C Ms – Appointed to IF: 7 May 2019 55 Kisten, M Mr – Appointed to IF: 7 May 2019 56 Maepa, M Mr – Suspended: 19 August 2019 57 Malape, M Mr - Term: 1 November 2019 – 31 May 2020 58 Makubalu, M Ms – Appointed to IF: 7 May 2019 59 Makutu, MC Ms – Term: 1 November 2019 – 31 October 2020 60 Mmusi, L Ms – Appointed to IF: 9 May 2019. Maternity leave: 1 October 2019 onwards. 61 Moilwa, T Mr – Term: 1 November 2018 – 31 October 2019 62 Mokhele, S Mr – Term expired: 28 February 2019 63 Mongale, K Mr – Term expired: 28 February 2019 64 Motsage, WJ Ms – Appointed to IF: 7 May 2019 65 Mwansa, G Dr – Term expired: 28 February 2019 176

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 2019 (continued)

Institutional Forum (IF) Dates of Meetings %

Name Position

May May

2019 2019 2019

October October

Overall Overall

February February

Meeting)

Nov2019

(Special

Meeting)

7 August

2 October 2 October

(Workshop) (Workshop) 2Dec 2019

Attendance Attendance

(Extraordinary (Extraordinary

13 20 Internal Members (continued): Onvlee, D Mr66 Member *     Apology  83% Paddon, C Ms67 Member *  Apology     83% Sebe, K Mr68 Member   Apology   * * 80% Sefadi, J Dr69 Member    Apology   Apology 83% Truyts, C Ms70 Member  * * * * * * 100% Van der Spuy, D Ms71 Member *       100% In attendance: Naidoo, R Mr University   Apology Apology Apology Apology Apology 40% Registrar

Overall Attendance Percentage 67% 90% 74% 58% 81% 63% 60% 70%

 Present * Not a member at the time of the meeting in question

66 Onvlee, D Mr – Appointed to IF: 7 May 2019 67 Paddon, C Ms – Appointed to IF: 7 May 2019 68 Sebe, K Mr – Term: 1 November 2018 – 31 October 2019 69 Sefadi, J Dr – Appointed to IF: 7 May 2019 70 Truyts, C Ms – Term expired: 28 February 2019 71 Van der Spuy, D Ms – Appointed to IF: 7 May 2019 177

APPENDIX 3: KEY RISKS

RISK RISK EVENT SCENARIO INHERENT RESIDUAL MITIGATION RANK RISK 72 RISK 73

1 Disruptions related While some relative stability has returned to the High Medium Ensure early identification of potential to fees, shortage of university sector since 2018, there remain the constant disruptions and use governance, residence space, risks of disruptions related to fees, shortage of management and especially student and party political residence space, and party political manoeuvring. structures, to address issues that may cause manoeuvring disruptions

2 NSFAS is under NSFAS remains under administration and not yet High High In collaboration with DHET and Universities administration entirely stable, while a very large proportion of SPU South Africa, engage closely with NSFAS. students depend on such grants. Expand other student bursary funding from the Business sector, the SETAs and other funders.

3 Infrastructure The delivery of infrastructure needs to be synchronised High High Diligent management of infrastructure delivery. with the enrolment and academic plan so that planned programme, especially projects in the critical increase in student enrolments can be accommodated. path, with constant monitoring, identification of blockages, and contingency planning.

4 Reputational Any damage to the reputation of such a young High Medium Develop agile media and communication damage. institution, resulting from governance, management or response capability to counter narratives that academic failures will be disastrous for its ability to may be damaging attract students and staff, donors, and continued strong community support.

5 Accreditation of Late accreditation of academic programmes by the High High Constant monitoring of planned programme academic CHE will adversely impact the ability to roll-out the development to ensure early applications and programmes. planned academic programme of SPU to identify potential for late accreditation in time for pre-emptive engagement with the CHE.

72 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. 73 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. 178

APPENDIX 3: KEY RISKS (continued)

RISK RISK EVENT SCENARIO INHERENT RESIDUAL MITIGATION RANK RISK 74 RISK 75

6 Students A high proportion of SPU students require High High Ensure the funding and construction of SPU accommodation in accommodation which is not readily available in student residences and if necessary the SPU. Kimberley. sourcing of outside residence facilities and/or accrediting of private accommodation.

7 Reduction in the Reduction in the overall funding pot available to the High Medium Continuous engagement with the DHET overall funding higher education sector, linked to low economic growth regarding MTEF earmarked funding available to the and changing government priorities. commitments and SPU sustainability higher education requirements. sector.

8 Ability to attract and Limited social, cultural and educational opportunities in High Medium Explore non-traditional and flexible forms of retain senior Kimberley; as well as employment opportunities for accessing senior academic expertise that may academic staff. spouses, hampers the SPU’s ability to attract and not necessarily involve academics relocating retain senior academic staff. fulltime to SPU.

9 Ongoing There is ongoing development of administrative High Medium Continuous monitoring and attention to development of systems at SPU, including digital systems. Any systems development and deployment of new administrative disruption to the progress of these systems will systems in the relevant governance and systems at SPU. adversely impact the University. management structures, and development of early warning systems will be able to identify processes at risk.

10 SPU is rapidly SPU is commissioning new infrastructure and High High Ensure development of competent and commissioning new equipment at a very rapid rate. Increasingly committed Facilities Management capacity, infrastructure sophisticated expertise and maintenance regimens will including meticulous hand-over protocols from be needed to keep facilities in good working order. newly completed infrastructure.

74 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. 75 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. 179

APPENDIX 3: KEY RISKS (continued)

RISK RISK EVENT SCENARIO INHERENT RESIDUAL MITIGATION RANK RISK 76 RISK 77

11 Current SPU The current residence model does not adequately High Medium A detailed financial sustainability analysis has residence model is support the long-term sustainability of the University. been done and tabled at SMT, the Department not sustainable. of Education and Council. This document highlights the key risks regarding sustainability and also sets out actions that need to be taken in order to reach sustainability.

12 Covid 19 emerged. Covid19 has disrupted the global operational High High National lockdown has been imposed to curb landscape forcing Universities to lockdown. the spread of COVID 19. The University has put in measures to manage the potential spread of COVID 19. Universities had to adapt and implement online learning and SPU have done the same

76 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. 77 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. 180

APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF

(Note: Names indicated in bold letters are SPU staff or affiliated staff)

School of Economic & Management Sciences (EMS)

Books

Mabugu, E. and Rakabe, E.M. (2019). Centre for Global Development Working Paper Series, Washington, USA (forthcoming)

Conference Proceedings

Obioha, O. (2019). Bank External Exigencies and Customer Loyalty Nexus in Nigeria Retail Banking. 21st Annual International Conference of the Global Business and Technology Association, 9-13 July 2019

Mabugu, E. (2019). Sub-Saharan Africa: Economic performance, structure, fiscal dynamics and socio-economic outcomes. 7th Annual Seminar on Constitutionalism in Africa, Stellenbosch Institute for Advanced Study (STIAS), 18- 20 Sept 2019

Mabugu, E., Maissonave, H., Henseler, M. and Chitiga, M. (2019). Impact of Climate Change on Vulnerable Groups on South African Labour Markets. 22nd Annual Global Trade and Policy Analysis Conference on Global Economic Analysis, 19- 21 June 2019

Mabugu, E., Fofana, I. & Chitiga, M.R. (2019). How Africa Can Publicly Finance Sustainable Development Goals (SDGs). Taxation for Inclusive Development, 7- 10 Nov 2019

Ndlovu, L. (2019). Real-Time Water Usage Monitoring and Leak Detection System Framework for Water Stressed Regions. SATNAC Poster Presentation, 2019

Ndlovu, L. (2019). Developing Efficient Language Models for Automatic Speech Recognition. SATNAC Paper Presentation, 2019

Tladi, T. (2019). The impact of politics on human resource management in provincial government department. SAAPAM 19th Annual Conference, 14- 17 May 2019

Tladi, T. (2019). Implementation of Municipal Policy in Compliance to Legislative Provisions- The Case of Mahikeng Local Municipality. SAAPAM 19th Annual Conference, 14- 17 May 2019

Tladi, T. (2019). Policy Monitoring and Evaluation for the Extended Public Works Programme within Local Government Environment. SAAPAM 19th Annual Conference, 2019

Journal Articles

Antonites, A.J. and Van der Spuy, S.J.H. (2019). The state of business incubation in the Northern Cape: A service spectrum perspective. The Southern African Journal of Entrepreneurship and Small Business Management | Vol 11, No 1 | a271 | DOI: https://doi.org/10.4102/sajesbm.v11i1.271

School of Education (EDU)

Book Chapters

Roy, I., Daries, G. and Galloway, G. (2019). Chapter 12. Psychosocial needs and support for ECD educators and practitioners. Early Childhood Care and Education (0-4) A transdisciplinary approach, 9780190443788, Oxford

Teise, K. and Kiel, D. (2019). How School Autonomy Restricts Equitable Access for South African Learners. Editors: Cynthia Szymanski Sunal, Kagendo Mutua, and Oluseyi Matthew Odebiyi. Transforming Public Education in Africa, the Caribbean, and the Middle East. A volume in Research on Education in Africa, the Caribbean, and the Middle East. Information Age Publishing, Inc. Charlotte, NC

Conference Proceedings

De Klerk, E.D. and Palmer, J.M. (2019). Validating Learner Autonomy in Higher Education Towards Transformative Self- Regulated Learning. SOCIOINT 2019- 6th International Conference on Education, Social Sciences and Humanities, 24-26 June 2019, ISBN: 978605-82433-6-1

Mpisi, A. and Alexander, G. (2019). Chalk and cheese? - Teacher-learners’ relations in South African multicultural classroom. Education. Association of South Africa: Annual Conference, 13 & 16 January, The Ranch, Protea Hotel, Polokwane, South Africa, 2019

181

APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF (continued) (Note: Names indicated in bold letters are SPU staff or affiliated staff)

School of Education (EDU) (continued)

Conference Proceedings (continued)

Mpisi, A., Groenewald, E., and Barnett, E. (2019). Experiencing “otherness”: A journey with first year university students. Education Association of South Africa. Annual Conference, 13 & 16 January, The Ranch, Protea Hotel, Polokwane, South Africa, 2019

Moloi, T. (2019). Play based learning as the sustainable Transformative Pedagogy in the teaching and learning of Mathematics in rural learning ecology. Sustainable Rural Learning Ecology (SuRLec). 8 – 12 July. Lupane State University. Zimbabwe, 2019

Moloi, T. (2019). The teaching and learning of mathematical content. Community Cultural Wealth Approach Amesa Provincial Congress. 13 April 2019

Daries, G. and Herman, T. (2019). South Africa Sweden University Forum (SASUF) Research and Innovation Week: Education for a sustainable society and social transformation through change. Professional Learning Communities: Promoting inclusive teaching and learning practices. 7 May 2019, Sol Plaatje University. Kimberley

Daries, G. (2019). Funds of Knowledge and agentic strategies of young children in a marginalised context. Education Association of South Africa: Annual Conference, 13 & 16 January 2019, The Ranch, Protea Hotel, Polokwane, South Africa

Herman, T., Alexander, G and Daries, G. (2019). Promoting inclusive classroom practices through story telling: Lecturers reflections at a multicultural university. 4th South African Symposium on Teacher Education for Inclusive Teaching, 2 – 4 July 2019

Herman, T. (2019). A Professional learning community approach to enhance professional development of teachers at special schools. 4th South African Symposium on Teacher Education for Inclusive Teaching, 2 – 4 July 2019

Groenewald, E. and Le Roux, A. (2019). Narrative negotiation and navigation at a university campus: exclusion and inclusion of social identities. 19th International Conference on Diversity in Organisations, Communities & Nations, University of Patras, Greece, 5-7 June 2019

Journal Articles

Groenewald, E. and Le Roux, A. (2019). Veeltaligheid op universiteit: ’n uitdaging én ’n geleentheid vir identiteitsvorming. LitNet Akademies Jaargang 16, Nommer 2, 2019, ISSN 1995-5928. https://www.litnet.co.za/veeltaligheid-op-universiteit-n- uitdaging-en-n-geleentheid-vir-identiteitsvorming

Teise, K.L. and Jacobs, L. (2019). Educators' subjective experiences of workplace bullying within a perceived neoliberalist education system. South African Journal of Education, Volume 39, Number 4, November 2019 1, Art. #1868, 9 pages, https://doi.org/10.15700/saje.v39n4a1868

Marongwe N., Mbodila, M. and Sibanda, J. (2019). Emerging Researchers in Emerging Universities: Lived Experiences (Understanding Challenges Faced). International Journal of Sciences and Research 75(1), 114-123. 10.21506/j.ponte.2019.02.18

Malebese, M., Moreeng, B. and Nhlapo, M. (2019). Challenges Facing Implementation of an Integrated Tourism Curriculum. Journal of Education and Practice.

van Wyk, P.S., Teise, K.L., & le Roux, A. (2020). Threats to the quality of marking of the national senior certificate examinations in the Northern Cape. Perspectives in Education, 37(1), 115-129. https://doi.org/10.18820/2519593X/pie.v37i1.9

School of Humanities (HUM)

Books

Benneyworth, G. (2019). Memory against forgetting: Memoir of a time in South African politics 1938-1964, 978-177614-154- 8, Johannesburg: Wits University Press

Maringira, G. (2019). Soldiers and the State in Zimbabwe, New York & London, Routledge

Book Chapters

Chinguno, C. (2019/2020). The Marikana Paradox: ‘Gaining the remuneration but losing the union‘ MARIKANA UNRESOLVED The massacre, culpability and consequences, ISBN-13: 978-1775822783, UCT/ Juta Press

182

APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF (continued) (Note: Names indicated in bold letters are SPU staff or affiliated staff)

School of Humanities (HUM) (continued)

Book Chapters (continued)

Maringira, G. and Carrasco, L.N. (2019). Re-forging Military Cohesion in exile: Zimbabwean army deserters in South Africa, pp.233-254, The nexus among place, conflict and communication in a globalising world, 978-981-13-5924-8, Palgrave MacMillan Publishers

Maringira, G. and Chitukutuku, E. (2019). Spirituality and African military geography: soldiers’ deployments, In A Research Agenda for Military Geographies, Edward Elgar Publishing, UK

Conference Proceedings

Chinguno, C. (2019). Grassroots structures and the Politics of Community Labour Recruitment in the Platinum Belt. The case of Unemployment Forums, South African Sociology Association Conference, UNISA, Pretoria 15-17 July 2019

Benneyworth, G. (2019). The Rivonia Generation and the Birth of the Armed Struggle in South Africa. Paper titled: Reconstructing the raid 1962-63. Liliesleaf: A Place of Liberation, Rivonia, Johannesburg. 27 March 2019

Benneyworth, G. (2019). Publication titled: The Thinker: A Pan-African Quarterly for thought leaders. Chapter titled: Reconstructing the raid, Quarter 2 – 2019 / Volume, 80, 60-63. 2019

Benneyworth, G. (2019). 120-year Commemoration of the South African War. Paper titled: Scandinavia’s Magersfontein Dead-Their Final Resting Place? Heritage Lodge, Conference Centre and Spa. North West Province, 19 October 2019

Benneyworth, G. (2019). Re-imagining the Anglo Boer (South African) War: New perspectives 120 years down the line 120- year Commemoration of the Anglo Boer (South African) War International conference. War Museum of the Boer Republics, Bloemfontein. Paper titled: Black concentration camps, Kimberley and Dry Harts, 1900-1902. 10 October 2019. As Chairperson of Council for the Museum, Benneyworth opened the conference 2019

Benneyworth, G. (2019). Motho ke motho ka batho. I am because we are. Ek is want ons is. Traces of black concentration camps. Kimberley and Dry Harts, 1900-1902. ASAPA 2019 conference. Sol Plaatje University, Kimberley. 4 July 2019

Benneyworth, G. (2019). Motho ke motho ka batho. I am because we are. Ek is want ons is. Scandinavia’s Magersfontein Dead. Establishing their three burial sites. ASAPA 2019 conference. Sol Plaatje University, Kimberley. 5 July 2019

Benneyworth, G. (2019). Conference for Grade 10 History Teachers, Kedar Heritage Lodge, Conference Centre and Spa. Paper presented: Traces of forced labour. A history of black civilians in British concentration camps during the South African War, 1899-1902, 2019

Chikumbirike, J. and Bamford, M. (2019). Overview of the late Pleistocene and Holocene charcoals from Wonderwerk cave. ASAPA Conference, 2-5 July 2019

Chikumbirike, J. and Bamford, M. (2019). People-plant interactions during the Late Stone Age at Wonderwerk Cave: Charcoal from the Holocene Stratum 3b, Wonderwerk Cave, South Africa. Anthraco 2019 - 7th International Anthracology Meeting Charcoal Science in Archaeology and Palaeontology, University of Liverpool, 2-6 September 2019

Chikumbirike, J. and Bandama F. (2019). The subsistence economy of prehistoric communities in Shangani area located in Central Zimbabwe. 10th Oppenheimer Research Conference, 1 – 3 October 2019, Randjesfontein, Midrand. Advancing Conservation Consciousness

Maringira, G. (2019). “Gang violence, Killing and knives in South Africa”. Voice of Social Sciences Conference, University of Dar es Salaam, Tanzania, October 2019

Muller, C. (2019). Set in Stone? The legacy of Emily Hobouse’s peace activism during the South African War. 120-year Commemoration of the South African War International Conference, War Museum of the Boer Republics, Bloemfontein, 9-11 October 2019

Rademeyer, J. (2019). Internationalising the post-World War II Polish Diaspora: The African experience. 6th Annual South Africa –Poland History Conference (Hosted by SPU History Subject Group), Johannesburg Holocaust and Genocide Centre, 14 November 2019

Pinto, L. (2019). For whom the bell tolls: lithophones, campanology and the Robert Moffat Mission Station, South Africa. ASAPA 2019 conference. Sol Plaatje University, Kimberley. 5 July 2019

Stander, M. (2019). Can Sign Language be taught to hearing students using a spoken language, like English? 6th International Conference on Language and Literacy Education: Wits, 23-25 August 2019

183

APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF (continued) (Note: Names indicated in bold letters are SPU staff or affiliated staff)

School of Humanities (HUM) (continued)

Journal Articles

Maringira, G. (2019). Soldiers, Sacred Waters and Landscapes: Zimbabwean Soldiers in the Democratic Republic of Congo War (1998-2002). Journal of War and Culture Studies 12(4), 334-346. ISSN/eISSN 1752-6272

Dintle Molosiwa, Tyanai Masiya & Godfrey Maringira (2019). Management of the Global Fund aid programme in Botswana: challenges and prospects for health services delivery, African Journal of AIDS Research, 18:2, 95-103, DOI: https://doi.org/10.2989/16085906.2019.1605396

Soul Shava and Sibongile Masuku (2019). Living currency: The multiple roles of livestock in livelihood sustenance and exchange in the context of rural indigenous communities in southern Africa. Southern African Journal of Environmental Education | VOLUME 35 (2019), ISSN 2411-5959 | DOI: https://doi.org/10.4314/sajee.v35i1.16

Bamford, M.K., Chikumbirike, J. and Esterhuysen, A. (2019). Wood for charcoal: identifying tree species from archaeometallurgical sites at Chigaramboni, south-eastern Zimbabwe. South African Archaeological Bulletin 74, 112–119, ISSN 0038-1969

Mataga, J. (Online 2018, Print 2019). Unsettled spirits, performance and aesthetics of power: the public life of liberation heritage in Zimbabwe. International Journal of Heritage Studies 25 (3):277-297, ISSN 1352-7258

Benneyworth, G. and Pinto, L. (2019). Sol Plaatje University as a case study for decoloniality: object-based learning as applied to heritage studies. South African Museums Association Bulletin Volume 41 Number 1, 2019, p. 1 – 9, ISSN 0370- 8314

Benneyworth, G. (2019). Land, Labour, war and displacement: A history of four black concentration camps in the South African War (1899-1902). Historia, 64, 2, November, ISSN 2309-8392, http://dx.doi.org/10.17159/2309-8392/2019/v64n2a1

Bandama, F. (2019). Mining and Metallurgy in Africa (The advance summary of a forthcoming article). Oxford Research Encyclopaedia of Anthropology. DOI: 10.1093/acrefore/9780190854584.013.64

Gibson, D. and Maringira, G. (2019). Maintaining Order in Townships: Gangsterism and Community Resilience in PostApartheid South Africa. African Conflict and Peacebuilding Review 9(2), 55-74

Haire, K. (2019). Reading Sol Plaatje’s Native Life in South Africa in contemporary South Africa. Journal of Southern African Studies, ISSN/eISSN 0305-7070/1465-3893, https://doi.org/10.1080/03057070.2019.1688456

Bulmer, S., Maringira, G. and Woodward, R. (2019). Spirituality and War: Soldier practices in deployment in African military landscapes: Introduction to Special Issue. Journal of War & Culture Studies 12 (4): 315-319, ISSN 1752-6272, https://doi.org/10.1080/17526272.2019.1649908

Pinto, L. (2019). A technical paper on using the Dstretch plugin on rock art in the Limpopo Province. Technical report in the South African Archaeological Bulletin.

Pinto, L. (2019). Not merely touching the surface: beyond the essentialization of cultures in the investigation of handprints in Southern African rock art. Discussion paper in the South African Archaeological Bulletin.

Pinto, L. (2019). A paper in collaboration with the French poet and researcher, Renaud Ego. How Researchers do not assign enough importance to rock art as a visual medium.

Benneyworth, G. and Pinto, L. (2019). Towards decolonising museums: the role of object literacy in higher education. South African Museums Association Bulletin 41: 1-9

School of Natural and Applied Sciences (NAS)

Book Chapters

Olusanya, M., Adeleke, O.J. and Olukanni D.O. (2019). An improved location model for the collection of sorted solid waste in densely populated urban centres, Advances in Intelligent Systems and Computing, 978-3-030313616/978-3-03031362-3, Spinger, Chem

Olusanya, M., Adeleke O.J. and Osinuga I.A. (2019). A PRP-HS Type Hybrid Nonlinear conjugate Gradient method for solving unconstrained optimisation problem. Advances in Intelligent Systems and Computing, 978-3-030303280/978-3- 03030329-7, Spinger, Chem

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APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF (continued) (Note: Names indicated in bold letters are SPU staff or affiliated staff)

School of Natural and Applied Sciences (NAS) (continued)

Book Chapters (continued)

Sefadi, J., Mochane, M.J., Mokhena, T.C., Motsoeneng, T.S. and Mtibe, A. (2019). Recent Advances on Thermal Conductivity of Boron Nitride-Polymer Composites. Handbook of Polymer and Ceramic Nanotechnology, Springer, C

Sefadi, J., Mochane, M.J., Mokhena, T.C. and Malebo, N.J. (2019). Soft and hard plastic waste materials used in construction In: Waste-to-Profit” (W-t-P): Circular Economy in the Construction Industry for a Sustainable Future, Nova Science Publisher, Incorporated

Sefadi, J., Mokhena, T.C., Mochane, M.J. and Malebo N.J. (2019). Use of ceramic and porcelain earthenware tile wastes in mastic asphalt mixture for road and footpath construction, In: Waste-to-Profit” (W-t-P): Circular Economy in the Construction Industry for a Sustainable Future, Nova Science Publisher, Incorporated

Conference Proceedings

Chibaya, C. (2019). A Metaphor Based Approach for Introducing Programming Concepts in production for the IEEE digital library and proceedings of the International Multidisciplinary Information Technology and Engineering Conference (IMITEC 2019). South Africa. November 2019, 978-1-72810040-1

Chibaya, C. (2019). A Message Passing Xset for Controlling Path Finding Robotic Devices in production for the IEEE digital library and proceedings of the International Multidisciplinary Information Technology and Engineering Conference (IMITEC 2019). South Africa. November 2019, 978-1-72810040-1

Mpofu, P., Chibaya, C. and Rupere, T. (2019). "A Hybrid RSA-DH cipher for Signed Encrypted Messages” in production for the IEEE digital library and proceedings of the International Multidisciplinary Information Technology and Engineering Conference (IMITEC 2019). South Africa. November 2019, 978-1-72810040-1

Chibaya, C. (2019). A Stigmergic XSet of Rules for Controlling Cyber-Security Robotic Devices Towards Sustainable Surveillance in Developing Countries. 12th Zimbabwe International Research Symposium, February 2019

Modiba, N., Ojo, S. and Ncube, Z. (2019). An Ontology Based Model for Cyber Security Awareness Education in Proceedings of Fourth International Conference on the Internet, Cyber Security and Information Systems, 25 October 2019 (Vol. 12, pp. 169-179), ISSN: 2515-1762

Verkijika, S.F. (2019). An Evaluation of the Password Practices on Leading eCommerce Websites in South Africa. 2018 Information Security South Africa Annual Conference, 2019, 978-3-03011407-7

Verkijika, S.F. and De Wet, L. (2019). E-Government development in Sub-Saharan Africa (SSA): Relationship with macro level indices and possible implications, 2016 ISTAfrica Week Conference, 2019, 978-1-90582455-7

Gundu, T., Flowerday, S. and Renaud, K. (2019). Deliver security awareness training, then repeat: {Deliver; Measure Efficacy} Conference on Information Communications Technology and Society (ICTAS), 6 March 2019 (pp. 1-6). IEEE, 2019

Gundu, T. (2019). Acknowledging and reducing the knowing and doing gap in employee cybersecurity compliance. InICCWS 2019 14th International Conference on Cyber Warfare and Security: ICCWS, 28 February 2019 (p. 94). Academic Conferences and publishing limited.

Gundu, T., Maronga, M. and Boucher, D. (2019). Industry 4.0 Businesses Environments: Fostering Cyber Security Culture in a Culturally Diverse workplace. In Proceedings of Fourth International Conference on the Internet, Cyber Security and Information Systems, 25 October 2019, (Vol. 12, pp. 85-94)

Gundu, T. and Maronga, V. (2019). IoT Security and Privacy: Turning on the Human Firewall in Smart Farming. In Proceedings of Fourth International Conference on the Internet, Cyber Security and Information Systems, 25 October 2019, (Vol. 12, pp. 95-104)

Journal Articles

Gundu, T. (2019). Big Data, Big Security, and Privacy Risks: Bridging Employee Knowledge and Actions Gap. Journal of Information Warfare 18(2):15-30, ISSN 1445-3312

Sefadi, J. (20129). Morphology and properties of electrospun PCL and its composites for medical applications: A mini review, Applied Sciences 2019; 9(11):2205, ISSN 1454-5101, DOI: 10.3390/app9112205

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APPENDIX 4: RESEARCH OUTPUTS BY ACADEMIC STAFF (continued) (Note: Names indicated in bold letters are SPU staff or affiliated staff)

School of Natural and Applied Sciences (NAS) (continued)

Journal Articles (continued)

Tibangayuka, A. and Kabanda, T. (2019). Urban Heat Island Analysis in Dar es Salaam, Tanzania. South African Journal of Geomatics, ISSN 2225-8531, http://dx.doi.org/10.4314/sajg.v8i1.7

Kabanda T. (Online 2018, Vol 2019). Land use/cover changes and prediction of Dodoma, Tanzania. African Journal of Science, Technology, Innovation and Development 11(1):55–60, ISSN/eISSN 2042-1338/2042-1346, DOI 10.1080/20421338.2018.1550925

Ezugwua A.E., Olusanya, M.O. and Govender, P. (2019). Mathematical model formulation and hybrid metaheuristic optimization approach for near-optima blood assignment in a blood bank system. Expert Systems with Application, https://doi.org/10.1016/j.eswa.2019.06.059

Meenakshi Devi, R.S. Raja Durai, Hongjun Xu (2019). Design of T -Direct Codes Over GF (2^N) with Increased Users. Finite Fields and Their Applications, ISSN/eISSN 1071-5797/1090-2465, https://doi.org/10.1016/j.ffa.2018.10.005

Samuel Che Nde, Munyaradzi Manjoro and Manny Mathuthu (2019). Farm dam siltation and sediment source tracing in the Zeerust Swartruggens area in the north-west of South Africa. International Journal of Hydrology Science and Technology, ISSN/eISSN 2042-7808/ 2042-7816, https://doi.org/10.1504/IJHST.2019.102322

Verkijika, S. (2019). Digital textbooks are useful but not everyone wants them: The role of technostress. Computers & Education, eISSN 3601-315, https://doi.org/10.1016/j.compedu.2019.05.017

Verkijika, S. (2019). If you know what to do, will you take action to avoid mobile phishing attacks: Self efficacy, anticipated regret, and gender. Computers in Human Behaviour, ISSN 0747-5632, https://doi.org/10.1016/j.chb.2019.07.03

De Wet, L. and Verkijika, S. (2019). Understanding word-of-mouth (WOM) intentions of mobile app users: The role of simplicity and emotions during the first interaction. Telematics & Informatics, ISSN 0736-5853, https://doi.org/10.1016/j.tele.2019.05.003

Verkijika, S. (2019). Understanding the Acceptance and Use of MLearning Apps by Entrepreneurs: An Application of the Social Cognitive and Motivational Theories. Information Resources Management Journal (IRMJ), ISSN 1040-1628, https://doi.org/10.4018/IRMJ.2019100103

Mogorosi, T. and Muatjetjeja, B. (2019). Group Classification of a Generalized Coupled Hyperbolic Lane– Emden System. Iranian Journal of Science and Technology, Transactions A: Science, ISSN 43, 273–278, https://doi.org/10.1007/s40995-018- 0575-z

Kabanda, T. (2019). GIS modelling of flooding exposure in Dar es Salaam coastal areas. African geographical review, ISSN 1937-6812, https://doi.org/10.1080/19376812.2019.1650082

Ayano, M.S,, Sikwila, S.T. and Shateyi, S. (2019). Unsteady MHD free convection chemically reacting micropolar fluid flow past a vertical cone with variable heat, mass flux and heat generation/absorption. Advances and Applications in Fluid Mechanics, ISSN 0973-4686, https://dx.doi.org/10.17654/FM022020157

Sikwila, S.T. and Shateyi, S. (2019). An adaptive mesh method for boundary layer problems. Far East Journal of Mathematical Sciences, ISSN 0972-0871, https://dx.doi.org/10.17654/MS113020169

Harebottle, D. (2019). Heronry MAP: Africa - Mapping the distribution and status of breeding sites of Ardeids and other colonial waterbirds in Africa. Journal of Heron Biology and Conservation 2019; 4(1):1–16, www.HeronConservation.org/JHBC/vol04/art01/

Ojo, S., Modiba, N. and Ncube, Z. (2019). Anontology Based Model for Cyber Security Awareness Education. Kalpa Publications in Computing, ISSN 2515-1762

Maphalala, C. and Mpofu, N. (2019). Giving homework, in ABC for Beginner Teachers. Practical Guidelines for Novice Teachers, edited by R. Evans and P. Biccard. Pretoria: Juta and Company: 123–127, https://juta.co.za/print/catalog/P roduct/3788

Maphalala, C. and Mpofu, N. (2019). Taking stock of postgraduate students in open and distance learning institutions. The Conversation, https://theconversation.com/taki ng-stock-of-postgraduatestudents-in-open-and-distancelearning-institutions- 110805

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PUBLISHED BY: Office of the Registrar, Sol Plaatje University Private Bag X5008, KIMBERLEY, 8300 Tel: 053 491 0119 E-mail: [email protected]

EDITORIAL TEAM: Mr Hollie Clarkson Ms Annemarie van der Nest

DESIGN AND LAYOUT: SwiftPrint, Kimberley

PRINTING: SwiftPrint, Kimberley

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