13 September 2017 Overview Concern Media reports from the members of the Portfolio Committee indicate UNIZULU to report on charges of corruption and maladministration Invitation Report on Institution post administration not allegations of fraud and maladministration This presen ID: 684784
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Slide1
Portfolio Committee on Higher Education & Training
13 September 2017Slide2
Overview
Concern: Media reports from the members of the Portfolio Committee indicate “UNIZULU to report on charges of corruption and maladministration”
Invitation – Report on Institution post administration – not allegations of fraud and maladministration. This presentation focus on invitation, not allegations which are being investigated by Hawks and if not already dealt with in courts and with CHE SPECIAL AUDIT .
Summoned to Portfolio Committee meeting on 07 September 2016 – committee was satisfied with progress
Despite positive response, letter from Minister dated 02 September 2016 – “Intention to appoint an Assessor”
Response to Minister on Improvements made dated 12 December 2016
Second Portfolio Committee meeting in Durban on 01 February 2017 – chaotic – submit written responses to questions raised. No response received.
University is functional as evidenced from presentation below.
Letter from CHE – Minister request ‘special audit’.
‘Special’ Audit 04 - 8 June 2017.Slide3
Self Assessment Scorecard
Description of challenge
Progress
1
Institutional governance
Good
2
Further alignment of the management model
Good
3
Critical projects
Significant Progress. Emphasis on Richard’s Bay development and engineering.
4
Institutional commitment to good governance & administration
Good
5
Institutional
Culture
Progress in some
areas.
Negotiations with union ongoing.
6
Institutional leadership
Good
7
Improving long term sustainability through effectiveness and efficiency
Good
8
Transformation & staff development
Good. In progress.
9
Renewed emphasis on student affairs & student relations
In progress.
10
Repositioning of the Foundation
Not done. Council to investigate position.
11
Staff housing
In progress.Slide4
Administrator
Administrator made 11 recommendations in the report to Council.
Administrator –
left
without approved Strategic plan (2013 – onwards) in place, infrastructure litigation,
R11.5m not
reported to Council, no report on institutional
audit. Progress report is outlined below:
1. Institutional Governance:
Council
– Constituted (2013 –date)
Subcommittees
– Executive Committee, Finance Committee, Human Resources
Committee
, Audit & Risk & IT
Committee
, Planning & Infrastructure
Committee
IOD
performed a Peer Review of Council and Audit & Risk Committee in 2017 (Score
3.3
out of 4) - Governance
functions optimally.
Senate
– Constituted (
Senex
, Faculty Boards, T&L, Research Committees, Quality Assurance, Library
etc.
Institutional
Forum (IF) – Constituted
with Executive Committee
Management
Committee (MANCO) – Constituted (Internal Risk, Legal, Transformation, IT Governance, Registration, Graduation, Bursary etc
.)
Student
Representative Council (SRC) – SRC Administrator in place. Election 14 September 2017
. Court litigation in 2016 (interdict). 10 August 2017 finalised.
Revised statute and terms of reference of committees. Vacancies filled in committees. Workshops conducted
.
University
fully
compliant
with ALL reporting
requirements (Strategic
Plan 2016-2021; Annual
Performance
Plan, Mid-year report and UNIZULU Annual
Report)Slide5
2. Alignment of Management Model
All
Executive Vacancies filled apart from Executive
Director: Finance (one year contract).
New
DVC: IS
position created. Prof Garrod retired due to illness.
New
HoD
positions filled. Deputy
Deans
’
positions created
and
filled and all Deans positions filled.
3. Critical Projects
A. Improvement Plan
N
ot
completed - not handed over to Council.
Despite -
new Teaching & Learning centre as well as Quality Assurance Unit with numerous programmes addressed at student support and development, community engagement and academic reviews, alignment of qualifications to HEQSF, new centre for Sustainable Integrated Rural Development created, UNIZULU
Enactus
team crowned as national Champions.Slide6
B. Capital Infrastructure:
Court Litigation during time of Administrator. Council settled the court dispute which delayed the project in 2015. New turn-key tender approved and issued. DBSA project completed – 288 new beds build.
C.
Financial Planning:
Turnaround
Strategy created. Numerous policies approved an
implemented
to tighten internal
controls such as SCM,
including financial
budgeting
reporting
system. Strengthened internal controls and financial processes in place as evidenced from the 2016 Annual Report. Clean audits.
D. Repositioning of Richards Bay:
New Strategic Plan 2016 – 2021 incorporates Richards Bay renewal.
Land
procured. Various
Engineering Programmes were
submitted
and approved by internal structures.
Various
Engineering Programmes
were
approved by external professional
bodies. An
Engineering Advisory Board
was
established
. Request to Minister to approve purchase of new residences in Richards Bay. Enrolment planning approved by DHET.
Slide7
Institutional Commitment
All
policies are being duly
implemented
and adhered to.
Management
and Council
committed
to good governance principles
.
5. Institutional Culture
Strategic Plan in place.
Transformation Framework and plan approved by Council in 2017.
Training & development plans in place.
Performance management system in place.
Teaching & learning awards and research awards.
Academic promotions.
Firm
stance from management
and Council and
zero tolerance to
fraud
Management
and Council are committed at rebuilding relationships and engagement with the remnants of the NEHAWU leadership are underway to forge a new
understanding.
Commitment by staff and students – UNIZULU finalised examinations in 2015 and 2016 despite #
feesmustfall
and staff strike
Slide8
6. Institutional & Academic Leadership
Numerous
new
academic
positions were created to strengthen academic
leadership
.
Senate
functions optimally and new centres
provide
excellent
platforms
.
Capacity
is also being build
through
a new Academic Promotions Policy and skills development and mentorship programmes.
New
DVC Teaching and Learning
and DVC Research & Innovation as well as Executive Director: Institutional Planning and Executive Director: Richards Bay campus appointment
in 2016.
Support
functions are being aligned to Institutional Strategic imperatives and several support divisions had been restructured.
New
ICT Steering structures are being developed to support the academic enterprise.
The
Academic Structure was reviewed and approved in 2016.
Slide9
Sustainability
See Annual Reports 2015/2016. Institution is a going concern, new programme offerings at Richards Bay ensures sustainable growth.
Transformation & Staff Development
Comprehensive plan in place. Employment Equity Plan with targets, strategies
, responsibilities and monitoring
mechanisms was
created including a new Employment
Equity
Forum.
New
Skills Development, Transformation and Employment Equity Committee
established.
Workplace
Skills Plan submitted to ETDP/SETA and grants received
.
2017 Transformation
Framework and
Plan approved by Council.Slide10
9. Student Affairs
New SRC Constitution approved. New Dean of Students appointed.
Considerable
amount invested in creation of student grievance procedures to address student concerns.
Court
battles experienced in since 2010. In 2015 successful SRC.
SRC
forms part of all governance structures of the University
.
2016 Litigation – review application in court. Matter finalised in August 2017. SRC Administrator elected by Council as per Constitution. Significant political interference.
SRC Election to be held on 14 September 2017.Slide11
New Student residences build (288 beds)
Student development
programmes
such as residence life
programme
created.
Improved campus health clinic in place.
Disability unit with coordinator in place.
Student Grievance procedures being developed.
New SRC Constitution and Student Handbook developed and approved.
Student Affairs ContinuousSlide12
10. UNIZULU Foundation
No progress made
Council investing sustainability.Slide13
11. Staff Housing
New Staff Housing Policy developed and implemented.
Audit on all staff houses conducted.
Process
to transfer houses from Public works to the University underway.
Assistance
obtained from legal experts to clean houses from illegal occupants
.
Council approved Executive Houses in 2015 – attraction & Retention due to extended periods of vacancies at Executive level – total cost R22.9m for 9 houses.
Media disputes by Mrs Naicker proved to be false as she lost 3 cases against the Institution
Mr Jamile allegations false – we awaiting the hawks to finalise the outcome of investigation. University has received no charge sheet from hawks , all played in the media Slide14
Accreditation of LLB programmes and all Education Programmes
Revised academic structure with phased-in online registration and graduation. Incorporation of auto promotion and graduation.
Performance management and Integrated Human Resources Management Framework in place.
Policy gaps addressed with numerous new policies, 13 new ITC policies, 6 Council, 2 Finance, Fleet Management, 6 Registrar, all HR etc. and numerous drafts in place.
Convocation roll with AGM – new President
Increased research outputs – 32 Doctoral students and 84 Masters students graduated in 2017 and 359 honours students. Research outputs increased by 4% and researchers by 5%.
70
Vacancies filled. Of the vacancy rate of 23.3%, (7.69% academic and 15.58% professional
support as per the slide below.
Other ImprovementsSlide15
Vacant Posts
STAFF ESTABLISHMENT PER FACULTY AND PROFESSIONAL SERVICES DIVISIONSSlide16
Student Academic Performance - 2017
Graduation Throughput
359
honours
, 10 PG Dip, 424, PG Cert
84 Masters (42 in 2016)
32 Doctoral (18 in 2016)
123 accredited
research
units (unofficial)
Headcount
graduations in
2017
Undergraduate qualified
3429
Postgraduate qualified
909
Total Graduates
4347Slide17
Student Academic Performance - 2017
Undergraduate throughput
3-Year Qual
4-Year Qual
Graduate minimum time
33%
65%
Graduate n+2
8%
4%
Dropout rate
30%
12%
success rates
85,54%
Graduation rate
24.12%Slide18
Media Reports - Overview
Media allegations are false and no allegation has been proven in court.
All court battles judged in favour of University thus far.
Hawks are investigation these allegations which are submitted to the media by Naicker,
Jamile
and NEHAWU.
University disputes all allegations of corruption and maladministration.Slide19
Media Reports
Degrees for Sale
Meeting with SAQA, DHET & CHE – 04 October
2016 (Report to Portfolio Committee , SAQA and CHE)
Conclusion: Integrity
of system – remain intact
4
Staff members dismissed
(Mr
Jamile
- Union Secretary and strike Leader, Mr
Khanyile
,
Mr
Malinga
& Mr Zulu)Improvements:Improvements
of
ITS system
to strengthen
security was put in place
New
Examination and Certification Policy approved by Council in November
2016
Secondary mark enterers approved by HRCC
Bi-annual internal audits
R
evised academic structure
Bi-annual revision of ITS access.Slide20
Media Reports
Executive Housing
Approved by Council as retention and attraction strategy
Market related houses (norm at all institutions)
No fraud as claimed by ex Executive Director: Finance, Ms Josephine
Naicker
The University recognized that there were two alternatives to attracting the high quality executives that it needed: offer higher salaries or offer appropriate accommodation for the executives for the duration of their fixed term contracts (generally 5 years or less).
This
latter approach had been the one adopted for lower level staff since the inception of the University.
The
properties remain under the ownership of the University and are certainly a better investment than increased salaries that would simply drain University coffers. The executive homes will no doubt turn out to be an appreciating asset for the University, not for the executives. Slide21
Media Reports
ProcessLitho
At the end of 2015 the University had two printing service providers:
Processlitho
for bulk copying and Nashua for desk top publishing.
This
arrangement was established by the former Vice-Chancellor Professor
Mazibuko
.
The
current Council inherited this situation.
The
contract of
Processlitho
ended on 30 November 2015 and that of Nashua on 31 March 2016.
Both
companies were sent hard copy notifications that their respective contracts would not be renewed at their termination
date. Tender
documents were prepared during 2016 and the procurement process is in train.
In
the interim and until a new single contract is offered and accepted both previous providers have been asked to extend their previous contracts on a month by month basis to ensure that the University services are maintained
.
Each time the union or newspapers refer to the contract of
Processlitho
it is indicated that
Processlitho
is owned by Mr
Ntombela
who is the brother in law to the Minister of Higher Education &
Training.Slide22
Media Reports
Security Contracts
University
Councillors and Staff have
no
interest in the security company (B.O.S.S.) used during the industrial action.
The
University was very sparing in its use of funds during this troublesome period and so it moderated the number of additional security staff employed on a day to day basis.
The
additional numbers varied, predominantly, between 10 and 30 and were distributed, as needed, between the
KwaDlangezwa
and Richard’s Bay campuses. The actual costs are set out herein below
:
KWADLANGEZWA
CAMPUS - R
1045000.00
RICHARDS
BAY CAMPUS - R 190
000.00
SECURITY
VEHICLES - R 46
660.00
The estimated total cost of damages to property and vehicles sustained during the industrial action is between R6 and 7 million
.
Matter under investigation by Hawks – affidavits and evidence submitted.Slide23
Media Reports
5. Change of Marks of Mr
Mathebula
(Ex SRC President)
Investigated and found in order.
Changes to marks were duly approved by the lectures,
HoD
& Dean.
No changes authorised or implemented by the Vice-Chancellor as claimed.
Matter under investigation by Hawks – affidavits and evidence submitted.Slide24
Media Reports
6
. Unaccredited BED Programmes offered
The current
BEd
programme that is taught is an accredited programme by CHE.
Allegations of unaccredited programmes are false.
University
is in the process of re-
curriculation
, and the programmes have been approved by DHET and
accredited by CHE – again confirming correct processes followed and disputing claims against the Vice-Chancellor.
There are no de-accredited programmes offered at the University of Zululand. The University embarked on the HEQSF programme alignment initiative and received a newly approved PQM from the DHET
.
Programmes submitted to DHET in 2016 are outlined in the slide below:Slide25
Media Reports
7. R11.5 Million Loss
The
loss of the R11.5m took place during the stewardship of the Administrator and the previous Vice-Chancellor
Mazibuko
.
On
taking up office the current Council instigated a forensic audit into this matter.
It
was found that over a particular weekend, private bank accounts were established, monies were transferred from University accounts into these accounts, cash was withdrawn and the private accounts closed.
On
enquiry of the then Director of Finance, Council was reassured that as University insurance had covered some R9m of the loss the actual loss (R2.5m) was relatively
small, but unacceptable.
No report on these matters was ever received from the Administrator or the previous Vice-Chancellor and due to the effluxion of time further details were never
ascertained
Matter reported to HawksSlide26
Media
R
eports
8
. VC Appointment
Appointment followed University Policy.
Process commenced in 2014, only concluded in April 2016.
Matter under investigation by hawks.Slide27
Conclusion
The Annual
Reports
of
2015/2016,
the Strategic Plan 2016-2021, the Annual Performance
Plans 2016/2017,
the mid-year
reports 2016/2017
and the financial statements of
2016/2017
all demonstrate the progress that the University has made in the past
24 months since the current executive team was put in place. The bad press received by the University is due to a combination of malicious lies and untruths pedalled by dissatisfied or dismissed staff and by newspapers and other media who ignore the facts that have been supplied to them by the University in all cases
.
The University’s success in the courts against all these allegations is evidence of no wrongdoing.
The 2016 Annual
Report clearly indicates that the Institution continuous to be a going concern, have effective risk management systems and reporting in place, with effective internal controls. The University is compliant to all legislation and fulfils its fiduciary duties.
There is, without doubt, much still left to be done but the progress is clear and transparent. Slide28
Conclusion
R4.5m which was reported on in the media as compensation for Fees must fall damage and which allegedly was never the case.
Unizulu
claimed that
fraudulently
The university had an arson attack in October 2015. The full report
is on request.
The shortlisting for the DVC:IS. How was it done?
Post
was advertised. Advert attached. Served at all structures, including IF and Council. Policy duly followed in appointment
.Slide29
Conclusion
The
R11.5m
that went missing
The present management inherited the situation. This was part of previous administration. Hawks are investigating
A list of the issues that the Hawks are
investigating
Contravention of PFMA
Change of marks – SRC President
Printing (
Proccesslitho
)Security services during NEHAWU strike etc.R11.5mil (since 2013)Slide30
Conclusion
How are we managing the implementation of policies
?
Council monitors implementation of all policies. Executive management have a cooperative governance oversight role. Council, Management, Senate and IF committees are ensuring compliance and implementation
.
Why can’t we get people out of the staff housing
?
Full forensic audit now completed. Two problems. 1. Some houses still
belong
to Public Work – in process of transferring. 2. Have to follow the PIE Act to evict occupants.Slide31
Conclusion
What role does the Dean of Students play in the SRC elections
?
The Dean fulfils an administrative role and supports the appointed service provider and Electoral Committee. Facilitates process prior to appointment of services provider. Arranges workshops, assist with campaign meetings arrangements etc
.
Can we say that we are delivering on the core business of the university
?
Indeed. See Annual Report. Significant improvements in T&L, Research and Community engagement
.
T
he
success rates for the past three years for undergraduate students graduating and passing, a comparisonSuccess rate 2013 – 82%, 2014 -84%, 2015 -84% 2016 -84%
Nationally in the top 3 Slide32
Conclusion
Bad Press:
UNIZULU has been subjective to bad press both in terms of traditional media and social media
Media strategy in place
Monitoring system in place
Proactive approach
Media don’t like good stories, which is a challengeSlide33
Preparation for 2018 Academic Year
Draft APP in place -
KPA’s identified as per Strategic
plan
Enrolment Targets set – admission
Registration plan in place – Online/Manual
Infrastructure Development priority
Richards Bay Campus Development – Student Residence & Engineering/Maritime
programmes
Performance Management/Peer ReviewSlide34
Thank you for your
a
ttention