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Portfolio Committee on Higher Education & Training Portfolio Committee on Higher Education & Training

Portfolio Committee on Higher Education & Training - PowerPoint Presentation

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Portfolio Committee on Higher Education & Training - PPT Presentation

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

2016 university amp council university 2016 council amp media place approved 2017 committee staff student management academic plan executive

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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