Governance and Management Overview at Portfolio Committee 2021 Presentation

 
PORTFOLIO COMMITTEE 2021 PRESENTATION
Chairperson of Council, Ms Nomarashiya Caluza
and
UNIZULU Executive Management
16 March 2021
 
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Statutory Compliance
 
Duly Constituted Council (60/40) and
Committees (23 positions, 3
vacancies)
Independent and skilled
Chairpersons to Chair all
Committees
Charters in place (Council and
Committees)
ARCC – Comprising only external
members – internal/external auditors'
invitation
Code of Ethics – monitored by ARCC
Inductions ongoing
Continuous Assessment – DHET
Scorecard
 
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Delegations Policies (Council to
Committees; Council to VC; VC to
Senior Management)
Vice-Chancellor and Management
in place
Accountability and monitoring
conducted by ARCC
Strategic Plan, Annual Performance
Plan and Mid-Year reporting in
place and monitored
Performance Management in place
– reporting on organizational
achievement
 
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Decisions, actions and deliberations were conducted with sensitivity to the legitimate interests and expectations of all
shareholders.
Council understands the triple context in which the University operates – economy, society and environment
Strategic Plan, 
and 
operational planning - aimed at ensuring that UNIZULU remains sustainable and promotes
transformation
Transformation - integral part of Strategy
 
 
Decisions, actions and
deliberations were conducted
with sensitivity to the legitimate
interests and expectations of all
shareholders.
Council understands the triple
context in which the University
operates – economy, society
and environment
Strategic Plan, 
and 
operational
planning - aimed at ensuring
that UNIZULU remains
sustainable and promotes
transformation
Transformation - integral part of
Strategy
 
An Enterprise-wide approach to
risk management is applied
 and
a 
Risk Management Framework,
Strategy and Policy is in place.
 
Internal Risk Management
Committee and MANCO
monitors divisional risk registers.
 
Strategic Risk Register in place
– monitored by ARCC and
Council
 
Anti-fraud Initiatives –
Whistleblowing  Hotline
 
The University is fully
compliant with all laws,
codes, rules and standards
applicable to higher
education and its operations
in general
 
No refusals to information
made - Promotion of Access
to Information Act, 2000
Compliance with POPI
Incorporating IFRS
Standards
 
Council 
leads ethically, effectively
and governs the University in a
manner that supports the
establishment of an ethical
culture.
 
Council is not aware of any key
risk current, imminent or
forecasted that may threaten
the sustainability 
of the
University.
 
No material or immaterial but often
repeated regulatory penalties,
sanctions or fines for
contraventions or non-compliance
with statutory obligations were
imposed on the Institution during
the year under review.
 
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ICT 
strategy, framework and
policies are actively
implemented and monitored.
Business Continuity Plan
(BCP) and Disaster Recovery
Plan (DRP) implemented.
Enterprise Resource Planning
(ERP) system in place - aimed
at paperless transactions
Service Management software
(HEAT) was implemented to
manage the IT Service
delivery
Moodle upgrades enables the
university to track student’s
performance through
automated learning analytics
procedures;
Higher Degrees Management
System (HDMS) implemented
 
Online requisition implemented
on ITS 
Finance iEnabler
ITS Integrator 4.1 upgrading
enabling online registration
Partitioning of  new ODI
Server - mitigate some
cybersecurity risks
Full implementation online
Residence booking system.
 50% of the ICT HDI Grant
committed to Infrastructure
Management System.
Staff capacity development
as student training
conducted.
 CCTV monitoring system
reviewed – tender for
integrated surveillance
system
 
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UNIZULU has 
made significant strides in
its commitment to maintaining systems of
internal control over financial reporting and
the safeguarding of assets against the
unauthorised acquisition, use or disposal
thereof.
Accepted standards are applied to protect
privacy and ensure control over all data,
including disaster recovery and ‘back up’
procedures.
Despite this, inherent limitations to the
effectiveness of any system of internal
control, including the possibility of human
error and the circumvention or overriding
of controls, exists.
Accordingly, even an effective internal
control system can provide only
reasonable assurance with respect to
financial statement preparation and the
safeguarding of assets. Furthermore, the
effectiveness of an internal control system
can change according to circumstances
.
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Show that Council has
fulfilled its agreements with
DHET.
 
Evidence of stable
governance, good internal
controls, quality,
sustainability and
achievement of Strategic
Goals.
 
REPORTING OUTCOME
 
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:
LMS: Moodle Upgrade from version 2.4 to version 3.9, with 4 different instances
(one for each faculty).
 
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Revision of the academic calendar to ensure that activities were not
compromised
 
 
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Converting face-to-face courses into online materials : instructional design resources and
workshops/webinars.
1.
 
Instructional Design (Beginner and Interim)
2.
 
Educational Technologies (Beginner)
 
These are some of the training that academics participated in:
Instructional Design and Educational Technology Training – 6 April 2020
Phase One –Basic Moodle Training (facilitated by TLC – 29 April 2020)
Phase Two – Big BlueButton Training (facilitated by TLC – 6 May 2020)
AAU Emergency Remote Teaching Webinar 1-4 (April and May)
UNIZULU Virtual Learning –Henley Business School -13 May 2020
 
Faculty support groups and LMS champions: LMS, Google Docs, Dropbox, OneDrive, Office 365
Web-conferencing: Zoom, MsTeams
E-Learning Committee chaired by the Director of Information and Communication Technology (ICT)
where lecturers who are champions of online teaching and learning represent all Faculties.
Workshop for support staff to assist during multimodal teaching and learning
 
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:
1.   Since the nationwide lockdown 88% of students have accessed the LMS.
2.
Student usage during the first week two weeks of July has dropped to 83%
 
During the last term of 2020 participation on Moodle increased
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WhatsApp groups per delivery site, bulk sms, phone call before delivery
 
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Return of  94 Nursing students from Faculty of Science on 29 June 2020
The 40  final year BCom (MIS) students, returned due to their need for specialized
software and a practical online assignment and assessments;
20 Postgraduate students in FCAL who require specialized software packages only
available on campus, including econometric software and big data sets
7 SAICA Interns in the FCAL to assist Accounting and Auditing students
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14 BSC Honours in Biokinetics students:
38  MSc and PhD students
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:
Letter of invitation
Permit
Covid-19 Indemnity and Code of Conduct
Teaching and Learning and Social orientation.
 
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:
Fully Online Examinations
Take Home/Open Book exams
Formative Assessments
Portfolios (long essays, critical reflection, etc.)
Laboratory based examinations
P
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:
Quality – not to be compromised. Question papers were moderated to ensure that
they were of good standard
Flexibility  - to accommodate different learning styles
Student access to and participation in exams -  80% - 100% participation rates across
faculties
 Adequate support to staff and students throughout the exam period
Assessment types: Test-Based, Task-Based, and to some extent Self-, peer- and
group assessment, recorded presentations, artifacts, voice notes, portfolios,
slideshows, reflective video responses, written responses, data interpretation and
analysis
 
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Support to staff and students w.r.t. Online exams
ICT Helpdesk was set up to provide support to students
LMS and server upgrade was done by TLC
Support to academics was provided by faculty champions and TLC
Server monitoring was done by TLC and consultant
Monitoring of University network was done by ICT
 
Daily submission of examination reports by Faculty Deans 
to the DVC and
Registrar to monitor and address student challenges
 
Exams successfully completed on 5 February 2021
 
 
 
 
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ENROLMENT AND SUCCESS STATISTICS (Continued)
 
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ENROLMENT AND SUCCESS STATISTICS (Continued)
 
GRADUATION TRENDS 2014 - 2020
 
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UniZulu’s Spatial Development Framework is the main point of reference in
regard to infrastructure planning and development
Master project list of refurbishments and new construction projects made up of
2021 priorities
Implementation Plan and List of Priority Projects
Procurement Strategy is in place
First Implementation Target Date: July 2020, revised severally to September
2020, November 2020,  January 2021, and finally March 2021.
 
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Extended Lockdown (implications of availability of human resources,
construction materials, equipment, and cost implications)
Procurement (longer periods than anticipated)
Disruptions: Community and student protests
Bulk infrastructure and services from the municipality a key success factor in the
rollout of implementation plan   – integration in plans between the university and
uMhlathuze municipality is essential.
 
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The University did an analysis which illustrates the material difference in tuition
fees between University of Zululand and comparable universities in the public
higher education sector.
 For the University to fulfil its responsibilities towards its stakeholders and to
remain financially sustainable there is a need to review the fee baseline of the
University of Zululand.
6
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The 2019 audit was an unqualified audit opinion
The audit for the 2020 financial year is still being performed, scheduled for
reporting on 30 June 2021 as per Reporting Regulations.
Budget vs actual 2020
Income R1 173 million (budget) vs R1 198 million (actual)
Recurrent expenditure R1 153 million (budget) vs R1 040 million (actual)
The University Council approved a breakeven budget for 2021 which included a
downward operational budget adjustment (cut)
The University is in a sound financial position but there is the risk of the influence
of the Covid-19 related impact on income and expenditure
 
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Students are not required to make a minimum initial payment to register
All 2021 funded students register regardless of outstanding debt
As per Council resolution payment plan arrangements are made for unfunded
students with outstanding debt and this has been implemented very successfully
in the past ensuring access for students
As part of the multimodal approach to teaching and learning, the University has
also made provision for laptops for all first years
 
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The presentation at the Portfolio Committee 2021 highlighted the governance and management practices at UNIZULU. It covered aspects such as council structure, compliance with laws and standards, risk governance, ethics, and transformation initiatives. The university's commitment to accountability, monitoring, and strategic planning for sustainability and transformation was emphasized.


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  1. PORTFOLIO COMMITTEE 2021 PRESENTATION Chairperson of Council, Ms Nomarashiya Caluza and UNIZULU Executive Management 16 March 2021

  2. PRESENTATION OVERVIEW Governance and Management Teaching and Learning During Lockdown Student Performance Statistics and Success Rates Infrastructure Development Projects Finances and Audit Outcomes NSFAS Disbursement Readiness of 2021

  3. 1. GOVERNANCE AND MANAGEMENT OVERVIEW

  4. GOVERNANCE AND MANAGEMENT OVERVIEW (Continued) COUNCIL & COMMITTEES Delegations and Oversight Statutory Compliance Duly Constituted Council (60/40) and Committees (23 positions, 3 vacancies) Independent and skilled Chairpersons to Chair all Committees Charters in place (Council and Committees) ARCC Comprising only external members internal/external auditors' invitation Code of Ethics monitored by ARCC Inductions ongoing Continuous Assessment DHET Scorecard Delegations Policies (Council to Committees; Council to VC; VC to Senior Management) Vice-Chancellor and Management in place Accountability and monitoring conducted by ARCC Strategic Plan, Annual Performance Plan and Mid-Year reporting in place and monitored Performance Management in place reporting on organizational achievement

  5. GOVERNANCE AND MANAGEMENT OVERVIEW (Continued Compliance with laws, codes, rules and Standards Risk Governance Leadership, Ethics & Corporate Citizenship Decisions, actions and deliberations were conducted with sensitivity to the legitimate interests and expectations of all shareholders. Decisions, actions and deliberations were conducted with sensitivity to the legitimate interests and expectations of all shareholders. The University is fully compliant with all laws, codes, rules and standards applicable to higher education and its operations in general An Enterprise-wide approach to Council understands the triple context in which the University operates economy, society and environment risk management is applied and a Risk Management Framework, Strategy and Policy is in place. Strategic Plan, and operational planning - aimed at ensuring that UNIZULU remains sustainable and promotes transformation Transformation - integral part of Strategy Internal Risk Management Committee and MANCO monitors divisional risk registers. Council understands the triple context in which the University operates economy, society and environment No refusals to information made - Promotion of Access to Information Act, 2000 Strategic Risk Register in place monitored by ARCC and Council Strategic Plan, and operational planning - aimed at ensuring that UNIZULU remains sustainable and promotes transformation Compliance with POPI Incorporating IFRS Standards Anti-fraud Initiatives Whistleblowing Hotline Transformation - integral part of Strategy No material or immaterial but often repeated regulatory penalties, sanctions or fines for contraventions or non-compliance with statutory obligations were imposed on the Institution during the year under review. Council is not aware of any key risk current, imminent or forecasted that may threaten the sustainability of the University. Council leads ethically, effectively and governs the University in a manner that supports the establishment of an ethical culture.

  6. GOVERNANCE AND MANAGEMENT OVERVIEW (Continued) Business Continuity and Information & Technology Governance Online requisition implemented on ITS Finance iEnabler ICT strategy, framework and policies are actively implemented and monitored. UNIZULU has made significant strides in its commitment to maintaining systems of internal control over financial reporting and the safeguarding of assets against the unauthorised acquisition, use or disposal thereof. ITS Integrator 4.1 upgrading enabling online registration Business Continuity Plan (BCP) and Disaster Recovery Plan (DRP) implemented. Partitioning of new ODI Server - mitigate some cybersecurity risks Accepted standards are applied to protect privacy and ensure control over all data, including disaster recovery and back up procedures. Enterprise Resource Planning (ERP) system in place - aimed at paperless transactions Full implementation online Residence booking system. Service Management software (HEAT) was implemented to manage the IT Service delivery 50% of the ICT HDI Grant committed to Infrastructure Management System. Despite this, inherent limitations to the effectiveness of any system of internal control, including the possibility of human error and the circumvention or overriding of controls, exists. Staff capacity development as student training conducted. Moodle upgrades enables the university to track student s performance through automated learning analytics procedures; Accordingly, even an effective internal control system can provide only reasonable assurance with respect to financial statement preparation and the safeguarding of assets. Furthermore, the effectiveness of an internal control system can change according to circumstances. CCTV monitoring system reviewed tender for integrated surveillance system Higher Degrees Management System (HDMS) implemented

  7. GOVERNANCE AND MANAGEMENT OVERVIEW (Continued) REPORTING OUTCOME EVIDENCE OF ACHIEVEMENT Good Governance Show that Council has fulfilled its agreements with DHET. Evidence of stable governance, good internal controls, quality, sustainability and achievement of Strategic Goals. Corporate Citizenship Accountable Annual Report Balanced Student Life Sustainable and Viable Quality Academic Offerings Strategic Direction - Performance Internal Controls and Quality

  8. 2. TEACHING AND LEARNING DURING LOCKDOWN INSTITUTIONAL READINESS FOR MULTIMODAL APPROACH COMPLETION OF THE 2020 ACADEMIC YEAR University Readiness For Online Teaching And Learning: LMS: Moodle Upgrade from version 2.4 to version 3.9, with 4 different instances (one for each faculty). Including features such as learner analytics, Interactive content, plagiarism detection, learner collaboration Revision of the academic calendar to ensure that activities were not compromised

  9. TEACHING AND LEARNING (Continued) STAFF READINESS FOR MULTIMODAL APPROACH Faculties received extensive support for dynamic educational experience: Converting face-to-face courses into online materials : instructional design resources and workshops/webinars. 1. Instructional Design (Beginner and Interim) 2. Educational Technologies (Beginner) These are some of the training that academics participated in: Instructional Design and Educational Technology Training 6 April 2020 Phase One Basic Moodle Training (facilitated by TLC 29 April 2020) Phase Two Big BlueButton Training (facilitated by TLC 6 May 2020) AAU Emergency Remote Teaching Webinar 1-4 (April and May) UNIZULU Virtual Learning Henley Business School -13 May 2020 Faculty support groups and LMS champions: LMS, Google Docs, Dropbox, OneDrive, Office 365 Web-conferencing: Zoom, MsTeams E-Learning Committee chaired by the Director of Information and Communication Technology (ICT) where lecturers who are champions of online teaching and learning represent all Faculties. Workshop for support staff to assist during multimodal teaching and learning

  10. TEACHING AND LEARNING (Continued) STUDENT READINESS FOR MULTIMODAL APPROACH Analytics: Student Usage of LMS: 1. Since the nationwide lockdown 88% of students have accessed the LMS. 2. Student usage during the first week two weeks of July has dropped to 83% During the last term of 2020 participation on Moodle increased Provision of laptops and data: 10G Day and 10G Night data Preparation and printing of hard copy study material, packing and sorting of study material, Delivery of study material Material delivered to 59 different delivery points on predetermined dates WhatsApp groups per delivery site, bulk sms, phone call before delivery

  11. TEACHING AND LEARNING (Continued) STUDENTS RETURN TO CAMPUS: PHASED-IN PROCESS Level 3: in a staggered way Return of 94 Nursing students from Faculty of Science on 29 June 2020 The 40 final year BCom (MIS) students, returned due to their need for specialized software and a practical online assignment and assessments; 20 Postgraduate students in FCAL who require specialized software packages only available on campus, including econometric software and big data sets 7 SAICA Interns in the FCAL to assist Accounting and Auditing students Level 2: September 2020 14 BSC Honours in Biokinetics students: 38 MSc and PhD students Conditions and obligations attached to their return: Letter of invitation Permit Covid-19 Indemnity and Code of Conduct Teaching and Learning and Social orientation.

  12. TEACHING AND LEARNING (Continued) ASSESSMENT STRATEGIES AND UNDERPINNING PRINCIPLES Types: Fully Online Examinations Take Home/Open Book exams Formative Assessments Portfolios (long essays, critical reflection, etc.) Laboratory based examinations Principles: Quality not to be compromised. Question papers were moderated to ensure that they were of good standard Flexibility - to accommodate different learning styles Student access to and participation in exams - 80% - 100% participation rates across faculties Adequate support to staff and students throughout the exam period Assessment types: Test-Based, Task-Based, and to some extent Self-, peer- and group assessment, recorded presentations, artifacts, voice notes, portfolios, slideshows, reflective video responses, written responses, data interpretation and analysis

  13. TEACHING AND LEARNING (Continued) MANAGEMENT OF EXAMS Support to staff and students w.r.t. Online exams ICT Helpdesk was set up to provide support to students LMS and server upgrade was done by TLC Support to academics was provided by faculty champions and TLC Server monitoring was done by TLC and consultant Monitoring of University network was done by ICT Daily submission of examination reports by Faculty Deans to the DVC and Registrar to monitor and address student challenges Exams successfully completed on 5 February 2021

  14. TEACHING AND LEARNING (Continued) EXAMINATIONS Successful online examination conducted on the Moodle LMS Platform Unprecedented participation by students on online examinations Improved pass rates noted

  15. 3. STUDENT ENROLMENT AND SUCCESS STATISTICS 2020 ACCESS - HEADCOUNT TOTALS 2020 Target (2020) Actual (2020) 20000 17920 18000 17143 15912 15548 16000 14000 12000 10000 8000 6000 3823 3518 4000 1800 1595 2000 450 370 0 First-time entering undergraduates Headcount enrolments Headcount enrolments (Foundation Provisioning) Headcount enrolments total UG Headcount enrolments total PG

  16. ENROLMENT AND SUCCESS STATISTICS (Continued) MAJOR FIELD OF STUDY 2020 Target (2020) Actual (2020) 6000 5186 5000 4671 4598 4481 4358 4324 3739 3706 4000 3000 2000 1000 0 Science, engineering, technology Business/management Education Other humanities

  17. ENROLMENT AND SUCCESS STATISTICS (Continued) STUDENT DEREGISTRATION 2020 2020 Number of headcount undergraduate students registered in 2020 15,709 Number of headcount undergraduate students that deregistered in 2020 (cumulative) 161 Number of remaining undergraduate headcount registered students 15,548 Number of headcount postgraduate students registered in 2020 1,618 Number of headcount postgraduate students that deregistered in 2020 (cumulative) 55 Number of remaining postgraduate headcount registered students 1,563

  18. ENROLMENT AND SUCCESS STATISTICS (Continued) SUCCESS RATES / PASS RATES 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2018 2019 2020 Success rate Target 84% 83% 85% 80% 80% 83%

  19. ENROLMENT AND SUCCESS STATISTICS (Continued) SUCCESS RATES / PASS RATES BY CESM FACULTY 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2018 2019 2020 Faculty of Arts 90% 87% 90% Faculty of Commerce, Administration & Law Faculty of Education 81% 78% 81% 90% 76% 80% 89% 77% 80% 90% 77% 83% Faculty of Science and Agriculture Target

  20. ENROLMENT AND SUCCESS STATISTICS (Continued) GRADUATION TRENDS 2014 - 2020 4400 4280 4267 4252 4300 4200 4105 4100 3996 4000 3859 3900 3800 3700 3700 3600 3500 3400 2014 2015 2016 2017 2018 2019 2020

  21. 4. READINESS FOR 2021 ACADEMIC YEAR (Continued) REGISTRATION 1- 19 March Registration of FTENs and returning students Registration period has been extended FIRST YEAR STUDENT ORIENTATION 23 27 March (focusing on Multimodal learning skills) COMMENCEMENT OF TEACHING AND LEARNING 29 March for FTENs 15 March for returning students University has provided data for teaching and learning Faculty online-seminars for research progress presentations to support postgraduate students

  22. 5. INFRASTRUCTURE DEVELOPMENT PROJECTS UniZulu s Spatial Development Framework is the main point of reference in regard to infrastructure planning and development Master project list of refurbishments and new construction projects made up of 2021 priorities Implementation Plan and List of Priority Projects Procurement Strategy is in place First Implementation Target Date: July 2020, revised severally to September 2020, November 2020, January 2021, and finally March 2021.

  23. INFRASTRUCTURE DEVELOPMENT PROJECTS (Continued) PROJECT IMPLEMENTATION TIMELINE (AS AT DECEMBER 2020) CONSTRUCTION WORK PACKAGE STAGES AT 11 DEC 2020 Packages 1, 2, 3, 8.1: Student Accommodation Package 4.1: Student Centre READINESS FOR CONSTRUCTION March 2021 May 2021 Package 6: Richards Bay Engineering Building Package 7.1: Multi-purpose Conference Facilities August 2021 August 2021 Package 7.2 : University Main Entrance Upgrade and Modernisation May 2021

  24. INFRASTRUCTURE DEVELOPMENT PROJECTS CONSTRUCTION WORK PACKAGE STAGES AT 11 DEC 2020 Package 8.2: Refurbishment of the Main Administration Building Package 9.1: Implementation of projects linked to the Water & Sewer Masterplan Package 9.2: Implementation of projects linked to the Roads & Storm water Masterplan READINESS FOR CONSTRUCTION May 2021 March 2021 Due to the potential damages caused by Construction vehicles on the roads, the implementation will be done later. March 2021 Package 10.1: Implementation of projects linked to the Hot Water Masterplan Package 10.2 Implementation of projects linked to the Electrical May 2021 Subject to Availability of Funding.

  25. INFRASTRUCTURE DEVELOPMENT PROJECTS (Continued) RISKS CAN ACKNOWLEDGED Extended Lockdown (implications of availability of human resources, construction materials, equipment, and cost implications) Procurement (longer periods than anticipated) Disruptions: Community and student protests Bulk infrastructure and services from the municipality a key success factor in the rollout of implementation plan integration in plans between the university and uMhlathuze municipality is essential.

  26. 6. FINANCES AND AUDIT OUTCOME 2020 TUITION FEES 2020 Historically University of Zululand tuition fees have been very low when compared to other universities. The University did an analysis which illustrates the material difference in tuition fees between University of Zululand and comparable universities in the public higher education sector. For the University to fulfil its responsibilities towards its stakeholders and to remain financially sustainable there is a need to review the fee baseline of the University of Zululand.

  27. FINANCES AND AUDIT OUTCOME 2020 (Continued) TUITION FEES 2020 UNIZULU Tuition Fees 2020 Fees for other Universities % Baseline correction needed Average other universities 2020 2020 UFS RHODES UNIVEN UKZN UJ NMU UFH ARTS Average tuition 52% 26,944 40,916 34,585 48,157 34,933 47,140 42,176 38,860 40,562 COMMERCE, ADMINISTRATION & LAW 47% Average tuition 26,944 39,499 37,985 52,687 32,328 42,455 34,318 36,160 40,562 SCIENCE AND AGRICULTURE 68% Average tuition 26,944 45,383 43,825 52,687 41,550 44,814 52,721 45,837 36,249 EDUCATION 29% 183% BEd PGCE 30,288 12,623 39,200 35,716 32,800 19,110 48,095 39,262 37,383 61,020 36,521 26,102 - 41,006 38,030 45,910 40,562 22,890 HONOURS Cost of degree over 1 year 12,623 173% 34,479 34,805 44,403 25,430 34,979 47,910 30,930 22,899 MASTERS Year 1 Each subsequent year thereafter 6,851 3,689 243% 417% 23,514 19,088 15,025 15,025 24,208 24,208 31,060 15,660 31,167 15,589 18,968 18,968 21,270 21,270 22,899 22,899 PHD Year 1 Each subsequent year thereafter 6,851 3,689 235% 394% 22,923 18,221 10,375 10,375 24,208 24,208 34,490 17,160 31,167 15,589 18,968 18,968 25,670 25,670 15,580 15,580

  28. FINANCES AND AUDIT OUTCOME 2020 (Continued) NSFAS 2020

  29. FINANCES AND AUDIT OUTCOME 2020 (Continued) AUDIT AND FINANCES 2020 The 2019 audit was an unqualified audit opinion The audit for the 2020 financial year is still being performed, scheduled for reporting on 30 June 2021 as per Reporting Regulations. Budget vs actual 2020 Income R1 173 million (budget) vs R1 198 million (actual) Recurrent expenditure R1 153 million (budget) vs R1 040 million (actual) The University Council approved a breakeven budget for 2021 which included a downward operational budget adjustment (cut) The University is in a sound financial position but there is the risk of the influence of the Covid-19 related impact on income and expenditure

  30. FINANCES AND AUDIT OUTCOME 2020 (Continued) REGISTRATION 2021 Students are not required to make a minimum initial payment to register All 2021 funded students register regardless of outstanding debt As per Council resolution payment plan arrangements are made for unfunded students with outstanding debt and this has been implemented very successfully in the past ensuring access for students As part of the multimodal approach to teaching and learning, the University has also made provision for laptops for all first years

  31. THE END

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