NELSON MANDELA UNIVERSITY INTEGRATED ANNUAL REPORT
NELSON MANDELA UNIVERSITY INTEGRATED ANNUAL REPORTCONTENTSto the Minister of Higher Education and Trainingfor the year ending 31 December 2019Executive Summary. 4Our VisionTo be a dynamic African university, recognised for its leadership in generatingcutting-edge knowledge for a sustainable future.1. Organisational Overview. 82. Governance. 103. Strategic Trajectories . 15Our MissionTo offer a diverse range of life-changing educational experiences for a better world.4. Institutional Performance Review. 215. Report of the Chairperson of Council. 326. Report of the Vice-Chancellor. 43Our Values7. Report of the Chairperson of Senate. 568. Institutional Forum Report. 67DiversityExcellenceUbuntu9. Report on Internal Administrative Structures and InternalControl Environment. 6910. Report on Risk Exposure Assessment and Management. 7011. Report of the Nelson Mandela University Audit andRisk Committee. 7312. Financial Overview of 2019 Financial Year. 76Social justiceand equalityIntegrityEnvironmentalstewardshipNelson Mandela University Annual Report 2019Compiled by Prof Heather Nel, heather.nel@mandela.ac.za & Gillian McAinsh, gillian@gmcainsh.co.zaINTEGRATED ANNUAL REPORT3
EXECUTIVESUMMARYKey institutional strategic trajectories in 2019 were: The transformation of health sciences education, which tookmajor strides when the Department of Health gave approvalto the University to establish the tenth medical school in thecountry. This approval unlocked progress on several fronts.An accreditation site visit by the Council on Higher Educationand HPCSA in November was another extremely significantmilestone towards offering the first year of the MBChBcurriculum at Nelson Mandela University in 2021. The Ocean Sciences strategy for 2020-2025, which is continuingto evolve and develop, supporting the faculties to developinter- and transdisciplinary academic qualifications, shortlearning programmes, research endeavours and partnerships.This will position the University as a premier destination ofchoice on the African continent for ocean sciences. Revitalising the Humanities, which is integral to NelsonMandela University’s overall academic strategy. There wereseveral significant developments over the course of 2019,including a successful colloquium hosted by the Chair inCritical Studies of Higher Education Transformation to roundoff Mandela Centenary celebrations. Other initiatives torevitalise the humanities included the launch of the Centre forPhilosophy in Africa, the SARChI Chair for Identities and SocialCohesion in Africa, and discussions with the Nelson MandelaFoundation and the Human Sciences Research Council toestablish the Transdisciplinary Institute for Mandela Studies.In other substantive areas of focus, the University launchedits first Hub of Convergence to engage with communitiesAs the only university in the world to carry the name of NelsonMandela, our institutional identity and mandate, learning andteaching, scholarly endeavours, innovation and engagement areunderpinned by our namesake’s values and principles. During2019, Nelson Mandela University focused on implementingkey strategic redirections emerging from our revised Vision2020 strategy, the Vice-Chancellor’s inaugural address and theListening Campaign across all campuses, faculties and divisionsin Port Elizabeth and George.The University’s positioning strategy is a critical preconditionto thrive within the context of the prevailing volatile, complexchallenges confronting the higher education sector acrossSouth Africa, the continent of Africa and globally. Challengesinclude policy uncertainty, slow economic growth, increased42019on common platforms in co-creating innovative solutions topersistent societal challenges. This is part of a broader strategyto reconfigure the University in alignment with a reimagined,equalising and non-paternalistic paradigm of engagementthat can more meaningfully converse with and contribute toalleviating human precarity.Student access for success remains paramount, with a specificfocus on various interventions to improve success rates, as wellas graduate and research outputs. Enhancing access to financialaid continues to be one of our most important priorities andthe expanded National Student Financial Aid Scheme (NSFAS)bursary scheme has significantly assisted the University infacilitating access to higher education for academically deservingstudents from disadvantaged backgrounds, many of whom arethe first in their families to pursue a university qualification.In 2019, the University had a total student headcount enrolmentof 29 490 students, of which the majority (69 per cent) camefrom the Eastern Cape, while 27 per cent are from the otherprovinces, and 4 per cent originating from more than 55countries across the world. The ongoing growth in studentenrolments in 2019 necessitated a concomitant expansionof student accommodation on and off campus. Over the pastyear, tenders were awarded for the construction of new studentresidences on the George (200 beds) and Port Elizabeth (1 800beds) campuses. With no reliable public transport systempresently active in the Nelson Mandela Bay Metro, the Universityis also working to strengthen its own student transport modeland operations.enrolments and growing student expectations for expandedsupport, rigorous accountability and regulatory requirements,and intensifying global competition for talent and funding.A comprehensive review of the University’s Vision 2020 strategicplan led to the scoping of a concept document to inform theformulation of our Vision 2030 strategy in 2020. This, togetherwith our revised Vision 2020 strategic priorities, is aimed atpropelling the institution into the next decade as a transformeduniversity in the service of society. The wide-rangingorganisational redesign process undertaken at the Universityover the course of 2019 was a major recalibration to ensure thatit’s structures, systems and processes are agile, fit for purposeand strategically aligned.INTEGRATED ANNUAL REPORT5
University continues to prioritise future-focused talent attractionand continuity plans to effectively support a permanent staffcomplement of 2 485 employees.STUDENT SUCCESS RATE82%81%79%79%77%201379%78%201420152016An extensive number of infrastructural and information andcommunication technology (ICT) projects, supported byearmarked funds from the DHET, are in various stages ofimplementation and contribute to promoting an exceptionalcampus life experience for students, staff and key stakeholders.In total, R580 million was incurred on capital expenditure inrespect of infrastructure in 2019, with further capital developmentprojects of R246 million being approved which have not yet beencontracted for reporting to date. In addition to the constructionof student residences, key capital projects in 2019 includedthe infrastructural developments and refurbishments requiredto support the medical school and ocean sciences campus.The University continually strives to improve efficiencies andstreamline institutional systems and processes in a manner thatenables it to become more agile and responsive to the demandsof the Fourth Industrial Revolution (4IR).Universities across South Africa increasingly have to deployadaptive measures to cater for the diverse needs of their studentbodies, to address broader systemic issues such as poverty andfood security, as well as equalised access to study materials,computing devices and WiFi connectivity. Through the expanded201720182019NSFAS bursary scheme, the University significantly increased thenumber of students from disadvantaged backgrounds. FinancialAid administered more than R930million to support academicallydeserving, financially disadvantaged undergraduate studentsduring 2019. The provision of holistic student support anddevelopment services within and beyond the classroom remainsa key priority and examples of holistic strategies designed topromote student success will be outlined later in this report.Gender transformation and gender-based violence were flashpoints across South Africa in 2019, as well as at Nelson MandelaUniversity, leading to robust engagements on and off campusto enhance the safety and security of students and staff. Theseincluded activations at sectoral and institutional levels, includingdiscussions with the Student Representatives Council (SRC) andstudent activists to improve our support of GBV survivors andmassify programmatic interventions to address this ongoingsocietal challenge more proactively.In 2019, Council approved a strategy to mobilise the resourcesneeded to implement the strategic priorities central to NelsonMandela University’s development trajectory over the nextdecade. This strategy provides the foundation for initiatives tosupport the projected enrolment growth of the University from2020 to 2025, including restructuring the University Trust andstrengthening appropriate institutional fundraising capacity.Through judicious and responsible resource stewardship, theUniversity once again posted positive results during the 2019financial year, presenting a balanced operational budget toCouncil with R56.8million surplus after investment income (6per cent surplus) and a R3.6million surplus from operationsbefore investment income (2 per cent surplus). This can largelybe attributed to the roll out of the DHET bursary scheme forpoor and working-class students, along with the commitmentby national Government to increase the per capita operationalsubsidy allocated to higher education.This report will provide an overview of the key highlights,successes, innovations and challenges navigated by theUniversity during the year under review, in pursuance ofrealising our Vision 2020 strategic aspirations. This willposition Mandela University favourably as we chart a coursetowards Vision 2030 to take the University to greater heights inthe service of society.Overview of 2019 financial positionINCOME STREAMS8.1%2.8%FINANCE INCOMEOTHER16.6%(SALES OF GOODS AND SERVICESAND NON RECURRENT ITEMS)PRIVATE GIFTSAND GRANTS39.3%3.3%STATE APPROPRIATIONSINCOME FROMCONTRACTSFOR RESEARCH29.8%TUITION AND OTHER FEENurturing talented, high-performing and demographicallydiverse staff is a crucial precondition for long-term sustainability.In light of the intensifying competition for the best talent, theSTUDENTACCOMMODATIONDEFICIT R3 M(2018: R3 M)STATEMENT OFCOMPREHENSIVE INCOMEREFLECTS ACONSOLIDATED SURPLUSOF R479 M (2018: R358 M)AFTER OTHERCOMPREHENSIVE INCOMECOUNCILCONTROLLEDOPTERATIONSR261 M(2018: R259 M)TRUSTR115 M(2018: R86 M)SPECIFICALLY FUNDEDACTIVITIES (RESTRICTED)NET SURPLUS OF R105 M(2018: R16 M)62019INTEGRATED ANNUAL REPORT7
1. ORGANISATIONALOVERVIEWgender composition reflected that females constituted 58 percent of the total staff profile, while for academic staff the genderratio was 50:50. Of our academic staff, 45 per cent held doctoralqualifications. The demographic profile of our overall permanentstaff indicated that 74 per cent were African, Coloured andIndian, in contrast with the academic staff profile where 52 percent were White while 42 per cent were African, Coloured andIndian (6 per cent were foreign and not included).and equality while ensuring its long-term sustainability.Following a comprehensive review of the Vision 2020 strategicplan in 2018, the following revised strategic priorities have beenguiding planning at Mandela University over the past year,namely, to: Embrace a distinctive educational purpose and philosophythat contributes to student access and success Develop and cultivate an engaged, innovative scholarshipculture that generates knowledge recognised for itscontribution to sustainability Foster an affirming, transformative institutional culture thatpromotes diversity and social cohesion Enhance long-term financial sustainability through responsibleresource stewardship Position the University as an employer of first choice byinvesting in talented, high-performing staff Provide and sustain enabling systems and infrastructure thatpromote an exceptional experience for students, staff and keystakeholders.In addition to the above, the University is seeking to positionitself intellectually within a differentiated post-school educationand training landscape through several game-changingtrajectories, including:Nelson Mandela University spans seven campuses in NelsonMandela Bay and George (in the Western Cape) where a totalof 29 490 students were enrolled in 2019 across seven faculties,namely: Arts; Business and Economic Sciences; Education;Engineering, the Built Environment and Information Technology;Health Sciences; Law, and Science. The total student headcountin 2019 translated into a 3.4 per cent annual increase relativeto 28 507 students in 2018. Undergraduate enrolments of25 044 constituted 85 per cent of the student population, whilepostgraduate enrolments declined by 3.2 per cent from 4 076 in2019 compared to 4 210 in 2018.languages and 4 per cent other languages. The proportion offemale and male students remained constant in 2019 at 53 percent and 47 per cent, respectively. In 2019, 85 per cent of ourstudents were Black (African, Coloured and Indian) while thenumber of White students declined from 17 per cent in 2018to 15 per cent in 2019. Just over two-thirds of our students (69per cent) were from the Eastern Cape Province, with 33 per centfrom Nelson Mandela Bay and 36 per cent from the rest of theprovince. Of the remaining students, 27 per cent were fromother provinces in South Africa and 4 per cent were from 56different countries across the globe.The home language of our students was predominantly isiXhosa(46 per cent), followed by English (30 per cent) and Afrikaans(13 per cent), while 7 per cent spoke other official South AfricanOur students were supported by a complement of 2 485permanent staff, comprising 649 academic and 1 836professional, administrative and support (PASS) staff. The82019Several programmes, such as the New Generation of AcademicsProgramme (nGAP), advanced the diversification of ouracademic staff profile, with 12 members of staff benefiting. Othertransformation and equity interventions to diversify the staffdemographic profile will be addressed elsewhere in this report.1.2 Review of Strategic PrioritiesThe dynamic, fluid environment within which all universitiesoperate requires a continuous assessment of strategic prioritiesagainst current realities. Since the University changed its namein 2017, it has been exploring the enormous responsibility thatgoes with being the only university in the world to be named afterNelson Mandela. To this end, the University has been engagedin implementing various interventions to promote social justice Embracing humanising pedagogical approaches and studentcentric support that liberate the full potential of our studentsand enhance holistic student success Re-centring Africa through our commitment to awakeningAfrican scholarship, epistemologies and systems of thought,expanding our partnership footprint on the continent, anddeveloping the next generation of African scholars andacademics who advance excellence through their scholarlycontributions Revitalising the humanities and fostering transdisciplinarycollaboration Positioning the University as the leading Ocean Sciencesuniversity in the country and, in the longer term, on the Africancontinent as a whole Transforming health sciences education towards theestablishment of the tenth medical school in the country Repositioning and advancing the praxes of an engaged,transformative university to enhance social responsiveness.In alignment with these strategic and intellectual directions,the University embarked on an institution-wide organisationalredesign process in 2019 under the leadership of Council, theVice-Chancellor and senior management. This has laid thefoundation for ensuring that the University’s structures, systemsand processes are fit-for-purpose and strategically aligned atall levels. The overarching organisational redesign proposalsfor every faculty and division were approved by Council inDecember 2019 and will be implemented during 2020.INTEGRATED ANNUAL REPORT9
2. GOVERNANCE2019 COUNCIL MEMBERSAmbassador NoziphoJanuary-BardillMr Siyabulela MhlalukaMr Demetrious(Jimmy) ArgyrakisDr Claudia Beck-ReinhardtMr Khwezi BloseMr Deroul ChaukeDr Jeff GovenderMr Lebogang HashatseMs HawaBibi KhanProf Andrew LeitchMr Donald MacLeanMs Maureen ManyamaDr Nondumiso MaphaziMr Bamanye MatiwaneMs Michelle MbacoMr Sonwabiso MdaniDr Muki MoengMr Luvuyo MosanaProf Sibongile MuthwaDr Kwezi MzilikaziMr Silumko NcumeMr Richard PiyoseMrs Lynette RoodtProf Winston ShakantuRev Madika Dix SibekoProf Mala SinghMr Simphiwe SomdyalaAdv Boitumelo TlhakungMs Zola TshefuProf Denise ZinnCHANCELLORDr Geraldine Fraser-MoleketiDr Geraldine Fraser-Moleketi holds a Master’s Degree in Administration, University of Pretoria,and was conferred a Doctor of Philosophy (Honoris Causa) by our University. She is a fellowof the Institute of Politics, Kennedy School of Government, Harvard University and hascompleted a leadership course at Wharton Business School at the University of Pennsylvania.She is the recipient of several awards including the OP Dwivedi Public Service Award from theInternational Association of Schools and Institutes of Public Administration. Dr Fraser-Moleketihas held several strategic leadership positions, including Special Envoy on Gender/VicePresident at the African Development Bank, and Director of the United Nations DevelopmentProgramme’s Democratic Governance Group.Dr Fraser-Moleketi’s career is characterised by a commitment to development and economicgrowth that are more inclusive and sustainable. She is a firm supporter of intergenerationaldialogue and mentors young women and men across the continent on leadership and resilience.CHAIRPERSON OF COUNCILAmbassador Nozipho January-BardillAmbassador January-Bardill has a Masters In Applied Linguistics from the University of Essex,UK. In 2019, she was conferred an Honorary Doctor of Laws (Honoris Causa) by the GlasgowCaledonian University in Scotland.Her career has spanned a range of strategic leadership positions in the areas of Education,Human Rights and Social Justice, Diplomacy and Corporate Governance. She served as SouthAfrica’s Ambassador to Switzerland, Lichtenstein and the Holy Sea and as Deputy DirectorGeneral of Human Capital in Foreign Affairs in what was the South African Department ofForeign Affairs.Ambassador January-Bardill serves on the boards of blue chip companies including, amongothers, AngloGold Ashanti, Mercedes Benz SA and the MTN Foundation. She also serves onthe boards of two NGOs, namely: Phenduka Literacy Project, which supports under-educatedpre-high school pupils, and Tshwaranang Legal Advocacy Centre, which supports victims ofsexual and gender-based violence.Ambassador January-Bardill is the current Chairperson of the United Nations (UN) GlobalCompact Local Network, was Chief of Staff of UN Women in New York and served as an Experton the UN Committee on the Elimination of Racial Discrimination (CERD).She is passionate about the inherent value of and right to decent education, and the needto document the varied and expansive experiences of women who lead. She believes in thenotion that “the unexamined life is not
INTEGRATED ANNUAL REPORT 3 Nelson Mandela University Annual Report 2019 Compiled by Prof Heather Nel, heather.nel@mandela.ac.za & Gillian McAinsh, gillian@gmcainsh.co.za . the expanded National Student Financial Aid Scheme (NSFAS) bursary scheme has significantly assisted the University in
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General Prospectus Nelson Mandela University ii The complete 2019 University Prospectus consists of the following parts: General Prospectus Student Account Guide Prospectuses of the respective faculties Faculty of Arts Faculty of Business and Economic Sciences .
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