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Mangosuthu University of Technology Annual Report

48

• The Research directorate was strengthened with the

creation the post of DVC: Research, Innovation and

Engagements resulting to the appointment of Prof.

Z. Dlamini in this position. This appointment will

ensure the improvement of research capacity and

output in the institution.

• Tender Management: The University is working

tirelessly to improve systems and accountability

pertaining to University tenders as this impacts

on the governance of the University. The Tender

Committee is directly involved in the tender process

and makes recommendations to Council. In 2015

the Tender Committee held eight (8) meetings on

various University tenders.

• MUT‘s Supply Chain Management Policy is under

review. A number of activities regarding the review

of the policy have been followed including relevant

consultation with Auditors to make sure that the

University follows relevant regulations as well as

legislation.

• The Bid Evaluation Committee established by the

University continues to review recommendations

provided by the Tender Committee for all tender

processes and where required, amend, reject or

endorse any recommendation(s) as well as provide

recommendations for all responses to tenders to the

Council.

• Governance of Risk: Enhancing knowledge and

innovation and implementing strategic development

and goals will always have risks. Effective risk

management minimises the exposure to risks, whilst

protecting the reputation and sustainability of the

University. At Mangosuthu University of Technology

(MUT) Council is responsible for overseeing the total

process of risk management.

The 2015 Risk Register was presented to Council for

approval as recommended by the Audit & Risk Committee.

The risks identified in the Risk Register as well as the format

used were noted and discussed.

C.

The achievements of the administrative

structures and resources

It can confidently be said that there were a number of

successes achieved by MUT’s administrative structures in

the course of 2015. Below are a few of the most noteworthy

successes:

• First of all, it is to the credit of all stakeholders of

MUT, and more especially the internal stakeholders,

that the University in 2015 did not lose even one

day of teaching and learning to any form of dispute.

This is especially remarkable given the backdrop of

widespread protests at universities across the country

especially towards the end of 2015. Accordingly, we

are pleased that the performance of the university in

terms of its core business broadly reflects how the

stability on our campus has ultimately benefitted the

students in particular.

• Secondly, the Cooperative Education unit has been

particularly active in galvanizing industry support and

sponsorships to shore up the student and graduate

placement and skills training portfolio. Notably,

the unit has been able to mobilise funding from a

number of SETAs, e.g. ETDP SETA gave separate

sponsorships for stipends for 20 Engineering and IT

students (R600 000), WIL funding for 100 IT students

(R1 500 000), INSETA funded internship placement

for 50 Marketing students (R2 100 000), CHIETA and

AGRISETA gave varying amounts for WIL, R760 000

and R511 000 respectively, in their fields, etc. The

Cooperative Education unit organised employability

training workshops for students in partnership with

Japan International Co-operation Agency (JICA),

and also with Productivity South Africa, all with the

aim of enhancing WIL prospects and experience, as

well as improving chances of employment for our

students.

• Thirdly, in terms of internal organisation, 2015 saw

some other interesting breakthroughs at MUT.

For example, the Directorate for Institutional

Planning and Research (DIPR) successfully piloted a

workload model on six (6) academic departments,

and later in the same year it rolled this out to all

other departments. This model has enabled the

university to understand better how staff members

are engaged and to plan optimally in this regard. On

another front, the Office of the Registrar successfully

managed a smooth and highly efficient registration

programme for both the first and second semesters.

In fact, such was the success of this program that in

the first two weeks of registration we had netted over

80% of the enrolment target.

D.

The adequacy of staffing levels, particularly

in critical areas

Due to financial constraints, MUT currently has a very high

FTE permanent I/R staff/student ratio. The FTE ratio of

permanent I/R staff to students, amounted to 1:40 which

is very high for a university. The staffing ratio will receive

urgent attention in 2016.

E. The extent to which equity targets in the

workplace have been realised

MUT has improved its equity profile in the course of 2015.

Regarding its overall staff gender composition (including

permanent and temporary staff), MUT has 53% male

staff members and 47% female. Regarding overall racial

distribution, MUT has managed to achieve an overall

composition of 80% African, 0.8% Coloured, 6.9% Indian,

5.6% White and 6.6% foreign staff members. On the