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Mangosuthu University of Technology Annual Report
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• 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