Durban University of Technology

The 2019 academic calendar commenced on a tumultuous note for higher education institutions, with student unrest and resultant destabilisation of a violent nature which tested the resolve of many University councils and their executive leadership in the country. At the DUT, the unrest resulted in the tragic death of one of our students, when he was shot in a violent encounter between a group of students and private security personnel. Many questions over the incident remain unanswered because the lawenforcement agencies, at the time of the incident, declined to prosecute the individuals involved. The University did not receive an official report on the incident. Despite the unfortunate start to the year, there were many significant developments at the University in 2019. One of these developments was the rollout of the much-needed infrastructure projects at the University at a cost of over R1 billion. Thecompletion of these projects will not only enhance the appearance of the entire University but will also provide essential and improved facilities for students and staff. The details of these developments will be presented in the “Report on Management and Administration” by the Vice-Chancellor, in the next section of this report.

The 2018 annual report of the Durban University of Technology (DUT) is presented in alignment with the University’s four Strategic Focus Areas (SFAs) containedin its Strategic Plan (2015-2019), as revised. The report is sequenced in terms of these SFAs, which take into account the core business of the University and thenumerous national imperatives arising out of the current policy and regulatory framework. In 2018, we continued to implement and build on a number of transformational projects, as an extension on the milestones set in previous years. The University iscommitted to ensuring that transformation is approached in its broadest understanding, not only as it pertains to equity matters but also in reference to the way in which the University conducts its business, responds to its communities and its students, and how it builds relationships with government at all levels, community organisations, business and industry. To this end, we have in place a set of transformative projects that seek to spearhead our becoming a South African University, rather than simply being a University in South Africa. This is the context, also, in which DUT engages with the notion of decolonisation: we understand decolonisation to be an integral component of our broader transformationagenda, which seeks to ensure that DUT occupies its rightful space in contributing meaningfully to the national development goals. Institutionally, we are using thisconceptual framework as a primary reference in our ongoing recurriculation project, our language policy, our change processes, and in everything that we do towardsour becoming a truly transformed, decolonised University of Technology.

UT was relatively stable despite the higher education sector events of 2016, in particular, the #FeesMustFall campaigns. There was minimal loss of lecture timeand minimal damage to property in comparison to a number of universities across the country that experienced outbreaks of violence resulting in the destruction of property. Council commends the students and Management for the manner in which they negotiated and dealt with unprecedented challenges. In 2016, DUT recorded an increase in both the number of Masters and Doctoral degrees, graduates and research publication units. On 30 November 2016, the Annual Research and Innovation Awards Programme (ARIAP) event honoured researchers and students who contributed towards building the research and innovation profile of the University.

The Durban University of Technology had a successful year (2015) as viewed from its student enrolments, graduate outputs and increase in research publication units. There have been a number of major developments on its campuses and these are outlined in this report. In particular given the “Fees Must Fall Campaign”, the outbreaks of violence and the resulting destruction of property across many universities, DUT remained largely peaceful and there was little destruction of property. Students and management are to be commended in the manner in which they have negotiated and dealt with these challenges.

For 2014 reporting purposes, targets were set relating to contractual agreementswith the Minister of Higher Education and Training relating to enrolment andresearch outputs. These are shown below. Other performance indicators are listed and the achievement against those highlighted, despite there being no set target for 2014.In the table below, these targets are arranged broadly against the four Strategic Focus Areas:- Building sustainable student communities of living and learning.- Building research and innovation for development.- Building a learning organisation.- Building a sustainable University.The Strategic Focus Areas are meant to be prosecuted through the deployment of six Strategic Drivers:- Transforming Institutional Culture- The Knowledge Project- Back to Basics- Networking the University- Greening the University- Internationalising the University

The year 2012 at DUT has been a year of new adventures and consolidation.This year saw the publishing of the Green Paper on PostSecondary Education and Training providing the sector, and in particular the universities of technology, a new framework within which to think about their role in post-school and highereducation. A number of other national policy and operational frameworks were published for discussion and this made for an interesting year of re-thinking and re-imagining. Perhaps of most influence is the National Development Plan thatprovides an important new framework within which to think about the purpose and role of the University in society. DUT has deliberately aligned its teaching and research programmes with the needs of the context in which it finds itself and thishelps enormously to ensure that the programmes are up-todate, reflective of the challenges of development and so on.

The year 2011 was another year of successful education and research development at the Durban University of Technology and the seeds have been sown for the emergence of the institution as an important university of technology in the South African higher education landscape. A five-year strategic plan, synergistic with the existing one, was submitted to the Council and approved. This strategic plan focuses on five key elements that address the fundamental challenges that face the University as it transforms from a technikon into a university of technology and as it addresses a sustained period of student upheaval by addressing itself to particular challenges of the students who choose to study there.

The year 2010 has been an eventful, challenging and productive one for the Durban University of Technology. The evaluation of the Council, senior managementappointments, appointment of new Council members and a record number of student admissions and graduates have been the highlights in this momentous year when South Africa successfully staged the FIFA World Cup. In spite of a difficult and demanding year, sound financial controls and fiscal discipline have enabled the University to keep expenditure within the Budget. Student debt continues to be a challenge for the University. Approximately 2 000students who met the NSFAS requirements for financial aid did not benefit due to insufficient funds. DUT exceeded its enrolment target for 2010 and admitted 6 437 first time entering students. The total enrolment stood at 25 237 of whom 50% were female students. The University graduated 5 655 students in 16 graduation ceremonies held in April 2010 and two ceremonies in September 2009.

Steady progress was made during the year in consolidating DUT as a leading university of technology. Achievements in student graduation rates, postgraduatestudies and research were impressive. Council welcomes the new Minister of Higher Education and Training, Blade Nzimande and wishes him well in the formidable challenges he faces. The new Minister informed Higher Education South Africa (HESA) that his Ministry is spearheading a mechanism to monitor transformation and racism within the Higher Education Sector. Council wishes to acknowledge the excellent work of Naledi Pandor, the previous Minister of Higher Education, and wishes her well in the new Ministry of Science and Technology. University continues to have a positive cash flow, despite rising student debt, which has increased by approximately 2% in comparison to the corresponding period last year. One of the reasons for this increase could be the high unemployment rate and the economic recession experienced by South Africa and the rest of the world. The University continues to make inroads into meeting the Department of Higher Education and Training's salary costs to recurrent income benchmark of 58% - 62%; the University's ratio for 2009 was 65.21% in terms of the 2010 Budget. Fundraising and third stream income continue to be priority areas for development. Council approved the appointment of Ernst and Young Inc. and SAB&T Inc. as the University's external auditors for the period 2009-2013. It also approved the extension of the appointment of the current internal auditors, Deloitte & Touche for a further two years from 30 June 2009.

The 2007 Annual Research Report of the Durban University of Technology (DUT) provides stakeholders with a comprehensive overview on the status of research at the University. Over the past year, the University has been redefining itself as a University of Technology (UoT). With regard to research as a core function of universities, the emphasis at the DUT as a UoT is Applied Research and Researchin Technology.The National Research Foundation (NRF) of South Africa is one of the key funders ofresearch at DUT. The following Research Niche areas were funded by the NRF in2007:» Water and Wastewater Technology» Dynamical Systems Research» Plant Biomass Processing» ICT Linked Development for rural KZN.

The 2005 Annual Research Report of the Durban University of Technology provides stakeholders with a comprehensive overview of the status of research at the institution. As a university of technology, the institution is carefully locating itself within the South African research arena. DUT does not see itself as a research-intensive organisation. However, research is a core function and the selection of DUT’s applied research programmes, which are defined by “excellence with relevance”, are central to a number of regional and national imperatives, contribute to poverty eradication and attempt to address the Millennium Development Goals.The National Research Foundation (NRF) of South Africa is one of the key funders of research at the DUT. The following research niche areas were funded by the NRF in 2005, viz.:Water and wastewater technologyAppropriate design education for sustainable developmentMaterials design and manufactureDynamical systems researchICT and development. In 2005 DUT continued to recognise and affirm its researchers. This wasachieved by acknowledging and celebrating all NRF-rated researchers, creating a forum and providing funds to address gender equity in research.