University of KwaZulu Natal

In reinforcing the University of KwaZulu-Natal’s (UKZN) vision as a Premier University of African Scholarship with global stature, UKZN’s Strategic Plan (2023 – 2032) sets out five strategic goals over the long term that underpin and fortify the research, teaching and learning, community engagement and administrative activities of the Institution. The Strategy serves as a steering mechanism with measurable indicators and targets set out in annual performance plans to track the progress towards these predetermined goals and objectives.Figure 1 provides an overview of performance expectations in relation to the achievement of targets set out in the annual performance plan in 2023 and depicts the extent to which progress was made against each Goal. Overall, the University was on track with meeting expectations for all five Goals (within 5%) underpinning the academic enterprise and exceeded performance expectations in its targetedinternationalisation efforts. However, more work needs to be done around our People Strategy to improve retention rates of senior academic staff and our Sustainability Strategy in terms of generating third-stream income and infrastructure investments. The overall achievement towards all targets in 2023 was 87%.

In autumn 2022, the University hosted in-person Graduation ceremonies for the first time since the COVID-19 pandemic. Known for our celebratory ceremonies marked with pageantry and heartfelt displays of emotion, the return to the iconic UKZN Grad stage draped in the University colours was a step forward for the entire University community.The cover of the 2022 Annual Report celebrates this step forward – a “pressing play” for celebrations that were paused for all too long. The arrows represent the play-buttons found on sound systems, but are also inspired by the colourful triangles that decorate the iconic UKZN hoods that adorn our graduates.The circle represents our community – drawn together during difficult times.While we doff our graduation caps in memory of those lost during the pandemic (represented by the clean, white space on the cover), we look forward to a bright future for our graduates, staff, students and the entire University community as we all strive to continue to inspire greatness. 

While the University continued to confront numerous challenges in 2021 due to the ongoing COVID-19 pandemic, Council is proud thatled by a dedicated Executive Management team-staff, students and other stakeholders persevered and ensured that the University’s core functions of teaching and learning, research and community engagement were maintained.In building on our past achievements, UKZN was guided by its Strategic Plan (2017-2021) and its commitment to transformation. Work continued on the Strategic Plan in 2021 to ensure its objectives were achieved against the backdrop of a rapidly changing global and local Higher Education landscape. UKZN is known as one of the most transformed Universities in the country and Council is committed to addressing the legacies of the past and redressing inequalities while remaining cognisant of the need to ensure both short-and long-term financial sustainability. The COVID-19 pandemic continued to impose severe financial strain on the Institution during 2021. The financial risk arising from the crosssubsidisation of the student residences funds deficit from the unrestricted Council-controlled funds, and the high level of student debt also remain of grave concern. A Task Team has been established to interrogate this issue and explore various models for the University to provide student accommodation in a financially sustainable manner. Project Renewal, which was approved by Council in 2020, is an internal audit and review to determine the most effective strategies to ensure UKZN’s sustainability. A review is being conducted of the University’s College Model as well as an academic review and professional services review. The investigative phase of Project Renewal commenced in 2021 and the investigations ..

The University of KwaZulu-Natal (UKZN) Council is responsible for oversight of the University’s academic and operational matters as well as policy and strategy. It is tasked with ensuring compliance with statutory obligations, fulfilment of theinstitutional vision and providing governance to promote the smooth running of the University.While UKZN confronted numerous challenges in 2020, Council is proud to report that it continues to excel. The massive disruptions caused by the COVID-19 pandemic called for steely determination and commitment from all members of the University community to enable it to sustain its operations and continue to fulfil its mission. On behalf of Council, I express my sincere gratitude to the Executive Management team for their sterling leadership during this trying time and to staff at all levels for going the extra mile to ensure the Institution’s core functions of teaching and learning and research were sustained. We also salute our students who persevered with their studies despite all the odds. In building on our past achievements, the University is guided by the UKZN Strategic Plan (2017-2021) and its commitment to transformation. Work continued on the Strategic Plan in 2020 to ensure its objectives were achieved against thebackdrop of a rapidly changing global and local Higher Education landscape. 

The University has a proud history and a sound foundation, but all of us appreciate that we cannot stand still. So many of the governance tasks undertaken by Council in the last year turn on Management’s continuing commitment to the UKZNStrategic Plan (2017-2021) – and in particular, its institutionwide drive for Transformation. Even as we progress on the Strategic Plan, we have continued to enact and consolidate our efforts across the entire span of the University’s businessto pursue a Transformative Agenda, involving all stakeholders, acting in concert within the strategic framework. Work continues on all aspects of the UKZN Strategic Plan (2017– 2021) through disaggregated, specified responsibilities to ensure that the strategic vision can be realised against a rapidly changing operating environment. The challenges facing the University include a globalised “market” for students, staff and, external sources of funding and, more fundamentally, the waysin which the generation and dissemination of knowledge has impacted the standing of universities everywhere of their once unique status. The goals of the UKZN Strategic Plan (2017-2021) cannot be fully achieved if they are conceived as a means of raising UKZN’s standards and performance against a static backdrop.

UKZN’s Strategic Plan 2017–2021 was adopted after widespread interaction and consultation with the entire University community. The formulation of a new Strategic Plan was an opportunity to take stock of our achievements and shortcomings and to determine our future in light of the challenges that lie ahead.The Strategic Plan demonstrates our commitment to achieving transformation and excellence through our core function as a knowledge agent as well as through our engagement with stakeholders and communities. Transformation and excellenceare pervasive elements that are deeply entrenched throughout the strategy to shape the future of the University. The UKZN Strategic Plan 2017-2021 comprises several interlinked and complementary aspects that make up the entire strategy wheel of the University. In the centre is the purpose of the University, which is the reason the Institution exists.The purpose of the current Strategic Plan is “Inspiring Greatness” in all partners, stakeholders, and clients with whom UKZN engages. Complementary to this are aspects that relate to how the University aspires to go about its business – the climate and culture and people issues which are underpinned by a set of agreed values that all people at UKZN are committed to live and work by.

UKZN’s Strategic Plan 2007 – 2016 (revised June 2012) set seven critical goals. It articulated the University’s mission and vision through strategic goals that underpin the academic, research, teaching and learning, community engagement andadministrative activities of the Institution. The Plan provided an important path and compass with measureable indicators for the University to follow and offered a clear and concise direction for UKZN’s journey to be the Premier University of African Scholarship.During 2016, the Institutional Planning and Governance Portfolio spearheaded the development of UKZN’s Strategic Plan for the period 2017-2021, to be formally adopted early in 2017.

As the custodian of good governance, Council has sought to implement and support a corporate governance system that not only meets the basic requirements of governance – as set out in various Acts, regulations and commissions – but reaches beyond these norms to develop an institutional culture that permeates all governance structures and resonates with the University’s vision and mission.The Council is pleased to report that, during the year under review, UKZN’s strategic direction continued to be supported by its commitment to excellence in corporate governance at all levels. One effect of such commitment is an enabling environment in which both staff and students are supported. This Annual Report goes some way towards reflecting on the University’s many achievements in 2015 that have enhanced its status as a globally-recognised, research-led institution. This Report is also a fitting opportunity to pay tribute to the outgoing Chair of Council Dr Phumla Mnganga for her sterling service and commitment to the University during her tenure at the helm of Council. On behalf of the entire University, I wish her well in all her future endeavours.

The Council of the University is pleased to note that during the year under review, the University’s strategic direction continued to be supported by its commitment to excellence in corporate governance at all levels. One of the effects of this commitment is an enabling academic environment in which staff and students are both inspired and supported. This Annual Report goes some way towards reflectingthe many achievements of the University over the year – achievements which have enhanced its current standing as a globally-recognised, research-led institution.This Report also provides a fitting opportunity for me to pay tribute to the contribution of the University’s founding Vice-Chancellor, Professor Malegapuru William Makgoba, to the achievements of the University. Professor Makgoba, whose term of office ended on 31 December 2014, led the growth and transformation of the University since its formation 10 years ago. During that period he maintaineda passionate commitment to raising the research profile of the University. As the current institutional research rankings indicate, this is an endeavour in which he was highly successful and in which he was fully supported by Council. Another of his notable achievements was to place the University in a leading position in relation to its transformation profile – an achievement reflected in both the composition ofour staff and students, and in our academic focus as a globally-relevant, but distinctly African university

As the custodian of good governance at the University of KwaZulu-Natal, it is imperative that Council contributes to the Strategic Plan of the Institution and provides input into the strategic focus areas of the University. In this regard a joint Council and Executive Management Committee workshop was held in February 2013. The revised Strategic Plan was discussed and Council provided input into thestrategic direction for the year ahead. In line with the University’s strategic goals, financial sustainability models were discussed.Council noted the strategic focus areas presented by Executive Management:• Student housing• The ear of the College• Efficiencies• Institutional Development Plan (IDP) 2013-2018 and Space Plan• Staff development and training

Against this backdrop the University of KwaZulu-Natal has made significant strides in the ongoing crafting of strategy and the reorganisation of its structures topromote efficiency in both the academic and support sectors. The University has recorded admirable growth in research output; it is widely recognised as an authority in the Teaching and Learning portfolio; it is committed to active community engagement through a range of programmes; and it is respected as themost transformed institution in the country. Council identified four objectives for implementation in 2012:- Manage the transition of the leadership and membership of Council;- Approve key Institutional Performance Indicators;- Uphold the high standards of good governance; and- Monitor the mid-term review of the Strategic Plan

Globally the Higher Education sector is undergoing change. Indeed change is an imperative as institutions of higher learning understand and respond to thecritical challenges that would in essence, produce welleducated graduates who would drive the economy and benefit communities. Council drew on these challenges and indeed the challenges as articulated by our Minister of HigherEducation and Training Dr Blade Nzimande. It was evident that a review of UKZN’s structure was necessary and that an enabling environment would provide the impetus where scholarly exchange and relevant research would flourish.Council therefore identified four strategic objectives for action in 2011:■ Student matters;■ Implementation of the reviewed College Model;■ Financial sustainability; and■ Investment in the University’s general infrastructure.During the course of the year the following policies were approved by Council: the Policy on Race and Racism; Revised Financial Regulations Policy; Fixed Assets Policy; Integrated Talent Management Policy; and the Donor Recognition Policy.

The University of KwaZulu-Natal (UKZN) is well into its consolidation period. A culture of excellence in the University’s core activities: teaching and learning, research and outreach, is now firmly entrenched. As we progress Council is fully aware of the dynamics facing the University, and indeed Higher Education, in a rapidly changing world. The status quo will be challenged to ensure that integrity, honesty, trust and transparency – in short, good governance – are central to decision-making and are non-negotiable. Council is proud of its track record in upholding good governance that best serves the interests of the University.Council’s key objectives for 2010 have been realised. A balanced budget was achieved; the recommendations of the Governance and Academic FreedomCommittee (GAFC) Report were implemented and are regularly monitored; the College Model was re-assessed, reviewed, and the recommendations for a reconfigured structure were approved; and arising from the GAFC Report, the Transformation Charter and the Policy on Race and Racism was approved.

The year under review marked the completion of the six-year period following the merger of the former Universities of Natal and Durban-Westville. I believe that, in discharging its duties, Council has ensured that our University remains at the forefront, not only of academic excellence but is also forging ahead in terms of itsresearch output.Academic excellence and research cannot be separated. We are proud that great strides have been made towards achieving both these objectives. Public debate in respect of academic freedom resulted in the establishment of the Governance and Academic Freedom Committee (GAFC) which, after a due process, produced a report with several recommendations. These, together with the recommendations detailed in the final report of the Ministerial Committee on Transformation and Social Cohesion and the Elimination of Discrimination in Public Higher Education Institutions, were considered by the wider University community. Arising from this, an action plan has been put in place and pleasing progress is being made. The process leading to this report had far-reaching and positive consequences, as all stakeholders were not only given an opportunity to voice their views, but are the owners of what has to be done at the University. It is important to note that Council is unflinching in ensuring that governance, policies and procedures are adhered to by all concerned.