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Report of the Institutional Forum (DOC)

VIEWS: 216 PAGES: 80

									Annual report to the Minister of Education 2007

Produced by: Marketing & Corporate Relations and Finance Division

Editor: Samantha Venter

27 June 2008


1. Chairperson of Council’s report ....................................................................................................................... 5
Appointment of Vice-Chancellor & Chief Executive Officer.................................................................................................... 5 Composition and size of student body ....................................................................................................................................... 5 Employment Equity Plan .......................................................................................................................................................... 6 Financial matters ....................................................................................................................................................................... 6 Honorary doctorates .................................................................................................................................................................. 6 Institutional Statute ................................................................................................................................................................... 6 Missionvale Campus ................................................................................................................................................................. 7 Policies approved ...................................................................................................................................................................... 7 Prestige Awards of Council....................................................................................................................................................... 7 University House....................................................................................................................................................................... 7 Conclusion ................................................................................................................................................................................ 7


Council’s Statement on Corporate Governance .............................................................................................. 9
Status and role of Council ......................................................................................................................................................... 9 Composition of Council ............................................................................................................................................................ 9 Meetings of Council ................................................................................................................................................................ 10 Performance of Council .......................................................................................................................................................... 10 Committees of Council ........................................................................................................................................................... 10 Statement on code of ethics ..................................................................................................................................................... 13 Statement on worker and student participation ........................................................................................................................ 13


Senate report .................................................................................................................................................... 15
Composition of Senate ............................................................................................................................................................ 15 Accreditation ........................................................................................................................................................................... 15 Admission requirements.......................................................................................................................................................... 15 Appointments .......................................................................................................................................................................... 16 Awards .................................................................................................................................................................................... 16 Site allocation implementation ................................................................................................................................................ 16 Department and programme changes ...................................................................................................................................... 17 Policies .................................................................................................................................................................................... 18 Qualification and success rates................................................................................................................................................ 18 Financial matters ..................................................................................................................................................................... 19

Research ............................................................................................................................................................ 19
Developing Research Capacity ............................................................................................................................................... 21 Research funding..................................................................................................................................................................... 22 Intellectual Property ................................................................................................................................................................ 23 Research and academic achievements ..................................................................................................................................... 24 Conclusion .............................................................................................................................................................................. 26

4. 5.

Report of the Institutional Forum .................................................................................................................. 27 Report of the Vice-Chancellor & Chief Executive Officer ............................................................................ 29
Human Resources ................................................................................................................................................................... 29 Employment Equity ................................................................................................................................................................ 31 Institutional Operating Plan .................................................................................................................................................... 32 Conferences and events ........................................................................................................................................................... 33 Award for NMMU website ..................................................................................................................................................... 35 Other operational matters ........................................................................................................................................................ 35 Engagement and other achievements ...................................................................................................................................... 36 Conclusion .............................................................................................................................................................................. 39

6. 7. 8.

Report on internal administrative/operational structures and controls ...................................................... 40 Report on risk exposure assessment and management ................................................................................. 41 Annual Financial Review ................................................................................................................................. 42
Council's statement of responsibility for the Consolidated Financial Statements .................................................................... 42 Report of the Chairperson: Finance & Facilities Committee of Council and the Executive Director: Finance ........................ 43 Independent auditors’ report ................................................................................................................................................... 45 Consolidated balance sheet ..................................................................................................................................................... 46 Consolidated income statement ............................................................................................................................................... 47 Consolidated statement of changes in equity ........................................................................................................................... 48 Consolidated cash flow statement ........................................................................................................................................... 50 Notes to the financial statements ............................................................................................................................................. 51 Appendix 1: Composition of the student body ........................................................................................................................ 66 Appendix 2: Qualifications completed in 2007 ....................................................................................................................... 76

1. Chairperson of Council’s report
A critical aspect of Council’s role in governing and steering the university is to ensure that the institution has leadership that brings both stability and vision to the organisation. The appointment of a Vice-Chancellor & Chief Executive Officer to succeed Dr Rolf Stumpf thus occupied centre stage in 2007.

Appointment of Vice-Chancellor & Chief Executive Officer
A major project occupying Council during 2007 was the recruitment and selection of a new Vice-Chancellor & Chief Executive Officer to take office from 1 January 2008. The term of office of Nelson Mandela Metropolitan University’s (NMMU) founding Vice-Chancellor & Chief Executive Officer, Dr Rolf Stumpf, expired at the end of 2007. Council accordingly constituted an Appointments Committee in accordance with the NMMU Statute to lead the recruitment and selection process. Deputy Chair of Council Mr Cumngce Gawe chaired the Appointments Committee, which consisted of external members of Council and representatives of the Institutional Forum, Senate, executive management, the Student Representative Council and the two recognised trade unions. An external recruitment agency was hired to facilitate the recruitment process and handle applications. The position was advertised in the national media in June. In August, Council approved the recommendation of the Appointments Committee, following consultation with the Institutional Forum and Senate, and appointed Prof Derrick Swartz as the second Vice-Chancellor & Chief Executive Officer of NMMU. Prof Derrick Swartz Prof Derrick Swartz, 47, has a BA degree from the University of the Western Cape, and MA and Phd degrees from Essex University in the United Kingdom. Prof Swartz is originally from Port Elizabeth, where he worked as a high school teacher in the city between 1982 and 1985. He then worked as a community researcher and project coordinator in the city’s northern areas and was an active political leader during the State of Emergency after 1985, building a network of youth community organisations in the region that led to the formation of the United Democratic Front (UDF). During the early 1990s he worked and studied in the United Kingdom, where he made significant contributions to conceptualizing the management of a post-apartheid civil service for South Africa. He established various capacity-building programmes and exchange visits to the UK for individuals earmarked as future civil servants for the “new South Africa”. He founded the Fort Hare Institute of Government in 1995 and built it into the leading public management institute in the Eastern Cape, securing major funding and international partnerships. He was appointed Professor and Chair of Inter-Governmental Relations at Fort Hare in 1998, and as Vice-Chancellor and Principal in 1999. Prof Swartz has played a leading role in transformation and change management in South African higher education in recent years and has actively contributed to transformation in South African society on a wide front. He was a member of a Presidential Review Commission Task Team appointed by then President Nelson Mandela to investigate the functioning of the South African public service in 1996/97. He is a member of the Liliesleaf (Rivonia) Trust, the Freedom Park Trust, and the board of Higher Education South Africa (HESA), and has served on the SABC Board. He has served on a strategic advisory team for the Eastern Cape Premier and as a board member of the Association of Commonwealth Universities. (Other senior appointments are covered in the report of the Vice-Chancellor & Chief Executive Officer.)

Composition and size of student body
NMMU had a total headcount of 23 804 contact and off-campus students in 2007, compared to 24 471 in 2006. Contact students registered in 2007 numbered 19 919, of which 19 840 were enrolled in contact subsidy and 79 in contact non-subsidy programmes. Registrations in 2007 were slightly down in comparison with 2006. There was a decline of 0.1% (14 fewer registrations) in undergraduate contact students qualifying for subsidy. 5

Similarly, there was a decline of 2.8% (67 registrations) in postgraduate contact students qualifying for subsidy. The Faculty of Business & Economic Sciences had 35% of all contact subsidy enrolments; the Faculty of Engineering, the Built Environment and Information Technology 17%; and the Faculty of Arts 15%. The Faculty of Health Sciences contributed 10%; the faculties of Education and Science 7% each; the Faculty of Law 5% and the George Campus 4%. Postgraduate enrolments comprised 12% of total enrolments in contact subsidy programmes. The diversity profile of the student body showed only slight changes between 2006 and 2007. In contact tuition, the total number of African students increased from 10 479 (53%) in 2006 to 10 857 (55%) in 2007. White students accounted for 29% of the student body in 2007 (30% in 2006) and their headcount enrolments dropped from 6 076 in 2006 to 5 736 in 2007. Coloured students comprised 14% of the student body in 2007 (no change) and Indian students remained static at 2%. The enrolment of students in off-campus programmes decreased from 4 413 in 2006 to 3 885 in 2007. African students comprised the overwhelming majority (91%) of off-campus enrolments. The university’s aim of reducing the enrolment of students in distance education programmes to a more acceptable level in order to ensure the quality of these programmes has been achieved. The representation of females and males in contact programmes was approximately evenly split – 52% and 48% respectively in 2007 (51% and 49% in 2006). In off-campus programmes, the percentage of female students (71%) was in line with the gender profile of teachers who are enrolled in off-campus teacher-upgrading programmes. A detailed breakdown of the diversity profile of the student body is given in Appendix 1, which provides separate tables for students in contact subsidy, distance subsidy and non-subsidy programmes, by race and gender.

Employment Equity Plan
NMMU’s Employment Equity Plan was approved by Council and submitted to the Department of Labour.

Financial matters
Council received and considered reports from its Finance and Facilities Committee and Audit and Risk Committee, and approved the budget, financial statements and financial policies of the institution. The financial health and viability of the institution are discussed in full in the Annual Financial Review (from page 37).

Honorary doctorates
Honorary doctorates were awarded to:   Archbishop Emeritus Desmond Tutu – anti-apartheid activist and Nobel Peace Prize laureate – in recognition of his substantial and wide-ranging contribution to the transformation of South African society. Former Volkswagen SA managing director Andreas Tostmann, whose commitment to education laid the foundation for a new era of cooperation and collaboration between higher education and industry on an international level. Antjie Krog, director of the Institute for Justice and Reconciliation and a renowned, award-winning poet, author, and journalist.


Institutional Statute
During the course of the year, with the necessary approval from the Minister of Education, the institution began to function under the NMMU Statute, formulated according to the specific needs and direction of NMMU, rather than the Standard Institutional Statute which had applied from the date of the merger. Meetings of all governance structures, including Council and Senate, were thereafter held in terms of the NMMU Statute and the composition of the structures was brought in line with the provisions of the Statute.


Missionvale Campus
The Port Elizabeth campus of Vista University became known as NMMU Vista Campus following its incorporation into the University of Port Elizabeth and then NMMU. In order to signal that the campus is an integral part of the university and of the metropole, an inclusive re-naming process was launched and, as a result, the name was changed to Missionvale Campus. The renaming formed part of the broader vision of developing this campus into the university’s Maths & Science Centre of Excellence. Progress with implementation of this vision is covered in the Vice-Chancellor’s report.

Policies approved
Numerous new and revised policies were approved in order to provide a governance framework for giving effect to the vision, mission, values and strategic priorities of the university. These included, but were not limited to:         Institutional Rules of NMMU Policy and Procedure for Approval and Signing of Research Contracts Policy on budgeting, costs and levies on external research-related income Student Disciplinary Code Policy on disclosures relating to criminal and irregular conduct (Whistle-Blowing) Policy for management of research, technology and innovation activities at NMMU NMMU Research, Technology and Innovation Strategy Policy on the Declaration of Gifts

A comprehensive list of Human Resources policies appears in the report of the Vice-Chancellor & Chief Executive Officer.

Prestige Awards of Council
Council annually presents its Prestige Awards to persons who have rendered distinguished services that have made a significant impact on the wider local community, in any field that supports the stated social and/or educational mission of NMMU. Prestige Awards were made in 2007 to:     Stan Anderson, whose contribution to community upliftment includes raising funds and project managing the building of 33 schools in Port Elizabeth’s marginalised areas over five years. Port Elizabeth-born businessman and politician Saki Macozoma, who has contributed to economic, social and educational development in diverse ways. Veteran Girl Guide leader Jumartha Majola, who has made diverse and significant contributions to the welfare of the youth and the aged in her community. Philanthropist and art patron Dorothea Moors, chairperson of the Ron Belling Art Gallery in Port Elizabeth, who has launched numerous arts development and outreach projects, and has played a key role in several community organisations and projects.

University House
The university purchased a house in Summerstrand for the use of future Vice-Chancellors, as is common practice at other leading universities. In line with the drive to promote closer interaction between the university and the city, the Vice-Chancellor will host regular receptions, meetings and cultural events at University House.

The foundation for a successful future for NMMU has been laid, and the majority of the merger tasks have been concluded. As 2007 drew to a close, we bid a fond farewell to Dr Rolf Stumpf, to whom this university owes a large debt of gratitude for his selfless and gracious service, and for ably guiding the university through the challenges of the merger. At the same time, we look forward to working together with Prof Derrick Swartz to take NMMU to the next level as a world-class university.


My thanks go to all the members of Council for giving of their time and expertise to contribute to shaping and growing our university.

Justice R Pillay Chairperson of Council


2. Council’s Statement on Corporate Governance
Status and role of Council
The Council, established in terms of section 27(4) of the Higher Education Act, 1997 (Act 101 of 1997) as amended, is the highest decision-making body of the university and is responsible for the governance and good order of the university. In practical terms the above implies that the Council is responsible for, inter alia:         Governing the university in accordance with the relevant statutory requirements and with due regard to generally accepted governance principles and practices; Determining the overall strategic direction of the university; Overseeing the proper management of the financial resources and assets of the university; Adopting the vision, mission and value statements of the university; Approving and monitoring the implementation of institutional policies and structures; Identifying and monitoring the risks relevant to the business of the university; Monitoring the transformation process at the university; and Adopting its own rules, including the Code of Conduct for members of the Council, in terms of which it conducts its activities.

Composition of Council
The composition of the Council provides for membership of academic employees, employees other than academic employees, students of the university, and external members. The external members of the Council constitute more than 60% of its membership. The majority of the external members are appointed on account of their competencies in fields such as governance, finance, law, information technology, business and human resources. The diversity in the membership of the Council resulted in positive interaction at Council meetings during 2007. During the period under review the Council consisted of the following members: Ten members appointed on account of their competencies in the following fields: Law Justice R Pillay (Chairperson) Governance Ms NH Mohapi-Mbetshu Governance Mr GW Louw (until June 2007) Business and Marketing Mr PH Gutsche Organised Labour Ms TE Louw Engineering Mr D Argyrakis Health Prof EMQ Mokhuane Human Resource Management Ms HM de Groot Information Technology Mr AR Karodia Finance Mr NG Hendricks Education Ms NV Mahanjana (from September 2007) Three members appointed by the Convocation: Mr CM Gawe (Vice-Chairperson) Mr R Jonas Prof HLT Jeffery Five members appointed by the Minister of Education: Dr EM Chabula Ms ED ffolliott Mr AN Mohamed Prof RWK Parsons Mr V Tshabalala The Vice-Chancellor and Chief Executive Officer: Dr RH Stumpf Two Deputy Vice-Chancellors: Academic: Prof C van Loggerenberg Research, Technology & Planning: Prof M Jeenah Two members elected by the Senate: Prof NJ Dorfling (to 30.06.2007) Prof FW Struwig (from 01.07.2007) Prof J Wesson Two students elected by the SRC: Mr A Nyondla Mr MS Rune Two academic employees of the university Prof AP Calitz (to 30.06.2007) elected by the academic employees: Dr MR Mey (from 01.07.2007) Prof ND Kemp 9

Two employees, other than academic employees of the university, elected by such employees: Participatory member without voting rights:

Mr Q Booysen Mr AD Muller (to 30.06.2007) Mrs SA Seale (from 01.07.2007) Chairperson: Institutional Forum (Prof CD Foxcroft)

Meetings of Council
The Council held four ordinary meetings and one special meeting during 2007. Attendance at meetings of the Council averaged approximately 71%.

Performance of Council
During the period under review, the Council attended to policy and strategic matters; ensured that the relevant measures were introduced to monitor and evaluate their implementation; and considered reports from the Executive Management Committee on the management of the university on a regular basis. In fulfilling its governance role, the Council endeavoured to balance compliance with the relevant laws and regulations with the need to act in an entrepreneurial way, and was committed to the principles of integrity, accountability, transparency and fairness. Council formally assessed its performance during the period under review in order to determine how effectively it met its responsibilities as the governing body of the university. The roles of the Chairperson of the Council and the Vice-Chancellor & Chief Executive Officer of the university are, in accordance with generally accepted governance principles, separated. The Registrar acts as Secretary to the Council and committees of the Council.

Committees of Council
The Council has established six committees to assist it in the execution of its functions. All are formally constituted with terms of reference and the majority of their membership consists of external members of Council. In terms of the Rules of Council, external members of the Council with the appropriate skills and experience chaired all committees. During the period under review, all the matters that served at these committees were dealt with in accordance with the university’s document on the delegation of decision-making authority. Attendance at the meetings of these committees was satisfactory. The composition and functions of the committees of Council are outlined on the following pages. Executive Committee Composition The Committee consists of: a) The Chairperson of the Council, who is the chairperson: Justice R Pillay b) The Vice-Chairperson of the Council: Mr CM Gawe c) The chairpersons of the other Council committees: Mr NG Hendricks Ms ED ffolliott Mr PH Gutsche Mr AN Mohamed d) The Vice-Chancellor and Chief Executive Officer: Dr RH Stumpf Functions and powers The Executive Committee a) Makes recommendations to the Council on strategic matters, including medium and long term strategic plans of the university; the Statute and Rules of the university; the executive management structure of the


university; the critical performance areas and performance assessment of the Vice-Chancellor and Chief Executive Officer; and the delegation of decision-making authority; b) May make decisions on behalf of the Council on matters of an urgent nature, provided that such decisions are ratified by the Council at its next meeting; and c) May advise the Council on any matter that it deems expedient for the effective and efficient management of the university. Governance Committee Composition The Committee consists of: a) One member of the Council, elected by the Council as the chairperson of the Committee: Ms ED ffolliott b) At least three members elected by the Council on account of their knowledge and experience in governance practices: Mr D Argyrakis Mr R Jonas Mr GW Louw / Dr MR Mey Mr V Tshabalala Prof ND Kemp Prof J Wesson c) The Vice-Chancellor and Chief Executive Officer: Dr RH Stumpf Functions and powers The Governance Committee a) Makes recommendations to the Council on matters such as the appointment of members of the Council; induction of new members of the Council; Rules of Council; the establishment of Council committees; the assessment of Council’s performance; the Code of Conduct applicable to the Council; and b) May advise the Council on any governance matter that the Committee deems expedient for the efficient and effective performance of the Council. Human Resources Committee Composition The Committee consists of: a) One member of the Council, elected by the Council as the chairperson of the Committee: Mr AN Mohamed b) At least three members elected by the Council on account of their expertise and experience in human resource management: Ms HM de Groot Ms TE Louw Mr V Tshabalala c) The Vice-Chancellor and Chief Executive Officer: Dr RH Stumpf d) One or more members of the Executive Management Committee as determined in the Rules of Council. Functions and powers The Human Resources Committee a) Makes recommendations to the Council on human resource policy matters such as the recruitment, appointment and promotion of employees; training and development; job evaluation and performance management; remuneration; employment equity; conditions of service and employee benefits; disciplinary matters; recognition of trade unions and staff associations; and b) May advise the Council on any matter that the Committee deems expedient for the efficient human resource management of the university.


Finance and Facilities Committee Composition The Committee consists of: a) One member of the Council, elected by the Council as the chairperson of the Committee: Mr PH Gutsche b) At least three members elected by the Council on account of their knowledge and experience in financial management and management of physical infrastructure: Mr MS Lorgat Mr MG Pearton (until October 2007) Mr D Argyrakis Ms TE Louw c) The Vice-Chancellor and Chief Executive Officer: Dr RH Stumpf d) One or more members of the Executive Management Committee as determined in the Rules of Council. Functions and powers The Finance and Facilities Committee a) Makes recommendations to the Council relating to the financial management of the university, including, inter alia, resource allocations; the annual institutional budget; the financial implications of loans, purchases and infrastructural development; tuition and other fees; management accounts; the financial statements of the university; and b) May advise the Council on any matter that the Committee deems expedient for the efficient financial and infrastructural management of the university. Audit and Risk Committee Composition The Committee consists of: a) One member of the Council elected by the Council as chairperson, provided that the Chairperson of the Council is not eligible for election as chairperson of the Committee: Mr NG Hendricks b) At least three other members elected by the Council on account of their knowledge and experience of the audit function: Ms HM de Groot Mr AR Karodia (until June 2007) Ms NH Mohapi-Mbetshu The Vice-Chancellor and Chief Executive Officer, the external auditor of the university, the Executive Director: Finance and the Head of Internal Audit may be invited to attend meetings of the Committee. Functions and powers The Audit and Risk Committee is appointed by the Council to assist the Council in discharging its oversight responsibilities. The Committee oversees the financial reporting process to ensure the balance, transparency and integrity of reported and published financial information. The Committee performs the functions and exercises the powers contemplated in the Charter of the Audit and Risk Committee. The overall purpose and objectives of the Committee as stated in the Charter are to review: a) The effectiveness of the university’s internal financial control and risk management system(s); b) The effectiveness of the internal audit function; c) The independent audit process including recommending the appointment and assessing the performance of the external auditor; d) The university’s process for monitoring compliance with laws and regulations affecting financial reporting; and e) The process for monitoring compliance with the university’s Code of Conduct applicable to staff members. The meetings of the Committee were attended by the internal and external auditors as well as the appropriate members of the Executive Management Committee.


Remuneration Committee Composition The Committee consists of: a) The Chairperson of the Human Resources Committee of Council, who is the Chairperson: Mr AN Mohamed b) The Chairperson of the Finance and Facilities Committee of Council: Mr PH Gutsche c) One member of each of the Human Resources, Finance and Facilities and Executive Committees of Council, appointed by Council: Ms HM de Groot Ms TE Louw Mr CM Gawe The Vice-Chancellor and Chief Executive Officer and such other members of the Executive Management Committee as the Remuneration Committee may determine, may be invited to attend meetings of the Committee in an advisory capacity, provided that such invitees may not participate in any discussion or decision in respect of their own remuneration. The Remuneration Committee may also invite independent consultants to its meetings to facilitate the determination of matters on remuneration.

Functions and powers The Remuneration Committee – a) Advises Council on a general remuneration policy for the university, including a broad framework of senior management’s remuneration; b) Approves the annual salary increases for employees; c) Determines the specific remuneration packages of members of senior management; d) Addresses in general inequalities in the salary structure of the university; and e) May advise Council on any matter within its mandate which it deems expedient for the effective and efficient management of remuneration matters.

Statement on code of ethics
The Rules of Council, including a Code of Conduct for Council members, are primarily based on the Higher Education Act of 1997, the Institutional Statute, and the principles enunciated in the King Report on Corporate Governance for South Africa: Code of Corporate Practices and Conduct (King II Report, 2002), where applicable. The purpose of the Code of Conduct for Council members is to establish agreement on standards of morally acceptable behaviour within Council; to guide moral decision-making; to strengthen commitment to the university; and to enhance the reputation of the Council amongst stakeholders of the university. The Code regulates, inter alia, conflicts of interest, prohibited activities, and transgressions of the Code. Council approved a Code of Conduct for researchers at NMMU which would be included in the corporate Code of Ethics. In addition, the university’s core values commit all staff and students to acting with integrity; requiring ethical, professional behaviour; and acting in an accountable and transparent manner.

Statement on worker and student participation
NMMU has declared itself, in its mission and values, to be a people-centred institution and one that supports the establishment of sound relationships with both internal and external stakeholders. The Council and Management of the university are committed to co-operative governance and the meaningful participation of students and staff in the decision-making processes of the university. To this end, students and staff are represented on Council, Senate and the Institutional Forum, as well as on most Management and Senate Committees. In terms of the applicable policies of the university, staff and students were represented on all appointments committees during 2007. 13


3. Senate report
Representing the academic leadership of the university, Senate directed the development and monitoring of the academic framework, structures and policies, and was responsible for ensuring the quality of academic programmes. Senate made input into major decisions affecting the future of the university, including executive and senior academic appointments, the Employment Equity Plan, and implementation of the vision for the Missionvale Campus as the university’s Maths and Science Centre of Excellence. Senate held four ordinary and two special meetings during the course of 2007. In its role of overseeing academic affairs, Senate received and considered reports from Faculty Boards, various standing committees such as those dealing with research matters, academic planning, and quality, and the Executive Committee of Senate. Senate also duly nominated members to serve on various committees of the institution. Staff and students were freely able to observe all Senate meetings.

Composition of Senate
The membership of Senate, as per paragraph 22(1) of the NMMU Institutional Statute read with paragraph 5(2) of the Rules of the NMMU, was as follows: Vice-Chancellor Deputy Vice-Chancellors (Academic; Research, Technology & Planning) Registrar Director: Organisational Transformation and Equity Executive Deans of the 7 faculties Campus Principals (George Campus; Missionvale Campus) Professors Directors of schools and heads of academic departments who are not full professors Director: Library & Information Services Director: Research Management Senior Director: Higher Education Access & Development Services Senior Director: Centre for Planning & Institutional Development Students’ Representative Council (SRC) (four members) Two members of the Council designated by the Council One academic employee from each faculty, elected by the respective faculty boards One academic employee from the Missionvale Campus, elected by such employees One non-academic employee from each faculty, elected by such employees of each faculty One non-academic employee from the Missionvale Campus, elected by such employees Members appointed in terms of par 22(1)(s) of the NMMU Institutional Statute: Director: Research Capacity Development Deputy Registrar: Academic Administration Director: Centre for Extended Studies Chairperson: Central Timetabling Committee One black academic employee from each faculty elected by the academic employees of each faculty

The BEng Mechatronics programme received accreditation after being evaluated by the Engineering Council of South Africa (ECSA), paving the way for graduates to obtain professional registration. The programme offers the only university-type degree in Engineering in the Eastern Cape.

Admission requirements
The introduction of the new National Senior Certificate (NSC) has major implications for the admission requirements of universities from the 2009 student intake onwards. Revised admission criteria based on the NSC were developed for NMMU and approved by Senate.


The Marketing & Corporate Relations division, in collaboration with the university’s Higher Education Access & Development Services (HEADS), presented a series of seminars to inform teachers, parents and the general public about the implications of the NSC for university entrance. Brochures were developed to explain the NSC to Grade 11 learners (prospective students of the 2009 intake) and for Grade 9 learners to explain how their subject choices under the NSC affect their eligibility for university entrance.

During the course of the year, Senate considered reports from Appointments Committees for the ViceChancellor & Chief Executive Officer, Deputy Vice-Chancellor: Academic and other senior positions. Senate was satisfied as to the correctness of the procedures followed in these selection processes and noted the outcomes.

Student academic awards Seven postgraduate and 19 undergraduate students received awards for academic excellence at the annual Academic Awards function. These included the Vice-Chancellor’s Awards for the best graduate and diplomate in Social Sciences and Humanities, and in Science, Engineering and Technology; and NMMU Council Awards for Master’s degree and MTech graduates. Teaching excellence In line with its core values, NMMU aims to recognise excellence in both teaching and research. The Researchers and Teachers of the Year were recognised at a special event. The Teacher of the Year award was shared between Information Technology lecturer Lynn Futcher and senior lecturer in Accounting Martie Kotze. Faculty Teacher of the Year Awards were made to:       Arts: Ms Lesley-Anne Young (Emerging Teacher of the Year) Business and Economic Sciences: Ms Martie Kotze (Teacher of the Year) Education: Dr Lesley Wood (Teacher of the Year) Engineering, the Built Environment & Information Technology: Ms Lynn Futcher (Teacher of the Year); and Ms Nicky Mostert-Phipps (Emerging Teacher of the Year) Science: Mr David Friskin (Teacher of the Year)

The Researcher of the Year Awards are discussed in the report on Research (p 17). Honorary professorships Professor Neil James, Pro Vice-Chancellor and Dean of the Faculty of Technology at the University of Plymouth in the United Kingdom, was made an Honorary Professor in the Institute for Advanced Manufacturing and Engineering Research in the Faculty of Engineering, the Built Environment and Information Technology, in recognition of his significant contribution to NMMU and to the School of Engineering in particular. Prof James is an internationally acknowledged leader in the field of industrial failure analysis. Professor Lawrance Hunter, long-serving head of the Department of Textile Science based at the Council for Scientific & Industrial Research (CSIR) as a joint venture with the university, was made an Honorary Professor in the Faculty of Science.

Site allocation implementation
Missionvale Campus Senate approved the faculties’ plans for academic programmes to be offered on the Missionvale Campus from 2008 onward, representing a significant step forward in realising the vision of developing the Missionvale 16

Campus as a Maths and Science Centre of Excellence. The Science, Mathematics & Technology Education (SMATE) department moved to Missionvale Campus during 2007, in preparation for their in-service teacher education programmes to be offered there from 2008. Similarly, the Centre for Extended Studies moved to Missionvale Campus during 2007 and the first two years of the following extended programmes will be offered at that campus from 2008:        Extended BCom degree Extended National Higher Certificate in Accountancy Extended National Higher Certificate in Financial Information Systems Extended BPharm degree Extended BCur degree Extended BSc degree Extended NDip: Analytical Chemistry (1st year only)

Other department and programme moves As the implementation of the university’s site allocation plan rolled out, several academic departments moved during 2007 in readiness for their academic programmes to be offered from a new location from 2008. These included:  The Department of Journalism, Media & Philosophy consolidated on South Campus; the NDip and BTech in Journalism, and related postgraduate programmes, moving from Summerstrand North to Summerstrand South Campus from 2008. The Department of Architectural Technology & Interior Design moved to Summerstrand South Campus, joining the Department of Architecture and uniting the School of Architecture under one roof; the NDip: Architectural Technology, NDip: Interior Design and related BTech and postgraduate programmes moving from Summerstrand North to Summerstrand South Campus from 2008. The Department of Construction Management and some staff of the Department of Building & Quantity Surveying moved from Summerstrand South to North Campus to join the rest of the Faculty of Engineering, the Built Environment & Information Technology; their under- and postgraduate programmes in Construction Management and in Quantity Surveying to be offered on Summerstrand North Campus from 2008. The MBA Unit, along with the MBA programmes, moved from Second Avenue Campus to the Bird Street Campus, consolidating the NMMU Business School in one location.




Department and programme changes
New programmes The following new programmes were approved in 2007:  Advanced Certificate in Education: Arts and Culture  NDip: Information Technology (Support Services)  Diploma in Economics  Postgraduate Diploma in Financial Planning  BSc Honours in Formulation Science  MSc in the Built Environment (Construction Health and Safety Management) Change of programme designations The MTech and DTech Production Management were renamed the MTech and DTech Operations Management. School and department name changes The following academic entities were renamed during 2007:  School of Creative Arts to School of Music, Art and Design  Department of Journalism and Media Studies to Department of Journalism, Media and Philosophy  Department of International, Constitutional and Human Rights Law to Department of Public Law 17

Senate approved policies in a number of areas, including:  Policy on conferring honorary, emeritus, ad personam, visiting and adjunct professorial titles  Policy and procedure for recognition of student academic achievement  Policy on professorial inaugural lectures  Timetabling Policy  Learning experience provision: underpinning principles  Academic Awards policy  Policy on experiential learning  Policy on programme advisory boards  Policy on research associates  Guidelines for the evaluation of creative production and outputs

Qualification and success rates
Levels of academic progress in different disciplines and levels of study NMMU remains committed to improving throughput and completion rates at all levels. The graduation rates in contact and off-campus programmes for 2007 compared to 2006 at various levels of study are as follows: Qualification Level Undergraduate diplomas & certificates Undergraduate degrees Total undergraduate Postgraduate to Master’s level Master’s Doctoral TOTAL 2006 Graduation Rates 19.3% 20.2% 19.7% 55.19% 20.9% 8.4% 21.1% 2007 Graduation Rates 28.81% 21.52% 25.54% 45.32% 19.61% 10.70% 25.79%

The success rates for contact students in 2007 compared to 2006 were as follows: Qualification Level Undergraduate Postgraduate less than Master’s Master’s Doctoral TOTAL 2006 Success Rates 72.1% 72.0% 59.5% 32.8% 71.4% 2007 Success Rates 71.94% 74.51% 57.19% 42.59% 71.37%

The success rates for off-campus students in 2007 compared to 2006 were as follows: Qualification Level Undergraduate Postgraduate less than Master’s TOTAL 2006 Success Rates 75.2% 68.3% 74.9% 2007 Success Rates 85.76% 73.74% 85.18%

It should be noted that success rates are defined as the percentage of passed credits divided by enrolled credits. It can be regarded as the best reflection of the degree of success achieved since the modules are weighted in proportion to their credits. Qualifications completed A total of 5 976 qualifications were completed in 2007, ie the students concerned met the requirements of the programme in 2007 and would graduate in 2008. Of these, 3 779 were completed by contact tuition and 2 197 18

off-campus. The majority of the distance education qualifications were undergraduate degrees and diplomas in education. The breakdown of all qualifications awarded appears below. Undergraduate certificates & Diplomas 1st & 2nd Bachelor’s degrees Postgraduate certificates & diplomas Honours degrees Master’s degrees Doctoral degrees TOTAL 3 266 1 990 61 364 260 35 5 976

A detailed breakdown of qualifications completed in 2007 appears in Appendix 2.

Financial matters
Undergraduate financial aid Financial aid of more than R87-million was made available to undergraduate students from Council, external, National Research Foundation (NRF) and NSFAS funds. More than 8 800 undergraduate students were assisted in 2007. The details are as follows: Funding Source NSFAS Loans/Bursaries University Funds NRF Funds Corporate/Outside funded TOTAL Changes in tuition fees The student fees increase from 2006 to 2007 was as follows: Tuition fees: 7.5% Residence fees: 2–5% Amount 63,235,665.00 9,066,561.00 1,120,000.00 14,369,632.00 87,791,858.00 Students Assisted 3463 1919 51 3375 8808

NMMU continues to make significant progress in its drive to create an environment which encourages and rewards research, with the aim of improving the university’s research profile. The following is a brief account of progress made in the management of research in 2007. The more detailed 2007 Annual Research Report will be published by Research Management during 2008. Postgraduate enrolment trends In 2007 there were 856 students enrolled for honours degrees, 1 342 for master’s and 323 for doctorates. Twenty-five doctoral degrees, 290 master’s degrees and 470 honours degrees were awarded at Graduation in 2007. Headcount enrolments at the master’s and doctoral level have declined by 4.4% since the merger, from 1 732 in 2005 to 1 656 in 2007. However, while master’s degree registrations declined over that period by almost 10% (from 1 473 to 1 331), doctoral registrations increased by 25% (259 to 323). A possible cause for the growth in 19

doctoral enrolments is that significantly larger NMMU scholarships have been made available for doctoral scholarships since 2005 (R30 000 per annum as opposed to R7 500); and that all doctoral students, including international students, became eligible for NMMU scholarships. International postgraduate students The university has set itself the goal of increasing international student enrolments from approximately 10% of the student body currently to 15%. The proportion of international students at postgraduate (M and D) level in 2007 was 13.9%. Research Niche Areas The following three Research Niche Areas (RNAs) successfully applied in 2007 for research funding in 2008 and were allocated a budget of R2 276 333 by the NRF and NMMU:    Innovative Batch Chemical Technology for Downstream Chemical Products and Processes: Prof Ben Zeelie (team leader) Business Information Risk and Security: Prof Rossouw von Solms (team leader) Manufacturing Technology: Prof Danie Hattingh (team leader)

A fourth RNA, Building a Biodiversity-based Economy in the Eastern Cape, was approved by the NRF late in 2007 for funding from 2009. Prof Graham Kerley is the team leader on this research area. Centres of Excellence: Research Institutes, Centres and Units There are 21 registered research entities, classified into institutes at the highest level (3), centres (3), and units (15) at the lowest level. During 2007 the policy governing the establishment, operation and review of entities was further developed. The main objective of the new policy was to create centres of excellence based on NMMU’s research and innovation themes. The policy encourages the formation of research networks and groups within the university, as well as inter-departmental and inter-faculty collaboration, which will enable the future development of the critical mass necessary for research excellence. NRF Evaluation and Rating of Researchers The number of NRF-rated researchers increased from 43 in 2002 to 55 in 2007. This constituted 10.4% of the instruction/research professionals at NMMU and placed the university among the top 10 South African universities in terms of NRF ratings in 2007. Research Chairs The SA Research Chairs Initiative (SARChI) is a strategically-focused knowledge and human resource intervention sponsored by the Department of Science & Technology (DST) and administered by the NRF. Its aim, among others, is to increase the number of world-class researchers in South Africa. Prof Reinhardt Botha of the Physics Department was awarded a Tier 2 Chair in Nanophotonics (the study of light at atomic level) in 2007 with an estimated annual budget of R1.5-million for five years. The Chair in Nanophotonics will focus on the development of various semi-conducting nanostructures for opto-electronic applications. In December 2007 it was announced that a further three Research Chairs had been allocated to NMMU for development in 2008. Research policies A formal NMMU Research, Technology and Innovation (RTI) Strategy was developed in 2007 in consultation with the NMMU RTI Committee and the Faculty RTI committees. Various policies are in place to give effect to this strategy and govern research activities at NMMU.


2007 Researcher of the Year Awards In recognition of research outputs and excellence in research, awards were presented to 16 leading and emerging researchers in November 2007. Awards were made to nine Faculty Researchers of the Year and seven Emerging Researchers of the Year. The winners were: NMMU Researcher of the Year Prof Graham Kerley (Faculty of Science – Centre for African Conservation Ecology) Emerging Faculty Researchers of the Year Mr Mzikayise Shakespeare Binza (Faculty of Arts) Dr Elmarie Venter (Faculty of Business & Economic Sciences) Dr Aletta Delport (Faculty of Education) Mr Johan van Niekerk (Faculty of Engineering, the Built Environment & Information Technology) Mr Gareth Kilian (Faculty of Health Sciences) Ms Sharlene Govender (Faculty of Science) Mr Willie Louw (George Campus) Faculty Researchers of the Year Prof Helize van Vuuren (Faculty of Arts) Prof Johan Bosch (Faculty of Business & Economic Sciences) Prof Tilla Olivier (Faculty of Education) Prof John Smallwood (Faculty of Engineering, the Built Environment & Information Technology) Prof Ilse Truter (Faculty of Health Sciences) Prof Narnia Bohler-Muller (Faculty of Law) Prof Graham Kerley (Faculty of Science) Ms Maryna Lehmann (George Campus) Dr Richard Stretch (Support services)

Developing Research Capacity
NMMU qualified for a research development grant of R3.6-million from the Department of Education for 2007. These funds were used to develop research capacity through a number of initiatives. Research Associates The position of Research Associate encourages retired staff to remain active in research. Research associates are also drawn from former NMMU staff members and students, and other researchers who conduct research in collaboration with NMMU academic staff. The Research Associates Policy was approved at the end of 2007. Research associates are encouraged to become mentors to young academics. They also assist Research Capacity Development with reviewing of funding proposals and facilitate workshops on research skills. Academics with the potential to become established researchers The Research Capacity Development department was established in January 2007 and takes overall responsibility for research development funding and programmes aimed at emerging researchers. A particular focus is to assist the 36% of academic staff whose highest qualification is at the master’s level to obtain their doctoral degrees. Some of these development programmes are outlined below. 21

Khulisa project Khulisa is a “grow your own timber” project aiming to contribute to the training of potential black academics. Five mentees (full-time doctoral students) were selected to participate in the three-year project (2005 – 2007), which involved gaining lecturing experience, and the completion of selected Postgraduate Certificate in Higher Education (PGCHE) modules. It was hoped to be able to provide the mentees with employment at the university upon successful completion of the project. However, two of the mentees accepted employment elsewhere, one mentee is employed on contract at the NMMU in a research post, and the final two did not complete their doctoral studies in 2007 as planned. Nevertheless, valuable lessons learned have contributed to the refinement of the current Phuhlisa programme. Phuhlisa programme Phuhlisa, meaning “to develop”, is a mentorship-based development programme, started in 2007, which aims to develop the next generation of academic leaders. The first intake in 2007 was 15 participants, of which 13 were from designated groups. All participants are registered for a doctoral degree or have recently completed their doctoral studies. It is intended to include a further 15 participants in the programme in each of 2008 and 2009. The programme focuses on personal, research and teaching skills development through providing dedicated mentors to each participant, access to a range of skills workshops and, where applicable, financial support for research projects. A review of the first year of the Phuhlisa project indicated that it was very successful, with feedback from participants indicating that the skills workshops should be available to students earlier in their academic careers. As a result, the project is being expanded from catering to academic staff only, to include full-time research master’s and doctoral students. Thuthuka programme The university actively encourages and assists young academic staff to participate in the NRF's Thuthuka programme which is aimed specifically at developing researchers. Thuthuka grant-holders increased from nine in 2004 to 31 in 2007. Of the 2007 grant-holders, 19 were female and 14 were black. The grant-holders were spread across all faculties, with the majority (14) in the Faculty of Science. Research Capacity Development workshops More than 35 workshops, ranging from personal skills such as time management through to research skills such as proposal writing, were held in 2007. The workshops are open to all staff and senior students, although participants in the Phuhlisa and Thuthuka programmes, and recipients of research development funding, are specifically targeted to attend. The interest generated by these workshops in 2007 calls for the expansion of the programme in 2008. South Africa-Netherlands Research Programme (SANPAD) SANPAD is a collaborative research programme financed by the Netherlands Ministry of Foreign Affairs since 1997 that has established a learning programme, the Research Capacity-building Initiative (RCI), to develop junior researchers. It also provides research grants. In 2007, Dr Vincent Kakembo (Geosciences) successfully applied for funding. In addition, six NMMU academic staff participated in a SANPAD-sponsored supervisor workshop, while eight staff attended the SANPAD Poverty Challenge in Durban.

Research funding
Research output subsidy The research output subsidy paid by the Department of Education (DoE) represents a crucial benchmark of research excellence as it is based on doctoral and research master’s students who graduate and subsidies generated through academic publications. The monetary value of the subsidy from this source increased from R36.4-million in 2005 to more than R39-million in 2006. With respect to weighted research publication units, a ratio of 0.4 has been suggested by the DoE as appropriate for comprehensive universities. NMMU has improved its ratio from 0.24 to 0.39 in the period 2000 to 2006. In 22

terms of total numbers, DoE-funded publication units increased dramatically from 153 units in 2004 to 209 units in 2005. In 2006 there was a slight decrease to 187.73 units due to merger-related pressures, as well as the fact that the big increase of 38% in 2005 was not sustainable. [Confirmed outputs and figures for 2007 were not available by the time of going to print.] However, NMMU aims to continuously improve its performance and plans to double the number of articles within the next three to four years as part of its research strategy. A major challenge is to balance quantity with quality and to reward staff for publishing in top quality journals. Internal Research Funding The RTI Committee’s budget (excluding student bursaries) increased by 22% in 2007 to R10.3-million and was further supplemented by an ad hoc allocation of R3.5-million for research equipment. A large proportion of these funds are allocated to research incentives – rewarding researchers who publish articles in DoE-subsidised journals. In 2007, for the first time, R80 000 was reserved for staff producing creative outputs not subsidised by the DoE. The amount of funds available for postgraduate bursaries increased from R7.8-million in 2006 to R8.3million in 2007. This represented both Council funds and allocations by the NMMU Trust. The vast majority of external bursary funding is obtained from the NRF, via grant-holders or free-standing bursaries and scholarships. External Support for Research and Innovation An indicator of research quality and activity levels at a university is the extent to which external funding has been granted for research. In 2007, the most significant source of external research funding was the NRF which awarded R22.7-million (R16.3-million in 2006) in grant funding to NMMU. More than 70 NMMU staff members were grant-holders. The single biggest grant was R5-million for Prof JR Botha to purchase a Metalorganic Chemical Vapour Deposition Reactor under the National Nanotechnology Equipment Programme. In addition to external grant funding, 21 contract research projects were externally funded in 2007 to the value of R12.8-million. The sum of third-stream income from contract research, short courses, non-diploma courses and summer/winter schools was approximately R18.6-million (excluding research grants from funding bodies such as the NRF), resulting in income generation of R2.79-million from a 15% NMMU levy.

Intellectual Property
Intellectual Property and the commercialisation of research Commercialisation of intellectual property became a more formalised process than in the past with the formation of the Office for Innovation Support & Technology Transfer (OIS&TT) in 2007. This office assists researchers to approach external parties to commercialise research. Where NMMU takes shares in a company or creates a joint venture for the commercialisation of research, the partnership will be between NMMU Innovations (Pty) Ltd and the external party. NMMU Innovations is a wholly-owned company of NMMU, the CEO of which is currently the Director: OIS&TT, Ms Jaci Barnett. Any income arising from the commercialisation of intellectual property is distributed between the inventors, their department and NMMU. Besides the potential for commercialisation income, there are two other incentives to encourage researchers to patent. The first is the Patent Incentive Scheme run by the Innovation Fund, where inventors receive up to R20 000 for each patent issued in the name of NMMU. Secondly, patents have been included as part of the scorecard for the internal researcher of the year awards. At the end of 2007, NMMU had five issued South African patents, two South African provisional patents and three international patent applications. Of these, two South African patents are from the Faculty of Engineering, the Built Environment & Information Technology while all the other patents and applications are from the Chemistry Department in the Faculty of Science. NMMU received R21 892 from the Innovation Fund Patent Support Fund in 2007. Research Information Management System NMMU is a member of the Research Information Management System (RIMS) consortium, involving a number of higher education institutions in identifying a system to support the management of research and research 23

information within and across research institutions. The resulting system – InfoEd – was introduced early in 2007 and the NRF and DST have signed a contract for the NRF to manage the system. NMMU will start implementing InfoEd in 2008.

Research and academic achievements
Enabling sustainable development A year of significant achievements for the Centre for African Conservation Ecology (ACE) included hosting the biggest international conference ever held in the Eastern Cape. The Society for Conservation Biology’s conference brought 1 650 delegates from 88 countries to NMMU, and exposed them to the natural splendour and biodiversity of the province. (Also discussed in the Vice-Chancellor’s report.) The centre was recognised by the Cape Action for People and the Environment (CAPE) programme for its contribution to conservation research and actions, particularly as a result of the centre’s role in conservation planning for the Baviaanskloof MegaReserve. Centre director Prof Graham Kerley was appointed as a specialist on Minister of Environmental Affairs and Tourism Marthinus van Schalkwyk’s scientific roundtable, advising on the formulation of South Africa’s elephant management strategy. At the launch of the draft strategy at Addo Elephant National Park, he was invited by Van Schalkwyk to brief the local and international media on the plan, resulting in worldwide media exposure not only for the elephant management strategy, but also for the Addo park and for NMMU. He authored the “Effects of elephants on ecosystems and biodiversity” section of the elephant management document. The world’s leading science journal, Nature, featured the work of Prof Kerley and his colleagues in an extensive feature on Addo in its August edition. The journal featured NMMU twice in 2007, with the work of botanist Prof Richard Cowling featuring in an article on conservation planning in the November edition. The centre launched the second edition of legendary Eastern Cape naturalist Jack Skead's authoritative work on the region's natural history, Historical Incidence of the Larger Land Mammals in the Broader Eastern Cape. Prof Kerley and CACE colleague Dr André Boshoff, with mammalogist Peter Lloyd of the Western Cape Nature Conservation Board, were the editors of the book. Prof Kerley won the Environmental Conservation category of the Herald Citizen of the Year for the second time, in recognition of his wide-ranging contribution to conservation, sustainable development and public understanding of environmental issues. Prof Richard Cowling (Botany) was appointed as an editor of the journal Conservation Letters, together with colleagues from Cambridge University and the University of Queensland. Indigenous plants bring diabetes treatment breakthrough Six years of research paid off for Dr Saartjie Roux, Dr Maryna van de Venter and their postgraduate students in Biochemistry & Microbiology with the public announcement that they had made a major breakthrough with significant implications for diabetes patients. The team has been studying the hardy Karoo plant Sutherlandia frutescens, which is widely used in traditional medicine for many ailments, including diabetes. The NMMU study aimed to investigate whether the claims about the plant’s efficacy could be scientifically verified, and to examine the safety aspects of it use. The Medical Research Council (MRC), the National Research Foundation and Value Added Life (manufacturers of a supplement containing Sutherlandia) funded the research. Using Sutherlandia, the researchers proved that the blood sugar of diabetic rats stabilised to normal levels within a few days of being given an extract of the plant. The research was peer-reviewed and found to be scientifically sound, and clinical toxicity studies on the plant found it to be safe for human use. The findings were published in the Journal of Ethnopharmacology. The research is ongoing. The team’s announcement of their breakthrough received widespread national media coverage. Partners in cutting-edge communication technology Three new companies (Hezeki Contracting, MCT Telecommunications and Ingoma Communication Services) joined the existing supporters of the Telkom Centre of Excellence at NMMU, injecting more than R1-million into the long-running project. They are funding the optical fibre research work headed by Dean of Science Prof Andrew Leitch, which is of particular importance to South Africa’s ability to become a global player in the 24

highly competitive telecommunications industry. The partnership, initiated by Telkom, also involves Dimension Data, Aberdare Fibre Optic Cables and TFMC (Telecommunication Facilities Management Company) as well as the National Research Foundation (NRF) and the Technology and Human Resources for Industry Programme (THRIP). The three research units within the Centre of Excellence are the Distributed Multimedia Applications Research Unit in the Department of Computer Science and Information Systems, and the Optical Fibre Research Unit and the Photovoltaic (Solar Energy) Research Unit in the Department of Physics. Boosting research equipment The first Nano Indentation Hardness Tester in South Africa was installed in the Physics Department, at a cost of R1-million. The high precision instrument is used for the determination of the mechanical properties of materials and thin coatings on materials and will be used for research on the Pebble Bed Modular Reactor project, as well as for other materials research. The equipment is an important addition to the already well-equipped electron microscopy facility in the department where high quality nanoscience research on materials is being conducted. Awards, prizes and recognition  Four of the five Eastern Cape finalists in the coveted Absa L’Atelier Art Awards were NMMU students: BTech Fine Art students Wesley Thompson and Wayne Matthews, and NDip Fine Art students Jade Card and Michelle du Preez. Mathews was later selected as one of the 10 national finalists. David Jones (Studio Arts) was invited to be one of the national final judges for the 2008 awards. Photography student Farran Bagg was awarded first place in the category Non-professional Advertising in the annual International Photography Awards Competition based in Los Angeles, California. Civil Engineering student Lindy-Anne Krause was named as South Africa’s top NDip: Engineering student for 2007 at the annual Eskom Academic Awards. NMMU mechanical engineering students shared first prize in the annual Siemens Cyber Junk Yard competition with a team from the University of Johannesburg. The NMMU students’ energy-saving machine was described as being of such a high standard that it could be implemented across the world. The competition exposes final-year engineering students to real-life engineering projects based on industry needs and trends. Teams were required to construct and control an efficient yet simplistic pilot plant to demonstrate energy efficient process automation in a simple fluid pumping application. Architecture student Eduard van Niekerk won the 13th Annual PG Bison Student of the Year Award. The award celebrates local design excellence among top students. An artwork by fashion design lecturer Jennifer Brooks was included in a text book on modern and contemporary literature, published by a British educational publisher and distributed in North America and Canada. Her landscape Watercolour on paper was used to illustrate a chapter by Nadine Gordimer entitled Six feet of the country. Prof Cleone Cull (Studio Arts) was invited to exhibit her work at the Grahamstown National Arts Festival. Her first solo exhibition, Smoking Mirrors showcased her work of the past 30 years together for the first time. NMMU Accounting graduates were again among the most successful in the country with 92% of first-time candidates passing part one of the 2007 South African Institute of Chartered Accountants (SAICA) professional examination, well above the national average of 66% for first-time attempts. The results placed NMMU third out of the 13 SAICA-accredited universities in terms of pass rate, and second in terms of the average mark attained by its graduates.

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Scholarships  Sport Management Master’s student Solomon Mudege was the first recipient of the Sepp Blatter Scholarship, worth R25 000 a year. FIFA President Sepp Blatter endowed the scholarship at NMMU with a view to contributing to development of the game of soccer in South Africa in the run-up to the 2010 World Cup. Mudege’s research into the identification of future soccer stars includes the development of a test battery to scientifically identify elite young soccer players. 25


Service providers in the Eastern Cape Schools Building Programme, a partnership with the provincial departments of Education and Public Works, contributed to skills development in the built environment industries by awarding bursaries to the value of R180 000 to four students, for the final two years of study of their qualifications in Architecture and Quantity Surveying. Mechanical Engineering Master’s student Louis von Wielligh was awarded the R50 000 Rolls Royce Scholarship, established by Rolls Royce International Aero Engines (IAE) consortium to support postgraduate studies in engineering at South African universities. Higher Education South Africa (HESA) and the British Council in South Africa administer the scholarship programme on behalf of Rolls Royce IAE. Architecture fourth-year student Clinton Dugmore was the first recipient of a R20 000 bursary made available by the Milde McWilliams Trust to enable the most promising third-year Architecture student to continue studying. The grant from the trust also enabled the School of Architecture to present a public lecture honouring the contribution to the city’s built environment of the architectural firm of Jones & McWilliams. The trust was created from the estate of the late Albert Milde, a prominent local industrialist and philanthropist.



Although many challenges still lie ahead, the developments and achievements highlighted in this report reflect our progress towards building a university recognised for high academic standards and quality research that addresses real issues facing our society. Sincere gratitude is due to the academic staff of the university for their loyalty and dedication, and their concerted efforts to give effect to NMMU’s vision through their academic and research endeavours.

Prof DI Swartz Chairperson: Senate


4. Report of the Institutional Forum
Composition of the Institutional Forum The Institutional Forum (IF) consisted of the following members, as prescribed in section 33 (1) of the Standard Institutional Statute:        Two members of the Council who are not employees or students of the institution; Two members from Management; Two members of the Senate; Two members representing the academic employees; Two members representing the non-academic employees; Two members from each sufficiently representative employees’ organisation: the National Education, Health and Allied Workers’ Union (NEHAWU), and the National Union of Tertiary Employees of SA (NUTESA); and Two students designated by the SRC.

One of the representatives for academic employees retired and one of the representatives of Management left the employment of the NMMU in May 2007. The IF resolved not to fill these vacancies as the term of office for most members ended in December 2007. In addition, the IF resolved to wait for the approval of the NMMU Statute by the Department of Education so as to align its membership with the Statute. This was done and a new IF was constituted to begin its work in 2008. As the representative of Management who resigned from the university was the chairperson of the IF, the IF resolved that until the period of office of the majority of the IF members expired in December 2007, the deputy chairperson would be the acting chairperson. Number of meetings held during 2007 Five ordinary meetings were held in 2007 and one special meeting was held to meet the Vice-Chancellor designate. Advice was submitted to Council amongst others on the following matters: Appointment of the Vice-Chancellor Appointment of the DVC (Academic) Employment Equity Plan Rules of NMMU Representation of the IF on Council Representation on Council The chairperson of the IF (the acting chairperson after May) served on Council as a participatory member without voting rights. Other matters discussed Among the major debates at the IF was the need to clarify the nature and scope of the role that the IF should play within the institution. Other activities The NMMU Statute was approved by the Department of Education and the constitution of the IF was aligned with the Statute. A representative of the IF served on the following committees: Transformation and Equity Committee Language Policy Implementation Committee


Prof CD Foxcroft Acting Chairperson: Institutional Forum


5. Report of the Vice-Chancellor & Chief Executive Officer
2007 was a year of consolidation for Nelson Mandela Metropolitan University, as the merger slowly began to become a thing of the past and the institution began to focus on the future. The technical work of implementing the merger was largely signed off, the exceptions being the harmonisation of salaries and implementing of decisions around allocation of activities to NMMU’s various sites. In both cases, great strides were nevertheless made during 2007, with some 400 staff benefiting from the first phase of salary harmonisation early in 2008, and with preparatory work for major campus upgrades – as well as some site moves – proceeding apace. NMMU benefited from a major vote of confidence from the Minister of Education, with the approval of our Institutional Operating Plan and allocation of substantial funding to make possible an extensive infrastructure upgrading programme. This is discussed later in this report. The lack of an institution-wide, unified organisational culture remained a concern. While experience suggested that the university had made strides in moving away from practices and loyalties associated with the founding institutions – more so in some sectors than in others – the Staff Satisfaction Survey conducted in 2007 was intended to provide an objective measurement of the state of the organisational culture. The survey results will allow executive and senior management to begin charting the roadmap towards a “truly NMMU” organisational culture. This is a welcome step towards addressing some of the “soft issues” often neglected in the process of addressing the technical aspects of building a new organisation.

Human Resources
Senior appointments NMMU welcomed new appointees to several executive and senior positions during the year. They were (in alphabetical order):        Ms Jaci Barnett – Director: Office for Innovation Support & Technology Transfer Prof Henk de Jager – Executive Dean: Faculty of Engineering, the Built Environment & Information Technology Prof Christo Fabricius – George Campus Principal Prof Mohammed Jeenah – Deputy Vice-Chancellor (Research, Technology & Planning) Ms Ruby-Ann Levendal – Director: Organisational Transformation & Equity Prof Tokozile Mayekiso – Executive Dean: Faculty of Arts Prof Christo van Loggerenberg – Deputy Vice-Chancellor (Academic)

The appointment of the Vice-Chancellor & Chief Executive Officer is covered in the report of the Chairperson of Council. Harmonisation of salaries The Harmonisation Task Group (HTG) appointed by executive management (EMCom) in 2007 proposed a Remuneration Management Process to address the following three aspects in three distinct phases:    Phase 1 – Harmonisation due to merger-related salary anomalies Phase 2 – Internal salary parity issues Phase 3 – External parity issues

At the end of 2007 EMCom approved a recommendation from the HTG to adjust the salaries of approximately 400 permanent employees on the basis of the four harmonisation rules applied during this process. The levels of adjustment ranged between 0,5% and 10% of employees’ salaries. These adjustments were implemented at the end of April 2008, backdated to 1 January 2008. This amounted to a total cost in excess of R4-million. The critical success factors included:  Union involvement from the outset 29

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A cross-functional team of subject matter experts A dedicated project manager EMCom support

The next phase relates to internal parity which is intended to begin from May 2008 with an in-depth data analysis with a view to submitting a proposal to EMCom and the other relevant structures for inclusion in the 2009 budgeting process. Implementation of possible adjustments is envisaged to happen in April 2009. The external parity process is intended to commence in July 2009. Scarce and critical skills management In its attempts to pro-actively manage the loss of scarce and critical skills as well as equity candidates, EMCom adopted a Scarce and Critical Skills Policy, in terms of which a committee consisting of the Vice-Chancellor, the two Deputy Vice-Chancellors and the Senior Director: Human Resources would evaluate recommendations from senior management in relation to the retention of staff. Thus far, this process has resulted in the retention of more than 15 key employees’ services. Efforts will be made to establish a Scarce and Critical Skills profile for the entire NMMU, broken down into departments and divisions. This will enable the institution to adopt an even more pro-active approach to the management of scarce and critical skills, in alignment with its Employment Equity goals. Performance management A Performance Management System – the Excellence Development System (EDS) – has been fully implemented at Peromnes levels 1 to 4. Performance appraisals were conducted at the end of 2007 and these individuals will be remunerated in accordance with a Council-approved performance-linked-pay model. The EDS system was also implemented on a pilot basis within the following units/entities in 2007:  International Office – this also resulted in staff being remunerated in accordance with their performance    InnoVenton Centre Human Resources Division Institute for Sustainable Governance & Development (ISGAD)

The EDS process will be rolled out to the rest of the institution on the following basis:  Grades 5 and 6 in Quarter 3, 2008  The rest of the staff in 2009 EDS implementation at grades 5 – 18 will however not yet be linked to the pay-to-performance model. It is envisaged that performance-based pay will only take effect once the model has been thoroughly tested at these levels. HR Policy Framework To date the following HR policies have been developed and implemented as a means of creating a consistent and strategy-supportive decision-making framework:           Academic Ad Personam Promotions Acting, Secondments, Transfers, Voluntary Demotions and Periods of Probation Appointment of Short-term Academic Contract Staff on a Non-Continuous Work Agreement Basis Conferring Professorships and presenting Inaugural Lectures Contributions towards the Relocation of Permanent Staff Directors of Schools & Heads of Department: Appointment Procedure, Roles, Responsibilities and Allowances Grievance Procedures Human Resources Development Long Service Awards Management of Leave 30

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Management of Private Work Overtime Work, including Work on Sundays and Public Holidays as well as Flexi Time Work Peromnes Job Evaluation Picketing Rules Recruitment and Selection Policy and Procedure Retention of Scarce and Critical Skills Staff Disciplinary Procedure and Code

NMMU three-year rolling Headcount Report The table below depicts headcount statistics of permanent staff over a period of three years from 2006 to 2008, as recorded in December of 2006 and 2007, and April 2008. Permanent staff Academic Administrative & Support Sub-total Contract Staff (Fixed-term) Academic Administrative & Support Sub-Total TOTAL December 2006 450 656 1106 December 2007 521 899 1420 April 2008 516 919 1435

3 2 5 1111

1 3 4 1424

26 38 64 1499

The low number in 2006 is attributed to the then incomplete S189 placement process. Apart from fluctuations in respect of fixed-term contract positions, the overall figure in respect of permanent staff shows an increase in both administrative and academic staff from 2006 to date.

Employment Equity
NMMU has identified the promotion of organisational transformation as one of its eight strategic priorities, emanating from the mission, vision and values. Currently, transformation, as defined within this strategic context, specifically focuses on transformation in support of equity and diversity with respect to the staff and student bodies. Diversity profile The diversity profile of NMMU staff in 2007 was 61% White, 23% African, 13% Coloured and 3% Indian, with 53% of the total staff being female, of which 84% were in posts categorised as junior management, skilled, and supervisory (Peromnes 7-12). Only 6% were in middle management-level posts (Peromnes 4-6). The position in 2006 was similar, although the percentage of females in junior management positions was slightly lower (77%) and the position was better at the upper management level, with females occupying 40% of top management and 20% of senior management positions. The restructuring of the higher education sector has contributed to the loss of females from NMMU, with senior women being recruited into top and senior management positions at other higher education institutions. In order to ensure the development of executive level equity staff, a Leadership Initiative Programme has been approved, which will enable the development of a core of equity staff with generic executive competencies, who would be eligible for recruitment into senior positions, as these become vacant. Implementing employment equity Policy implementation continued to be hampered by financial and human resource limitations. For example, the Equity-based Staff Attrition Policy could not be implemented in 2007 because there was no budget allocation associated with this intervention. The recruitment and retention of equity staff has become extremely problematic since higher education institutions cannot compete with the remuneration offered by the private 31

sector or even the public sector. The diversification of staff and the implementation of the Employment Equity Plan are severely hampered due to the financial constraints associated with attracting scarce and critical skills from an already limited pool of candidates. NMMU submitted its first unified, post-merger Employment Equity Report and Plan to the Department of Labour in October 2007, and these targets are currently being devolved into faculty/unit-based employment equity plans for the same timeframe. Initiatives specifically aimed at developing new academics and researchers from designated groups are covered in the report on Research (p 17). Organisational Transformation & Equity Unit Staff capacity in the Unit for Organisational Transformation and Equity (OT&E) was strengthened in 2007 with the addition of a disability officer. Improving access and facilities for disabled staff and students is a strategic focus of the university and to this end some R1.7-million was spent in the year under review on various campuses, over and above the Institutional Operating Plan (IOP) funding allocated for improving disabled access on the Missionvale and George campuses. A transformation imbizo focusing on staff equity issues was held in August 2007, as a preliminary exercise in the development of a comprehensive and integrated institutional transformation plan. The lack of such a plan was identified as a key weakness; however an institutional strategic planning process, integrating a transformation agenda, has since been put in place.

Institutional Operating Plan
Major upgrading project Upgrading and extension of teaching and learning infrastructure across all campuses began in earnest in 2007. Education Minister Naledi Pandor signalled a major vote of confidence in the university with the approval of NMMU’s IOP and allocation of some R200-million in funding for implementation of the plan. This was in addition to R46-million allocated earlier specifically for the upgrading of the Missionvale Campus. With the approval of the IOP, a project team was established to drive an intensive programme of planning and construction to take place over the next few years. The project will see great strides being made towards providing an equivalent level of services and facilities across all campuses by 2010, and significantly enhancing the teaching and learning experience for staff and students. In total approximately R80-million is to be invested in realising the vision of establishing the Missionvale Campus as the university’s Maths and Science Centre of Excellence. The project also includes new large lecture venues to be constructed on the Summerstrand South Campus, and:     All campuses: Upgrading of teaching and learning technology such as data projectors. Missionvale Campus: Laboratories for extended curricula programmes; lifts and paraplegic ramps; new library; conversion of the existing library into a student centre. Second Avenue Campus: Conversion of the gymnasium into office space; conversion of the auditorium into large lecture venues; library expansion. Summerstrand South Campus: Three new large lecture venues; conversion of the exam venue in the Embizweni Building to a student service delivery hub; upgrading of the library ventilation and lighting; upgrading of the lifts in the Main Building. Summerstrand North Campus: Conversion of the Goldfields Auditorium into a large lecture venue; consolidation of the Faculty of Engineering, the Built Environment and Information Technology (relocation of Construction Management and Quantity Surveying from South Campus); computer laboratory for Engineering, the Built Environment and Information Technology; expansion of general purpose computer lab.




George Campus: Projects associated with consolidation of all academic programmes on the Saasveld Campus, including upgrading of internal services (i.e. water and sewerage); planning for the library, computer laboratories and upgrading of teaching venues. A new link road between the Summerstrand North and South campuses. Conversions of offices and other venues in order to implement the academic site allocation plans which aim to consolidate faculties on a single campus where possible.

 

Sod turned at Missionvale Campus Local government and business representatives joined university officials at the sod turning for the new entrance to the Missionvale Campus (renamed from the Vista Campus) in September, symbolising that the R80-million upgrading and transformation of this campus has the potential to be a catalyst for development in the surrounding community as well as on campus. Missionvale Campus Principal Khaya Matiso worked closely with the ward councillors and metro officials to ensure that the campus upgrading is not a stand-alone project but functions as part of the Nelson Mandela Metropole’s integrated development plan. Unifying faculties Following the merger, the site allocation project aimed to achieve the logical placement of business units and the efficient and rational use of resources, by uniting all the staff of particular administrative and service departments in a single location, and by situating faculties on a single campus where possible. The administrative moves were largely completed in 2006 and work on the moves of academic departments commenced in 2007. The MBA Unit moved to the Bird Street Campus, thus bringing all the components of the NMMU Business School together, and the Science, Mathematics and Technology Education (SMATE) department and the Centre for Extended Studies moved to the Missionvale Campus in one aspect of the establishment of the Maths and Science Centre of Excellence on that campus. A further component of this was the move of most of the Extended Programmes to Missionvale Campus – the necessary laboratories and other facilities were established during 2007, in time for the start of the 2008 academic year (see detail in Senate report). The School of Architecture was consolidated on the Summerstrand South Campus with the move from Summerstrand North Campus of the Architectural Technology and Interior Design department, joining the Architecture department in one building specifically designed to offer a collaborative creative environment. The departments of Construction Management and Quantity Surveying moved from South Campus to join their colleagues in the Faculty of Engineering, the Built Environment & Information Technology on North Campus. The Second Avenue Campus activities of the Faculty of Business & Economic Sciences were scheduled to be moved to South Campus, while the Faculty of Arts would largely relocate to Second Avenue in time for the 2008 academic year. However, timetabling complications and the fact that the necessary upgrading and alterations to various facilities would not be complete in time, led to these moves being delayed. It is expected that the necessary work will be done during 2008, so that the relocations can take place in time for the start of the 2009 academic year. Building for Business School In an important step to consolidate the Bird Street Campus as the home of the NMMU Business School, the university acquired the Felsted Building in Bird Street, Central, from the NMMU Trust. In addition, the Trust donated R1-million to the Business School. The acquisition of the Felsted property created sufficient space for the Business School to function effectively. The donation from the NMMU Trust enabled the necessary alterations to be made to the buildings. The Bird Street Campus now incorporates four separate buildings: the two historical buildings (Eendrag and Wegspring), the Small Business Unit in Cuyler Street, and Felsted.

Conferences and events
NMMU hosted the biggest international conference ever held in the Eastern Cape. The 21st Annual Meeting of the Society for Conservation Biology (SCB) – the organisation’s first gathering on African soil – brought together 1 650 delegates from 88 countries from 1-5 July. The university’s Centre for African Conservation 33

Ecology hosted the conference, supported by major sponsorship from the provincial Department of Economic Development and Environmental Affairs and the Nelson Mandela Bay Municipality. SCB president Dr John Robinson and Eastern Cape MEC for Agriculture Gugile Nkwinti were among the guests at the opening. The theme for the meeting, One World, One Conservation, One Partnership, emphasised the importance of a joint effort to conserve the world’s biodiversity. The university hosted a number of other conferences, seminars and public lectures, including the International Conference on Housing; congress of the African Languages Association of South Africa; the first National Horn Symposium; the conference of the South African Society of Geographers; the International Education Association of South Africa conference; a seminar on industrial engineering and logistics at South African Automotive Week; and the conference of the South African Institute of Computer Scientists and Information Technologists. The George Campus hosted the 35th international forestry students’ symposium. New York-based NMMU architecture alumnus Marcel Botha delivered the inaugural Milde McWilliams Memorial Lecture, entitled Curiosity/Innovation/Implementation. The lecture was funded by the Milde McWilliams Trust as part of a grant to the School of Architecture, as a tribute to the significant contribution to the Port Elizabeth architectural landscape made by the architectural firm Jones & McWilliams between 1901 and 1995. Provincial and Local Government Minister Sydney Mufamadi addressed staff and students in the Department of Political and Governmental Studies on Africa and the World Economy in the 21st Century: Threats and Opportunities. Graduation More than 4 800 qualifications were awarded at 12 ceremonies, one in George and the balance in Port Elizabeth, in April 2007. (Details of the qualifications completed in 2007 appear in the Senate Report (section 3) and Appendix 2). Public information sessions Marketing and Corporate Relations organised a number of public information sessions for parents, educators and life orientation educators on the broad framework of the new National Senior Certificate and its impact on higher education admission requirements and career pathing. Other topics dealt with during some of these sessions were financial aid, the admissions process and choosing the right career. Efforts are made to target parents of disadvantaged learners in order to promote parental involvement in the education of their children. The agreement with the Nelson Mandela Metro’s Municipal libraries also ensure that communities especially the disadvantaged communities have access to information and application forms. Agreements with other municipal libraries are being entered into to expand the footprint. Open Days The department also organised the annual university Open Days on the Port Elizabeth and George campuses which grant opportunities for the general public to visit the university to get programme information, interact with staff and students and get a broad overview of what the institution offers. External exhibitors who offer bursaries, student finance and job opportunities are also invited to participate in these events. More than 5000 visitors attended the Port Elizabeth and George Open Days. This event also allows many disadvantaged learners to be exposed to higher education programmes and career opportunities which might never have been considered. The university subsidises transport expenses to the event to disadvantaged schools. This event is complemented by other marketing initiatives such as school visits, exhibitions and promotion of services and programmes at public venues such as shopping centres. Arts and culture showcase The inaugural Vice-Chancellor's Arts and Culture evening was held in collaboration with the Nelson Mandela Metropolitan Art Museum. The event, hosted by the School of Music, Art and Design, comprised a music concert performed by students and alumni of the Music department, a performance by the NMMU Choir, and the opening of, an exhibition of staff, student and alumni art work at the Nelson Mandela Metropolitan 34

Art Museum. The exhibition ran for a month after the event and received positive reviews in the local media. The evening will be an annual event and is an excellent reflection of the partnership between the university and the city in the field of the arts, and a tribute to the wealth of talent produced by NMMU.

Award for NMMU website
The NMMU website won the website category of the Unitech Excellence Awards, and the university’s postgraduate recruitment advertising campaign “Going Up” was runner-up in the integrated marketing campaign category. Unitech is the professional organisation for higher education marketing, communication and development practitioners.

Other operational matters
HEQC Audit NMMU’s institutional audit by the Higher Education Quality Committee (HEQC) is scheduled for September 2008. We see this as a major opportunity to take stock of our progress in the three years since our merger, and to identify areas of strength and improvement. Preparations for the audit got underway in 2007 with the formation of a steering committee and task teams to draft our self-evaluation report, the core audit reference document. A planned communication campaign, with the theme Make today count for tomorrow, was also launched in order to keep staff, students and other stakeholders informed. Staff and student surveys “What isn’t measured, can’t be managed.” With this adage in mind, a Student Experience Survey was conducted in 2007. A sample of approximately 10% of the student body was surveyed. The survey identified a number of areas of improvement and a task team was formed to address these through specific action plans aimed at improving customer service and giving effect to NMMU’s stated aim of being a people-centred institution. One result was a comprehensive, project management approach to Registration 2008 in order to address serious shortcomings in the 2007 process. The survey will be repeated periodically in order to facilitate continuous improvement and the identification of any new problem areas or service shortcomings. A Staff Satisfaction Survey was conducted at the end of 2007, and results released early in 2008, in order to gauge perceptions of the emerging NMMU organisational culture post-merger, and to determine areas of strength and weakness in service delivery. The response rate to the survey was excellent, with 48% of permanent and contract (salaried) staff responding to the call for employees to make their voices heard via the survey. The survey will be repeated periodically in order to develop a long-term picture of the state of the organisation and to continually address problem areas. The results of both surveys were taken into account in updating the institutional risks and strategic priorities, with responsibility assigned to the relevant senior line managers for each specific problem area. Addressing HIV/AIDS Council members and management publicly launched the Higher Education AIDS (HEAIDS) programme’s Each One Reach Five - Know your Status campaign on campus in an effort to promote Voluntary Counselling and Testing (VCT). HEAIDS is a joint initiative of the Department of Education and Higher Education South Africa (HESA) and is funded by the European Union. Council chair Judge Ronnie Pillay and Vice-Chancellor Dr Rolf Stumpf led the first group of volunteers. Financial matters The Finance Department compiled monthly management financial reports that were tabled at Executive Committee meetings to keep members informed of the financial status of their divisions and that of the institution, in order to ensure sound financial management. A full discussion of the financial health and viability of the institution is contained in the report of the Executive Director: Finance and the Chairperson of the Finance & Facilities Committee (p 38). 35

The quality of information available to management and the administrative processes During the year under review, every effort was made to further enhance the quality and availability of information needed by management and in the administration of the university. Data integrity remained a top priority, particularly as regards student data, as well as the correct application of the Higher Education Management Information System (HEMIS) rules for subsidy-related classifications. SANTED project NMMU and the University of Johannesburg (UJ) officially signed their partnership to develop an appropriate academic profile and corresponding curricula for a comprehensive university. Operating under the South AfricaNorway Tertiary Education Development Programme (SANTED), the project has R8.5-million in funding from the Norwegian government over three years. The project has three themes:    Improving access to and retention in higher education for students, especially those from disadvantaged communities; Building institutional administrative, academic and management capacity, both in historically disadvantaged institutions, as well as in merged institutions; and Cooperation between higher education institutions in the Southern African Development Community (SADC) region in support of the SADC Protocol on Education.

Broad academic task teams are facilitating case studies to be conducted at UJ and NMMU in various areas of study where both technikon- and university-type qualifications are offered, including accounting, architecture, engineering, chemistry, information technology, business management, and journalism. Senior Director: Centre for Planning & Institutional Development, Prof Martin Oosthuizen, leads the project at NMMU.

Engagement and other achievements
NMMU in its mission statement has committed itself to being an engaged institution that plays a meaningful role in socio-economic development through mutually beneficial partnerships with business, government and civil society. Engagement is an institutional orientation, rather than an initiative, and it is also marked by continuous interaction with academic peers, professional bodies, employers and the wider society in the development of our academic offerings. Some highlights of the year in terms of our engaged orientation included: NMMU Choir’s “versatility and skill” wow US audiences The NMMU Choir, with conductor Junita Lamprecht-Van Dijk, toured the USA, performing 14 full concerts in 16 days to rave reviews. The Jacksonville Sister Cities Association invited the choir to represent sister city Port Elizabeth in a cultural outreach programme, and their tour also included performances in Chicago and New York. They performed at the 50th celebration of the Chicago Children's Choir – in Windy City Songs, composed by choral conducting and composition lecturer Peter-Louis van Dijk on a commission from the Chicago Children’s Choir to celebrate their anniversary. The choir also performed at the Nelson Mandela Trust’s fundraising concert in Chicago coinciding with the farewell of South African ambassador to Washington, Barbara Masekela; at the Dusalle Museum for African American History in Chicago; and in a concert hosted by the Dutch Reformed Church in New York. Making a difference in science, maths & technology NMMU is involved in a number of initiatives to upgrade the teaching and learning of maths and science in schools, and to develop current and future teachers of maths and science as well as learners who are equipped to study in fields requiring maths and science, such as engineering. Developments in this regard during 2007 included:  The Volkswagen Science and Maths Incubator School Project was launched by the Department of Mathematics and Applied Mathematics. The incubator school is aimed at Grade 12 learners who have been 36

identified as prospective science and maths teachers. More than 100 learners from 20 Grade 12 in schools in Nelson Mandela Bay were offered places at the incubator school and participated in a programme designed to prepare them for successful enrolment for the Bachelor of Education degree. The project uses innovative interactive teaching methods and instructional DVDs which are given to the learners for their own self-study and for sharing with their peers and teachers. The initial investment from Volkswagen amounts to just over R1m rand, phased in over three years.  The Department of Science, Mathematics and Technology Education (SMATE) launched a project, supported by Absa Bank, to train 42 educators from 12 disadvantaged schools around Port Elizabeth to the benefit of some 7 000 Grade 10 to 12 learners. Absa has contributed R420 000 towards this on-going capacity building training for teachers. General Motors South Africa (GMSA) awarded bursaries for engineering studies to 15 previously disadvantaged students who successfully completed the Automotive Experiential Career Development Programme (AECDP) at NMMU during an engineering winter school programme in the Mechanical Engineering department. The AECDP programme entered its third year in 2007, with 29 Grade 12 learners completing the programme. The Automotive Industry Development Centre (AIDC) designed and structured the programme, which is also supported by the Nelson Mandela Bay municipality, with the aim of ensuring that learners with the potential and interest in engineering make a successful transition from school to NMMU and eventually enter the metro's automotive industry.


Multi-million rand centre to address skills shortage The Advanced Mechatronic Technology Centre (AMTC) was launched in July as a strategic initiative to contribute to addressing the dire shortage of specialist skills in the automotive sector. General Motors South Africa invested R1-million in the centre, and the Department of Trade & Industry (DTI) sourced investment from ThyssenKrupp Marine Systems (TKMS), as part fulfilment of the company’s National Industrial Participation obligations arising from its contracts to supply four new frigates to the South African Navy. The DTI also facilitated investment by Festo Didactic, supplier of the high-tech, world standard teaching laboratory, which includes a fully functional mini-assembly line. Students learn to design and programme manufacturing processes using real equipment, including specially developed software tools capable of testing their problemsolving abilities. The NMMU Trust also invested in the partnership. Supporting downstream chemical industry The Institute of Chemical Technology (InnoVenton) launched a R5-million chemical pilot plant – the Kilo Laboratory – as part of its drive to contribute to the national strategy of developing the downstream chemical industry in South Africa. The facility is unique in South Africa and is a stand-alone “mini factory” which can be set up to create a wide range of processing formats. It is a vital tool for researchers and entrepreneurs, enabling the testing and demonstrating of new processes and products, and technology development and transfer. It is also an important teaching facility for postgraduate students. The Kilo Lab has already completed a product development project and several small-scale manufacturing contracts. InnoVenton was one of only two chemistry groups recognised by the Department of Trade and Industry (DTI) for their contribution to chemical technology development at the DTI Excellence Awards. Developing sports managers for 2010 NMMU was appointed the sole Southern African contact education provider in a partnership with the International Centre for Sport Studies at Neuchatel University in Switzerland, and the University of South Africa (the distance education partner), to train sport managers ahead of the 2010 Soccer World Cup. The project aims to provide training for sport managers in the fields of marketing, law, finance, management, communication and events organisation. The partnership was created within the framework of the FIFA initiative “Win in Africa with Africa”, which aims to establish long-term programmes of development and solidarity in order to reinforce and perpetuate the heritage of the FIFA World Cup in South Africa in 2010. The one-year programme in sport management is jointly offered by NMMU and CIES.


Understanding a developing economy Demonstrating its strong emphasis on development outreach, particularly in community-led enterprise incubation, the Department of Development Studies acted as project manager for two subsistence communityoriented fish processing ventures in the Eastern Cape, on behalf of the Department of Environmental Affairs & Tourism; it began implementing a community savings and loan project in the Jeffrey’s Bay area; and forged a close partnership with the Kouga Municipality in implementing and re-designing that municipality’s local economic development and small, medium and micro-enterprises strategies. Contract research projects included a social impact evaluation of the Mantis Collection of game reserves; understanding the “second economy” through a study of street traders in the Nelson Mandela Bay area (for the SA Revenue Services); and an examination of the Industrial Development Corporation’s community projects in the Eastern Cape. Partnerships Computing facilities for students were improved, as a result of a donation of 100 new computers, worth R700 000, by Aberdare Cables. This allowed the replacement of 100 of the 200 computers in the Aberdare Computer Laboratory on the South campus, first installed in 2002 with a donation of R1-million worth of computers by the company. In recognition of the Department of Business Management’s work in putting together South Africa’s first BCom degree in Financial Planning, and its initial success (100 students have enrolled since inception in 2005, with the first group graduating in 2008), the Insurance Sector Education and Training Authority (INSETA) donated R500 000 for the further development of the programme. INSETA was closely involved in the development of the programme and is represented on the programme management committee. NMMU and the Mantis Collection luxury hospitality group signed a mutually beneficial agreement focusing on collaborative business and environment-related projects in areas such as the use of renewable energy in game lodges, training courses for field guides, and short, focused management courses for the game lodge industry. A partnership agreement between the university and the Coega Development Corporation (CDC) addresses training, research, testing, and advisory and consultancy services. The development of human capital has been identified by the CDC as critical to enhancing the value of both the Coega Industrial Development Zone (IDZ) and the entire metro to both national and foreign investors. Joint projects already underway include graduate placement, internships, learnership programmes, chemical industry and industrial relations research, investor visits, computer training projects for unemployed youth, architectural awards, investment assessments, and the design of a chemical zone layout. Management skills for business More than 200 adult learners received recognition on completion of certificate and diploma management programmes at the NMMU Business School. Of the 13 Management Development Centre (MDC) programmes, four were national programmes and four were programmes tailored to the needs of specific companies and presented on their premises. The MDC enrolled its third group of senior SA Police Services personnel in the SAPS Support Programme for Improved Organisational Performance, developed by MDC and funded by the Belgian Technical Co-operation authority. The aim is to build capacity at senior and strategic management level within the SAPS. The ABSA Small Business Unit (SBU) at the NMMU Business School, with funding from the South African Breweries Limited, equipped more than 30 community-based organisations with essential business skills, enabling participants to create self-employment opportunities for their own organisations and the communities they serve. The project included training in the development of a business plan, fundraising skills, financial management systems, banking and financial reporting. Growing people and communities The Institute for Sustainable Government and Development (ISGAD) was awarded a contract to train Nelson Mandela Bay’s 104 ward councillors in various issues including local government, project management, conflict management, and leadership for women councillors. 38

The Raymond Mhlaba Research Unit of Public Administration and Leadership (RMRUPAL) was awarded a contract to capacitate 720 ward-based planners and ward councillors to enable them to develop their respective ward priority areas and planned interventions. The Physics Department’s “Operation Starlight” project, aimed at attracting more women to study physics, took 25 young women from 10 schools on a weekend getaway that blended learning and fun and allowed them to interact with academic staff and postgraduate students to learn more about the career opportunities that open up through studying physics. Operation Starlight was sponsored by the Women in Physics (WiPiSA) division of the South African Institute of Physics. The department plans to repeat this pilot project, which was a first for the Eastern Cape. The Department of Nursing Science won a grant of R2,5-million for 2007 from the Department of Health for research, staff capacity building, upgrading of laboratories and enhancing student access to nursing degrees through bursaries. Department head Prof Dalena van Rooyen led a consortium of Eastern Cape nursing science departments from NMMU, the University of Fort Hare and Walter Sisulu University, in applying for a Health Professionals Training and Development Grant with the aim of enhancing nursing education capacity in the Eastern Cape in order to address the dire shortage of professional nurses locally and in the rest of the country.

I wish to thank my predecessor, Dr Rolf Stumpf, for his leadership which enabled the institution to build a stable platform for future growth and development, in a relatively short period of time. Dr Stumpf led NMMU from its founding with great sense of responsibility, astuteness, and a strong sense of purpose. It is fitting to pay tribute to his contribution to a merger that is widely acknowledged as among the most successful of the string of mergers that have taken place in South African higher education in recent years. I remain more than hopeful that we who make up NMMU will be able to keep our promise of truly serving all our people to the best of our abilities, so that they can see their hopes, dreams and aspirations realised in and through what we do.

Prof DI Swartz Vice-Chancellor & Chief Executive Officer


6. Report on internal administrative/operational structures and controls
The university maintains systems of internal control over financial reporting and the safeguarding of assets against unauthorised acquisition, use or disposition of such assets. Such systems are designed to provide reasonable assurance to the university and the Council that the control environment promotes the safeguarding of the institution’s assets and the preparation and communication of reliable and other information. The Council, operating through its Audit and Risk Committee, provides oversight of the financial reporting process. The university has well-established organisational structures, division of responsibility and policies and procedures, including a set of Core Values, which was communicated throughout the organisation, to promote a strong ethical climate and foster the development of its people. Information systems utilising modern information technology are in use throughout the organisation. These systems are designed to promote ease of use for all users. The development, maintenance and operation of all systems were under the control of competently trained staff. In utilising electronic technology to conduct transactions with staff and with third parties, control aspects were given close scrutiny and procedures designed and implemented to minimise the risk of fraud and error. There are inherent limitations to the effectiveness of any system of internal control, including the possibility of human error and the circumvention or overriding of controls. Accordingly, even an effective internal control system can provide only reasonable assurance with respect to financial statements preparation and the safeguarding of assets. Furthermore, the effectiveness of an internal control system can change with circumstances. Internal Audit monitors the operation of internal control systems and reports findings and recommendations to management, the Audit and Risk Committee, and the Council. Corrective actions are taken to address control deficiencies and other opportunities for improving the systems when identified.

H de Groot Acting Chairperson: Audit & Risk Committee

WAP Kolver Senior Manager: Internal Audit


7. Report on risk exposure assessment and management
The university is committed to managing both its risks and opportunities in the interest of all its stakeholders. Towards this end, management is involved in a continuous process of developing and enhancing the university’s risk identification and monitoring process. The following broad risk areas were identified:

Challenge of gaining clarity over NMMU’s long-term academic profile Challenge of ensuring a high quality learning experience for students Inability to attract and retain sufficiently quality academic personnel and professional administrators Insufficient growth in student financial aid Staff conditions of service and morale Financial viability and sustainability Staff transformation and institutional diversity

Responsibility for managing these risk within acceptable limits lies primarily with the senior management team of the University, and overseen by Council. A detailed risk management portfolio, taking all operational and strategic risk issues into account, is currently being updated and finalized. Risk management forms a key performance area (KPA) for every member of the Executive Management Committee and progress was evaluated regularly at EMCOM meetings. The Audit and Risk Committee monitors the effectiveness of the university’s risk management process.

H de Groot Acting Chairperson: Audit & Risk Committee

Prof DI Swartz Vice-Chancellor & Chief Executive Officer


8. Annual Financial Review
Council's statement of responsibility for the Consolidated Financial Statements
The Council is responsible for the preparation, integrity and fair presentation of the financial statements of the Nelson Mandela Metropolitan University (NMMU). The financial statements, presented on pages 40-58 have been prepared in accordance with South African Statements of Generally Accepted Accounting Practice in the manner required by the Minister of Education in terms of Section 41 of the Higher Education Act 1997 (Act No. 101 of 1997) and include amounts based on judgements and estimates made by Management. The Council also prepared the other information included in the Annual Report and is responsible for both its accuracy and consistency with the financial statements. The current viability of the Nelson Mandela Metropolitan University (NMMU) is supported by the financial statements. The going concern basis has been adopted in preparing the financial statements. Council has no reason to believe that the Nelson Mandela Metropolitan University (NMMU) will not be a going concern in the foreseeable future based on forecasts and available cash resources, barring no significant changes in government subsidies. The financial statements have been audited by the independent accounting firm, PricewaterhouseCoopers Inc, who were given unrestricted access to all financial records and related data, including minutes of meetings of the Council and all its committees. The Council believes that all representations made to the independent auditors during their audit were valid and appropriate. Approval of the Consolidated Financial Statements The consolidated financial statements on pages 40 to 58 were approved by the Council of Nelson Mandela Metropolitan University on 27 June 2008 and signed on its behalf by:

Justice R Pillay Chairperson of Council Officer
27 June 2008

Prof DI Swartz Vice-Chancellor & Chief Executive
27 June 2008


Report of the Chairperson: Finance & Facilities Committee of Council and the Executive Director: Finance
The consolidated annual financial statements for 2007 cover all activities of Nelson Mandela Metropolitan University. The financial statements of NMMU include the audited results of the NMMU Trust. The activities of the Trust are governed by the provisions of the Trust Deed and an independent Board of Trustees. These consolidated financial statements thus provide a complete and comprehensive overview of the operations and financial position of the university. Budgets were compiled in accordance with NMMU’s strategic objectives, goals and financial milestones, namely:     to build up reserves in order to strengthen the institution’s future financial position; to adequately provide for all known liabilities, both short- and long term; to produce balanced budgets (within constraint sources of revenue); and to apply benchmarks, models, ratios and be guided by available resources.

The financial statements have been prepared in accordance with the Department of Education’s reporting requirements for higher education institutions. The accounting policies comply in all material respects with South African Statements of Generally Accepted Accounting Practice (GAAP). The consolidated results for the year reflect a surplus of R74-million (2006 = R81-million; 2005 = R90.5million). Council-controlled activities reflect a surplus of R13.1-million (2006 = R39.9-million; 2005 = R63.3million). The State subsidy increased by R19.2-million if designated allocations are excluded (Institutional Operating Plan for restructuring: R110-million; recapitalisation: R37.1-million) while tuition and residence fees increased by R22.9-million (tuition: R16-million; residence fees: R6.9-million). Disregarding leave pay, post-retirement medical aid and early retirement costs, salary expenses increased by 13% from 2006 to 2007. Post-retirement benefits are accounted for in accordance with GAAP and specifically AC116. The post-retirement medical aid liability has increased by R33.5-million to R208-million. The risk of post-retirement obligations can have a future adverse effect on NMMU’s financial position. A positive, however, is that both pension funds (NTRF and NMMURF) were fully funded on 31 December 2007. Resources (fees/subsidy) increased in line with inflation, while operational expenditure increased way beyond this. The risk and concern is that this creates very little leverage to sufficiently increase allocations for the replacement of academic/laboratory equipment and library books. These categories of funding are increased annually by inflation only. The Finance Department was highly successful in its management of student debtors with a bad debt of only 6,3%, indicating its success in comparison with other academic institutions. The university’s liquidity position remains sound as indicated by the consolidated cash flow statement. The net cash inflow position has improved with R237-million to R533-million. However, the inflow of cash towards recapitalisation and restructuring projects should not be ignored. Cash flow management on a monthly and three-year rolling basis remains an integral part of the university’s financial planning. The NMMU Trust has once again made a significant contribution to the activities of the university. An amount of R12-million was made available for bursaries and R23-million towards academic projects. Appropriate uniform financial policies have been developed for NMMU. Specific policies in a number of areas and the updating of existing policies will be attended to during 2008. Mandates for approval of contracts, signing of cheques and approval of requisitions have been established in order to strengthen controls. A Tender Policy was introduced in order to meet the BEE requirements of the Preferential Procurement Policy Framework Act. The university’s management wishes to thank:   Council’s Finance & Facilities and Audit & Risk committees for their guidance and commitment to continue steering the institution in a positive direction. The Finance Directorate and staff for their unselfish efforts and dedication in serving the institution.


PH Gutsche Chairperson: Finance & Facilities Committee
27 June 2008

M Scheepers Executive Director: Finance
27 June 2008


Independent auditors’ report
INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE COUNCIL OF THE NELSON MANDELA METROPOLITAN UNIVERSITY We have audited the consolidated annual financial statements of the Nelson Mandela Metropolitan University which comprise the consolidated balance sheet as at 31 December 2007, the consolidated income statement, the consolidated statement of changes in equity and the consolidated cash flow statement for the year then ended, a summary of significant accounting policies and other explanatory notes, as set out on pages 40-58.

PricewaterhouseCoopers Inc Reg. no. 1998/012055/21 Ascot Office Park 1 Ascot Road Greenacres, Port Elizabeth 6045 P O Box 27013 Greenacres 6057 Telephone +27 (41) 391 4400 Facsimile +27 (41) 391 4500 Direct Phone (041) 391 4411 Direct Fax (041) 391 4321

Council’s Responsibility for the Financial Statements The University‟s Council is responsible for the preparation and fair presentation of these financial statements in accordance with South African Statements of Generally Accepted Accounting Practice, as required by the Minister of Education in terms of Section 41 of the Higher Education Act 1997 (Act No. 101 of 1997), as amended. This responsibility includes: designing, implementing and maintaining internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in the circumstances. Auditors’ Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the financial statements are free from material misstatement. An audit includes performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor‟s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity‟s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity‟s internal control. An audit also includes evaluating the appropriateness of accounting principles used and the reasonableness of accounting estimates made by the Council, as well as evaluating the overall financial statement presentation. We believe that our audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Opinion In our opinion, the consolidated annual financial statements present fairly, in all material respects, the financial position of the University as at 31 December 2007, and of its financial performance and cash flows for the year then ended in accordance with South African Statements of Generally Accepted Accounting Practice and in the manner required by the Minister of Education in terms of Section 41 of the Higher Education Act 1997 (Act No. 101 of 1997), as amended.

PricewaterhouseCoopers Inc Director : H C Staple Registered Auditor Port Elizabeth 27 June 2008
C Beggs Chief Executive Officer F Tonelli Chief Operating Officer H C Staple Director – Managing Port Elizabeth office Resident Directors C J Booysen, C F Lane, I Olls, A F Puggia, L J Rossouw, M J Rudman, H C Staple The Company's principal place of business is at 2 Eglin Road, Sunninghill where a list of directors' names is available for inspection. PricewaterhouseCoopers Inc is an authorised financial services provider. VAT 4950174682



Consolidated balance sheet
At 31 December 2007



Consolidated income statement
For the 2007 year ended 31 December



Consolidated statement of changes in equity
For the year ended 31 December 2007




Consolidated cash flow statement
For the year ended 31 December 2007



Notes to the financial statements
31 December 2007 1. Accounting policies

The principal accounting policies adopted in the preparation of these financial statements are set out below.


Basis of preparation

The consolidated financial statements are prepared in accordance with and comply with South African Statements of Generally Accepted Accounting Practice (“SA GAAP”) in the manner required by the Minister of Education in terms of Section 41 of the Higher Education Act 1997 (Act no. 101 of 1997). The consolidated financial statements are prepared under the historical cost convention as modified by the revaluation of certain property, plant and equipment, marketable securities and investment properties. The preparation of financial statements in conformity with SA GAAP requires the use of certain critical accounting estimates. It also requires management to exercise its judgment in the process of applying the university‟s accounting policies. The areas involving a higher degree of judgment or complexity, or areas where assumptions and estimates are significant to the consolidated financial statements, are employee benefits and impairment of receivables.

a) Standard effective in 2007
IFRS 7 (AC 144), „Financial instruments: Disclosures‟, and the complementary amendment to IAS 1 (AC 101), „Presentation of financial statements – Capital disclosures‟, introduce new disclosures relating to financial instruments and do not have any impact on the classification and valuation of the University‟s financial instruments.

b) Standards, amendments and interpretations effective in 2007 but not relevant
The following standards, amendments and interpretations to published standards are mandatory for accounting periods beginning on or after 1 January 2007 but they are not relevant to the University‟s operations:       IFRS 4 (AC 141) - Insurance contracts; IFRIC 7 (AC 440) - Applying the restatement approach under IAS 29 (AC 124) Financial Reporting in Hyperinflationary Economies; IFRIC 8 (AC 441) - Scope of IFRS 2 (AC 139); IFRIC 9 (AC 442) - Reassessment of Embedded Derivatives; IFRIC 10 (AC 443) – Interim Financial Reporting and Impairment, and AC 503 - Accounting for Black Economic Empowerment (BEE) transactions.

c) Standards and interpretations to existing standards that are not yet effective and not relevant for the University’s operations
The following interpretations to existing standards have been published and are mandatory for the University‟s accounting periods beginning on or after 1 March 2007 or later periods but are not relevant for the University‟s operations:      IFRS 8 (AC 145), Operating segments (effective from 1 January 2009); IFRIC 11 (AC 444) - Group and Treasury Share Transactions (effective 1 March 2007); IFRIC 12 (AC 445) - Service Concession Arrangements (effective 1 January 2008); IFRIC 13 (AC446) - Customer Loyalty Programmes (effective 1 July 2009); and IAS 23 (AC 114) (Amendment), „Borrowing costs‟ (effective from 1 January 2009).




Subsidiary entities are those entities over which Nelson Mandela Metropolitan University has the power, directly or indirectly, to exercise control. All subsidiaries are consolidated, except if control is expected to be temporary, or if there are long term restrictions on the transferability of funds. Subsidiaries are consolidated from the date on which effective control is transferred to Nelson Mandela Metropolitan University. All transactions, balances and unrealised surpluses between the entities are eliminated. The financial activities of all units of NMMU have been included in these financial statements and the activities of the NMMU Trust have been consolidated into these financial statements.


Revenue recognition

State subsidy for general purposes is recognised as income in the financial year to which the subsidy relates. Subsidies for specific purposes, such as capital expenditure, are brought to account at the time they become available to finance the expenditure for the purpose provided. Tuition fees are recorded as income in the period to which they relate. To the extent that this income may not be realised, provision is made for the estimated unrealisable amount. Deposits provided by prospective students are treated as current liabilities until the related fees become due to the university. Income received for designated specific purposes arises from contracts, grants, donations and certain endowments. In all instances such income is reflected on the income statement in the financial period in which the university becomes entitled to the use of those funds. Funds in the possession of the University that it cannot use until some specified future period or occurrence, are held in an appropriate account until the financial period in which the funds can be used, at which time the amount is recognised as income. Until that time the amount is appropriately grouped in one of the funds comprising equity. Interest is recognised on a time proportion basis, taking into account the principal amount outstanding and the effective rate over the period to maturity. Dividends are recognised when the right to receive payment is established. Interest, dividends and other income on assets representing endowment and trust funds are credited directly to the respective funds and are transferred to income only in terms of legal and other appropriate conditions relating to the respective funds.


Foreign currencies

Significant foreign currency transactions are accounted for at the exchange rates prevailing at the date of the transactions. Gains and losses resulting from the settlement of such transactions and from the translation of monetary assets and liabilities denominated in foreign currencies are recognised in the income statement in the year in which they arise. Such balances are translated at year-end exchange rates. In order to hedge its exposure against foreign currency risks the university enters into forward exchange contracts. These contracts are restated at fair value at the balance sheet date.


Financial Instruments

Financial instruments carried on the balance sheet include cash and bank balances, investments, loans and receivables, trade payables and borrowings. The particular recognition methods adopted are disclosed in the individual policy statements associated with each item. The carrying amounts for the following financial instruments approximate their fair value: balances, investments, receivables, trade creditors and borrowings. cash and bank



Investments are initially recognised at cost. Investments are revalued annually at the close of business on 31 December by reference to Stock Exchange or similar quoted prices. The market value approximates fair market value. Revaluation surpluses and deficits are taken to a revaluation reserve.


Available-for-sale investments are classified as non-current assets. Adjustments to the fair value of available-forsale investments are recognised in a revaluation reserve until such time as an investment is sold, in which case the resultant gains and losses are recognised in the income statement. Investment properties are held to earn income and for capital appreciation. They are treated as non-current investments and are carried at fair value as determined by external independent professional valuers. Revaluation surpluses and deficits are recorded in the income statement.


Property, plant and equipment

All property, plant and equipment is stated at historical cost, less depreciation. Historical cost includes expenditure that is directly attributable to the acquisition of an item. Donated property, plant and equipment is recorded at fair value at the date of the donation. Subsequent costs are included in the asset‟s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the university and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the income statement during the financial period in which they are incurred. Depreciation on property, plant and equipment is calculated using the straight-line method to allocate their cost or valued amounts to their residual values over their estimated useful lives. The estimated useful lives are: Buildings Infrastructure Sports facilities Furniture and equipment Vehicles Computer equipment 50 years 25 to 50 years 10 years 5 to 10 years 5 to 10 years 4 to 5 years

Land is not depreciated as it is deemed to have an indefinite life. Library books and periodicals are written off in the year of acquisition. Assets which individually cost less than R5 000 are not capitalised, but are expensed in the year of acquisition. Residual values and useful lives are reviewed, and adjusted if appropriate, at each balance sheet date. An asset‟s carrying amount is written down immediately to its recoverable amount if the asset‟s carrying amount is greater than its estimated recoverable amount. Gains and losses on disposals are determined by comparing proceeds with carrying amount. These are included in the income statement. Interest costs on borrowings to finance the construction of property, plant and equipment are capitalised as part of the cost of the asset during the period of time that is required to complete and prepare the asset for its intended use.


Accounting for leases

Leases of property, plant and equipment where the university assumes substantially all the benefits and risks of ownership are classified as finance leases. Finance leases are capitalised at the estimated fair value of the leased assets, or, if lower, the present value of the underlying lease payments. Each lease payment is allocated between the liability and finance charges so as to achieve a constant rate on the finance balance outstanding. The corresponding rental obligations, net of finance charges, are included in other long-term payables. The interest element of the payment is charged to the income statement over the lease period. Property, plant and equipment acquired under finance leasing contracts are depreciated over the useful life of the assets. Leases of assets under which all the risks and benefits of ownership are effectively retained by the lessor are classified as operating leases. Payments made under operating leases are charged to the income statement on a straight-line basis over the period of the lease.


Inventories 53

Inventories are stated at the lower of cost or net realisable value. Cost is determined on a weighted average basis.

1.10 Trade receivables
Trade receivables are carried at anticipated realisable value. An estimate is made for doubtful receivables based on a review of all outstanding amounts at the year-end. Bad debts are written off during the year in which they are identified.

1.11 Cash and cash equivalents
For the purposes of the cash flow statement, cash and cash equivalents comprise cash in hand, deposits held at call with banks, and investments in money market instruments, net of bank overdrafts. In the balance sheet, bank overdrafts are included in current liabilities.

1.12 Provisions
Provisions are recognised when the university has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation, and a reliable estimate of the amount of the obligation can be made.

1.13 Pension obligations
The university operates a combination of defined contribution and defined benefit plans, as follows:   Previous PE Technikon employees: National Tertiary Retirement Fund Previous University of Port Elizabeth employees : NMMU Retirement Fund

All new employees who joined the institution after the merger date of 1 January 2005 were enrolled in the NMMU Retirement Fund. Contributions to the plans are charged to income as incurred. The assets of these funds are held in separate trustee-administered funds. The pension plans are funded by payments from employees and the university, taking into account the recommendations of independent actuaries. The pension obligation is measured as the present value of the estimated future cash outflows using interest rates of government securities that have terms to maturity approximating the terms of the related liability. The defined benefit plans are valued annually for financial statement purposes. All actuarial gains and losses are recognised immediately in the year in which they arise.

1.14 Other post-retirement obligations
The university provides post-retirement healthcare benefits to retirees. Entitlement to these benefits is usually based on the employee remaining in service up to retirement age and the completion of a minimum service period. This benefit only accrues to employees who joined the University prior to the following dates:   Previous PE Technikon: 1 April 2002 Previous University of Port Elizabeth: 1 April 2001

The expected costs of these benefits are accrued over the period of employment, using an accounting methodology similar to that for defined benefit pension plans. Valuations of these obligations are carried out annually by independent actuaries. All actuarial gains and losses are recognised immediately in the year in which they arise.



Property, plant & equipment



Non-current investments
2007 R’000 2006 R’000

At fair value: Shares – listed Gilts and bonds Policies and bonds International asset swaps Money market deposits Investment property Sinking fund investment 101 018 14 452 32 442 17 329 3 600 168 841 124 304 24 942 30 182 4 025 2 450 2 741 188 644

At cost: Shares – listed Gilts and bonds Policies and bonds International asset swaps Money market deposits Investment property Sinking fund investment 41 615 15 059 23 981 17 329 1 867 99 851 49 789 24 942 22 796 4 025 1 867 2 741 106 160

Investment property comprises erven 3914, 3915, 3882, 3896, Central, Port Elizabeth. The properties were independently valued at 31 December 2007. With the exception of the international asset swaps, all the investments of the University are Rand based. The international asset swaps are denominated in US dollars. During 2008 certain policy investments with a fair value of R15.3 million will mature and be converted into cash. This amount is not included in the above total, but is shown as current assets.


Non-current receivables
2007 R’000 2006 R’000 940 (799) 141

Student loans Less: Provisions

375 (75) 300

Student loans are repayable in terms of individual contracts with students. These contracts require a suretyship provided by a parent or guardian of the student. The average interest rate on active loans is 12% per annum (2006: 12%). The interest rate on ex-Vista student loans is currently 9% per annum (2006: 9%). The university‟s historical experience with the collection of these student loans falls within the recorded allowances. University management is of the view that there is no additional credit risk beyond amounts provided for collection losses inherent in these loans.


2007 R’000 2006 R’000 1 567 248 1 815

Consumables Goods for resale

1 806 251 2 057



Receivables and prepayments
2007 R’000 2006 R’000 31 390 (16 801) 14 589 22 951 14 105 566 1 151 53 362

Student debtors Less: Provisions Reimbursive merger costs receivable Sundry debtors Loans to employees Other receivables

25 251 (12 330) 12 921 3 347 20 289 214 275 37 046

Overdue student debts and staff loans bear interest at market related rates. The university‟s historical experience in collection of these receivables falls within the recorded allowances. University management believes that there is no additional credit risk beyond amounts provided for collection losses inherent in these balances.


Cash and cash equivalents
2007 R’000 2006 R’000 36 677 259 064 295 741

Cash at bank and in hand Short-term bank deposits

29 833 502 900 532 733

The average effective interest rate on short-term bank deposits was 9.51% (2006: 7.51%). For the purposes of the cash flow statement, the year-end cash and cash equivalents comprise the following: 2007 R’000 Cash and bank balances 532 733 2006 R’000 295 741


Interest-bearing borrowings
2007 R’000 2006 R’000

Current portion of long-term loans Bank borrowings Government loans Lease liabilities Non-current Bank borrowings Government loans Lease liabilities

7631 73 3 259 10 963 18 200 625 4 403 23 228 34 191

13 717 1 754 2 921 18 392 55 839 698 7 949 64 486 82 878

Total borrowings

Interest-bearing borrowings include secured liabilities (leases and bank borrowings) of R34.2-million (2006: R34.3-million). The bank borrowings are secured over certain of the land and buildings. Lease liabilities are effectively secured as the rights to the leased asset revert to the lessor in the event of default. The reduction in interest bearing borrowings during 2007 was primarily due to the Department of Education‟s recapitalisation programme in terms of which the university received R37.1-million.


2007 R’000 Total borrowings: - at fixed rates - at floating rates

2006 R’000

17 547 16 644 34 191

52 685 30 193 82 878

Interest rates: - bank borrowings - lease liabilities Maturity of non-current interest-bearing borrowings (excluding finance lease liabilities): Between 1 and 2 years Between 2 and 5 years Over 5 years

10.90% 14.18%

12.83% 12.15%

7 734 5 979 5 112 18 825

6 469 28 068 22 000 56 537

Finance lease liabilities – minimum lease payments: Not later than 1 year Later than 1 year and not later than 5 years Later than 5 years Future finance charges on finance leases Present value of finance lease liabilities for furniture and equipment

3 800 4 030 7 830 (168) 7 662

4 441 9 500 13 941 (3 071) 10 870

9. 9.1

Retirement benefit obligations Post-retirement medical benefits

The university provides post-retirement medical benefits to certain qualifying employees in the form of continued medical aid contributions. This unfunded defined benefit liability in respect of this obligation is valued by independent actuaries annually. This liability was valued at 31 December 2007. 2007 R’000 Present value of unfunded medical benefit obligations Movement in the liability recognised in the balance sheet: Contractual liability as at 31 December 2006 Movement liability debited to income statement Service cost Interest cost Benefit payments Actuarial loss Contractual liability as at 31 December 2007 Membership data Active members (in service) Continuation members In estimating the unfunded liability for post-employment medical care, the following assumptions were made: Discount rate CPI inflation Health care cost inflation Net discount rate 8.20% 4.67% 6.67% 1.43% 8.25% 5.00% 6.50% 1.64% 823 356 886 330 174 783 33 554 5 737 14 420 (6 043) 19 440 208 337 146 379 28 404 5 140 12 442 (5 004) 15 826 174 783 208 337 2006 R’000 174 783


Continuation of membership



The effects of a 1% movement in the assumed medical cost trend rate were as follows: 1% Increase R’000 Effect on the aggregate of the current service cost and the interest cost Effect on the defined benefit obligation Mortality rate: The standard mortality tables used to perform the valuations for both 2006 and 2007 were SA 85-90 ultimate (pre-retirement) and PA 90-1 ultimate, adjusted down by one year of age (post-employment). 3 485 30 315 1% Decrease R’000 (2 812) (25 040)


Pension schemes
NMMU Pension Fund R’000 National Tertiary Retirement Fund R’000

2007 R’000

2006 R’000

Balance at end of the year Present value of funded and unfunded obligations Fair value of plan assets Funded status Surplus not recognised Asset/liability at balance sheet date

(387 076) 497 823 110 747 (110 747) -

(296 229) 334 364 38 135 (38 135) -

(683 305) 832 187 148 882 (148 882) 2007 R’000 656 246 34 741 54 467 3 430 (52 294) (7 929) (5 358) 683 303

(656 246) 785 928 129 682 (129 682) 2006 R’000 576 823 38 343 45 794 4 089 3 137 (6 542) (5 398) 656 246

Movement in defined benefit obligation Beginning of the year Current service cost Interest cost Member contributions Actuarial (gain)/loss Benefits paid Risk premium End of the year Movement in fair value of plan assets Balance at 1 January 2007 Expected return of assets Employer and employee contributions Benefits paid Risk premium Actuarial loss

785 928 77 627 33 771 (7 929) (5 356) (51 855) 832 186

711 335 67 127 39 972 (6 542) (5 398) (20 566) 785 928

The following common asset distribution was assumed for the purposes of determining the expected return on assets: Proportion invested 25% 50% 15% 10% 100% Assumed rate 8.20% 11.20% 9.70% 6.20% 9.73% 9.70%

Asset class Gilts and corporate debt Equities Overseas equities Cash Total average Rate used


The amount recognised in the income statement Current service costs Interest costs Expected return on plan assets Net actuarial (loss)/gain Contributions Net increase/(decrease) unrecognised surplus

34 740 54 467 (77 627) (439) (30 341) (19 200) 19 200 -

38 343 45 794 (67 127) 23 703 (35 883) 4 830 (4 830) -

The amount recognised in the income statement for the NTRF defined contribution fund contributions amounts to R7 860 522 (2006: R12 149 000). The surplus (i.e. asset recognised on the balance sheet) is restricted to zero because of the limit imposed by paragraph 58 of IAS 19. This is due to the fund‟s rules which do not automatically allow the employer to access the disclosed surplus.


Pension schemes (continued)

The principal assumptions used for accounting purposes were as follows: 2007 Both Funds General inflation rate Discount rate Expected return on investment Salary inflation Effective net discount rate before retirement Effective net discount rate after retirement Mortality rate: The standard mortality tables utilised to perform the valuation were SA 85-90 (2006: SA 85-90) for employees during their employment and PA 90-1 (2006: PA 90-1) post-employment. As at 31 December Fair value of plan assets Present value of defined benefit obligation Surplus Experience adjustment (loss)/gain on plan assets Experience adjustment gain/(loss) on plan liabilities Expected employer and employee contributions to the defined benefit pension fund for the year ended 31 December 2008 are R45.3 million. 2007 R 832 187 (683 305) 148 882 (51 855) 52 294 2006 R 785 928 (656 246) 129 682 (20 566) (3 137) 2005 R 711 335 (576 823) 134 512 120 267 35 189 4.67% 8.20% 9.70% 6.17% 1.91% 6.00% 2006 Both Funds 5.00% 8.25% 9.75% 6.00% 2.12% 6.00%

10. Accumulated leave liability
2007 R’000 Opening balance Additional provisions Utilised during year 38 352 1 956 (616) 39 692 2006 R’000 30 012 9 733 (1 393) 38 352


Employee entitlements to accumulated leave are recognised when they accrue to employees. At the balance sheet date a provision is made for the estimated liability for accumulated leave up to a maximum of 30 days per employee as a result of services rendered. 11. Trade and other payables

2007 R’000 Student deposits Trade creditors Other payables 840 14 457 54 976 70 273

2006 R’000 285 11 162 52 518 63 965

12. State appropriations 2007 R’000 408 467 3 664 7 311 19 000 110 000 37 108 585 550 2006 R’000 385 558 4 570 10 035 28 500 428 663

Subsidy – operations Subsidy – interest and redemption Subsidy – foundation programme and ad hoc grants Missionvale campus discretionary grant Specific grant – upgrading of facilities Specific grant – recapitalisation Total State appropriations 13. Interest and dividends

2007 R’000 Interest received Dividends received Total investment income 14. Staff costs 2007 R’000 Academic professional Other personnel Early retirement and voluntary severance packages Paid to employees Borne by the Department of Education as merger claim Leave pay accrual Provision for post-retirement medical costs Increase in post-retirement medical obligation Contributions paid – pensioners Guaranteed benefits paid – NTRF pensioners 235 613 209 294 3 492 3 492 1 340 39 817 33 554 6 263 489 556 48 556 2 853 51 409

2006 R’000 22 800 3 931 26 731

2006 R’000 201 280 193 706 3 377 11 180 (7 803) 9 733 33 677 28 404 5 273 1 968 443 741

Average number of persons employed by the university during the year 2007 Full time Part time 1 608 916 2 524 2006 1 595 903 2 498


15. Other operating expenses 2007 R’000 The following items have been charged in arriving at operating profit: Supplies and services Cost of services outsourced Fixed property cost - rental Bursaries 249 638 36 458 2 813 27 265 316 174 194 114 28 700 2 581 31 293 256 688 2006 R’000

16. Remuneration
The following disclosures relate to compensation paid to senior management (post level 1 to 4) of the institution at or above the specified amount of R475 000. Remuneration is based on the cost of employment to the institution comprising flexible remuneration package. Total R’000 R H Stumpf H J Delport H J de Jager E F du Preez N J Dorfling C Fabricius C D Foxcroft M H Grimbeek M S Jeenah A W R Leitch C van Loggerenberg K G Matiso T V Mayekiso A Naidoo N T Naidoo M J Oosthuizen G W Paul M Scheepers T H Soga J Wasserman Vice-Chancellor & CEO Dean: Faculty of Law (Acting) Dean: Faculty of Engineering, the Built Environment & Information Technology Executive Director: Operations Dean: Faculty of Business & Economic Sciences George Campus Principal (2 months) Senior Director: HEADS Registrar Deputy Vice-Chancellor: Research, Technology & Planning Dean: Faculty of Science Deputy Vice-Chancellor: Academic Missionvale Campus Principal Dean: Faculty of Arts Dean: Faculty of Education Dean: Faculty of Health Sciences Senior Director: CPID Senior Director: Human Resources Executive Director: Finance Executive Director: Student Affairs Senior Director: Finance 1 539 670 766 769 630 108 560 993 1 197 559 926 812 716 610 660 702 798 1 103 560 598

Lump sum payments were made to members of senior management as follows: R’000 Voluntary retrenchment Prof NPL Allen Early retirement Prof HM Thipa 886


Payments for attendance at meetings of the Council and its Sub-Committees
Committee Number of members

Chair of Council Chairs of Committees Members of Council 62

1 5 30

Attendance fees and reimbursed expenses paid to certain Council and Committee Members amounted to R23 900 and R143 991 respectively. 17. Financial instruments by category

The financial assets and liabilities of the university are classified as follows: Category Assets Non-current investments Non-current receivables Receivables and prepayments Cash and cash equivalents Cash and cash equivalents 2007 R’000 168 841 300 37 046 532 733 15 323 754 243 2006 R’000 188 644 141 53 362 295 741 537 888

Available for sale Loans and receivables Loans and receivables Loans and receivables Available for sale

Liabilities Interest-bearing borrowings Accounts payable and accrued liabilities

Other financial liabilities Other financial liabilities

34 191 70 273 104 464

82 878 63 965 146 843

The appropriate accounting policies for these financial instruments have been applied according to the categories set out above. The fair values of the financial instruments are approximately equal to their carrying values.

18. Financial risk management Financial risk factors
The university‟s activities expose it to a variety of financial risks: market risk (including currency risk and interest rate risk), credit risk and liquidity risk. The university‟s overall risk management processes focus on the unpredictability of financial markets and seek to minimise potential adverse effects on the university‟s financial performance. The university‟s formal risk management policies and procedures are set out in the Report on Risk Exposure Assessment and Management which is prepared annually by the Vice-Chancellor and Chief Executive Officer and the Chairperson of the Audit and Risk Committee, for inclusion in the Annual Report to the Minister of Education. Day-to-day risk management is the responsibility of all the management and staff of the university and is achieved through compliance with the documented policies and procedures of the university. All such policies and procedures are approved by Council or an appropriately mandated sub-committee of Council.

a) Market risk
i) Foreign exchange risk Foreign exchange risk arises from transactions which are denominated in a currency which is not the university‟s functional currency. The university has no significant foreign exchange exposure and therefore no formal policy is in place to manage foreign currency risk. The only area where the university is exposed to foreign exchange risk at balance sheet date is in the noncurrent investments which include international asset swaps which are exposed to the US dollar. ii) Price risk The university is exposed to equity securities price risk because of investments held by the university and classified as available-for-sale investments. The university is not exposed to commodity price risk. To manage its price risk arising from investments in equity shares, the university diversifies its portfolio. Diversification of the portfolio is done in accordance with the limits set by the Board of Trustees of the Nelson Mandela Metropolitan University Trust.


At 31 December 2007, if the FTSW/JSW CPI index increased/decreased by 10% with all other variables held constant and all the university‟s equity instruments moved according to the historical correlation with the index, the market value of the listed equities would have been R10.1-million (2006: R12.4 million) higher/lower. Due to the unpredictability of equity market returns, a general indicative percentage of 10% is used to highlight the changes in market value on equity investments.

iii) Interest rate risk The university is exposed to interest rate risk due to financial assets and financial liabilities bearing variable interest rates. Interest rate risk is managed by ensuring that that university‟s assets are invested in accounts which earn the best possible interest rates. If interest rates on cash and cash equivalents had been 1.5% higher/lower during 2007, with all other variables held constant, the surplus for the year would have been R4.9-million higher/lower.

b) Credit risk
Potential concentrations of credit risk consist mainly of short term cash, cash equivalent investments, trade receivables and other receivables. The university places cash and cash equivalents with reputable financial institutions. Receivables comprise outstanding student fees, student loans and a number of customers, dispersed across different industries and geographical areas. The university is exposed to credit risk arising from student receivables relating to outstanding fees. This risk is mitigated by requiring students to pay an initial instalment in respect of tuition and accommodation fees at or prior to registration, the regular monitoring of outstanding fees and the institution of debt collection action in cases of long outstanding amounts. In addition, students with outstanding balances from previous years of study are only permitted to renew their registration after either settling the outstanding amount or the conclusion of a formal payment arrangement. The university no longer provides loan funding to students. The student loans outstanding at year-end have been appropriately assessed. Where considered appropriate, credit evaluations are performed on the financial condition of customers other than students.


Liquidity risk
Prudent liquidity risk management implies maintaining sufficient cash and marketable securities, the availability through an adequate amount of committed credit facilities and the ability to close out market positions. Council, through the Finance Committee, and management of the university monitor the university‟s liquidity on an ongoing basis. The table below analyses the university‟s financial liabilities into relevant maturity groupings based on the remaining period at the balance sheet date to the contractual maturity date. The amounts disclosed in the table are the contractual undiscounted cash flows. Within 1 year R At 31 December 2007 Interest-bearing borrowings Accounts payable and accrued liabilities At 31 December 2006 Interest-bearing borrowings Accounts payable and accrued liabilities 10 963 70 273 81 236 18 392 63 965 82 357 Between 1 and 5 years R 18 116 18 116 42 486 42 486 Later than 5 years R 5 112 5 112 22 000 22 000

d) Capital risk management
The university‟s objectives when managing capital are to safeguard the ability of the university to continue as a going concern and meet its stated objectives. This objective is met through careful consideration by the Council each year of the critical strategic objectives of the university.


19. Contingent liabilities Pension Fund – National Tertiary Retirement Fund
Changes to the Pension Funds Act, which introduced minimum benefits for staff as from 1 January 2005, are being contested by the Fund. A legal dispute currently exists between the Fund and the Financial Services Board. The Financial Services Board has refused to approve a rule amendment, which resulted in the Fund lodging an appeal against their decision. This appeal was unsuccessful and the Trustees decided to take the appeal on review to the Supreme Court. The matter is thus still pending.

The university is defending litigation involving a dispute in a property transaction. The matter arose recently and the outcome is uncertain. The university denies liability and is defending the matter.

20. Commitments
Capital commitments Capital expenditure in respect of building maintenance contracted for at balance sheet date Operating lease commitments – international student accommodation - Due within 1 year - Due within 2 to 5 years

9 818

3 570

118 118

1 933 1 933

21. Cash generated from operations
2007 R’000 Reconciliation of net loss to cash generated from operations: Net surplus for the year Adjusted for: Transfer to IOP funds Transfer to Missionvale fund Depreciation Disposal of fixed assets Non-cash adjustment to fixed assets Interest received Dividends received Finance costs Profit on sale of investments Additions to PPE fund Provision adjustments - increase in post-retirement medical benefits - increase in accumulated leave liability - leave payments - (decrease)/increase in provision for recoverability of long term receivables Working capital changes - (increase)/decrease in inventories - decrease/(increase) in accounts receivable - increase in accounts payable Cash generated by operations 74 385 149 116 8 489 40 726 126 (941) (48 556) (2 853) 6 840 (34 204) 16 591 33 554 1 956 (616) (724) (242) 16 316 6 308 266 271 81 075 32 712 881 (22 800) (3 931) 10 928 (19 355) 24 866 28 404 9 733 (1 393) 770 506 (4 982) 21 042 158 456 2006 R’000


Appendix 1: Composition of the student body
PROFILE OF REGISTERED STUDENTS 2006 AND 2007 HEADCOUNT CONTACT SUBSIDY STUDENTS Table 1a: Gender, Faculty and Academic level - Contact Subsidy Students (Subsidy Type A) UNDERGRADUATE POSTGRADUATE 2006 2007 2006 2007 First Time UG All UG Students Students ARTS MALE FEMALE BUSINESS AND ECONOMIC SCIENCES All Genders MALE FEMALE All Genders EDUCATION MALE FEMALE ENGINEERING, THE BUILT ENVIRONMENT & IT All Genders MALE FEMALE All Genders GEORGE CAMPUS MALE FEMALE HEALTH SCIENCES All Genders MALE FEMALE All Genders HIGH EDUC ACCESS & DEV (HEADS) MALE FEMALE All Genders LAW MALE FEMALE All Genders SCIENCE MALE FEMALE All Genders ALL FACULTIES MALE FEMALE TOTAL 303 420 723 605 815 1420 48 103 151 512 127 639 149 106 255 106 217 323 128 128 256 72 77 149 152 141 293 2075 2134 4209 1146 1538 2684 2541 3502 6043 329 872 1201 2275 620 2895 523 292 815 474 1088 1562 135 138 273 450 460 910 609 549 1158 8482 9059 17541 First Time UG All UG Students Students 251 451 702 608 802 1410 46 148 194 640 170 810 154 119 273 104 221 325 0 0 0 51 90 141 151 126 277 2005 2127 4132 972 1492 2464 2637 3627 6264 330 783 1113 2439 717 3156 553 347 900 496 1112 1608 0 0 0 426 487 913 581 528 1109 8434 9093 17527 All PG Students 352 329 681 311 175 486 84 171 255 115 40 155 17 9 26 91 296 387 0 0 0 64 29 93 181 116 297 1215 1165 2380 All PG Students 245 254 499 409 276 685 65 183 248 125 31 156 7 5 12 79 253 332 0 0 0 53 37 90 170 121 291 1153 1160 2313 2006 1498 1867 3365 2852 3677 6529 413 1043 1456 2390 660 3050 540 301 841 565 1384 1949 135 138 273 514 489 1003 790 665 1455 9697 10224 19921 TOTAL 2007 1217 1746 2963 3046 3903 6949 395 966 1361 2564 748 3312 560 352 912 575 1365 1940 0 0 0 479 524 1003 751 649 1400 9587 10253 19840


PROFILE OF REGISTERED STUDENTS 2006 AND 2007 HEADCOUNT OFF-CAMPUS SUBSIDY STUDENTS Table 1b: Gender, Faculty and Academic level - Off-Campus Subsidy Students (Subsidy Type B)


POSTGRADUATE 2006 2007 2006



First Time All UG UG Students Students ARTS MALE FEMALE All Genders BUSINESS AND ECONOMIC SCIENCES MALE FEMALE All Genders EDUCATION MALE FEMALE All Genders HEALTH SCIENCES MALE FEMALE All Genders ALL FACULTIES MALE FEMALE TOTAL 0 0 0 0 0 0 12 35 47 0 0 0 12 35 47 10 43 53 0 0 0 1267 2799 4066 6 3 9 1283 2845 4128

First Time All UG UG Students Students 0 0 0 0 0 0 37 530 567 0 0 0 37 530 567 0 0 0 0 0 0 1031 2585 3616 2 1 3 1033 2586 3619

All PG Students 0 0 0 19 4 23 74 188 262 0 0 0 93 192 285

All PG Students 0 0 0 16 2 18 69 179 248 0 0 0 85 181 266 10 43 53 19 4 23 1341 2987 4328 6 3 9 1376 3037 4413 0 0 0 16 2 18 1100 2764 3864 2 1 3 1118 2767 3885


PROFILE OF REGISTERED STUDENTS 2006 AND 2007 HEADCOUNT NON-SUBSIDY STUDENTS Table 1c: Gender, Faculty and Academic level - Non-Subsidy Students (Subsidy Type C)


POSTGRADUATE 2006 2007 2006




UG First Time All UG Students Students 6 18 24 0 1 1 38 30 68 1 0 1 1 5 6 22 4 26 68 58 126 0 0 0 0 0 0 14 20 34 0 0 0 0 0 0 0 0 0 14 20 34

UG All Students 0 7 7 2 0 2 21 23 44 0 0 0 0 0 0 25 0 25 48 30 78

PG All Students 2 1 3 0 0 0 0 0 0 0 0 0 0 0 0 5 3 8 7 4 11

PG 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 8 19 27 0 1 1 38 30 68 1 0 1 1 5 6 27 7 34 75 62 137 0 8 8 2 0 2 21 23 44 0 0 0 0 0 0 25 0 25 48 31 79


PROFILE OF REGISTERED STUDENTS 2006 AND 2007 HEADCOUNT ALL STUDENTS Table 1d: Gender, Faculty and Academic level - Contact,Off-campus & Non Subsidy Students (Subsidy Type A,B,C) UNDERGRADUATE 2006 First Time All UG Students Students ARTS MALE FEMALE All Genders BUSINESS AND ECONOMIC SCIENCES MALE FEMALE All Genders EDUCATION MALE FEMALE All Genders ENGINEERING, THE BUILT ENVIRONMENT & IT MALE FEMALE All Genders GEORGE CAMPUS MALE FEMALE All Genders HEALTH SCIENCES MALE FEMALE All Genders HIGH EDUC ACCESS & DEV (HEADS) MALE FEMALE All Genders LAW MALE FEMALE All Genders SCIENCE MALE FEMALE All Genders ALL FACULTIES MALE FEMALE TOTAL 306 422 728 605 815 1420 60 138 198 543 148 691 149 106 255 106 217 323 129 132 261 72 77 149 161 142 303 2131 2197 4328 2007 UG First Time All UG Students Students 1162 1599 2761 2541 3503 6044 1596 3671 5267 2313 650 2963 523 292 815 481 1091 1572 136 143 279 450 460 910 631 553 1184 9833 11962 21795 251 451 702 608 802 1410 83 678 761 654 190 844 154 119 273 104 221 325 0 0 0 51 90 141 151 126 277 2056 2677 4733 POSTGRADUATE 2006 UG All Students 972 1499 2471 2639 3627 6266 1361 3368 4729 2460 740 3200 553 347 900 498 1113 1611 0 0 0 426 487 913 606 528 1134 9515 11709 21224 2007 2006 PG All Students 354 330 684 330 179 509 158 359 517 115 40 155 17 9 26 91 296 387 0 0 0 64 29 93 186 119 305 1315 1361 2676 PG 245 255 500 425 278 703 134 362 496 125 31 156 7 5 12 79 253 332 0 0 0 53 37 90 170 121 291 1238 1342 2580 1516 1929 3445 2871 3682 6553 1754 4030 5784 2428 690 3118 540 301 841 572 1387 1959 136 143 279 514 489 1003 817 672 1489 11148 13323 24471 1217 1754 2971 3064 3905 6969 1495 3730 5225 2585 771 3356 560 352 912 577 1366 1943 0 0 0 479 524 1003 776 649 1425 10753 13051 23804 2007 TOTAL


PROFILE OF REGISTERED STUDENTS 2006 AND 2007 HEADCOUNT CONTACT SUBSIDY STUDENTS Table 2a: Race, Faculty and Academic level - Contact Subsidy Students (Subsidy Type A) UNDERGRADUATE 2006 First Time All UG UG Students Students ARTS AFRICAN COLOURED INDIAN WHITE UNKNOWN TOTAL AFRICAN COLOURED INDIAN WHITE TOTAL AFRICAN COLOURED INDIAN WHITE TOTAL AFRICAN COLOURED INDIAN WHITE TOTAL AFRICAN COLOURED INDIAN WHITE TOTAL AFRICAN COLOURED INDIAN WHITE TOTAL 297 86 16 323 1 723 834 196 27 363 1420 35 38 2 76 151 314 75 9 241 639 86 52 3 114 255 124 54 14 131 323 1297 307 50 1029 1 2684 3541 923 154 1425 6043 652 231 17 301 1201 1631 347 62 855 2895 280 97 4 434 815 670 327 72 493 1562 2007 First Time All UG UG Students Students 310 71 8 313 0 702 905 199 24 282 1410 74 35 4 81 194 499 88 9 214 810 108 61 0 104 273 161 38 7 119 325 1181 268 32 983 0 2464 3880 954 150 1280 6264 577 212 16 308 1113 1920 360 54 822 3156 318 131 2 449 900 774 294 69 471 1608 POSTGRADUATE 2006 All PG Students 420 63 15 183 0 681 165 65 27 229 486 143 56 9 47 255 58 9 3 85 155 1 2 0 23 26 144 62 18 163 387 2007 All PG Students 261 63 14 161 0 499 341 71 27 246 685 114 63 12 59 248 67 8 5 76 156 0 1 0 11 12 125 45 19 143 332 TOTAL 2006 1717 370 65 1212 1 3365 3706 988 181 1654 6529 795 287 26 348 1456 1689 356 65 940 3050 281 99 4 457 841 814 389 90 656 1949 2007 1442 331 46 1144 0 2963 4221 1025 177 1526 6949 691 275 28 367 1361 1987 368 59 898 3312 318 132 2 460 912 899 339 88 614 1940







PROFILE OF REGISTERED STUDENTS 2006 AND 2007 HEADCOUNT CONTACT SUBSIDY STUDENTS Table 2a (continued): Race, Faculty and Academic level - Contact Subsidy Students (Subsidy Type A) UNDERGRADUATE 2006 First Time All UG UG Students Students HIGH EDUC ACCESS & DEV (HEADS) AFRICAN COLOURED INDIAN WHITE TOTAL AFRICAN COLOURED INDIAN WHITE TOTAL AFRICAN COLOURED INDIAN WHITE TOTAL AFRICAN COLOURED INDIAN WHITE UNKNOWN TOTAL 184 33 11 28 256 63 30 7 49 149 156 32 2 103 293 2093 596 91 1428 1 4209 195 35 12 31 273 460 177 31 242 910 676 118 24 340 1158 9402 2562 426 5150 1 17541 2007 First Time All UG UG Students Students 0 0 0 0 0 83 21 5 32 141 156 22 6 93 277 2296 535 63 1238 0 4132 0 0 0 0 0 486 166 36 225 913 661 98 26 324 1109 9797 2483 385 4862 0 17527 POSTGRADUATE 2006 All PG Students 0 0 0 0 0 43 10 3 37 93 103 26 9 159 297 1077 293 84 926 0 2380 2007 All PG Students 0 0 0 0 0 44 11 3 32 90 108 25 12 146 291 1060 287 92 874 0 2313 TOTAL 2006 195 35 12 31 273 503 187 34 279 1003 779 144 33 499 1455 10479 2855 510 6076 1 19921 2007 0 0 0 0 0 530 177 39 257 1003 769 123 38 470 1400 10857 2770 477 5736 0 19840










PROFILE OF REGISTERED STUDENTS 2006 AND 2007 HEADCOUNT OFF-CAMPUS SUBSIDY STUDENTS Table 2b: Race, Faculty and Academic level - Off-campus Subsidy Students (Subsidy Type B) UNDERGRADUATE POSTGRADUATE 2006 2007 2006 2007 First Time All UG First Time All UG All PG All PG UG Students Students UG Students Students Students Students AFRICAN 0 53 0 0 0 0 COLOURED 0 0 0 0 0 0 INDIAN 0 0 0 0 0 0 WHITE 0 0 0 0 0 0 TOTAL 0 53 0 0 0 0 AFRICAN 0 0 0 0 4 3 COLOURED 0 0 0 0 7 6 INDIAN 0 0 0 0 0 0 WHITE 0 0 0 0 12 9 TOTAL 0 0 0 0 23 18 AFRICAN 29 3731 560 3320 238 216 COLOURED 3 101 5 66 22 27 INDIAN 2 113 1 118 2 5 WHITE 13 117 1 112 0 0 UNKNOWN 0 4 0 0 0 0 TOTAL 47 4066 567 3616 262 248 AFRICAN 0 9 0 3 0 0 COLOURED 0 0 0 0 0 0 INDIAN 0 0 0 0 0 0 WHITE 0 0 0 0 0 0 UNKNOWN 0 0 0 0 0 0 TOTAL 0 9 0 3 0 0 29 3793 560 3323 242 219 AFRICAN 3 101 5 66 29 33 COLOURED 2 113 1 118 2 5 INDIAN 13 117 1 112 12 9 WHITE 0 4 0 0 0 0 UNKNOWN 47 4128 567 3619 285 266 TOTAL

TOTAL 2006 53 0 0 0 53 4 7 0 12 23 3969 123 115 117 4 4328 9 0 0 0 0 9 4035 130 115 129 4 4413 2007 0 0 0 0 0 3 6 0 9 18 3536 93 123 112 0 3864 3 0 0 0 0 3 3542 99 123 121 0 3885









PROFILE OF REGISTERED STUDENTS 2006 AND 2007 HEADCOUNT NON-SUBSIDY STUDENTS Table 2c: Race, Faculty and Academic level - Non-Subsidy Students (Subsidy Type C) UNDERGRADUATE POSTGRADUATE 2006 2007 2006 2007 First Time All UG First Time All UG All PG All PG UG Students Students UG Students Students Students Students 5 24 0 7 0 AFRICAN COLOURED 0 0 0 0 0 0 0 0 0 0 INDIAN 0 0 0 0 3 WHITE 5 24 0 7 3 TOTAL 0 1 0 1 0 AFRICAN 0 0 0 0 0 COLOURED 0 0 0 0 0 INDIAN WHITE 0 0 0 1 0 0 1 0 2 0 TOTAL 28 40 13 19 0 AFRICAN 3 3 6 6 0 COLOURED 1 1 0 1 0 INDIAN 19 23 15 18 0 WHITE UNKNOWN 1 1 0 0 0 TOTAL 52 68 34 44 0 AFRICAN 0 1 0 0 0 0 0 0 0 0 COLOURED 0 0 0 0 0 INDIAN 0 0 0 0 0 WHITE 0 1 0 0 0 TOTAL 4 5 0 0 0 AFRICAN COLOURED 1 1 0 0 0 0 0 0 0 0 INDIAN 0 0 0 0 0 WHITE 5 6 0 0 0 TOTAL 2 3 0 7 2 AFRICAN 2 6 0 5 0 COLOURED 1 1 0 2 0 INDIAN WHITE 5 16 0 11 6 10 26 0 25 8 TOTAL 39 74 13 34 2 AFRICAN 6 10 6 11 0 COLOURED 2 2 0 3 0 INDIAN 24 39 15 30 9 WHITE 1 1 0 0 0 UNKNOWN 72 126 34 78 11 TOTAL

TOTAL 2006 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 1 24 0 0 3 27 1 0 0 0 1 40 3 1 23 1 68 1 0 0 0 1 5 1 0 0 6 5 6 1 22 34 76 10 2 48 1 137 2007 8 0 0 0 8 1 0 0 1 2 19 6 1 18 0 44 0 0 0 0 0 0 0 0 0 0 7 5 2 11 25 35 11 3 30 0 79


PROFILE OF REGISTERED STUDENTS 2006 AND 2007 HEADCOUNT ALL STUDENTS Table 2d: Race, Faculty and Academic level - Contact,Off-campus & Non Subsidy Students (Subsidy Type A,B,C) UNDERGRADUATE 2006 First Time All UG UG Students Students 302 86 16 323 1 728 834 196 27 363 1420 64 41 4 89 0 198 342 78 10 260 1 690 86 52 3 114 255 124 54 14 131 0 323 2007 First Time All UG UG Students Students 310 1188 71 268 8 32 313 983 0 0 702 2471 905 3881 199 954 24 150 282 1281 1410 6266 634 3897 40 278 5 134 82 420 0 0 761 4729 512 1939 94 366 9 55 229 840 0 0 844 3200 108 318 61 131 0 2 104 449 273 900 161 777 38 294 7 69 119 471 0 0 325 1611 POSTGRADUATE 2006 All PG Students 420 63 15 186 0 684 169 72 27 241 509 381 78 11 47 0 517 58 9 3 85 0 155 1 2 0 23 26 144 62 18 163 0 387 2007 All PG Students 262 63 14 161 0 500 344 77 27 255 703 330 90 17 59 0 496 67 8 5 76 0 156 0 1 0 11 12 125 45 19 143 0 332 TOTAL 2006 1794 370 65 1215 1 3445 3711 995 181 1666 6553 4764 410 141 465 4 5784 1729 359 66 963 1 3117 281 99 4 457 841 824 389 90 656 0 1959 2007 1450 331 46 1144 0 2971 4225 1031 177 1536 6969 4227 368 151 479 0 5225 2006 374 60 916 0 3356 318 132 2 460 912 902 339 88 614 0 1943








1374 307 50 1029 1 2761 3542 923 154 1425 6044 4383 332 130 418 4 5267 1671 350 63 878 1 2962 280 97 4 434 815 680 327 72 493 0 1572


PROFILE OF REGISTERED STUDENTS 2005 AND 2006 HEADCOUNT ALL STUDENTS Table 2d (continued): Race, Faculty and Academic level - Contact,Off-campus & Non Subsidy Students (Subsidy Type A,B,C) UNDERGRADUATE 2005 First Time All UG UG Student Students 188 200 34 36 11 12 28 31 261 279 63 460 30 177 7 31 49 242 149 910 158 679 34 124 3 25 108 356 303 1184 2161 13269 605 2673 95 541 1465 5306 2 6 4328 21795 2006 First Time All UG UG Student Students 0 0 0 0 0 0 0 0 0 0 83 486 21 166 5 36 32 225 141 913 156 668 22 103 6 28 93 335 277 1134 2869 13154 546 2560 64 506 1254 5004 0 0 4733 21224 POSTGRADUATE 2005 All PG Students 0 0 0 0 0 43 10 3 37 93 105 26 9 165 305 1321 322 86 947 0 2676 2006 All PG Students 0 0 0 0 0 44 11 3 32 90 108 25 12 146 291 1280 320 97 883 0 2580 TOTAL 2005 200 36 12 31 279 503 187 34 279 1003 784 150 34 521 1489 14590 2995 627 6253 6 24471 2006 0 0 0 0 0 530 177 39 257 1003 776 128 40 481 1425 14434 2880 603 5887 0 23804







Appendix 2: Qualifications completed in 2007

10 11 4 17 43 15 24 48 24 3 38 33 65 1 30 34 23 12 39 56 23 13 9 17 6 8 26 1 22 49 1 207 1 1 22 1 31 23 1 8 63 4 4 24 13 55 1 28 4

T6 V V0 V3 V6 V8 X8 Y4 Z2


14 13 17 88 7 6 14 15 1 1371


1 2 4 1 14 34 1 4 61

15 14 7 35 17 30 15 48 85 43 16 19 22 1 7 7 27 7 4 1 341 5 16 1 11 5 13 4 1 1

F2 FB FG I8 IE JI LJ LK LM LO LQ LR LS N0 ND NE NL NV PO Q R RA RB T T1 T8 T9 TL U U1 U4 U7 V1 V2 V4 V7 V9 VJ W0 W1 X0 X6 X7 X9 Y5


8 2 7 19 6 3 37 45 7 2 2 49 11 75 22 15 97 9 7 50 173 17 37 9 8 14 12 2 19 20 2 2 5 22 29 1 5 3 2 15 8 21 6 3 6 1732


43 2

6I 6J D E H I J LN O


5 1 107 8 42 5 2 17 91 323 3 4 28 9 3 1 1 10 4 5 1 1 1 2 1 53 1 4 24 2 1 1 11 24 1 1 12 7 1 6 8 7 4 5 1 6 2 1 257 11 1


AA D+ F+ H+ HC JJ JZ M+ W8


1 10 1 4 1 1 1 2 2 35


1 1654 239 1 1895

254 4 258

41 41

3 3


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