Univen and #FeesMustFall
1.10 Future Infrastructure Projects
Proposed New Buildings Graduation Hall New Lecture Theatres New Management Sciences Extension to Library
Proposed new Buildings (cont). Buildings for Engineering and Law New Offices Extension to Student Administration Building New Science Park
Proposed new Buildings (cont). New entrance for Punda Maria Gate New ICT Building
1.11 ICT in support of Core Project
Broadband at University of Venda 1. Univen Broadband growth: • 8mbps in 2008; • 12mbps in 2010; • 30mbps in 2011; • 45 mbps in July 2012; • 300mbps in November 2012; • 450mbps in 2013 and • 10gig from August 2015. 2. Wireless campus: 30mbps wireless. 4. Have requested Tenet for broadband to Vuwani
University of Venda “Smart University” Roadmap Creating Future Leaders Flexible, personalized Globally aware, locally relevant learning Employability 14K Students 800 Faculty and staff >R337M Infrastructure project
Univen Wi-Fi Network
Univen Tablet Handout School of Agriculture students awaiting the delivery process to commence. The first 2000 tablets delivered 20 Staff members trained to capture required information and register tablet
1.12 Ensuring a Safe and Secure Campus
Integrated Security Masterplan Security Network Masterplan Security System Masterplan
Protection Services State of the Art Control Room
Successes with our CCTV system Student stealing a cellphone Student stole tablet Student stole tablet and running away Student stealing a wallet
2. Univen’s Approach to #FeesMustFall and Insourcing
UNIVEN and the Future 1. Univen immediately formed Strategic Transformation Committee comprising members of Executive Management and Council to act as a Rapid Action Team as far as decision-making is concerned and providing mandates to Management 2. Univen immediately started with full assessment of funding and compiled a list of austerity measures 3. Univen decided that as far as Insourcing is concerned, that it be dealt with under the Univen wholly-owned subsidiary UIGC on the following terms: • Only if done under UIGC • Sectoral rates • UIGC assisted to cover costs of overheads such as staff and systems • Sector related Conditions of Service 4. Univen built scenarios
The University of Venda Turnaround Strategy Build 3 scenarios with two New World-Class Rural pillars each: University Financial sustainability and • access • Where do we want to be? Strategic Objectives Gap What is the current reality ?
The Life Cycle of Univen 1982 2015 2016/2017 1. 1. OPTIMUM 1. DISEQUILIBRIUM 1. DISEQUILIBRIUM STAGNATION AND EQUILIBRIUM BETWEEN BETWEEN CHALLENGE & HARDENING TOWARDS BETWEEN CHALLENGE RESPONSE CHANGE CHALLENGE & RESPONSE 2. 2. INABILITY IDENTIFY PROBABLE #FEESMUSTFALL; INSOURCING & RESPONSE CLEAR ACTIONS & DISINTEGRATION OF 2. RELIANCE ON PAST 2. OPTIMUM RESOURCE GOALS UNIVEN SUCCESS ALLOCATION & 3. 3. RESOURCE WASTE DUE ESCALATION OF CRISiS 3. STAGNATION DUE TO UTILISATION TO ERROR RATE 4. FLIGHT OF BEST STAFF LOSS OF FLEXIBILITY 3. DYNAMIC & ADAPTABLE 4. NEED GOAL CLARITY & 5. FRUSTRATION AMONGST 4. RESOURCE WASTE DUE 4. SELF-GENERATING PRIORITISED ACTION STAFF TO MAINTENANCE NEEDS MOMENTUM 6. MANAGEMENT BY CRISiS 5. UNWILLINGNESS TO 5. OPTIMUM CREATIVE 7. INEFFECTIVE RESPONSE INTRODUCE CHANGE RESPONSE TO HE CHALLENGES 6. LOSS OF CREATIVITY 6. ABILITY TO DISPLAY 8. SENSE OF CRISiS & LOSS 7. WE RUN THE RISK OF VERSATILITY OF DIRECTION POTENTIAL FUTURE DISINTEGRATION 8. APPEARANCE OF A FEW CREATIVE MIND PROPAGATING CHANGE
3. Impact on Univen’s Financial Sustainability and Student Access
THE TORTOISE SCENARIO: Maintain Status Quo leading to Eventual Demise of Univen 1. DISEQUILIBRIUM BETWEEN CHALLENGE & RESPONSE: Don’t plan effectively for impact of #FeesMustFall; Insourcing; no increase in 3 rd stream income; lack of office accommodation. 2. RELIANCE ON PAST SUCCESS: Accommodate and tolerate dead wood; ineffective performance management; culture of “entitlement”, no rationalization of departments, audit focus skew. 3. RESOURCE WASTE DUE TO MAINTENANCE NEEDS: Use maintenance funding for other purposes 4. UNWILLINGNESS TO INTRODUCE CHANGE: Inflexibility of HR; slow ICT uptake; backstabbing; favouritism. 5. LOSS OF CREATIVITY: No increase in productivity; no new interventions. 6. POTENTIAL FUTURE DISINTEGRATION: Best staff looking elsewhere. Staff growth continues. 7. APPEARANCE OF CREATIVE MINORITIES: Don’t listen to those who see warning signs such as low productivity, unnecessary appointments, no rationalization.
Income and Expenditure: 0% Increment and Business as Usual 1 650 000 1 450 000 1 250 000 1 050 000 R’000 850 000 650 000 450 000 250 000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Income 524 475 610 822 712 916 831 329 982 622 1 033 330 1 101 634 1 150 062 1 201 360 1 255 642 1 313 035 Expenditure 492 887 517 900 636 910 769 362 948 182 1 002 132 1 094 419 1 183 088 1 272 674 1 369 283 1 473 473 Surplus/( Deficit) 31 588 92 922 76 006 61 967 34 440 31 198 7 215 -33 026 -71 314 -113 641 -160 437
Assumptions – 0% Fee Increase and Business as Usual • State subsidies as expected to grow at 4% per annum. • Student enrolment figure is expected to grow by 500 annually which will results in a marginal increase of student tuition fees. • Other assumptions are as following: o Research is expected to grow by 5% year on year basis until 2021. o Income from other activities is expected to increase by 1% o Sales of goods and services is expected to increase by 5% going forward o Private gifts and donations will increase by 3% until 2021 o Interest on investments will decline due assuming that Univen will not have enough funds to invest. o Salaries are expected to increase by current adjustment of 8.5% per annum. o Staff costs rise to 62% of turnover. o Operating expenses will increase by 7%. o Income decrease with less investments and therefore less interest. o Expenditure increases with new buildings require support services, further utility usage and technology.
THE IMPALA SCENARIO: Flexible but vulnerable 1. DISEQUILIBRUIM BETWEEN CHALLENGES AND RESPONSES: Respond reactively to new challenges; slow down in appointments. 2. READING THE FUTURE: Narrow vision of the new future – not seen as disastrous but manageable. 3. INWARDLY FOCUSSED: Not enough momentum to balance inward focus with external impact factors; start rationalising some departments. 4. COMMUNICATION: Not enough visible and enthusiastic leadership to a compelling future; lag in internal communication and staff buy-in. 5. DISPARATE DEPARTMENTAL DEVELOPMENT: Silo development and pockets of excellence; cancellation of development of new programmes. 6. GOAL CLARITY: Goals are clear but progress to attain them indifferent.
Income and Expenditure: 6% Increment or Marginal Change 1 650 000 1 450 000 1 250 000 1 050 000 R’000 850 000 650 000 450 000 250 000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Income 524 475 610 822 712 916 831 329 982 622 1 061 505 1 159 190 1 228 136 1 280 483 1 341 380 1 408 990 Expenditure 492 887 517 900 636 910 769 362 948 182 1 002 132 1 079 319 1 166 768 1 246 296 1 331 386 1 422 426 Surplus/ ( Deficit) 31 588 92 922 76 006 61 967 34 440 59 373 79 871 61 368 34 187 9 994 -13 437
Assumptions 6% Fee Increase or Marginal Change • State subsidies as expected to grow at 5% per annum. • Receive HDI Fund 2017 – R46m; 2018 – R60m; 2019 – R54m; 2020 – R53m; 2021 – R55m • Student enrolment figure is expected to grow by 500 annually which will results in a marginal increase of student tuition fees. The annual increase is 6% • Other assumptions are as followings: o Research is expected to grow by 6% year on year basis until 2021. o Income from other activities is expected to increase by 2%. o Sales of goods and services is expected to increase by 5% going forward o Private gifts and donations will increase by 4% until 2021. o Interest on investments will decline due assuming that Univen will not have enough funds to invest. o Salaries are expected to increase by current adjustment of 7.0% per annum through lower increases. o Minor rationalisation move staff costs to 60% of turnover. o Operating expenses will increase by 7%. o Income decrease with less investments and therefore less interest. o Expenditure increases with new buildings require support services, further utility usage and technology. Decrease Utility cost per M² by 8%
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