Page 64 - DUT Annual Report 2020

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DURBAN UNIVERSITY OF TECHNOLOGY ANNUAL REPORT 2020
The attainment of sustainability objectives was monitored through regular internal reporting in 2020. This report of the Vice-Chancellor as well as the Annual Performance Assessment Report included in this Annual Report clearly indicate our achievements in this area.
FINANCIAL SUSTAINABILITY
Financial sustainability is a core component of the University and is therefore ingrained in DUT’s strategy ENVISION2030. Long-term financial planning becomes critical to ensure that the resources of the University are aligned to delivery of this strategy. As financial sustainability becomes more ingrained in the framework of the University, the importance of effectively monitoring our progress increases. The financial sustainability and performance of DUT are regularly reviewed by Council, along with reviewing objectives as part of the quarterly review of DUT’s action plan. Financial accountability of the University to its key stakeholders is critical.
At operational level, the University considers the allocation of its resources an integral part of sustainability. The University adopts an approach across the institution that supports the delivery of financial sustainability in all its activities. Our ability to attract students and staff from all areas of the country and abroad, through our Innovative Curricula and Research activities, is the base of our success. We make an impact in resolving challenges facing our country and the region through our world-recognised research and innovative teaching and learning, producing graduates with the attributes and competencies necessary for applying sustainability principles in their social welfare and professional lives.
The Resource Allocation Model was established in the previous year to determine the full cost of all activities in the University. This has pointed us to the real cost of the planned activities of the University and will allow for the management of these costs. The University is developing the financial modelling process, which will assist with long-term financial planning.
The University has a challenge to increase its other sources of income, to reduce reliance on its first and second income sources. The collection of student and other debt will go a long way to increasing sustainability. The budget of the University needs to start considering the surplus that will create sustainable reserves. A change in the operating model with a long-term view to strengthen financial sustainability may be necessary, particularly given the long-term implications of the
COVID-19 pandemic. As an example, the University did not achieve its target for third-stream income, although it is acknowledged that it still managed to improve upon its 2019 performance.
Our key opportunities and area of impact lie within our research and innovation capabilities, our students and the wider University’s contribution to society. In addition to this, is our plan to develop our infrastructure and increase the profile of our built estate activities. With approximately 3 000 staff and 34 000 students in the cities of Durban and Pietermaritzburg, the University has the potential for a strong positive impact upon society and the economy.
INFRASTRUCTURE,
MAINTENANCE AND GREENING
OF THE PLANET
In its consideration of the environment, the University has begun to focus on renewable energy sources. Seed funding has seen the start of these endeavours through installation of a pilot solar system. Our greening of the planet in this regard will extend to a feasibility study to determine the viability of the University becoming a producer of solar panels. In addition to solar considerations, there is a focus on water harvesting technologies and exploration of the utilisation thereof for consumption purposes.
All buildings have been subject to a Green Audit, that has resulted in a scope of work to enhance our contribution to reduced wastage and utilities use.
The University’s Council supports the infrastructure development and sustainability thereof, and this is evident in the approval of a multi-phased infrastructure development plan together with concomitant funding, which will make a reality ENVISION2030’s Strategic Objective of providing state-of-the-art infrastructure. In summary, approximately 26% of the approved budget will fund projects that will address the current maintenance backlog in various infrastructure assets that has been neglected over a number of years. Another critical area that the approved budget will help fund includes the upgrading of the existing bulk infrastructure (approximately 10%), that will ensure that future infrastructure investments are brought into use without the constraints of utilities (water, electricity, waste, roads). Integral in the design and upgrading of the teaching, learning and innovation facilities is a deliberate effort to ensure sustainable utilisation of natural and limited resources such as water and electricity.