1. The Situation at the University of Fort Hare
The destruction and violence that have engulfed the University of Fort Hare in recent days are deeply tragic. A university should be a space of learning, hope, and progress, not one of fear and destruction. The burning of buildings, the intimidation of staff, and the disruption of teaching and learning cannot and will never be justified.
What has happened at Fort Hare is not protest; it is criminal. It destroys opportunity, erodes confidence, and undermines the dreams of thousands of young people who look to education as their only chance for a better life.
We are working closely with the South African Police Service, the Eastern Cape government, and the university’s security teams to restore calm and protect students and staff. I commend the Premier of the Eastern Cape, Mr Oscar Mabuyane and his team for their swift efforts to stabilise the situation.
Our immediate priority is to ensure that the academic programme resumes within the coming week. I had a productive meeting with the University Council yesterday and I’ve directed the University Council and management to put in place all necessary measures to reopen the institution safely and allow teaching and learning to continue, including temporary online modalities where required. Students must be able to complete their studies in peace and safety. That is a non-negotiable. The university must ensure that the academic year is not put in jeopardy.
Beyond the immediate crisis, I have asked the University Council to deeply reflect on a number of critical issues when they meet on Sunday, including the state of governance and leadership, the role and status of the SRC, the institutional culture of the university, the concerns raised about the Vice-Chancellor’s contract and the in-sourcing of workers.
In the coming week, I will respond in greater detail to the feedback received from the Ministerial team led by Professor Ahmed Bawa, which has been engaging students, staff, and other stakeholders over the past several days. Their work is central to shaping the next phase of our intervention. For now, I call on all members of the Fort Hare community to act with restraint, to reject violence, and to protect the future of this historic institution. We cannot rebuild the University of Fort Hare with bricks and budgets alone. We must rebuild it with integrity, compassion, and a shared commitment to its founding purpose, the advancement of knowledge and the liberation of the human spirit.
We must remember that the situation at Fort Hare, is not a new matter. Over the past three years, the UFH has been plagued by cycles of violent episodes on campus. Notwithstanding the stakeholder engagements held for some time through the
Department, Portfolio Committee and SAPS violent responses persist. We have to end this.
2. The Department’s 2024/25 Annual Report
2.1 Achievements
Through the Department’s tabled 2024/25 Annual Report, in Parliament, we reflect on the broader state of our higher education and training system. This report marks not only the conclusion of a financial year but also the end of the sixth administration. It therefore carries dual significance: it accounts for our performance over the past year and signals the direction of our transition into the next reporting cycle. In this new phase, our task is clear - to build a fit-for-purpose Department that drives an integrated, accountable, and effective Post-School Education and Training (PSET) system.
The department functions primarily as a policy and oversight authority, executing its mandate through a network of institutions and entities. Our responsibilities include developing legislation and policy, providing funding, facilitating partnerships, overseeing infrastructure expansion, and conducting monitoring and evaluation.
We must remember that the PSET system remains functional:
- Universities produce about 220 000 graduates annually.
- The public universities have more than a million students. Together with the private higher education institutions, this figure is approximately 1.3 million.
- TVET sector has about 520 000 students
- Approximately 20 000 artisans are produced by the system annually.
- Irregular expenditure was reduced from R243 million to R175 Million.
- Fruitless and wasteful expenditure was reduced from R113 – R87 Million.
On SETAs
- SETAs were allocated a total budget of R 2.3 billion.
- 39% received unqualified audit without findings
- 25% unqualified with findings.
- 93% of SETAs submitted financial statement timely.
The department has recorded tangible achievements:
- Procurement transformation: 81.9% of spend directed to black-owned businesses (target 70%), 48.6% to women-owned (target 40%), 30.6% to youth-owned (target 30%), and 57.3% to SMMEs (target 30%);
- Financial discipline: R136.77 billion spent — a 99.9% expenditure rate;
- Audit outcomes: The Department received an unqualified audit opinion with findings; and
- University Education Programme: Representing over 80% of our budget, achieved an unqualified outcome, demonstrating fiscal stability and control.
During the 2024/25 financial year, the department planned 94 performance targets and achieved 46, a 49% achievement rate. This outcome is concerning, particularly in the final year of the 2019–2024 Medium-Term Strategic Framework. This calls for a comprehensive review of our implementation strategies and operational design, to identify the root causes of under-performance and correct them decisively.
2.2 Oversight and findings of the Auditor General
The Auditor-General of South Africa (AGSA) made several observations that must now guide our reform agenda. The AG cautioned against the removal of key performance indicators that capture strategic impact and found that the Department had not implemented adequate internal controls to safeguard the integrity of reported achievements. Deficiencies were noted in how performance data were recorded, measured, and supported — compromising reliability. These weaknesses reduced the confidence of audit results and must now be corrected urgently.
2.3 Strengthening Leadership and Accountability
An optimally functioning department is essential to a functioning PSET system. For several years, we have spoken about reorganising the department to ensure that its structure and systems fully align with its mandate. That work must now move decisively from aspiration to implementation. Our leadership, management, and operational frameworks must reflect the department’s central role in coordinating and steering the PSET system with the right people, in the right positions, guided by a culture of integrity, consequence management, and results.
At all our entities, both at executive and accounting-authority levels, leadership must take collective ownership of institutional health and financial sustainability. While Chief Financial Officers safeguard financial systems, accountability for governance and performance rests with the entire leadership collective led by the Director-General. Where maladministration or negligence is detected, consequence management will be enforced without fear or favour.
2.4. Our Response: Acting Decisively
We accept the Auditor-General’s findings in full — and more importantly, we are acting on them. The Department has:
- Initiated a comprehensive internal-control improvement plan to strengthen data integrity and performance monitoring;
- Begun redefining performance indicators and Technical Indicator Descriptions to ensure precision and alignment with outcomes;
- Introduced training for programme and entity managers to standardise reporting and improve compliance; and
- Enhanced the Oversight and Performance Monitoring Unit to verify evidence before submission.
As the department, we are aware that much is yet to be done. Though not exhaustive, we developed an implementation plan to fill vacant posts; improve our outdated and compromising systems; and sharpen our oversight role on PSET entities. We have transitioned to Medium Term Development Plan, grounded on smart targets as our commitment to change. The department has also developed an audit action plan based on the Auditor-General’s findings, these will make sure that we not only address findings, but ,more importantly prevent reccurrence. These steps form part of our broader commitment to institutional renewal and professionalisation within the department.
3. Building a PSET system that works
Two months ago, I outlined five strategic pillars for turning around the sector: economic renewal, a green just transition, building public-sector capacity, research and innovation, and social inclusion.
The Annual Report confirms that aligning the Department’s work to these pillars is the right course.
In the year ahead, we will intensify efforts to build an integrated, functional, and accountable PSET system, not through fragmented interventions, but through structural alignment, capable leadership, and a culture of performance integrity.
Our priorities are to:
- Build a fit-for-purpose Department that is efficient, ethical, and responsive;
- Strengthen governance, monitoring, and evaluation across all PSET institutions; l Ensure accurate data, credible evidence, and non-negotiable accountability; and l Protect public funds and enforce consequences where wrongdoing oocurs.
4. Conclusion: Restoring Trust and Delivery
Our PSET system must inspire confidence among students, staff, partners, and the public. Through transparent reporting, ethical leadership, and measurable delivery, we will rebuild trust and ensure that higher education and training remains a cornerstone of South Africa’s transformation and development.
We have stabilised our finances , now we must stabilise our performance.
The next audit must tell a story of renewal, and enhanced performance, not repetition. And as we rebuild the Department, we must also rebuild trust in our institutions, from Fort Hare to every college, university, and skills centre across the country.
The future of our nation depends on it.
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