. The national average of the throughput rate of 22% seemed to be the norm amongst the delegation of the university and the department. . The academic staff of the university did not reflect the demographics of the university and there were inadequate plans to rectify this situation. . There is a serious challenge of capping students in the faculty of business management studies to increase the capacity of other faculties such as informatics and design. This creates a major challenge as most students are transferred to short courses without any financial support or accommodation. . The university is currently in a process of constructing a student residence that will consist of 520 beds. Accommodation in the university is a major challenge and the university intends to address the situation by either purchasing residential buildings or by constructing more residential properties. . The university was not allocated the recapitalisation funding to improve its infrastructure capacity and this had a negative impact in the development of the university's outlook as a newly merged institution. . There was no database to track the statistics of drop-outs or graduates. . The human factor is the key challenge delaying the progress of the merger. This is a common challenge experienced by other merged institutions in the country. . Young black academic staff are often attracted to lucrative remuneration in the private sector which leads to the decline in the growth of black academic staff. . There is insubordination from line managers' in relation to top management in terms of decision making. . FET colleges are still regarded as a last option and they are only considered when student are declined at universities.