Page 126 - UniZulu Annual Report 2020

REPORT FROM THE VICE-CHANCELLOR
ON MANAGEMENT AND ADMINISTRATION
The University continued striving for academic excellence and service delivery by consolidating its strategic choices; reinstating excellence in institutional administration, management and governance; infusing academic renewal; and supporting quality enhancement initiatives.
The 2020 APP presents a comprehensive management in 2018, UNIZULU has been able to effectively
framework of how the University operationalised its Strategic Plan 2016-2021. The COVID-19 pandemic may have influenced the norm, but
UNIZULU swiftly adapted its academic calendar to overcome the challenges posed by the pandemic and UNIZULU was still able to deliver most of the planned objectives for the year, albeit via different pathways in line with regulations. The Performance Assessment Report of this Annual Report fully demonstrates UNIZULU’s achievements against the predetermined objectives. This report provides a brief overview of UNIZULU’s administration management during the year under review, commencing with a self-assessment overview of performance as Vice-Chancellor.
STRATEGIC LEADERSHIP
As UNIZULU nears the end of the Strategic Plan, engagements with various internal stakeholders are underway to determine the strategic direction of the Institution from 2021 and beyond. Since the adoption of the Strategic Plan, UNIZULU has actively pursued the six strategic goals and accompanying objectives in its drive to become the leading comprehensive university in South Africa. One objective has been to build competent management and leadership teams with clear key process areas (KPAs) for each executive. With the introduction and institutionalisation of performance
retain and attract a high-calibre management team that has worked tirelessly to achieve the University’s vision and mission. This is evidenced in UNIZULU’s achievement of the key performance objectives (KPOs) as set out in the annual reports from 2016 to date. Not only has the Institution been able to attract and retain executive management, but also senior academic leadership in faculties and support departments. The reduced vacancy rate at 19.5%, compared to 32.9% in 2015, is evidence that UNIZULU’s attraction and retention strategies are bearing fruit. Transformation is embedded in the Institutions’ strategy and effective recruitment and development of staff have been a priority with academic promotions contributing towards recognition of staff performance.
ACADEMIC LEADERSHIP
Re-imagining UNIZULU has been a priority discussion point aimed at preserving the unique heritage of the Institution while operating in a global context. Much emphasis has been on the revision of the academic structure to enhance the scholarship of teaching and learning. The creation of a broad spectrum of programmes with the characteristics of a comprehensive university remained a strategic focus in 2020, with various programmes being developed by the Institution. As evidenced in the Performance Report
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