Page 152 - UniZulu Annual Report 2020

TRANSFORMATION AND SOCIAL
INCLUSION
As evidenced in the full Transformation Report, UNIZULU has made great strides in developing social justice. Policies aimed at the prevention of sexual harassment, gender-based violence and anti-discrimination were developed and various campaigns and workshops were launched to ensure that staff and students were informed of the new policies and procedures. UNIZULU’s Culture Diversity Day was aimed at promoting respect for diversity in terms of different social, ethnic and racial groups. The introduction of the UNIZULU 101 Programme was another innovative way in which UNIZULU embraced institutional climate change. A student disability laboratory was refurbished in collaboration with MTN and plans for student residences have been developed as part of UNIZULU’s comprehensive campus development drive. The University’s seminar on Africanisation and Rurality discussions is in line with the vision to establish a comprehensive rural university. The University developed a three-year strategy for CSIRD and the University started with the integration of IKS into the research and innovation rectorate as part of a drive to develop these through scholarly research. The Equity Plan, Talent Management Framework, Performance Management System and various reviewed policies aimed at recruitment, selection, training and development as well as academic promotions, which all play a critical role in UNIZULU’s drive towards a diverse workforce with an established Transformation and Social Inclusion Committee that governs the implementation of the Transformation Plan.
CONCLUDING REMARKS
The University successfully integrated the core functions of the Institution in a holistic system to enhance strategic objectives and to ensure quality and efficiencies across all faculties. UNIZULU achieved its strategic objectives during the year under review and in addition addressed all past inefficiencies, as evidenced by progress reports submitted to CHE.
Performance management has been institutionalised and UNIZULU continues to strive towards reducing vacancy rates and employing high-calibre staff. The revised Employment Equity Policy, Talent Management Policy and learning and development policies further highlight UNIZULU’s drive towards transformation at a senior level. In addition, staff development remains key as well as the focus to enhance women leadership at all levels.
Student enrolment and success rates have been encouraging, with UNIZULU meeting its predetermined targets. Strategic analysis of University data assisted academic leaders and executives to take strategic decisions informed by accurate data. In addition, the University has had a consistent, positive achievement of maintaining an error-free student, staff and postdoctoral fellowship HEMIS database for a third year in a row. The University continued to use innovative pedagogies and best practice in teaching and learning and research and innovation, with a view to enhance quality and improve student experiences. The Student Services, Healthcare and Sports departments all contribute to the well-being of their students. Planned ICT development, security development and infrastructure development will all contribute to a broader and better student experience in 2020.
Prof. X. Mtose Vice-Chancellor
UNIVERSITY OF ZULULAND ANNUAL REPORT 2020
1 5 0