Page 172 - UniZulu Annual Report 2020

• Retains its goal to offer various comprehensive university-type programmes in specialised Science, Engineering and Technology, Life Sciences and Economic and Business Studies areas without turning a blind eye to socially relevant Humanities and Social Sciences programmes
Based on UNIZULU’s definition, transformation is an integral part of its mandate and core business. It is for this reason that UNIZULU cannot hold a separate programme of transformation outside the extant programmes for teaching and learning; research and innovation; community engagement and societal development. Understanding the context, which shapes UNIZULU’s conceptualisation of transformation, provides an in-depth elaboration on this definition of transformation.
UNIZULU’s ITP 2017-2021 is an enhancement of the ITP of 2014. The ITP is founded on the UNIZULU Strategic Plan 2016-2021, which outlines the vision and priorities of the University and the UNIZULU Improvement Plan of 2018, which was developed as a response to the CHE Special Audit recommendations of 2017, and the South African Human Rights Commission Report on Transformation at Public Universities in South Africa 2014. In addition to these, reference can be drawn from different government prescripts that guide transformation in HEIs. The following are key focus areas for ITP:
(a) Student Centeredness – The state of responsiveness
of the University to meet the learning needs of students
based on their levels of readiness.
(b) Student Graduateness – Production of graduates
who fulfil various roles as professionals and members of civil society with a balanced set of attributes such as critical thinking, being attuned to cultural diversity and indigenous knowledge, understanding of social justice and human rights, leadership skills and a strong sense of ethics and integrity.
(c) Africanisation (and Decolonisation) and Curriculum Renewal – A firm contextualisation of curriculum content and universal knowledge paradigms to local needs and perspectives. Contextualisation calls for the inclusion of local and indigenous knowledge systems during content selection and the use of local examples and situations as examples and simulation initiatives.This shall be achieved through systematic curriculum renewal; epistemological transformation; the use of innovative pedagogies and the creation of an institutional culture that values local knowledge systems.
(d) Research and an Engaged Global University – Responsiveness to the local and regional context
remains a paramount guiding principle for the University. The location in the uMhlathuze Municipality and its rurality positions the University for profound impact in the achievement of national economic growth goals, enhancement of social development, and the production of knowledge that has a direct impact on rural and semi- urban communities that the University serves.
(e) Intellectual Mobilisation of Staff and Students through Institutional Culture – Institutional culture finds expression through a set of shared values, ideological beliefs and assumptions, policies and procedures, systems and day to day practices and long- term practices that shape organisational behaviour and one’s experiences. Issues of institutional reputation and credibility are addressed as part of this priority while they also find vivid expression through teaching and learning, research and innovation and community engagement priorities.
(f) Transformation of Institutional Planning, Systems and Processes – The University commits to the repositioning of its systems, services and processes to promote effectiveness, efficiency and advanced institutional credibility through:
• Planning of equity and talent management
• Enrolment planning and PQM
• Improvement of staff and student services
• Establishment of complaint management
mechanisms
• Arrangement of student accommodation
• Delegation of authority
• Development of diversity in University committees
• The use of ICTs for organisational effectiveness
• Development of policies and procedures
PROGRESS ON TRANSFORMATION –
DHET BAROMETER
This section uses the barometer to measure progress made by the University. Reporting areas as stipulated in the barometer are used to determine progress.
Institutional Culture
(i) Governance, Leadership and Management
• Transformation Statement or Charter – The transformation charter was developed in 2018. The charter has commitments and pledges by the University that focus specifically on areas of institutional culture, social justice and human rights. This statement emanates directly from the ITP.
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