Page 173 - UniZulu Annual Report 2020

The charter is popularised at every student or staff • engagement. Posters of the charter were developed
last year and they are awaiting authorisation for
display in strategic areas of the University.
Earmarked website for transformation – The website is a crucial tool for University members to be able to engage with the unit’s activities. This reporting area is being finalised by CMD.
• Executive Management Performance Agreements – As recommended by the CGE, the Vice-Chancellor and ED: Institutional Planning are accountable for transformation, hence they have this included in their performance agreements. However, as the transformation slogan says, everyone has a duty towards transformation, therefore, every person who has a managerial duty should have transformation as one of the KPAs in their performance contract.
• Suitably Qualified Director for Transformation Preferably Reporting Directly to theVice-Chancellor – The University appointed a Transformation Manager in June 2018, who reports to the ED: Institutional Planning. A benchmarking exercise has indicated that while some universities have opted to have a DVC: Transformation who is strictly responsible for transformation, most of them feature transformation under the Vice- Chancellor’s office.
• Dedicated Strategy, Structure, Goals and Budget Speaking to the Size of the Unit – The ITP responds to this requirement with set goals. On the size of the unit, universities with the least number of staff have only three while the maximum is 14. This is a major shortfall for UNIZULU that delays implementation.
(ii) Social Inclusion
Institutional Social Inclusion Policy and Projects – The Gender and Inclusivity Policy and Anti-Discrimination Policies have been drafted. They are both going through University structures for approval and address the recommendations of the SAHRC and CGE in terms of sexual harassment, LGBTIQ and student policies on disability and housing.The process of consultation on the Gender and Anti-Discrimination policies indicates a great need for committee members of the University to undergo diversity (particularly gender) training. Currently, there are only draft policies for student housing and student disability. Social inclusion programmes are done via lectures and debates. These are guided mainly by the calendar of significant dates that was issued by the DHET. Over the past two years, these engagements have opened spaces for dialogue on critical matters such as culture, ethnicity and sexualities. The UNIZULU 101 programme is a ground-breaking programme run by the CSIRD that addresses inclusion, human rights and social justice issues, among other things. Piloting of this programme began in 2020 with first years. Although disrupted by the closure of universities, the programme is back on track via online platforms. A Language Policy Implementation Plan has been
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UNIVERSITY OF ZULULAND ANNUAL REPORT 2020