Page 178 - UniZulu Annual Report 2020

GOAL
INTERVENTIONS
PROGRESS
4.3 The University will provide a clearing house of opportunities for funded research, scholarship,
and creative activities addressing diversity issues
Create a research database (products and funding opportunities) to facilitate diversity and social justice themed research
This process is still undergoing research to inform IP, Tech Transfer and commercial innovative research
Workshops are being held to promote externally funded innovate research
Actively promote the value of diversity and social justice themed research
MoU signed with TIA and ED-TIA to fund promising research in Chemistry, Biochemistry, Microbiology and Consumer Science at UNIZULU
4.4 The University will facilitate the diversification of knowledge, its producers and beneficiaries
Recruitment and research practices to be steered towards knowledge diversification through funding and support
Researchers are being connected to industry, municipal and other researchers. Training has been facilitated, paralleled with National Intellectual Property Management Office (NIPMO), TIA & ED-TIA seed funding linkages for UNIZULU innovative researchers
4.5 The University will put in place a programme to capacitate women and black academics to publish
Advance programme to capacitate young black and women academic/ researchers
Faculty based Women in Research mentor/mentee programme is being implemented
UCDP staff Capacity Development Initiative
4.6 UNIZULU will enter into meaningful partnerships in the region with local businesses, municipalities and communities, as
well as with recognised intellectual leaders in society and research organisations
Develop a programme for socially engaged research initiatives in the local and regional environment.
African languages, Information Science Studies, Recreation and Tourism and Sociology departments engage in WIL programmes with various organisations, as well as interdisciplinary collaboration MoU with RBIDZ
MILE
MoU with Traditional Houses
4.7 The University will reconceptualise and run the Centre for Rural Development
Develop a strategy and operational plans for the Centre. Raise funding for the Rural Development Centre
CSIRD has developed and circulated a three-year Strategic Plan in which there is a situational analysis as well as a strategy
and operational plan. CSIRD currently awaits comments from stakeholders within the University as well as the provincial Department of Agriculture and Rural Development (KZNDARD)
4.8 The University will partner with local communities to develop IKS through scholarly research
Identify one major research area linked to local community or indigenous knowledge systems and develop a comprehensive research project around that particular area
The Institution has started with the integration of the IKS unit
into the research and innovation rectorate. This process has been approved by Council. Next is a planning workshop to conceptualise IKS scholarship trajectory, including appropriate staffing
5. Recruitment and Retention
5.1 The University will continue to recruit, promote and strive to retain a diverse workforce (focus on ‘race’, disability, etc.)
High-level review of HR regime from the perspective of whether or not it can facilitate transformation
HR policies were reviewed and approved by Council in June
2019. Recruitment and selection, employment equity, training and development and academic promotions policies promote/facilitate transformation
Deans and HoDs to play leading role in developing a Talent Management strategy for academic staff
Faculties have academic promotion committees that identify academics who need to be developed for progression to senior academic levels
Develop a well-thought-out system of sanction and reward on faculty and departmental level
Talent Management Framework has been developed. A succession planning template has been circulated to identify talent pipelines for critical roles in the Institution
Develop equity plans for the University
An Equity Plan is in place to transform the Institution
Manage staff performance and provide necessary support and development
The performance management system was reintroduced in 2018 as a means to reward performers and identify capacity and personal development areas for staff to meet their expected performance
UNIVERSITY OF ZULULAND ANNUAL REPORT 2020 176