Page 9 - UniZulu Annual Report 2020

implemented and monitored. The Business Continuity Plan (BCP) and Disaster Recovery Plan (DRP) have been implemented since 2017 and form part of the drive of the University towards IT governance that is in line with internationally-adopted standards. Numerous IT systems utilised by the University have been developed and implemented according to defined and documented standards to achieve efficiency, effectiveness, reliability and security. The introduction of the online registration system and graduation and certification software are new initiatives aimed at more efficient and secure systems and processes. CaseWare Public Entities Software integration uses the University’s ERP system ITS Integrator to automate the production of a full set of IFRS financial statements. The financial ERP system ITS Integrator also ensures functionality that simplifies compliance with the Value-Added Tax Act (the ‘VAT Act’). IT Service Management software (HEAT) was implemented in 2019 to manage the IT Service delivery to the University. IT upgrades for the year under review include: the upgrade of the Institution’s version of Moodle, which enables the University to track student’s performance through automated learning analytics procedures; the implementation of the Higher Degrees Management System (HDMS); online requisition implemented on ITS Finance i-Enabler; installation of a 20-Seater MTN-sponsored Student Disability Laboratory; upgrading of the ITS Integrator 4.1; implementation of phase 5 of the online registration system; the partitioning of the new ODI Server, which will mitigate some cybersecurity issues on ITS systems; and the full implementation of the online Residence booking system. In total, more than 50% of the ICT HDI Grant has been committed to the Infrastructure Management System. Staff capacity development, as well as student training, were conducted on the use of IT systems. The CCTV monitoring system has been reviewed and a plan was developed for the installation of an integrated surveillance system, which went out on tender.
Council exercises ongoing oversight of the management of both information and technology to ensure the leveraging of information to sustain and enhance the University’s intellectual capital. An information architecture that supports confidentiality, integrity, the protection of privacy of personal information, the availability of information and technology architecture that enables the achievement of strategic and operational objectives is in place. Council also ensures the monitoring and appropriate responses to developments in technology, including the capturing of potential opportunities and the management of disruptive effects on the University and its business model.
COMPLIANCE WITH LAWS, CODES,
RULES AND STANDARDS
The University is fully compliant with all laws, codes, rules and standards applicable to higher education and its operations in general. No material or immaterial but often repeated regulatory penalties, sanctions or fines for contraventions or non-compliance with statutory obligations were imposed on the Institution during the year under review.
GOVERNANCE OF STAKEHOLDER
RELATIONSHIPS
Stakeholder relationships provide a platform for the Council to consider the concerns and views of students and other stakeholders in its decision-making. There is an interdependent relationship between Council and all its stakeholders. Council advocates a stakeholder-inclusive approach in which it takes cognisance of the needs, interests and expectations of material stakeholders in the execution of its duties. Balancing these remain a dynamic and ongoing process. Council appreciates that stakeholders’ perceptions affect the University’s reputation. Council has, therefore, assigned stakeholder relationships to executive management, who report through the Vice-Chancellor on how the Institution proactively deals with its stakeholders. Regular media reports are presented to MANCO by the Communications and Marketing Department (CMD), which has the responsibility to ensure effective communication to the media in line with the policy and procedure on media communications. In this regard, management maintains a record of stakeholder engagement and reports on these engagements are recorded to ensure coordination in engagement. The University has established an alumni engagement framework, a student grievance procedure and student charters to guide relations between the University and its students. Transparent and effective communication with stakeholders is essential for building and maintaining their trust and confidence and the University made significant strides towards achieving this. Social demands facing public HEIs include ‘free’ education; equal access; promotion of previously disadvantaged individuals; quality and demands from the industry; to mention but a few. Section 35 of the HE Act determines that the Statute should determine the establishment and other matters relating to the Student Representative Council (SRC) to facilitate student input into the affairs of the Institution. UNIZULU’s Statute provides for the matters on which the students may be represented by the SRC. The SRC forms part of and is recognised in all discussions related to student matters and forms part of all statutory committees of the University.
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UNIVERSITY OF ZULULAND ANNUAL REPORT 2020