Download the Annual report 2011 - Unisa

An ethical university
Possibly one of the most exciting aspects of our focus
on leadership and governance has been the systematic
embedding of the principles of the King III Code, particularly
aspects such as ethics and risk, which are covered
extensively in this report. The project plan is premised
on an intensely-focused two-to-three-year trajectory to
embed an ethics platform at the university culture; and
cascade a culture of ethics, which will be followed by a
medium-paced maintenance programme. In 2011 the
focus was on raising awareness, interrogating diversities,
exploding myths, embedding a shared set of values, and
on training. An online ethics training course for staff
members – Ethics in 60 minutes – continues to be
offered. At the end of 2011, 4 669 staff members had
successfully completed the course. I am also pleased to
note that 61 ethics awareness sessions have been held
across the university and a total of 4 483 staff members
attended these sessions.
Overall I believe that Unisa has made gratifying progress
in raising awareness on the subject of ethics in the university,
and that perhaps we are beginning to move the
institution from the compliance (regulations-based)
model to an integrity (values-driven) model of ethics. My
goal for 2012–2013 is to embed this culture so that it
becomes integrated into Unisa’s lifeblood.
Stakeholder engagement 11
Using the Charter on Transformation as a foundation,
the university began to articulate just what it means for
Unisa to be an engaged institution in the South African
context. In 2011 we embarked on a dedicated process
of stakeholder engagement aimed at drawing in the
public and private sectors, as well as partners and
licensees, to contribute to and participate in a holistic
expression of education that produces quality graduates
who can move into their fields of endeavour with confidence
and aplomb. This is a strategy that is growing in
stature as our various stakeholders are exposed to the
strategic importance of Unisa as a resource for education
delivery and socioeconomic development.
Our commitment to stakeholder engagement also
extended to our unions (organised labour) and our
student representative councils (SRCs), all of which have
expressed the desire for more open and frequent
engagement. Leadership training for our SRC members
has been scheduled for 2012 with the intention that
these young leaders of tomorrow are comprehensively
11 A comprehensive Stakeholder Report is provided later in this document.
UNISA ANNUAL REPORT 2011
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immersed and acquainted with the functioning of the
university and the higher education sector and an
understanding of what it means to lead the charge on
becoming an ethical citizen.
Transformation and employment
equity
Finally, it would be remiss of me were I not to comment
on the employment equity profile of the university
during the period under review.
Unisa unequivocally subscribes to equity and transformation
values as a strategic imperative and the policies
and bedrock of change at Unisa are aligned with national
legislation and policy statements and documents. The
objective of transformation is a non-negotiable obligation
in every staff member’s performance agreement.
Key transformational projects for 2011 include work towards
the finalisation of the Integrated Transformation
Plan and showcasing service delivery activities. Unisa
took much strain over the decision to close the contact
centre. However, this was an informed and educated
Management decision and was in the best interest of the
university. The poor service delivery complaints and disputes
arising from the contact centre made it unsustainable.
Regrettably, however, the interim solution that
should have been implemented consequent upon the
closure did not materialise as anticipated and the final
solution and platforms for a client relationship management
system that should have been implemented by
August 2011 did not happen for a variety of reasons.
These failures have significantly contributed to the
increased complaints of poor service delivery.
The Anti-Racism and Racial Harassment Policy was
finalised. Unisa has been in the enviable position of not
having to deal with a crisis of overt racial disharmony
within the institution, and we trust that this policy will
further embed an informed platform for greater racial
harmony at the university in the true spirit of ubuntu and
community.
Especially relevant in the spirit of transformation and in
line with strategic Goal 5 have been the efforts to create
an improved environment for staff with disabilities. The
guidelines document on the appointment of care-givers
for staff with disabilities was implemented, the Disability
Policy and Statement was developed and approved by
the Management Committee, and there have been sev-