Download the Annual report 2011 - Unisa

RISK MITIGATION PLANS
UNISA ANNUAL REPORT 2011
Inadequate and • New ICT organisational structure
deficient ICT approved; population of the new
resources and structure on track
capacity to support • ICT Policy Framework outlining
the institutional all policies needed has been developed
requirements • ICT high-level key risks and root causes
(Strategic goal 7) identified and risk assessment completed
• Unisa 2015 Future-State ICT framework
approved
• ICT project management performance
report reviewed regularly
• Change management process implemented
to improve and maintain ICT
service delivery
• ICT is currently ISO 9001: 2008 certified
Insufficient available • Enrolment plan and statement
institutional resources submitted to the Department
to adequately service of Higher Education and Training
growing student • Development of an integrated
numbers tutor model
(Strategic goal 7) • Definition and development of an
ODL regional model
• University Property Plan has been updated
in line with the new enrolment planning
targets
Failure to sustain and • Institutional Research Strategy and Plan
enhance research output developed and approved per capita
(Strategic goal 2) • Dedicated Research and Innovation
Portfolio created
• Recruitment plans to identify scholars and
young outstanding researchers for ratings
for each college have been drawn up
• Workshops and internal peer review
panels are already in place and individual
coaching of staff to prepare their research
applications is ongoing
• Positioning of Unisa’s research profile
and promoting of research highlights
• Showcasing of the researchers who
received NRF ratings and research-related
awards
Failure to sustain and • An effective tracking system has been
enhance Unisa’s success developed
and throughput rate • An online examinations process for disser-
(Strategic goal 1) tations and theses is to be developed
• Processes and procedures are in the
process of being developed to support
the implementation of alternative
assessment practices
• Academic staff members have attended
assessor and moderator training; academic
staff members have been introduced to
new assessment practices
• Pilot testing phase on online submission
of examination question papers currently
in progress
• Mobile platform for submission of
answers to multiple-choice questions
implemented
Inadequate succession • Comprehensive talent management
plan for an ageing plan developed and approved
cohort of skilled and • Reward strategy implemented
experienced staff • Identification and acknowledgement of
(Strategic goal 4 & 7) high performers
• Leadership and mentorship programmes
launched
• Two workshops on Creativity and
Innovation for Academic and Professional
Staff conducted
• Guidelines developed for line managers
to facilitate career discussions
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However, recognising that risk management is an
ongoing evolving capability, the remediation strategy
which the university has adopted is an investment
in continuous awareness and improvement
and it is hoped that the emerging positive changes
will inspire further action. There are some challenges
ahead particularly with regard to developing
risk management capabilities that are adequate for
the needs and complexities of the university in the
future. These however are being addressed in a
systematic and incremental manner. Specific risk
areas include:
• the types of risks to which the university is exposed,
as well as their criticality factor, is growing
and these range from supply chain to operations
to regulations and to reputation. Recognising
emerging trends and the growing scourge of
fraud and corruption, the university has also increased
its focus in this area within the organisation.
(A special fraud and corruption report is
presented in the following section.)
• performance gaps exist between expectations for
risk management and what is actually achieved,
given that this has not been a priority focus of
the institution and general organisational knowledge
is limited.
• the need to infuse risk awareness across the organisational
culture is not a process that can be
fast-tracked if one wants to ensure institutional
buy-in to the process (as opposed to a more surface
and superficial approach).
Finally, it is reiterated that in a world of continued,
dramatic, changing commitment to stakeholder
value and strategic output, the risk management
process is dynamic and involves continuous engagement
with as well as a periodic review of institutional
risks. The control responses to achieve
long-term competitive advantage and high performance
are accordingly continually updated to
ensure that the appropriate remedial measures are
aligned with the institutional strategic and operational
plans.
Advocate V Kahla
Chairperson: Audit and Enterprise Risk
Committee of Council
Professor D Singh
Chairperson: Risk, Ethics and Controls
Committee