Page 15 - DUT Annual Report 2020

REPORT OF THE VICE-CHANCELLOR AND PRINCIPAL ON MANAGEMENT AND ADMINISTRATION
Professor TZ Mthembu
Vice-Chancellor and Principal
INTRODUCTION
The 2020 Annual Report of the Durban University of Technology (DUT) is the first that is presented in accordance with the University’s new Strategy, ENVISION2030. The old strategy that was adopted in 2015 came to a close at the end of December 2019. Notably, whereas the Regulations for Reporting by Public Higher Education Institutions speak about a strategic plan that must be updated at least every five years, DUT Council adopted a ten-year horizon (2020 – 2030), based on the important observation that a five- year period is often too short for long-term planning, notwithstanding the practice being commonplace.
ENVISION2030 contains four Perspectives:Stewardship, Systems and Processes, Sustainability, and Society. Each Perspective has three distinct Strategic Objectives (SOs), thus making a total of 12 SOs contained in the Strategy. The first two Perspectives are ‘effective and enabling’, while the latter two are ‘influencing and impacting’. Inevitably, the structure of the report is significantly different from the one we followed in the last five years. As shall be seen throughout this report, ENVISION2030 promotes the interconnectedness of the Perspectives and their constituent SOs, whereas the Strategic Focus Areas (SFAs) of the old strategy somewhat inadvertently created and entrenched silos.
The new strategy recognises that the developmental role of a university is to influence society and make an impact through various SOs, including the introduction of Innovative Curricula and Research, and the production of graduates who are innovative, adaptative and equipped with problem-solving skills. Thus, the
ability to influence and impact society rests on the first two Perspectives.
The period under review coincides with the global outbreak of the coronavirus (COVID-19) pandemic, with the first case in South Africa being reported at the beginning of March. On 26 March 2020, South Africa was placed under hard lockdown for the initial period of 21 days, which would later be extended by the National Command Council by a further 14 days. Thus, the COVID-19 context is very important in understanding institutional performance for this specific period under review.
Level 5 lockdown meant no travel and no gatherings. It was only as we eased into level 3 that there was some measure of flexibility for the University regarding the limit on numbers. The latter decision had a direct effect on the teaching and learning programme, as the University was fully subscribed and would have to at least double up on lecture venues and staff teaching loads.
COVID-19-induced challenges notwithstanding, Management did everything in its power to safeguard DUT’s resilience, continuity, and durability. We successfully ensured business continuity in line with the Disaster Management Act, the sectoral approach and response discussed with DHET, as well as our customised protocols, guidelines, and innovations. Admittedly, there were challenges, particularly in the area of teaching and learning. For instance, while the DHET committed to assist students with devices to ensure that no one would be left behind as we transitioned to digital teaching and learning, the procurement of devices was not finalised by the end of 2020. Further, telecommunications infrastructure
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