Material risks and opportunities impacting on value

Cyber security is not adequately addressed at the NWU and is the number one IT issue worldwide. An attack on the NWU is likely. Digital transformation will increase the cyber security risk.

Ensuring that the NWU is ready for the 4IR is a strategic priority.

We are implementing a cyber-incident and execution management system, developing a cyber-security strategy and deploying a security information and event management plan. We have a centralised platform to identify abnormalities in the IT environment and alert the cyber-incident response team.

There is a lack of focus and clarity as to where environmental management should be located at the NWU and how it should work and be monitored. This poses a risk to sustainability and compliance.

These included conducting an Environmental Gap Analysis with an action plan to close gaps, and appointing an internal and external Safety, Health and Environment (SHE) project team. We are also implementing SHE systems for benchmarking and managing and monitoring SHE risks and impacts in faculties and departments. (SHE stands for Safety, Health and Environment.)

The lockdown forced a change in stakeholder behaviour and habits and the NWU has had to adapt to this while ensuring alignment between quality teaching and learning, student access and success and a fit-for-purpose workforce.

If the COVID-19 situation is not managed adequately, the impact will be felt on the NWU's governance and management in the short-, medium and long term.

The NWU's purpose statement, brand promise and 2015-2025 Strategy emphasise the need for excellence in teaching and learning at all times (including, by implication, during and after a pandemic).

Our 2023 objectives are aimed at preparing the NWU to embrace the new world of work and study, leverage the gains from implementing the digital business strategy and address the associated risks.

IT, the Centre for Teaching and Learning and Space Management are facilitating strategic projects to position the NWU for the future. Examples are the integrated facilities project; student information system renewal project, work-integrated learning and service learning (WISL) system, e-assessment and proctoring platforms/software, and further development of the NWU learning management system.

IT provisioning for certain administrative and academic functions is not optimal. IT has inadequate human resources and there have been delays in designing and implementing new systems. Digital transformation will have a significant impact on operational models, structures, people, processes and roles.

Mitigation plans to strengthen the foundation for the digital future include:

• ensuring stable, scalable, hybrid, manageable and responsive infrastructure;
• Implementing composable infrastructure that makes data centre resources as readily available as cloud services;
• establishing an integration platform for long-term business agility through rapid deployment of standardised shared services;
• ensuring a secure digital environment; and
• starting to build the technology ecosystem that integrates students, partners, employees and "things" to establish a responsive IT operating model and deliver an exceptional customer experience.

Lack of a focused approach to information governance implementation could hamper the NWU's operations and expose the NWU to compliance risks.

We are focusing on business continuity planning, contingency planning for mission-critical processes, implementing our digital business strategy and compliance management. This includes compulsory training for all staff on the Protection of Personal Information Act (POPIA) and a review of the Policy on Academic Integrity. We plan to appoint an Information Governance Coordinator to focus on the implementation of the Information Governance Framework.

Inadequate disaster recovery and business continuity management could hamper the NWU's operations and lead to compliance risks, financial losses and reputational damage.

Council has approved the BCP Policy.

BCP and Contingency planning has been incorporated into key processes such as registration.

The IT Governance Committee has approved the Cybersecurity Strategy and targets have been set and achieved for improvements in cybersecurity capabilities.

The government funding model is not sustainable and the DHET is not keeping the higher education sector sufficiently informed.

Factors that are exacerbating funding uncertainties include overreliance on government subsidies, question marks over the sustainability of NSFAS and limits on fee increases since 2016.

We have developed a financial impact model that is updated constantly and incorporates all variables that might impact on the financial performance of the NWU.

We are also focusing on fundraising and endowment initiatives, building reserves to cover one year of operational expenses, fostering optimal relationships with funders and facilitating start-up capital through the Technology Transfer and Innovation Support Department.

Poor financial support to postgraduate students results in loss of student income and discontinuity from undergraduate to postgraduate levels. Postgraduate numbers are dependent on bursaries.

A postgraduate funding model is in place, providing merit bursaries for qualifying students who received NSFAS funding during their undergraduate studies. Strategic funds are made available for postgraduate bursaries for a small number of potential candidates.