Vice Chancellor's Department
Prof. Kuipa holds an Msc Degree in Chemical Engineering (with Distinction) from Ivanovo Institute of Chemical Engineering (Russia) and a PhD in Chemical Engineering from Bradford University (UK). He is a Chartered Engineer, registered with the Engineering Council (UK) and with the Engineering Council of Zimbabwe.
Prior to his appointment as Pro Vice Chancellor for Chinhoyi University of Technology, Prof. Kuipa was a Senior Lecturer and Dean respectively (Faculty of Industrial Technology) at the National University of Science and Technology.
His research interests cover: Solvent Extraction Fundamentals, Industrial Effluent Characterisation and Treatment, Membrane Extraction (Liquids) Electrical Dehydration of Water in Oil Emalsions, Beneficiation of Kaolin clays, Transesterification of oils/fats using solid catalysts to produce biodiesel and saleable glycerol. Prof. Kuipa has supervised over five M. Phil students, who have successfully completed their theses and graduated. Currently he is supervising four PhD students at Chinhoyi University of Technology. He has over twenty nine publications.
Dr Nomathemba Ndiweni (Pro Vice Chancellor)
Dr Ndiweni holds a BSc (Hons) Degree in Biochemistry (UZ)Graduate Certificate in Education (UZ), M. Phil in Biochemistry (Cambridge) and PhD in Biochemical Immunology from the University of Bristol. She also holds several certificates in Supervisory Management and Higher Education Management.
Until her recent appointment Dr Ndiweni was a Dean and Senior Lecturer at the Medical School, Division of Basic Medical Sciences at the National University of Science and Technology. Previously, she has served as a Lecturer (Veterinary Biochemistry) and Staff Development Fellow in Veterinary Biochemistry at the University of Zimbabwe. She has also sat in various Boards including : Mpilo Central Hospital Research Council of Zimbabwe and the Health Professions Authority of Zimbabwe. She is also an External Examiner for several Universities. Dr Ndiweni’s research interests cover: Antioxidant status and health; Variation of vitamins A and E in various human diseases, Xenobiotic metabolizing enzymes in wildlife; Charaterisation of ostrich and crocodile enzymes, Metabolic regulation in trypanosomes; Regulation of transformation from the bloodstream form to the procylic trypomastigotes, Vitamins A, E/Selenium biochemistry; effects on health and productivity of cattle.
Mr Julius Tapera (Assistant to the Vice Chancellor)Mr J Tapera holds a Master of Business Administration (MBA) and a Bachelor of Commerce Honours Degree in Management (B. Comm. Mgt. (Hons.), both from the National University of Science & Technology (NUST). He is currently studying for a PhD in Strategic Management with the Chinhoyi University of Technology (CUT). He also holds a Certificate in Programme Design & Accreditation; Zimbabwe Council for Higher Education (ZIMCHE), Certificate in Basic Higher Education Teaching Skills; Association of African Universities (AAU), Certificate in Research Writing Skills (jointly issued by the International Network for the Availability of Scientific Publications (INASP) and Author AID, Certificate in Roles and Responsibilities of Directors; Institute of Directors of Zimbabwe (IODZ), Certificate in Workplace Labour Law; Stratways Consulting and Certificate in Entrepreneurship; International Labour Organization (ILO) Prior to his appointment to the position of Assistant to the Vice-Chancellor, he had held various position in the University including being Lecturer and Chairperson of the Department of Accounting and Finance in the Faculty of Commerce, Acting Quality Assurance Director and Senior Institutional Analyst in the Quality Assurance Directorate, Vice-Chancellor’s Office. Before joining Lupane State University Mr Tapera had worked for the microfinance and banking sectors holding various senior positions, largely in corporate banking. Mr Tapera is a seasoned strategic planning consultant having consulted for a number of organisations including Bulawayo Polytechnic, Gweru Polytechnic, Microfinance Advisory Council, and Zimbabwe Energy Workers’ Union and is a current long-serving member of the Lupane State University Strategic Planning Committee. His research interests are in strategic management, leadership, corporate governance, quality assurance, higher education management and entrepreneurship.
1. Dlamini, B., Tapera, J. and Chivasa, S. (2017). Can Sound Corporate Governance Alleviate Corporate Failure? A Study of the Zimbabwean Financial Services Sector? Journal of Economics and Behavioral Studies. [S.l.], v. 9, n. 2, p. 88-95, May 2017. ISSN 2220-6140.
2. Tapera, J. & Mbira, L. (2016). Key success drivers for Microfinance Institutions in Zimbabwe: Developing core competences for financial inclusion. International Journal of Business and Social Science. Volume 7, No.3, March 2016.
3. Tapera, J. (2015). Maximizing Brand Exposure in the 21st Century. Branding as a Strategy for Creating Competitive Edge. International Journal of Research Science and Management. February 2015 Issue.
4. Tapera, J. (2014). An Analysis of the Impact of Mobile Phone-Based Products on the Provision of Financial Services to the Individual Zimbabwean Customers. International Journal of Economics, Commerce and Management in the May 2014 Issue. Volume II, Issue 5, 2014.
5. Tapera, J. & Mawanza, W. (2014). An evaluation of the affinity for Foreign Direct Investment (FDI) and willingness to dilute shareholding among Zimbabwean companies; A case study of Bulawayo-based companies. Research Journal of Social Science and Management. Volume 4, No.1 (2014), 01 May 2014.
6. Tapera, J. (2014). The Importance of Strategic Management to Business Organizations. Research Journal of Social Science and Management. Volume 3, No.11 (2014), 01 March 2014.
7. Tapera, J. & Gororo, R. (2013). An Investigation into the Effectiveness of Marketing Strategies Employed By Zimbabwean Insurance Companies for Creating Competitive Advantage. Research Journal of Social Science and Management. Volume 3, No.8 (2013), 01 December 2013.
8. Tapera, J. & Gororo, R. (2013). An Analysis of the Factors Affecting Formulation and Implementation of Marketing Strategies in the Insurance Industry. Research Journal of Social Science and Management. Volume 3, No.8 (2013), 01 December 2013.
9. Tapera, J. (2013). An Analysis of the Impact of Cultural Transfer on Organizational Performance in the Financial Services Sector (Bulawayo-based financial institutions). Research Journal of Social Science and Management, Volume 3, No.7 (2013), 01 November 2013.
10. Jingura, R. M., Kamusoko, R., Muzinda, A., Munikwa, S., Ndoorwi, H., & Tapera, J. (2018). A model for enhancing student engagement within the context of higher education quality assurance. Journal of Higher Education Management, 33(2), 127-135. (ISSN 2640-7515)
11. Tapera, J. (2013). Organization Culture and Performance in the Financial Services Sector (E-Book), ISBN: 978-981-07-8448-5, published by TIJ Research Publications PTE. LTD., Singapore.
1. Tapera, J. and Kuipa P. K. (2016). Promoting quality assurance in Zimbabwean higher education institutions; concepts, systems and processes. Southern African Quality Assurance Network (SAQAN) 3rd Southern African Regional Quality Assurance in Higher Education Conference, Pretoria, South Africa, October 2016.
2. Tapera, J & Chivasa, S. (2015). Strategies for Sustainable Growth of Small to Medium Enterprises (SMEs) for Effective Contribution towards Improved Livelihoods and National Economic Growth and Development. (Presented at the University of Botswana 3rd 2015 Biennial International Conference of Business Innovation and Growth – 8th-10 July 2015 and Published in the Conference Proceedings Publication;ISBN:978-99968-0-342-0)
3. Tapera, J (2016). African Industrial Revolution; Strategies for Attracting Foreign Direct Investment (FDI) for Sustainable Economic Growth and Development in African Countries; the Zimbabwean Case. (Presented at the Chinhoyi University of Technology 2015 International Research Conference on Research, Technology and Innovation for Development in Africa – 20-21 July 2015) Published in the International Journal of Economics, Commerce and Management, April 2016 issue.
4. Tapera, J. (2015). Exploring Area of Business Linkages between SMEs and Microfinance Sector – Zimbabwe Association of Microfinance Institutions (ZAMFI), Microfinance Public Lecture, Matabeleland North Region, Hwange – 20 November 2015.
Peer Reviewer: Academic Journals
1. Emerald Publishing – Reviewed Manuscript. Article Title “The Internal Governance Model in Chinese Universities” (November 2018)
2. Emerald Publishing – Reviewed Manuscript. Article Title “Examining timely graduation rates of undergraduate students” May 2018)
3. International Journal of Asian Social Science (IJASS) - Reviewed Manuscript: Article Title. “The Relation between Organizational Behavior and Converging Technologies.” Ref. No.: 1677/IJASS/14
4. International Journal of Business and Social Science- Reviewed Manuscript: Article Title. “An Assessment of Political Risk Management Strategies by Multinational Corporations (MNCs) Operating In Zimbabwe.” Ref. Volume 6, No. 3, March 2015
5. International Journal of Asian Social Science (IJASS) - Reviewed Manuscript: Article Title. “An Endless Struggle of the Malaysian Indian Community: A Qualitative Study in Hill Rise Estate, Malaysia.” Ref. No.: 2018/IJASS/15
Contribution to National and Institutional Policy Formulation and Review
1. Current member of a committee reviewing the Zimbabwe School of Mines Examinations Policy.
2. Participated in a Consultative Workshop on National Quality Policy facilitated by the Ministry of Industry and Commerce in March 2019 (Bulawayo)
3. Participated in a Consultative Workshop on National Policy on Monitoring & Evaluation of Government Programmes and Projects facilitated by the Office of the President and Cabinet (OPC) in August 2014.
4. Participated in the review of the National Financial Inclusion Strategy – December 2015.
5. Participated in the Stakeholder Consultation Conference on the Proposed Bill for Savings and Credit Cooperatives (SACCOS) hosted by the Ministry of Small to Medium Enterprises and Cooperative Development in March 2016.
6. Developed the Lupane State University Quality Assurance Policy significantly contributed to various other institutional policies.
Dr Vusumuzi Maphosa (ICTS Director)
The Information and Communications Technology Services (ICTS) department is the sole provider of ICT services at LSU to ensure sound administration, teaching, and research based learning. The department therefore aims to develop a network infrastructure that enables the university harness knowledge to improve its teaching and enhance its research endeavours.
The vision of the ICTS Department is to provide a facilitation role to the institution in the application of information and communication technology so that LSU is ranked among premier universities in sound teaching, research and learning.
The mission of the ICTS Department is to acquire, install, coordinate and maintain communication technology and information resources to meet the needs of the university community and its stakeholders.
In carrying out its mission, the ICTS department will always endeavour to
- Coordinate the provision of ICTS to support and drive LSU’s strategic plan.
- Apply information technology to enhance, develop and accelerate provision of services that support staff and students in executing their daily work.
- Provide security and manage risks associated with the use of ICTS systems to facilitate efficient and accurate access to information
- Provide appropriate information technology training to university staff so as to improve utilization of new information and technologies.
- To continually improve the university’s network infrastructure, hardware and operational information systems so that the university is abreast with other regional institutions.
Mr Z. Dhlamini (Director)
This is the information hub as well as the custodian of the corporate image of Lupane State University. The Information and Public Relations office is in the Vice Chancellor’s office and its functions permeate the entire University. The core responsibilities are:
- University spokesperson
- Community and schools liaison
- Management of Lupane State University’s corporate image
- Production of Publications and marketing materials
- Public Relations
- Fund raising and Development
- Internal and External events management
- Media Management and liaison
To create a brilliant future for Lupane State University in which both internal and external stakeholders thrive and benefit mankind, a future in which Lupane State University is the recognised leader among Universities in research based knowledge, teaching and learning.
- Customer Focused Excellence
- Continuous improvement
- Public Responsibility
Mr H.B. Ndlovu (Director)
The department is still very small both on construction management and technical staff in maintenance. The LSU Campus is still under construction but the institution is presently housed at the NRZ training centre. This department is tasked with planning any future projects, managing current projects and the general estates. The Department has four main areas of focus and responsibility:
As a fairly new university the Campus is still very much under construction. This is the core critical function of the department. The functions here are project design, supervision and contract management. To date under this function the department has completed the university master plan, project briefs for all buildings and only one building (Faculty of Agriculture) has started construction.The construction is actually to be done in phases.Phase one consist of this Faculty, Senior Staff Houses(in part), Junior Staff Houses(in part) and the Vice-Chancellor's House.
Maintenance and Renovations
The department is responsible for maintenance of all university buildings and infrastructure. Presently the Department relays on outside contractors to do all maintenance works but will soon employ its own skilled personnel who will be available full time. These will include carpenters, electricians, plumbers etc. We will set up workshops for each trade in the future.
This section is tasked with managing the available space in the university. As a campus that is still under construction, there is the perennial problem of space shortage, sharing of space, time tabling problems, demand for specialised space etc. To date this has been the greatest challenge the Department has faced more so with increase in programmes.
Transport and Vehicle Maintenance
This section of the department is tasked with acquisition and maintenance of the university fleet which will eventually comprise of a wide range of vehicles – buses, trucks, saloons, pick-ups, coaches and motor bikes. We order our own fuel and oil in bulk to save cost. We have a Transport officer who runs the fleet with drivers. The departmental establishment is still very small. It comprises the Acting Director, Clerk of Works, Site and Transport Officer,Carpenters, Senior Secretary, Drivers, and grounds staff.
The Internal Audit Section was established in April 2014 in an effort to comply with good corporate governance. The Section reports to the Vice-Chancellor administratively and functionally to the Audit and Risk Management Committee of Council. It assists the Council and the University management in discharging their governance responsibilities by:
a. Performing reviews of the University’s governance processes.
b. Performing objective assessment of the adequacy and effectiveness of risk management and internal controls.
c. Systematically analyzing and evaluating business processes and associated controls, and
d. Providing a source of information regarding fraud, corruption, unethical behavior and irregularities
Role of Internal Audit
The role of internal audit derive from the definition of ‘Internal Auditing’. Internal auditing is defined by the Institute of Internal Auditors as, an independent, objective assurance and consulting activity designed to add value and improve an organization’s operations. This is achieved through bringing a systematic, objective and disciplined approach in the evaluating and improving the effectiveness of risk management, control, and governance processes. From the definition two distinct activities, assurance and consulting activities, can be noticed. These activities define the role of internal auditing. International Standards for the Professional Practice of Internal Auditing define Assurance activity as a ‘service which involves the internal auditor’s objective assessment of evidence to provide an independent conclusions regarding a process, system or other subject matter. The nature and scope is determined by the internal auditor. While consulting activity is defined by the same standard as a service which is advisory in nature generally performed at the specific request of an engagement client. The nature and scope of the engagement is subject to agreement with engagement client. The role of Lupane State University is therefore to provide the two types of services to the Council and the executive management. Assurance service is generally provided to the Council through the Audit and Risk Committee. The objective of assurance service is to assure the Council on the integrity of information, systems and governance processes while consulting service is generally performed at the specific request of the executive management. In executing its role, the internal audit is guided by a Council approved Internal Audit Charter.
OBJECTIVE OF INTERNAL AUDIT
The objective of Internal Auditing is to assist the Council and executive management in the effective discharge of their responsibilities. To this end, the Internal Audit function furnishes management with analyses, appraisals, recommendations, counsel, and information concerning activities reviewed. To achieve this objective, Internal Audit will have free and unrestricted access to all University functions, records, physical facilities and personnel.
Authority of Internal Audit
As stated in the Lupane State University’s Internal Audit Charter, the Internal Audit function reports administratively to the Vice Chancellor and functionally to the Audit and Risk Management Committee. More detail regarding the authority of the Internal Audit Function is explained in the approved Charter.
Internal Audit is a staff function and has neither direct responsibility for, nor authority over, any of the activities reviewed. Therefore, an Internal Audit review in no way relieves management of any assigned responsibilities.
Because performance of line responsibility may compromise objectivity and independence, the Internal Audit does not perform non-audit work except under unavoidable circumstances. The Internal Audit is assigned the responsibility for carrying out an internal audit program as defined under ‘Responsibility of Internal Audit’ paragraph. This responsibility includes coordinating internal audit activities with external auditors and others to best achieve organisational and auditing objectives.
All requests for special (unscheduled) audits will be directed to the Chief Internal Auditor.
Responsibility of Internal Audit
while the responsibility to prevent fraud and abuse of University resources, setting up of a control framework and compliance rests with the executive management, the Internal Audit function is charged with the responsibility to:
• Evaluate the University’s governance processes
• Conduct an objective assessment of the effectiveness of risk management processes and internal controls framework
• Systematically analyze and evaluate business processes and associated controls
• Assess risks of fraud, corruption, unethical behavior and other irregularities
• Report to the executive management and Audit and Risk Committee on the observed situations and recommendation thereof made.
For more information on the on the purpose, authority, and responsibility of the Internal Audit within Lupane State University, you are kindly referred to the attached approved Lupane State University Internal Audit Charter.