Page 20 - VC 5 Year Review Report 2022

SECTION C

State of the University (2018–2022)

From 2018–2020, the University focused on that would take the good work of this University to
reviewing Vision 2020 and laying the foundation for greater heights and thereby thrive within the context
the formulation of Vision 2030, which was approved of the prevailing challenges confronting the higher
by Council in March 2021. It has been pleasing to education sector nationally and globally.
record some highlights and achievements over this
period, in line with the commitments made in the VC’s The listening campaign yielded broad thematic
Inaugural Address and it has been equally gratifying areas, namely:
to note an evolving cohering and maturing of the
University around its vision, mission and values. The • Positioning the University’s identity in line with
key milestones leading up to and proceeding from Nelson Mandela’s lifelong commitment to
the VC’s Inaugural Address are outlined below. social justice.
• Changing the trajectory of those who are
1. Listening Campaign (2018) marginalised and vulnerable.
• Enhancing student success through the execution
The Vice-Chancellor led an institution-wide listening of vibrant student-centric support and value-adding
campaign throughout the first and second quarter intellectual, social, cultural, sport, recreational and
of 2018 as part of a comprehensive stakeholder other programmes on campus.
engagement strategy. The overarching objective • Rethinking the content and approach of teaching
of this campaign was to contribute, over time, to and learning, research, and engagement to unleash
successfully addressing contextual issues facing the full potential of employees and graduates to
the University, whilst enabling active stakeholder “change the world” through their scholarly and
participation in shaping our institutional strategic societal contributions.
aspirations beyond 2020. The overarching intention • Inculcating a transformative, inclusive institutional
of this campaign was for senior leadership to listen culture that fosters social solidarity and a sense of
to various publics to develop a comprehensive belonging.
baseline on the state of the University to inform • Modernising institutional support systems and
forward-looking strategy. From the inputs of various processes to promote agility, flexibility, and
stakeholders, senior management would have a responsiveness in an increasingly competitive
deeper understanding of the strategic and pragmatic higher education landscape.
interventions required to embody our desired • Promoting financial sustainability through
identity and ethos as Nelson Mandela University innovative resource mobilisation and responsible
more fully. It was particularly crucial to carve a path resource stewardship.

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