Page 22 - VC 5 Year Review Report 2022

To address these themes, executive management 2018–2020 (short- to medium-term)
identified three phases of implementation, as • Assess resource implications of the revised Vision
outlined below: 2020 strategic plan and integrate these into
the budget.
2018 (immediate) • Implement organisational redesign process to
• Embed themes emerging from Listening reimagine existing institutional systems, processes,
Campaign and VC’s inaugural address in MANCO structures, policies and practices.
strategic plans (2018–2020) and revised Vision • Craft Vision 2030 using the Listening Campaign as
2020 strategic plan. a transversal baseline assessment of the status quo.
• Adapt institutional monitoring, evaluation, and
reporting framework to report on progress in As an outcome of the Listening Campaign, the
addressing issues identified. University’s Vision 2020 strategic plan (2018–2020)
• Communicate progress with strategy was comprehensively reviewed and approved by
implementation to stakeholders on a quarterly and Council on 28 September 2018. Furthermore, the
annual basis. Vision 2020 decadal review (with accompanying
infographics) revealed that commitments made
These priorities were supported by the approved regarding the implementation of Vision 2020 had
governance monitoring, evaluation and reporting been broadly concluded as follows, namely, that:
framework to ensure that this implementation phase they had been finalised and could be taken off the
was successfully completed, enabling the smooth agenda; where projects rolled over to successive
transition into the next phase. years, key milestones had been met; and where
insufficient progress had been made in some
seemingly intractable areas, these would require a
more concerted focus in Vision 2030. These areas
for improvement were confirmed during the Vision
2030 stakeholder engagements and included
employee and student wellness, non-attainment
of postgraduate and international student
enrolment targets, and cumbersome systems and
As an outcome processes that were hindering agility, innovation
and responsiveness. These were also raised as key
of the Listening institutional risks during the annual risk assessment
processes.
Campaign, the Beyond 2020 (long-term)

University’s Several themes emerging from the Listening
Campaign were flagged as longer-term strategic
Vision 2020 imperatives that would extend beyond 2020 and
therefore inform the formulation of Vision 2030.
strategic plan These included devoting attention to strategic
positioning and institutional identity; transformative
(2018-2020) was institutional culture; sustainable resource mobilisation
and stewardship; and strategic partnerships at
comprehensively multiple levels. As a precursor to Vision 2030, the
Vice-Chancellor set out various commitments in her
reviewed and inaugural address.

approved by Commitments made in the Vice-

Council on 28 Chancellor’s Inaugural Address (2018)
In her inaugural address, the Vice-Chancellor
September 2018. signaled that a pattern had already begun to emerge
from the engagements with employees and students

22