Page 27 - VC 5 Year Review Report 2022

innovation, accelerating our digital transformation selected in consultation with students, employees,
trajectory, optimising the utilisation of modernised and stakeholders to symbolically signal Mandela
and flexibly designed infrastructure, and deepening University’s commitment to transformation.
our commitment to long-term sustainability and
responsible resource stewardship. The University’s Naming and Renaming Policy
ensured that the naming and renaming process was
3. Organisational Redesign (2018–2022) strategy-aligned by applying the following criteria:

The adoption of the revised Vision 2020 strategy • Redress imbalances of the past which seek to
in 2018 required a comprehensive review of the affirm the indigenous peoples and history of the
University’s organisational design, to holistically provinces in which the University is located.
assess whether organisational structures, workflows, • Accord and resonate with the vision, values, and
systems, and processes were fit-for-purpose and strategies of the University, whether this is with
appropriately aligned to institutional strategy. The reference to places, historical events, geographical
redesign process was crafted and executed in a features, flora and fauna, or concept words.
manner that resulted in several advantages for the • Names chosen should, as far as possible, build
University, such as sustained academic excellence in social cohesion at the University and inspire
the service of society, better motivated employees, present and future generations.
enhanced organisational resilience and sustainability, • Consider the function or feature of the building or
and improved efficiencies. The pilot phase of space being named.
organisational redesign commenced in 2018 with • The primary users of a building or place being
the leadership structure reporting directly into the named or renamed should be given the opportunity
Vice-Chancellor and, after extensive consultation to make inputs.
with affected employees and organised labour,
Council approved the macro-organisational structure In considering the names of people, these need to
outlined below in December 2019. have had an identifiable national and international
significance, and include the fields of culture,
Within the framework of this structure outlined above, politics, sport, education, and scholarship. Further,
all faculties and PASS portfolios were engaged they should reflect race and gender equity. Mandela
in reviewing their strategies, conducting “As Is” University has adopted a phased approach to naming
analyses of their current structures, and designing and renaming as follows:
“To Be” organisational designs that would facilitate
and enable the attainment of their future desired • Phase1 (2018): Student residences in Gqeberha
strategic directions. The To Be proposals were initially (completed)
developed at a high-level, following which the macro • Phase 2: Started in 2019 but was delayed until
redesign proposals were further developed and 2022 due to the global COVID-19 pandemic.
refined to the level of individual posts by the relevant – Faculty buildings and spaces in Gqeberha
MANCO members and Executive Deans. – George Campus buildings
• Phase 3: Administrative buildings and spaces
4. Five-year anniversary of the official • Phase 4: Campus names
renaming of Nelson Mandela
University (2022) 5. Vision 2030 Situational Analysis
(2021–2022)
To mark five years after the official renaming
of Nelson Mandela Metropolitan University to Vision 2030 has revealed various strengths and
Nelson Mandela University in 2017, the institution strategic opportunities that need to be optimised by
launched “Advancing Mandela: Five Years On” Mandela University as it seeks to chart its future strategic
on 28 September 2022 at the start of a year-long directions and game-changing differentiators. As
programme to reflect and engage on what this name part of its future-focused planning, Nelson Mandela
means. As part of this journey, new names for 35 University conducted a situational analysis (SWOT)
University buildings and places across all campuses to identify strengths and opportunities that can be
were unveiled at the launch. Each name was carefully optimised over the next decade.

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