Page 52 - VC 5 Year Review Report 2022
P. 52

We need to think                     2.  Priority Areas 2023–2025

                                 of complexity                 As we embark on cascading Vision 2030 into every

                                                               domain of the University, our priorities as a leadership
                             as evolving and                   team will be as follows:
                                     demanding                 • Further advancing social embeddedness and


                            more leadership                     responsiveness  by   facilitating  convergence
                                                                through the interplay between our academic and
                                                                social projects.
                             innovations, not                  • Strengthening  excellence  in  our  strategic

                                only in relation                trajectories including the medical school, ocean
                                                                sciences, revitalising the humanities, sustainability
                            to organisational                   sciences,  and   repositioning  transformative
                                                                engagement in the service of society.
                               efficiencies and                • Deepening transdisciplinarity as a key strategic
                                                                differentiator by consolidating our strengths across
                            sustainability, but                 all faculties and campuses.
                                                               • Reviewing our academic programme portfolio,
                            also linked to the                  size and shape, modes of delivery, curriculum, and
                                                                pedagogical approaches to ensure that Mandela
                               convergence of                   University is a higher education institution of
                                                                choice for talented students and employees.
                           the academic and                    • Pursuing inclusive student access for success as
                                                                one of our key differentiators as a comprehensive
                      social projects of the                    university, including  cultivating  holistic  and
                                                                vibrant student life and development experiences
                                        University.             that  liberate  the  full  potential  and  talent  of  our
                                                                graduates.
                                                               • Addressing rising youth unemployment by
                                                                implementing     wide-ranging   interventions
                                                                to   enhance   graduate   employability  and
                                                                entrepreneurship.
                                                               • Deepening   a  values-driven,  transformative
                                                                institutional culture characterised by authentic
                                                                stakeholder engagement and a well-developed
                                                                institutional self-understanding of what it means to
              Though much observation and reflection are required   embrace an African identity.
              to make sense of the leadership implications of the   • Positioning Mandela University globally, by
              prevailing macro-environment, the literature places   expanding our internationalisation footprint in
              great importance on leadership and governance     Africa and  the global  South,  while  sustaining
              as it relates to the success and stability of massive,   existing mutually beneficial partnerships.
              complex  organisations.  Yet,  we  need  to  think  of   • Accelerating digital transformation in pursuit of
              complexity as evolving and demanding more         improved efficiencies, agile systems and processes,
              leadership  innovations,  not  only  in relation  to   and adaptive institutional operating models that
              organisational  efficiencies  and  sustainability,  but   facilitate innovation and continuous improvement.
              also linked to the convergence of the academic and   • Promoting  the  long-term  sustainability  of
              social projects of the University. In doing so, various   the University through innovative resource
              priority areas have emerged that will guide strategy   mobilisation, strategy-aligned budgeting, and
              implementation for the next three years.          ethical resource stewardship.










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