Page 6 - VC 5 Year Review Report 2022

SECTION A

Introduction

This report seeks to provide a reflective and authentic assess the impact thereof on institutional strategy
overview of progress made at Nelson Mandela and the University’s core academic missions.
University over the past five years (2018-2022) since
the Vice-Chancellor’s inaugural address in 2018. Universities in South Africa are increasingly called
The report commences with a contextualisation of upon to participate more actively in addressing the
the prevailing higher education macro-environment developmental needs of the African continent, with
as the backdrop against which the University specific reference to the United Nations Sustainable
strives to fulfil its noble purpose of promoting the Development Goals, the African Union Agenda
public good. The report will furthermore provide 2063, and South Africa’s National Development
some insight into future strategic directions to be Plan. Societal expectations of HEIs to demonstrate
embarked upon in the decade leading up to 2030 social responsiveness and impact are simultaneously
to ensure that Mandela University fulfils its aspiration increasing, particularly in developing nations, and
to be a socially embedded, African university universities.
that offers a range of life-changing educational
experiences, impactful research and innovation, and As universities collectively reshape the post-
transformative engagement for a better world. pandemic future, they seek to undertake four
missions as effectively as possible, namely, to:
A set of interlinked geo-political shifts together with provide teaching and learning for their students;
the socio-economic and planetary challenges, digital undertake transformative research and scholarship;
advancements, and the emerging dominance of promote impactful engagements with society; and
techno-rationality suggests that a “new moment” is serve as hubs of innovation and entrepreneurship for
at play. At a time when individual higher education sustainable and progressive change. In doing so, the
institutions (HEIs) and the sector are under sustained prevailing existential, economic, and epistemic crises
fiscal pressure, the deepening of stability will be compel universities to adopt a fifth mission – the duty
a powerful instrument in promoting institutional of care – which is characterised by humanistic and
reputation, scholarly depth, and vibrant growth. ecological values for the sustainability of our species,
It remains imperative to develop, and maintain, societies, and nature (Zeleza, 2022).
appropriate strategic and operational responses
over a period that is likely to remain volatile and In 2021, Council approved the University’s Vision
uncertain. This includes continuously evaluating the 2030 Strategy, which strives to differentiate
higher education legislative framework and macro- Mandela University nationally and globally by
environmental context within which we operate, to pushing forward the frontiers of knowledge through

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