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Strategic Plan 2020 – 2025

This plan is aligned to national policy priorities

outlined in the Higher Education Act (1997),

the White Paper for Post-School Education

and Training (2013), the Policy Framework

on Differentiation in the South African Post-

School system developed by the DHET, and

the aspirations of the National Development

Plan. Specifically, the plan deepens MUT’s

commitment to quality undergraduate career-

focused programmes and impactful research

in niche areas and strengthens MUT’s

differentiated contribution to the National

Development Plan’s vision of a knowledge-

intensive economy and the advancement

of socio-economic development of its

communities.

The plan has been warmly endorsed by the

Senate and Council. We extend our thanks

to all who contributed to its development,

drafting, and refinement. We are confident

that it provides an aspirational and robust

framework within which the University can

develop its plans on an annual basis and

continue to thrive in the uncertain but exciting

period that lies ahead. We look forward to

working with all colleagues to achieve the

plan’s objectives and ensure the sustained

success of our University.

Foreword

We are pleased to present the Strategic Plan for Mangosuthu

University of Technology from 2020 to 2025. The plan was created

through an 18-month process involving staff, students, alumni,

community leaders, and other stakeholders committed to helping

MUT become a quality public higher education institution. We intended

to develop an ambitious agenda to take us through the next five years

as we work to provide access to excellence in higher education in an

increasingly competitive and global knowledge-based economy.

We feel this document achieves that go

al.

This plan is pragmatic. Firstly, it realises that our University is already home to

several areas of excellence in education, research, and community engagement that

need further consolidation and strengthening as the cornerstones for a young and

developing research-informed University of Technology. Secondly, it recognises that

MUT is operating in a financially constrained context and environment and does not

seek to commit MUT to a radical change of its business model not matched by its

capacity, capabilities, and resources. Thirdly, the plan presents specific strategic

initiatives to take MUT to higher levels of academic excellence and relevance to its

communities and stakeholders. Finally, it recognises the need to expand the available

human and capital resources necessary to meet these vital challenges.

Mr Morailane Morailane

Chairperson of Council

Dr E. Duma Malaza

Vice Chancellor and Principal