Strategic Plan 2020-2025

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2 | 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 goal.
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