Page 6 - Transformation Report 2021

ABBREVIATIONS (CONT.)

TIMS Transdisciplinary Institute for Mandela Studies
TVET Technical and Vocational Education and Training
TVET-RP TVET Colleges Research Programme
UADS Universal Accessibility and Disability Services
UG Undergraduate
UNESCO United Nations Educational, Scientific and Cultural Organization
YBEC Young Black Engineering Co-operative

INTRODUCTION

Nelson Mandela University has committed to positioning After extensive stakeholder engagements towards the
itself as an institution in service of society. Partnering with, end of 2020 and continuing into 2021, the Vision 2030
and supporting, the community in which we are situated, Strategy was finalised and approved by Council at its first
we are realising a conception of the University at the meeting in 2021. The University’s Vision 2030 Strategy is
engagement-transformation interface: a transformative, an articulation of our strategic intentions and aspirations
responsive university. The Engagement and Transformation as we seek to embody the soul of Mandela through living
Portfolio (ETP) drives this mandate, coordinates our our core values and pursuing our academic missions
community engagement efforts, and curates commitment as a university in the service of society. In executing our
to stakeholders. The Portfolio has seen many positive and mandate, the University continues to expand the frontiers
encouraging advances since its establishment in 2019 and of knowledge and aims to cultivate socially conscious
the appointment of Prof André Keet as the Deputy Vice- graduates who serve as responsible global citizens and
Chancellor (DVC) for Engagement and Transformation in leaders, making a positive impact on society.
October 2020.
The first five-year Institutional Transformation Plan (ITP)
Nelson Mandela University, like the rest of South Africa, is 2018 – 2022, as well as the new 2023 – 2027 ITP, reflect the
in transition, having faced complex national, continental, key dimensions captured in the Transformation Barometer
and global challenges that were, in 2020, exacerbated Reporting Tool (Annexure 1). This tool was endorsed by
by the advent of a global pandemic. These challenges both the Department of Higher Education and Training
continued into 2021 and required flexibility and swift (DHET) as well as the Board of University South Africa.
adaptation were demanded of all of us, and the education The promotion of equitable and equalising relationships
sector was no exception. As an institution, we rose to the between higher education and the state, private sector,
challenge. This report outlines the activities, interventions, interest groups, pressure formations and broader society.
and creativity conducted across the core and support
functions of our University, providing an inclusive working
and learning environment for our employees and students,
respectively.

6 | 2021