| Kaapse Kamer van Koophandel en CHEC-innovasietoekennings vier Stellenbosch Innoveerders | http://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11286 | | Kaapse Kamer van Koophandel en CHEC-innovasietoekennings vier Stellenbosch Innoveerders | Petro Mostert | <p>Drie uitstaande lede van die Universiteit Stellenbosch (US)-gemeenskap is vereer by die gesogte Kaapse Kamer van Koophandel en Nywerheid (CCCI) en Kaapse Hoër Onderwyskonsortium (CHEC) se innovasietoekennings, wat op Dinsdag 10 Junie 2025 in die Kaapstadse Stadsaal gehou is.</p><p>Anita Nel, die US se Hoofdirekteur van Innovasie en Kommersialisering, Mike-Alec Kearney, uitvoerende hoof van die US-spinoutmaatskappy CubeSpace, en prof Johann Kirsten, direkteur van die Buro vir Ekonomiese Navorsing, is as toonaangewende innoveerders in die akademie-kategorie erken.</p><p><strong>Viering van uitnemendheid</strong></p><p>Nel het die toekenning ontvang vir haar uitsonderlike leierskap in die bestuur van die Universiteit se uitgebreide innovasie-ekosisteem. Sy hou toesig oor 'n portefeulje van 35 spinout-maatskappye, honderde patente, die US se tegnologie-oordragkantoor, die SU LaunchLab besigheidsinkubator en die Instelling se kommersialiseringskantoor, SUNCOM. Onder haar leiding het die Universiteit talle tegnologieë suksesvol gekommersialiseer en 'n suksesvolle platform gebou wat entrepreneurskap, innovasie en werklike impak bevorder.</p><p>Kearney en sy span van CubeSpace, wat spesialiseer in die bou van gevorderde beheerstelsels vir satelliete, is gevier as die suksesvolste afwentelmaatskappy onder die vier Wes-Kaapse universiteite. Die maatskappy bedien tans meer as 250 kliënte in dertig lande wêreldwyd.</p><p>Prof Kirsten is erken vir sy leiding van die Karoo Lamb Consortium, 'n 20-jaar lange inisiatief wat gelei het tot die amptelike beskermde status van Karoo Lam as Suid-Afrika se eerste Geografiese Aanduiding. Die Konsortium funksioneer as 'n nie-winsgewende maatskappy en versinnebeeld die samekoms van innovasie, tradisie en streeksidentiteit in Suid-Afrikaanse landbou.</p><p>Die toekennings het innoveerders in verskeie sektore van die samelewing erken – akademie, besigheid en openbare ampte. Hulle het mans en vroue vereer wat steeds grense verskuif in die nastrewing van vooruitgang en die belangrikheid van innovasie beklemtoon om ekonomiese groei te dryf en armoede te verminder.</p><p>“Innovasie gaan net soveel oor houding as oor tegniese kundigheid," het John Lawson, uitvoerende hoof van die CCCI, gesê. “Dis 'n denkwyse wat op oplossings fokus. Hoe meer ons innoveer, hoe meer vorm ons aktief die toekoms wat ons wil sien."</p><p>Prof. Eugene Cloete, 'n raadslid van die Kamer en die uitvoerende hoof van CHEC, het gesê hierdie toekennings vier wat moontlik word wanneer die akademie, die regering en die privaatsektor saamkom. “Universiteite is die dryfvere van navorsing, kennis en vars denke. Die privaatsektor bring spoed, vaardigheid en moed om risiko's te neem, en die regering bied 'n platform vir beleid, belegging en ondersteuning om innovasie in impak te omskep. Hierdie jaar het ons 'n merkwaardige aantal hoëgehalte-innovasies in alle kategorieë ontvang, 'n belangrike aanduiding dat innovasie lewendig is en floreer in die Wes-Kaap."</p><p>Die geleentheid het die behoefte aan samewerking tussen die akademie, die private sektor en die regering beklemtoon – om innovasie te bevorder en 'n mededingende, inklusiewe ekonomie te skep.</p><p>Die Wes-Kaapse premier, Alan Winde, en Kaapstad se burgemeester, Gordon Hill-Lewis, het tydens die byeenkoms albei die belangrikheid van voortdurende innovasie, samewerking en erkenning in die bevordering van streeksontwikkeling en werkskepping beklemtoon. Hulle het die belangrikheid van die fasilitering van sterker verbindings en samewerking tussen universiteite, die akademie, besighede en die regering uitgelig om innovasie in die streek moontlik te maak en te ondersteun.</p><p><br></p><p><br></p> |
| Die US groet Prof Stan du Plessis ná 25 jaar | http://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11239 | | Die US groet Prof Stan du Plessis ná 25 jaar | Petro Mostert | <p>“Stan gee ongelooflik baie om vir ons Instelling, en dit is hierdie liefde vir die Universiteit Stellenbosch wat sy passie vir ons bedrywighede gedryf het, veral om te verseker dat ons volhoubaar is vir die toekoms."</p><p>Met hierdie woorde het die Universiteit Stellenbosch (US) se Rektor en Visekanselier, prof Deresh Ramjugernath, prof Stan du Plessis, ons bedryfshoof, ná 25 jaar gevier. Du Plessis sluit in Augustus by Stadio Hoër Onderwys aan as Hoof Uitvoerende Beampte.</p><p>"Stan is baie dinge. 'n Makro-ekonoom, 'n uiters begaafde akademikus, 'n gerespekteerde institusionele leier, en iemand wat die US met ongelooflike konsekwentheid, diepte en integriteit gedien het," het Ramjugernath op Vrydag, 23 Mei 2025 by 'n spesiale funksie op Nooitgedacht-landgoed gesê.</p><p>"Oor die afgelope vier en 'n half jaar het ek die voorreg gehad om nou saam met Stan te werk. Wat altyd vir my uitgestaan het, is sy ongelooflike teenwoordigheid, sy helderheid van denke, en die manier waarop hy energie en fokus na enige situasie bring, selfs in die mees ingewikkelde situasie; of dit nou 'n moeilike beleidsdebat of 'n komplekse bedryfsuitdaging was, Stan se bydraes was van onskatbare waarde, en met absolute akkuraatheid, kon hy strategiese en deurdagte oplossings bied. Stan het vir die grootste deel van 'n kwarteeu hierdie instelling uitmunted gedien. Hy was oor die afgelope dekade, 'n belangrike hoeksteen van die US; iemand wat met integriteit en passie gelei het en generasies van professionele persone, studente en eweknieë beïnvloed het. Dit is selde is om iemand te vind wat sulke onbaatsugtige toewyding en leierskap beliggaam."</p><p>"Hy gee om vir impak en het nie slegs op uitkomste gefokus nie. So het hy gehelp om 'n meer deurdagte, responsiewe, en (nog meer belangrik) veerkragtige Universiteit te bou. Stan, ek wil jou bedank vir jou leierskap, jou onvermoeide werksetiek, jou insig en jou humor. Jy het meer gegee in jou tyd hier. Vir jou bedagsaamheid, jou stabiele hand, en, belangriker, jou hartstog vir die Universiteit van Stellenbosch en die breër universiteitsgemeenskap, wil ek ons diepste waardering uitspreek. Vir alles wat jy vir hierdie instelling gedoen het, en hopelik vorentoe nog gaan doen. Hierdie is miskien die einde van jou hoofstuk as die Uitvoerende Bedryfshoof van die US, maar jou nalatenskap is deel van die Instelling se bouwerk."</p><p>Du Plessis het die gaste toegespreek en die Universiteit, sy kollegas en vriende bedank vir 'n lang en ryk loopbaan by "hierdie Universiteit waarvoor ons so lief is". "Ek is ongelooflik romanties oor universiteite, veral nadat ek op laerskool my eerste Universiteit besoek het: die Empire-kampus van Wits. Daardie besoek het my 'n blywende indruk op my gelaat vanweë die grootsheid daarvan."</p><p>Deur sy ervaring van die US te deel, het Du Plessis Alfred North Whitehead, 'n Engelse wiskundige en filosoof, aangehaal waar hy skryf dat 'n universiteit se ware doel nie slegs is om inligting oor te dra nie, maar om dit met die lewensvreugde te verbind. Dit bring verskillende generasies byeen in verbeeldingryke en passievolle leer en transformeer blote feite in betekenisvolle en inspirerende idees. Sonder hierdie kreatiewe en energie-tyke gees verloor 'n universiteit sy rede om te bestaan.</p><p>"Ek kry binnekort die kans om die ontwikkeling van 'n nuwe universiteit te lei, iets wat ek baie na uitsien. Die doelwit is om te verseker dat ons kennis op 'n verbeeldingryke wyse oordra en die verband tussen kennis en lewensvreugde versterk," het Du Plessis gesê.</p><p>Vir hom behoort die US sy twee kernprioriteite onverbiddelik te handhaaf: akademiese uitnemendheid en institusionele integriteit. "As 'n akademiese instelling spruit ons impak op die samelewing uit die gehalte van ons vakkundiges (<em>scholars</em>) en die geleenthede wat ons vir studente skep. Dit moet altyd eerste kom. Akademiese uitnemendheid is net moontlik as ons almal saam daartoe verbind is om die integriteit en onafhanklikheid van die instelling te beskerm deur gesonde bestuur, slim operasionele besluite te neem en onwrikbare etiese standaarde te handhaaf. Hiersonder loop ons die gevaar om die Universiteit werklik waardevol te maak."</p><p>Du Plessis het die Universiteit, kollegas en belanghebbendes – sy bestuurspan – bedank vir hul ondersteuning en samewerking oor die jare, veral oor die afgelope sewe en 'n half jaar in sy pos as bedryfshoof. "'n Baie lonende aspek van hierdie pos was die kans om kollegas in die Universiteit te ontmoet wat selde, of moontlik nooit, jou pad as akademikus sou gekruis het nie. Hulle is van die mees kundige en toegewyde mense wat die universiteit laat werk. Ek dink aan mense soos Niven Adonis en Chantal van Rooi, Doris Peters, Keegan van Aarde, Lizzy de Beer, en vele ander."</p><p>Seremoniemeester, Ronel Retief, die US se Registrateur, het Du Plessis vereer vir sy ongelooflike bydrae tot die US, met vermelding van “sy ongelooflike energie, sy integriteit en moed, sy uitmuntende teenwoordigheid, beide intellektueel en fisies, en sy rooi of oranje dasse wat dit onmoontlik gemaak het om hom nie raak te sien nie".</p><p>"Stan lees makro-ekonomiese beleidsdokumente vir ontspanning. Hy laat 'n gesprek oor monetêre teorie soos 'n kaggelstorie klink. En glo my, net Stan kan fiskale beleid verander in iets wat jou aandag tussen voorgeregte en nagereg kan hou. Hy kan werklik oor byna enigiets praat en jy sal aan sy lippe hang. Sy algemene kennis is legendaries. As jy al ooit buite sy kantoor gestaan het, sou jy soms 'n Gregoriaanse dreunsang, of triomfanklike orrelmusiek kon hoor speel. Sy entoesiasme vir die lewe is voorwaar aansteeklik."</p><p>Prof Eugene Cloete het die gehoor deur 'n warrelwind van uitdagings geneem wat Du Plessis in sy termyn as Uitvoerende Bedryfshoof moes verduur, soos #FeesMustFall, Dag Zero, beurtkrag, geboue en koshuise wat in vlamme opgegaan het en COVID-19 – alles oor 'n bestek van agt jaar. "Jou leierskap was kalm en moedig. Jou strategiese insig, gegrond op akademiese uitnemendheid, en 'n pragmatiese begrip van operasionele realiteite, het gehelp om hierdie Universiteit deur onstuimige waters te stuur."</p><p>Cloete het Du Plessis vereer vir die verowering van die toekenning vir uitsonderlike akademiese prestasie as een van die US se top 50 navorsers, drie keer agtereenvolgens terwyl hy Uitvoerende Bedryfshoof was. "Jy het die groot prentjie gesien, sonder om die fyn besonderhede of die mense daaragter oor die hoof te sien. Jou deur was altyd oop, jou woorde goed deurdink, en jou optrede altyd gelei deur 'n diep verantwoordelikheidsin teenoor hierdie Universiteit en die gemeenskap wat dit dien. Jy het ons daaraan herinner dat leierskap nie 'n posisie is nie, maar 'n diens. Jy het met waardigheid, dissipline en visie gedien. Soos jy nou 'n nuwe bladsy begin, glo ons die hoofstukke wat gaan volg, gaan net so boeind wees soos jou loopbaan by die US. Ons wil hê dat jy moet onthou jou nalatenskap is hier veilig," het Cloete gesê.</p><p>In 'n spesiale huldeblyk aan Du Plessis het emeritusprofessor Anton van Niekerk sy bydraes uitgelig, insluitend "sy indrukwekkende vermoë om sy merkwaardige kennis van die geskiedenis van ekonomiese denke toe te pas op die behoeftes van ons huidige kennisekonomie".</p><p>Ramjugernath het die aand se verrigtinge afgesluit deur 'n spesiale geskenk aan Du Plessis te oorhandig: 'n kaggelhorlosie, as 'n simbool van sy toewyding en nalatenskap by die Instelling. Die horlosie is aanvanklik in 1896 aan professor MacDonald ('n wiskundeprofessor op Stellenbosch) geskenk en dit was vir agt jaar in Du Plessis se kantoor. "Stan se liefde vir horlosies is welbekend. Hy het dit op homself geneem om omtrent elke meesterstuk of horlosie wat hy kon vind te laat restoureer, en hulle het hul weg gevind na Admin B. Ons is baie dankbaar hiervoor Stan. Dit is pragtig om die klokkespel van hierdie fantastiese antieke horlosies te hoor wat weer lewend gemaak is deur jou vasberadenheid en liefde vir hierdie indrukwekkende antieke horlosies."</p><p>In sy slotopmerking het Du Plessis weer Whitehead aangehaal wat gesê het: “More than two thousand years ago, the ancients symbolised learning by a torch passing from hand to hand down the generations. That lighted torch is the imagination of which I speak. The gift which the University has to offer is the old one of imagination, the lighted torch which passes from hand to hand."</p><p>“Dit was 'n voorreg en eer om hierdie fakkel vir 'n rukkie in Stellenbosch te dra, en nou oorhandig ek dit aan julle, vol vertroue dat julle na dit sal kyk en dit helder laat skyn," het Du Plessis afgesluit.</p><p> </p><p> </p><p> </p><p> </p><p> </p><p> <br></p><p><br></p> |
| Prof Stan say farewell to Stellenbosch University | http://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11243 | | Prof Stan say farewell to Stellenbosch University | Prof Stan du Plessis | <p></p><p><br><br></p><p style="text-align:justify;">Dear Colleagues of the RC Operations and Finance,<br></p><p style="text-align:justify;">This is my final newsletter as Responsibility Centre Head for Operations and Finance and as Chief Operating Officer for Stellenbosch University (SU). Please join me in welcoming Professor Nicola Smit, who will serve as the acting COO and Responsibility Centre Head until the position is filled permanently. I am sure you will give her the same tremendous support I enjoyed over the last seven years.</p><p style="text-align:justify;">My career at SU began in the previous century, in October 1999, and I completed 25 years as a staff member last year. I enjoyed a long, happy, and varied career at this University we love so much. My friends know that I am desperately romantic about universities and have been since, as a primary school kid, I first saw a university in real life at the Empire Road campus of the University of the Witwatersrand (Wits). That visit left me with a lasting impression of the grandeur of our enterprise, and I could hardly believe my luck when I first saw the Stellenbosch campus.</p><p style="text-align:justify;">Almost a century ago, the British philosopher Alfred North Whitehead captured the University experience that I also enjoyed in memorable prose. He wrote: "The justification for a university is that it preserves the connection between knowledge and the joy of life by uniting the young and the old in the imaginative consideration of learning. The University imparts information, but it imparts it imaginatively. This atmosphere of excitement, arising from imaginative consideration, transforms knowledge. A fact is no longer a bare fact; it is invested with all its possibilities. It is no longer a burden on the memory: it is energising as the poet of our dreams and as the architect of our purposes."</p><p style="text-align:justify;">That is how I experienced Stellenbosch University. Soon, I will get the chance to lead the development of a new university, and that is an opportunity I relish. The objective is the same, though: to strengthen the connection between knowledge and the joy of life.</p><p style="text-align:justify;">I am grateful for the many opportunities offered to me at this University. As a student, I learnt the powerful perspective on society one obtains through the analysis of Economics. As you know, that is still the framework I use most comfortably to make sense of the world. SU allowed me the freedom to pursue my academic interests and to do so with brilliant students.</p><p style="text-align:justify;">I am grateful that the University's executive gave me the chance to develop a leadership career, first as a vice dean and some years later as Dean of the Faculty of Economics and Management Sciences, a job I truly loved, even though buildings went up in flames, and others got ransacked by protesters. There was a far greater excess of HR to deal with than I had ever imagined.</p><p style="text-align:justify;">Undoubtedly, the highlight of my career at SU was the seven years as COO. In this position, I had the opportunity to serve on the University's Council and work at an interesting interface between the management and governance structures of the University, as well as between internal and external stakeholders. It was a pleasure to work with the Rectorate, the Deans and the General Managers, and an outstanding privilege to work with all of you, my colleagues in the five divisions of the <span style="text-align:justify;">Responsibility</span> Centre, as well as in my office.</p><p style="text-align:justify;">It was in this role as COO that I learnt about aspects of the University that you don't always (or perhaps even never) see as an academic. Here, I met colleagues who work with tremendous skill and commitment to ensure the smooth running of this University. We are all part of the academic project, delivering essential aspects of the student experience and the research capacity required for the excellence of SU.</p><p style="text-align:justify;">I was deeply impressed and inspired by your resilience during the most challenging moments we faced these last seven years: budget cuts, drought, fires, and the pandemic. You worked with the outstanding leadership in our five divisions to lead the University through these difficult episodes. I am proud of how you led with concrete transformation as the outcome of a clear commitment and deliberate planning and effective implementation. You are an example to the University, and I honour and thank you for it.</p><p style="text-align:justify;">I will not forget the kindness and spirit of our staff. Wherever I go on campus, I am greeted by friendly staff, who are remarkably dedicated and experienced, and that inspired me in my work as well. I am going to miss working with you. Thank you for your superb contribution to an ever more excellent Stellenbosch University. I am confident that you will continue to strengthen the connection between knowledge and the joy of life.</p><p style="text-align:justify;">In my new job, I will no doubt think of you often and wonder how you would have handled a particular situation. Thank you for all that you have taught me.</p><p style="text-align:justify;">With my best wishes to you and to Stellenbosch University</p><p style="text-align:justify;">Stan du Plessis</p><p style="text-align:justify;"> </p><p style="text-align:justify;"> </p><p><br><br></p><p><br></p> |
| The Scholar, The Mentor, The Leader: The Life and Leadership of a Remarkable Man | http://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11244 | | The Scholar, The Mentor, The Leader: The Life and Leadership of a Remarkable Man | Petro Mostert | <p></p><p>When Prof. Stan du Plessis, Stellenbosch University's Chief Operating Officer, enters a room or steps onto a stage, he fills it. Then follows that familiar warm smile, eyes sparkle, an energised greeting, and you know his sharp mind is ready to engage, inspire and challenge (when needed).</p><p>Prof Stan's go-to film is The Big Lebowski; he can quote as readily as he can any 20<sup>th</sup> -century philosopher or economist like David Ricardo, Adam Smith, Friedrich von Hayek and of course, Karl Popper, who — just like him — believe that while our understanding of the world is inheritably limited, there is the constant need to explore and learn: "We know a great many things, but our ignorance is boundless and sobering."</p><p><strong>The early years</strong></p><p>After completing his matric at Kempton Park High School, Stanislaus Alexander du Plessis enrolled in 1991 at Stellenbosch University for a B.Com in Mathematics, dead set on becoming an actuary. Of course, he finished with distinction after his first year but then got <em>economically</em> sidetracked in his second year when the legendary economic lecturer Prof Sampie Terblanche gave him his first glimpse into the history of economic thought. The series of lectures commenced with the teachings of Saint Augustine (354-430 AD), who laid some ethical foundations that would later influence medieval and modern economic thought, followed by St. Thomas Aquinas, David Ricardo, Thomas Hobbes, John Locke, Jean-Jacques Rousseau, Adam Smith, David Ricardo, Karl Marx, with Mary Wollstonecraft in between them "because of Sampie's quirkiness", and so on. Says Prof Stan: "By the time we got to Hobbes and Locke, my actuarial science career was ruined. I didn't know that anything could be as interesting as this."</p><p>Prof Stan finished his actuarial science degree with distinction after adding economics as an extra major with actuarial science and mathematics, which was crucial as technical background for his studies at the University of Cambridge, Clare College, where he enrolled for an MPhil in Economics (with a scholarship from the Oppenheimer trust), which he achieved in July 1996.</p><p>Prof Stan loved Cambridge. "I've always been a romantic about universities. From the first time I set foot on a university – the Empire Road campus of Wits, a majestic campus. Universities were always part of the discussion in our house. I'm so fortunate that all my grandparents studied." His great love for history was greatly influenced by his grandmother's encyclopaedic knowledge and incredible passion, making her a remarkable storyteller."</p><p>"My grandmother was a very dynamic and sort of unstoppable force. She shared with us the impression that the world is a fascinating place, and you should find out about it. I spent a lot of time as a kid reading encyclopaedias. I always thought a trip to the library was a highlight.</p><p>"Education was always a part of what we valued, and universities were part of that. We knew that universities like Cambridge and Oxford- and their study of economics are were the summit of the discipline." He says Cambridge is incredibly famous to Economists because of John Maynard Keynes (1883-1946), one of the most influential economists of modern times who studied there.</p><p>"I spent most of my time there studying the teachings of Marx and Ricardo. I was a very left-wing student, hanging out with the lefties and studying with my supervisor, one of the world's greatest Marxists, Lord Eatwell – a tremendous scholar. At Cambridge, I learned how to be a good scholar and scientist. Science is not just brute facts – you don't just throw your work on the table and say, there. Being a scientist means you can compellingly ask a question and be able to answer it persuasively, something I also learned from Lord Eatwell. I was so lucky to be his only student, as in Cambridge you often have just one student per lecturer. In my college for example. We had 500 academics and 400 students."</p><p>"Lord Eatwell's room was at Trinity College, next door to Isaac Newton's room, where he studied at Cambridge in the 17<sup>th</sup> century. "So, I would knock there, and then he would tell me to mind my head because people were shorter when this building was constructed. He was also a very tall guy. I had such an intellectually stimulating time learning how to be a scholar."</p><p><strong>Life in London</strong></p><p>After Cambridge, Prof Stan joined Old Mutual International Asset Managers (UK) in London in March 1995, first as a research analyst and later as an economist. "I absolutely loved my job. I was basically paid to read the newspaper and think about the world and share these thoughts and insights with the audience. "It was thrilling to be invited to be the 'morning investor' on CNBC business television, having to talk for an hour in the morning with the news anchor. I would start in Japan and take them through the entire global map. It was also an incredible time in the world economy during globalisation in London, with London very much in the centre of that."</p><p>During his three years in London, he continued studying with an older colleague and brilliant economist, Nigel Morgan, who was also a student of Karl Popper at the Londen Stock Exchange (LSE) in the 1950s. "Until today, I believe Nigel – a brilliant economist – significantly influenced my economic thinking. "He instantly demonstrated to me that all the Marxist stuff was wrong. So, we relearned economics together.</p><p>"By this time, I was no Marxist and left-wing, and from an ideology perspective became alienated from my other great influence, Prof Sampie, who – like me – think the greatest book we had ever read is Lord John Acton's book: <em>Lectures on Modern History (1906)</em>. "It is undoubtedly the book I will read if I'm only allowed to take one book to a desert island. I have a copy next to my bed that is so heavily annotated, and there are notes on every single page that stick out. It is an unbelievably outstanding book. When I gave it to him the first time to read, he spent all night with it. He came to my office with red eyes the next morning, and he gripped the book and he said: 'ek het nie geweet enigiets kan so goed wees nie'" (<em>I didn't know anything can be this good.</em>")</p><p><strong>Time for change</strong></p><p>While in the UK, SU approached him to apply for a teaching position at the Department of Management Sciences (EMS), he was immediately interested in pursuing an academic career. He thought he will evaluate this decision at the end of every year. "But as you can tell, the evaluations always came out positively. "Every time I said: 'No, I'm loving it here, I enjoyed it. It was a fantastic switch" – one that lasted over 25 years."</p><p>"The Department of Economics is an extraordinary group of people, and when you only know one department, you don't always appreciate how special they are because you just think all departments are like that. Later I learnt that they were not just another department; they were exceptionally collegial. It really was a team effort, and I was fortunate that that was the department where I was both a student and later a colleague."</p><p>After completing his PhD at SU in 2003 he became a distinguished macroeconomist and academic leader, Prof Stan held various roles at SU: Professor of Economics, Vice-Dean for Research the Faculty of Economic and Management Sciences Dean of the Faculty of Economic and Management Sciences and Chief Operating Officer, steering SU's operations and finance through some stormy waters since January 2018 when he stepped into this challenging position. Recognised as a leading scholar in Monetary Economics in South Africa, he was often invited as a keynote speaker during the SA Reserve Bank's international conferences.</p><p style="text-align:justify;">Though he is a specialist in Monetary Economics, Prof Stan has been an interdisciplinary scholar for most of his career. "Many of the world's problems require an interdisciplinary approach, and I have benefitted from collaboration with colleagues in many fields."</p><p style="text-align:justify;">Beyond Economics, he has published in disciplines such as Philosophy, History, Law and Public Theology. As an academic at SU, he received the University's highest research award on four occasions, including twice during his tenure as COO. Over his academic career, he published 45 papers in peer-reviewed journals and wrote 17 chapters in various books.</p><p style="text-align:justify;">Last year (in May 2024), Cambridge University Press published his latest book, entitled <em>Reconsidering Central Bank Independence</em>.</p><p><strong>EMS on the rise</strong></p><p>The SU he found here in the early 1990s was not as research-intensive as today, Prof Stan says. His vision was that SU should change the direction of the economics department. "I thought, well, we should become the best in the country, and the way to do that is to raise the quality of our programmes to the international level. So, I came back with a vision that our best students should be able to go to Cambridge and Oxford and Harvard, which meant that we needed a technical intensification of our work."</p><p>After a very intensive and highly contested debate in the department, a significant culture shift followed, particularly in the postgraduate syllabus, which was initially very controversial. "But once we implemented it and saw the results after the first year, it became clear it was the right move. After seeing the impact, UCT asked me to teach their postgraduate macro course as well. Initially, some believed such a syllabus couldn't be taught in South Africa, but we proved it could. I also organised a regional postgraduate student conference with Stellenbosch, UWC, and UCT, where our students' performance helped solidify the change. It all came down to shifting perspectives."</p><p>By the time Prof Stan became a full professor at SU in 2006, at 33 years old, he was the youngest professor in Economics in many years and the youngest member of SU's Senate, mainly because he had built up a substantial research portfolio while he was teaching. He was an NRF-rated researcher. He mentioned the impact of another significant figure, Prof Servaas van den Berg, who helped steer the department towards research-intensive teaching at an international level, creating opportunities for students abroad. "On their return, they were exceptional professors – something that really changed our department. Four of my PhD students received the "Founder's Medal" from the Economic Society of South Africa for the best PhD in South Africa in a particular year."</p><p>According to him, EMS students never received the Chancellor's Medal until 2002/03, when Gideon du Randt became the first student to receive this award. He is now at the Reserve Bank. "It was like the dam wall broke. Suddenly, the University looked differently at our faculty, and several awards followed. I had the opportunity to lecture to some outstanding students."</p><p>He loved being Dean of EMS, says Prof Stan, "because I love the faculty so much, and it was a time to lead the faculty and help them build some confidence inside the University. What's more, we've built a postgraduate school where students can now be full-time PhD students – a move that saw the number of PhD students grow to as many as forty at a time, compared to a maximum of three a year when I graduated."</p><p><strong>Changing course</strong></p><p>When Prof Leopoldt van Huyssteen retired as SU's COO in 2017, Prof Stan made the difficult decision to leave his academic career. "But this was an opportunity to be involved in the leadership of the Institution, and if you love Stellenbosch University like I do, then this opportunity is extraordinary. Our University is full of inspiring people and is in a great location. We are good." For him, who regards himself as on the liberal side of the ideological spectrum – people who love change – being part of the executive team leading SU on a path of transformation and change was a fascinating place to be.</p><p>"I was fortunate to work with people from whom I could learn – my team of Chief Directors who are all specialists in their fields."</p><p>In 2017 Prof Stan attended The Wharton School of the University of Pennsylvania for an advanced management programme, which he regards as one of the most remarkable educational experiences of my life. "The content was brilliant, and I also saw how intellectually interesting the management world is. Trying to lead a big organisation is an intellectually interesting question, not just a practical one. There are deep and interesting questions to think about, and I've been wrestling with them ever since. Working and thinking about the University remains thrilling to me – it is never boring."</p><p>Quoting Karl Popper when he said, "All life is problem-solving," Prof Stan says we live in a world of problems, which he is very comfortable about. "That is why I have a sculpture of a dung beetle on my desk. "To be a scholar and scientist, whether a social or a natural scientist, the first thing you must be able to do is identify and be comfortable with problems. Then you say: 'Okay, can we solve them and how?' And the solutions are always partial and inadequate, generating further problems. So, the job is never done." What the dung beetle does is address something that is a problem for society, and they do that with a lot of energy. They solve it, but it's never done because there's more to do the next day."</p><p>Referring to a book by the Italian writer Piero Sraffa, Prof Stan says it took the author, one of the most brilliant economists of the 20<sup>th</sup> century, forty years to write this small book of 100 numbered paragraphs with the weird title of <em>The Production of Commodities by means of Commodities</em>. "It is the perfect book, and nobody could ever criticise it. But, as the great Nobel Prize-winning economist Paul Samuelson said: 'Piero Sraffa has given us a diamond. There is nothing to criticise in this book. My only regret is how many rubies he could have given us instead over forty years. They would have been imperfect but would have been better for this world than this one."</p><p>"You are not trying to be Newton. You are trying to be part of a scientific discussion, which requires you to deliver many good things and be involved in a discussion as a good scholar. Still, you will not deliver this one silver bullet for society; striving for that is a mistake. The correct perspective is, how can I give a better answer to what we had before, not the perfect answer," says Prof Stan. "All life is problem-solving. The tentative solution we put in place will create more problems for us next year, and we must do better again the next year."</p><p>And that is precisely what he did year after year since he took over the demanding role of COO seven and a half years ago.</p><p><strong>Steering SU through turbulent times</strong></p><p>As COO, Prof Stan du Plessis and his management team, the Chief Directors of Finance, Facilities Management, Maties Sport, Innovation & Commercialisation, and Information Technology, over the past years, implemented a responsibility centre model that locates responsibility for planning and execution at the local level – a model that encourages entrepreneurship and innovation, while providing an incentive for solid financial management.</p><p>Despite many challenges — including the Day Zero drought of 2017–2018, the Huis ten Bosch fire and its subsequent reconstruction, ongoing load-shedding, the student uprising during #FeesMustFall, and the complexities of managing the COVID-19 pandemic at SU — he and his team consistently steered the university safely through turbulent times.</p><p>"In my role as COO, I constantly had to be aware of risks and challenges while managing the University's response. Over the years, I have developed a mature risk management methodology, including identifying opportunities. Where possible, we mitigated risks proactively and always worked to improve the system while mitigating the consequences of the adverse event," he said.</p><p>One of his guiding principles was that SU, as one of the finest public universities in South Africa, must be accessible to students and staff from all South African communities and regions. One of his latest contributions was playing a facilitating role and providing resources in establishing the Thuthuzela Care Centre, which houses a Gender Based Violence Centre for the victims of gender-based violence within an SU facility in Ida's Valley.</p><p>Over the years, his colleagues have seen and acknowledged that he does not shrink from complex issues. He would always explain his convictions and was open to criticism and suggestion. "I have the conviction to stand up for my convictions and the courage to change my view when persuaded of a better alternative," he said.</p><p><strong>A new kind of university awaits</strong></p><p>Prof Stan will join Stadio Higher Education, a private education institution offering undergraduate and postgraduate qualification through contact and distance learning, as Chief Executive Officer from 1 August this year. "Our challenge at Stadio is to solve a triple problem: how can we provide high-quality access to higher education efficiently and at scale?"</p><p>"In South Africa, and I've written about that a lot, there are inherent scale problems in the public sector. At SU, we have excellent quality education, but access is problematic, and it's becoming more so because of the rising cost and limited spaces. Furthermore, the entry requirements for a university like Stellenbosch keep increasing. Stellenbosch can provide quality but limited access and not much scale, whereas Stadio can do scale and access and do so efficiently. The real challenge for me, then, is to ensure we can have efficient quality education at scale," said Prof Stan. "I am convinced that we can achieve this to serve a huge section of the country, and eventually even the continent, with a scalable system to address our country's biggest education system, namely that of quality, access and scale." He believes there is an opportunity for collaboration between SU and Stadio, as Stellenbosch offers quality and Stadio scale.</p><p><strong>What I will miss</strong></p><p>Prof Stan says what he will truly miss is this university that he truly loves. "It is very hard to leave this Institution, and I will miss it tremendously. And, of course, in my job, I had the chance to lead the best team at the University. We have improved SU a lot during the past decade, and it is a much stronger institution now. Being part of it for so long was such a privilege."</p><p><strong>It must be meaningful</strong></p><p>For him, SU should relentlessly uphold its two core priorities: academic excellence and institutional integrity. "As an academic institution, our impact on society stems from the quality of our scholarship and the opportunities we create for students. That must always come first. However, academic excellence is only possible if we are equally committed to protecting the integrity and independence of the institution through sound governance, smart operational decisions, and unwavering ethical standards. Without both, we risk losing what makes a university truly valuable."</p><p>Prof Stan believes it helps not to take himself too seriously. He believes it is essential to have goals not only about yourself. "I think to be happy, we need to do meaningful work. If people remember the work that I did, I hope they will remember only one thing: that I was committed and serious about my job and tried to do it as best I could."</p><p>We wish Prof Stan all the best with his new adventure, including a fantastic holiday ahead that he will be sharing with his wife Helena and daughters Julia and Lara. Of course, he will make enough time to work on his golf handicap, a sport he adores. He says: "It fills your soul to hit a beautiful golf shot. It's one of the most thrilling things to see the ball fly off your club in that majestic arc, just as you wanted, or perhaps even better than you intended. That is an extraordinary thing, and you always hope that all your shots will soon be like that. Of course, that never comes, but the hope is never gone. And in the meantime, it is it is a tremendously fun game because everybody can compete."</p><p>And if we may… The Dude Abides!</p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p><br><br></p><p><br></p> |
| Die Universiteit Stellenbosch groei sterk, so ook sy ekonomiese impak | http://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11194 | | Die Universiteit Stellenbosch groei sterk, so ook sy ekonomiese impak | BER | <p></p><p>· <em>Die US spandeer </em><em>R4.2 miljard in die ekonomie van Stellenbosch in 2024</em></p><p>· <em>Besteding dra sowat 13% by tot plaaslike BBP</em></p><p>· <em>“</em><em>Universiteite het nog altyd 'n kragtige rol gespeel in ekonomiese ontwikkeling; 'n proses waardeur ons meer welvarend raak en kwalitatief anders leef as vorige generasies."</em></p><p>· <em>Studente met NSFAS beurse wat in</em><em> </em><em>Stellenbosch woon, bestee gemiddeld R35 347 per jaar in die dorp (uitgesluit verblyfkoste), in vergelyking met R51 123 vir studente wat nie NSFAS beurshouers is nie.</em></p><p> </p><p><strong>Die Universiteit Stellenbosch (US), sy studente, personeel en besoekers het verlede jaar R4.2 miljard in die Stellenbosch-ekonomie bestee. Hierdie besteding het sowat 13% tot die plaaslike Bruto Binnelandse Produk (BBP) bygedra en 13% van formele werk in die Stellenbosse munisipale streek ondersteun.</strong></p><p>Dit is die hoofbevinding in die Buro van Ekonomiese Ondersoek (BEO) se onlangse ekonomiese impakstudie van die US wat hulle, as 'n onafhanklike navorsingsinstituut binne die Universiteit, gedoen het. Groot veranderinge het in die samestelling van die US se studenteliggaam plaasgevind sedert die BEO se vorige studie in 2017.*</p><p>Die belangrikste hiervan is die groei in studentegetalle oor die afgelope twee jaar: daar was 'n 3.4% groei in 2023 en 5.1% in 2024. Oor die afgelope dekade het studentegetalle met gemiddeld 1.8% per jaar gegroei.</p><p>Die Stellenbosch-kampus huisves nou 28 922 studente, 17% meer as in 2017. In totaal is sowat 35 000 studente by die US oor sy vyf kampusse geregistreer.</p><p>Dit is opvallend dat die getal wit en bruin studente marginaal gedaal het, terwyl swart Afrika-studente met 50% gegroei het, van 5 025 in 2020 tot 7 572 in 2024. Laasgenoemde maak nou 21.6% van die 35 000 studente uit.</p><p>Wit studente bly die grootste groepering by die US, ten spyte daarvan dat die 16 254 studente in 2024, minder was as die 16 529 in 2020.</p><p>Nog 'n belangrike verandering tussen 2017 en 2024 is 'n byna sesvoudige toename in die aantal staats-gesubsidieerde Nasionale Studente Finansiële Hulpskema (NSFAS)-studente wat by die Universiteit ingeskryf is – van 853 studente in 2017 tot net meer as 5 000 in 2024. In persentasie terme het NSFAS-studente gegroei van 2.7% to sowat 14% tvan die totale studentetal. Verlede jaar het een uit sewe US-studente 'n NSFAS-beurs ontvang.</p><p>Prof Stan du Plessis, die US se Uitvoerende Bedryfshoof, het gesê die Universiteit streef daarna om 'n kosmopolitiese universiteit van die wêreld en 'n Universiteit vir alle Suid-Afrikaners te wees. “Ons volg suksesvolle en doelbewuste transformasiestrategieë na om dit te bereik."</p><p>“Die US vermeerder doelbewus geleenthede vir alle studente, veral van gemeenskappe wat voorheen beperkte toegang tot Stellenbosch gehad het," sê Du Plessis. "Ons skep hierdie geleenthede met die hulp van fondsinsamelings en bied uitgebreide finansiële hulp aan behoeftiges omdat ons glo die studente-ervaring is 'n noodsaaklike dimensie van transformasie by ons Instelling."</p><p>"Universiteite het nog altyd 'n kragtige rol gespeel in ekonomiese ontwikkeling; 'n proses waardeur ons meer welvarend raak en kwalitatief anders leef as vorige generasies," voeg Du Plessis by. "Toegang tot tersiêre onderwys bied 'n onomkeerbare toetrede tot hierdie proses van ekonomiese ontwikkeling vir die student en haar gesin."</p><p>"Soos dit nou staan, sal duisende studente van alle ouderdomme geweldig baat vind by US se programme, maar weens verskeie redes, kan hulle nie hier studeer nie – een daarvan is finansieel van aard. Deur spesiale kostoelaes, beurse, lenings en ander innoverende ondersteunende projekte help die US voortdurend studente se toegang tot hoër onderwys te verbeter, 'n proses wat hul lewens en dié van hul gesinne onomkeerbaar sal verander."</p><p><strong>Bevolkingsdinamika vorm plaaslike bestedingspatrone</strong></p><p>Hierdie ontwikkelende studentebevolkingsdinamika gee ook vorm aan plaaslike bestedingspatrone. Volgens die BEO het studente wat in Stellenbosch woon en nie NSFAS-beurshouers is nie, gemiddeld R51 123 per jaar in die dorp spandeer, verblyf uitgesluit. Diegene in private verblyf het 'n bykomende R99 506 bestee aan behuisingverwante koste soos huur, nutsdienste, huishouding en vesel. Daarteenoor het NSFAS-studente jaarliks R35 347 in die dorp bestee en R68 656 aan behuising en verwante koste. Die totale besteding deur NSFAS-studente wat in Stellenbosch woon, beloop gemiddeld 69% in vergelyking met dié van hul nie-NSFAS-eweknieë. </p><p>Ná inflasie-aanpassing, het die gemiddelde student in 2024, 19% hoër huurgeld in Stellenbosch betaal as in 2017. </p><p>Naas behuisingsverwante koste, spandeer die meeste studente hul geld aan kruideniersware. Studente se gemiddelde maandelikse kruideniersbesteding in Stellenbosch was R2 049 per persoon (of R1 454 vir NSFAS-studente) in 2024.</p><p>Die gemiddelde besteding aan openbare vervoer vir studente wat in Stellenbosch woon, het in reële terme meer as verdubbel sedert 2017. Dit strook met die verhoging in die VPI van passasiersvervoerdienste op nasionale vlak, wat die ondergang van openbare vervoer soos passasierspoor, en die groei in duurder alternatiewe, soos saamryklubs, weerspieël. Veral NSFAS-studente word hierdeur geraak (sien figuur), en veral dié wat buite Stellenbosch woon.</p><img src="/english/PublishingImages/Lists/dualnews/My%20Items%20View/Student_spending_new%20graph%20to%20use.png" alt="Student_spending_new graph to use.png" style="margin:5px;" /><img src="file:///Users/petromostert/Library/Group%20Containers/UBF8T346G9.Office/TemporaryItems/msohtmlclip/clip_image001.png" alt="" style="width:403px;margin:5px;" /><p><em>Let wel: Waardes wat in die grafiek getoon word, is gemiddeldes van die totale studentetal. Werklike besteding aan spesifieke items word afgetrek deur studente wat geen geld aan 'n spesifieke item bestee nie.</em></p><p>Alhoewel die studentebevolking vinnig gegroei het, was daar by die US 'n afname van 3,6% in voltydse ekwivalente poste sedert 2017. Die deel van die totale bedryfsuitgawes wat aan personeel bestee word, het van 47% in 2016/17 tot 52% in 2023/24 gegroei. Terwyl die Universiteit minder personeel in diens geneem het, het personeelkoste dus toegeneem. Dit wys hoe moeilik dit is om personeel te lok en te behou in 'n mededingende mark vir hoogs- geskoolde arbeid.</p><p>Ongeveer R666 miljoen van die US se totale bedryfsuitgawes is aan sowat 900 plaaslike verskaffers van goedere en dienste in Stellenbosch bestee. Dit was 18,7% meer as die Universiteit se besteding in die plaaslike Stellenbosch-ekonomie in 2016/17. </p><p>Die grootste begunstigde was Stellenbosch Munisipaliteit, wat ongeveer 28% van die US se besteding in die plaaslike ekonomie in die vorm van tariewe en diensheffings geabsorbeer het, gevolg deur die finansiële- en versekeringsektor (12,7%). In die derde plek was die spysenierings- en verblyfsektor (12,6%), wat besteding aan restaurante, gastehuise en hotelle, en ander verskaffers van private korttermynverblyf insluit. </p><p>In totaal het studente verlede jaar 40% meer in die Stellenbosch se plaaslike ekonomie bestee as in 2017 (in reële terme). Dit is hoofsaaklik gedryf deur verhoogde studentegetalle. Personeel het byna 30% minder in Stellenbosch bestee.</p><p>Senior ekonoom by die BEO, Helanya Fourie, wat die studie gelei het, skryf hierdie neigings toe aan tegniese verbeterings in die studie-ontwerp en veranderende verbruikspatrone. Byvoorbeeld, die beskikbaarheid van aanlyn-studiemateriaal het gemiddelde uitgawes aan handboeke en ekstra klasse verlaag. </p><p>Die studieresultate dui ook daarop dat personeel en studente in 2024 minder geld spandeer het om klere by Stellenbosse kleinhandelaars te koop as in 2017, wat kan dui op 'n ommeswaai na aanlyn-inkopies. </p><p>Die effense afname in die totale aantal personeellede en 'n kleiner deel van die personeel wat in die dorp woon, dra by dat personeel oor die algemeen minder geld plaaslik bestee het. In 2017 het net meer as die helfte van die personeel wat by die Stellenbosch-kampus gewerk het in Stellenbosch gewoon. Die jongste studie bevind dat dié aandeel tot 42% gedaal het. Stellenbosch se hoë eiendomspryse en die verhoogde beskikbaarheid van naburige eiendomsontwikkelings het heel waarskynlik tot hierdie tendens bygedra. </p><p>Kortom, die werklike besteding deur die US, studente, personeel en besoekers in die dorp het in 2024 altesaam R4.22 miljard beloop – 'n reële toename van 21% teenoor 2017. Dit het R5.83 miljard in plaaslike ekonomiese aktiwiteit (uitset)** gegenereer, wat 13% van die dorp se BBP gegenereer het en 13% van die formele werk ondersteun het. </p><p>EINDE</p><p>· Skakel gerus met Celeste Booysen (BEO) by <a href="mailto:cbooysen@sun.ac.za">cbooysen@sun.ac.za</a> vir verdere inligting.</p><p> </p><p> </p><p><em>Nota aan redakteurs:</em></p><p>· <em>*Die 2017-studie het gefokus op studente en personeel op die Stellenbosch-kampus (en Elsenburg). Die 2024-studie sluit die US se ander kampusse in (bv. die Fakulteit Geneeskunde en Gesondheidswetenskappe in Tygerberg en die Bestuurskool in Bellville), gebaseer op die aanname dat hierdie studente en personeel van tyd tot tyd Stellenbosch besoek. Hierdie en ander tegniese verbeterings beteken dat die 2017- en 2024-studies nie streng vergelykbaar is nie. Tog openbaar die breë trekke fassinerende veranderinge oor die afgelope sewe jaar.</em></p><p>· <em>Die BEO-studie volg 'n besteding-gebaseerde benadering om die ekonomiese voordele (die bykomende besteding en direkte toename in ekonomiese aktiwiteit regdeur die plaaslike ekonomie) wat deur die Universiteit se bedryfs- en kapitaalbesteding gegenereer word, sowel as plaaslike besteding deur personeel en studente, en besoekersbesteding te kwantifiseer. Dit is gebaseer op 'n omvattende 2024 aanbod-gebruik tabel-ontleding van die Stellenbosch-ekonomie wat deur Quantec Research ontwikkel en onderhou word.</em></p><p>· <em>** Dit sluit direkte impakte in (die onmiddellike ekonomiese aktiwiteit wat deur 'n projek of belegging gegenereer word), indirekte of sekondêre effekte (soos verhoogde vraag na materiaal en dienste van plaaslike besighede), en geïnduseerde effekte (soos werkers wat hul lone uit die direkte en indirekte aktiwiteite bestee).</em></p><p>· <em>Die terme “dorp" of “plaaslike ekonomie" verwys na die Stellenbosch munisipale streek, insluitend Pniel en Franschhoek.</em></p><p><br></p> |
| Maties Sport Jaarverslag 2024: Vier impak, inspirasie vir die toekoms | http://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11174 | | Maties Sport Jaarverslag 2024: Vier impak, inspirasie vir die toekoms | Kimara Singh | <p></p><p>Maties Sport deel met trots sy 2024-jaarverslag, wat 'n jaar van merkwaardige groei, veerkragtigheid, moeilike tye en prestasie oor alle sfere van universiteitsport aan die Universiteit Stellenbosch vaslê. Hierdie publikasie weerspieël ons diepgaande verbintenis tot die bemagtiging van studente-atlete, die bevordering van uitnemendheid en die skep van 'n blywende impak deur sport.</p><p>Terwyl ons oor die afgelope jaar nadink, bly ons gefokus op ons langtermyn visie:</p><p><strong>"Om die toonaangewende universiteit te wees, wat deur sport bydra tot 'n holistiese en diverse ervaring."</strong></p><p>Met ons oog op die toekoms, sal die hoofdirekteur se nuwe visie ons steeds lei om ons deurlopende belegging in die #MaroonMachine oor die volgende vyf jaar te verwesenlik, met 2025 wat 'n deurslaggewende jaar in ons reis is:</p><p>1. <strong>Gevorderde deelname en prestasie:</strong> Ons gaan voort om ons hoëprestasie- en mededingende sportstrukture te versterk, terwyl ons inklusiewe deelname deur ontspannings- en aktiewe leefstylprogramme bevorder.</p><p>2. <strong>Kweek 'n gesonde Organisasie:</strong> Ons beoog om 'n veerkragtige en toekomsgereed Maties Sport-span te bou deur leierskapontwikkeling, opvolgbeplanning en personeelwelstandsinisiatiewe.</p><p>3. <strong>Verwesenlik 'n volhoubare sakemodel:</strong> Deur doelgerigte vennootskappe te smee, fondsinsamelingspogings te verbeter en ons wêreldklasfasiliteite te benut, gaan ons voort om die Universiteit Stellenbosch te bevorder as 'n voorkeurbestemming wat ons ondersteun deur bedryfsuitnemendheid en innovasie.</p><p>4. <strong>Dryf navorsing vir impak: </strong>Geanker deur ons Sentrum vir Sportleierskap (SSL) en die Suid-Afrikaanse Sentrum vir Olimpiese Studies en Sosiale Impak (SACOSSI), sal ons navorsing, opleiding en ontwikkeling, en sosiale transformasie deur sport bevorder.</p><p>Hierdie verslag vier ons mylpale, nie net vir 2024 nie, maar 'n dekade van visioenêre en veerkragtige leierskap deur ons Hoofdirekteur. Dit skets ons onwrikbare verbintenis tot sport as 'n transformerende krag binne die Universiteit Stellenbosch en die hoëronderwyssektor.</p><p>Lees die volledige verslag <a href="/english/PublishingImages/Lists/dualnews/My%20Items%20View/Maties%20Sport%20Annual%20Report%202024-Afr.pdf"><img class="ms-asset-icon ms-rtePosition-4" src="/_layouts/15/images/icpdf.png" alt="" />Maties Sport Annual Report 2024-Afr.pdf</a></p><p>#MatiesSport #Jaarverslag2024 #UitnemendheidDeurSport #Toekomsgefokus #StellenboschUniversiteit<br><br></p><p><br></p> |
| US-studente, personeel vier saam Aardedag 2025 | http://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11169 | | US-studente, personeel vier saam Aardedag 2025 | Petro Mostert | <p>Die Universiteit Stellenbosch (US) se studente en personeel het die strate op kampus ingevaar om Aardedag 2025 te vier met 'n stap en skoonmaak-aksie op 22 April 2025, en hulle verbind tot vanjaar se tema van #OurPowerOurPlanet – 'n beroep op almal om saam te staan vir skoner, hernubare energie sodat ons die gebruik van skoner elektrisiteit teen 2030 kan verdriedubbel.</p><p>Die deelnemers het die staptog en skoonmaak op die trappe van die US se Biblioteek afgesluit, waar hulle almal 'n memorandum onderteken het en 'n beroep op die US gedoen het om sy verbintenis tot omgewingsvolhoubaarheid te verdiep deur 'n geïntegreerde, verenigde en kampuswye volhoubaarheidsnetwerk te vestig. Die US se nuwe waarnemende Uitvoerende Bedryfshoof, prof Nicola Smit Met het die memorandum namens die Universiteit aanvaar en ons daaraan herinner dat omgewingsvolhoubaarheid een uitdaging is wat ons almal konfronteer en verenig – oor elke fakulteit, diensdepartement en studieveld heen. "Dit is nie net 'n modewoord nie: dit gaan oor die bou van 'n toekoms waar alle lewende wesens en ons aarde kan floreer. Ons vra nie meer hoe dit ons gaan raak nie. Die vraag is eerder hoe ons (gesamentlik en individueel) gaan reageer. Want omgewingsvolhoubaarheid begin hier, by elkeen van ons," het sy gesê.</p><p>Prof Smit het gesê die US neem aksie om van volhoubaarheid as 'n strategiese prioriteit en instaatsteller te beweeg na 'n gedeelde verantwoordelikheid. “Met ons Omgewingsvolhoubaarheidsplan mik ons na koolstofneutraliteit teen 2030 en netto-nul-vrystellings teen 2050. Die goeie nuus is dat ons omgewingsvolhoubaarheidsprojekte reeds 'n impak maak op ons kampus, wat meer as 487 geboue huisves. So, byvoorbeeld is ons aktief besig om na sonenergie oor te skakel met ons uitgebreide PV-paneelprojek en ons het verskeie waterwyse inisiatiewe in plek, asook 'n vullisstrategie waar ons oplossings verhoed dat onnodig vullis na landvul-hope gaan.</p><p>"Maar die ware krag lê by elkeen van ons," het sy gesê. "As studente en personeel is ons hier saam om ons toekoms te skep. Ons riviere huil en woude vervaag onder die gewig van keuses wat ons maak."</p><p>Met die oorhandiging van die memorandum aan prof Smit, het die US se Studenteraad se volhoubaarheidsportefeuljebestuurder, Ocean Postman, gesê die US is 'n plek waar studente holisties kan ontwikkel, hul akademiese ervarings verryk en afgeronde landsburgers word. “Klimaat raak ons almal en ons wil hierdie belofte saam met die Universiteit maak om ons te verbind tot volhoubaarheidsdoelwitte, as individue en as 'n kollektief."</p><p>Christine Groenewald, US se betrokkenheidbeampte vir volhoubaarheidsontwikkeling, en ons omgewingsvolhoubaarheidsbestuurder, John de Wet, van Fasiliteitsbestuur, het hierdie viering saam met die SR en ander organisasies op kampus gereël.</p><p><br></p><p><br></p> |
| R45 Food Sock Meals Now Available at Maties Coffee Hub | http://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11123 | | R45 Food Sock Meals Now Available at Maties Coffee Hub | Rentia Smal | <p><br><br></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">Students at Stellenbosch University now have access to nutritious, easy-to-prepare Food Sock meals, available at Maties Coffee Hub in the Matie Shop at the Neelsie. The R45 meal kit serves up to four people, offering students an affordable and convenient meal solution. </span></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">This initiative is part of SUNCOM and Factory 209’s efforts to address the rising food insecurity challenges among the student community. </span><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">Malnutrition and not knowing where your next meal will come from can </span><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">place significant stress on students</span><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">.</span><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;"> SU aims to solve this challenge with a flavourful and nutritious one-pot-wonder that only requires water.</span></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">Founded in 2023 by Carl van Blerk, Food Sock was developed to tackle food security and loadshedding challenges in South Africa. The meal kits are designed for convenience, ensuring students enjoy wholesome meals despite financial challenges.</span></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">Each meal has been developed with inputs from culinary experts, including renowned Chef Francois Ferreira and celebrity chef Nataniel, to guarantee taste and nutritional value. Various flavours are available, including chicken pasta, tomato bredie, chakalaka samp and beans, mac and cheese, mutton stew, chicken veg soup and even traditional </span><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">melkkos</span><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">.</span></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">To purchase your Food Sock meal kit, visit Maties Coffee Hub at the Neelsie today.</span></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;"><br></span></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"><strong style="background:transparent;margin-top:0pt;margin-bottom:0pt;">About Factory 209 (Pty) Ltd</strong></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">Factory 209 (Pty) Ltd, a subsidiary of Stellenbosch University </span><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">enterprises</span><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;"> (USE), serves as the commercial vehicle for SUNCOM. It oversees multiple business initiatives, including Matie Shops, the Central Events and Conference Office (CECO), and Gradlinc. CECO manages event spaces, rentals, and conference facilities, while Gradlinc </span><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;">functions as</span><span data-preserver-spaces="true" style="background:transparent;margin-top:0pt;margin-bottom:0pt;"> an employment platform connecting SU graduates with potential employers.</span></p><p><br></p> |
| Universities face significant disruption | http://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11117 | | Universities face significant disruption | Prof Stan du Plessis | <p></p><p>Universities have existed for over 1 000 years and have changed a lot over many centuries, but not as severely as in recent years, when they have faced significant disruption. Consider declining government funding, the rise of alternatives to traditional academic programmes, and the high costs of sustaining undergraduate teaching and research.</p><p>If we compare our situation to the likes of Harvard and Oxford, for example, one realises that in Harvard's budget, the recurring revenue (fees) pays only 55 percent of their operating expenses, including salaries. The rest comes from investment income on their $54bn endowment and direct donations this year. As Oxford's retiring vice-chancellor said: “We lose money on every student we admit, and we lose money on almost every research tranche we take…"</p><p>We at Stellenbosch University (SU) do not live in that world; we cannot absorb loss-making activities without ending in the same way as four or five elite institutions in the world can, with endowments so wildly extravagant that they can afford not to consider economic realities. Even with over 800 years of accumulation and privilege behind them, Oxford does not even serve as many students as we do.</p><p>Furthermore, we have our own unique disruptive challenges: the collapse of NSFAS, declining government subsidies and a stagnant economy. Within this challenging environment, we must work towards creating a new kind of public university in South Africa. One thing is for sure: South African universities will have to work smarter, not harder, to ensure that we are sustainable and can increase our beneficial impact on society.</p><p>While I am now looking into my crystal ball, I am arranging my thoughts according to the acronym HESU, which I've mentioned to you before. It stands for High Impact, Efficient Scalable University.</p><p><strong>Education changes families</strong></p><p>I love to use VS Naipaul's inspiring 1961 novel <em>A House for Mr Biswas</em> to explain how education changes families. Born in rural Trinidad, the grandson of immigrants who came from India as indentured servants (almost slaves), Mr Mohun Biswas could maintain a sense of himself as a man with possibilities and options and in a position to set limits on what he will put up with — also living in a society that will let him survive with this attitude.</p><p>Somehow, Mr Biswas survives, marries, supports a family after a fashion, and passes on to some of his children this sense of living in a world with possibilities. This world can reward those who accept the challenges it offers. By the end of his life, his oldest son, Anand, had become a scholarship student at Oxford. Between Anand and his grandparents is the “entire gap in living standards between the wealthy and poor parts of the world today."</p><p>Once Anand had gone to Oxford, the Biswas family - who had been poor for centuries, and Anand's great-grandfather had been a near-slave would never be poor again.</p><p>To similarly impact South Africa today, and more so in a decade from now, for high-impact, we need three things:</p><p><strong>Embrace interdisciplinary learning</strong>: to address complex global challenges will require that we cross disciplinary boundaries;</p><p><strong>We need lifelong learning</strong>; therefore, universities must offer continuous education beyond traditional degrees; and</p><p><strong>Instill collaborative learning</strong>, as fostering teamwork prepares students for an ever-changing and evolving job market.</p><p>For efficiency and scalability, we need to embrace factors such as hyper-automation, hence streamlining our operations with the help of digitization and AI. Personalisation should be centred in our strategy, utilising AI-driven learning tailored to individuals' needs. We need student success analytics — data-driven interventions so that we can improve our academic outcomes. Lastly, we must build on our progress with hybrid and online learning by expanding students' access to flexible, technology-enhanced education.</p><p>The University of the Future can embrace these changes if they are willing to invest in technology and enable a mindset shift; faculties should see hybrid learning to enhance impact, not a burden.</p><p>We need to build sustainable, transformative universities to ensure education remains a driver of social mobility and economic progress. Together, we can make HESU a reality and realise the impact we as a sector can have at an even greater scale in this country.</p><p>The future is bright.</p><p> </p><p> </p><p> </p><p> </p><p> </p><p><br><br></p><p><br></p> |
| A year to explore | http://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11106 | | A year to explore | Petro Mostert | <p></p><p><em>By Nicolette van den Eijkel, Chief Director: Facilities Management</em></p><p>Our focus this year must be on ensuring that we are "future-fit" by embracing innovation, sustainability, and operational excellence. We need to work on having a culture and structure of adaptability and continuous improvement so that our campus facilities and the services we provide are functional today and ready to meet the evolving needs of tomorrow's students and staff while meeting the objectives of Vision 2040. I am excited about the year ahead and the opportunity to realign and assess that we are doing the right things in the right way with the right people and the right resources. Let us see that in December 2025, we can say: “We are (al)right".</p><p>To achieve this, in 2025 the Facilities Management Division will focus on:</p><p>The Campus Renewal Project: namely:</p><ul><ul style="list-style-type:disc;"><li>Refurbishment of Admin A</li></ul></ul><ul><ul style="list-style-type:disc;"><li>Refurbishment of Admin B</li></ul></ul><ul><ul style="list-style-type:disc;"><li>Development of the Central Campus Renewal project and the relocation of parts of Agrisciences Faculty to Welgevallen</li></ul></ul><ul><ul style="list-style-type:disc;"><li>Continuation of the existing CRP projects</li></ul></ul><p>Implementing the six-year Capital Plan to get approval from Council for funding for infrastructure needs</p><p>- Providing a welcoming environment for all students and staff</p><p>- Improving operational efficiency by</p><ul><ul style="list-style-type:disc;"><li>Aligning the structure of SUFM to ensure that it is “future-fit" and has the right resources in the proper structure; and<br></li></ul></ul><ul><ul style="list-style-type:disc;"><li>Understanding our funding and budgets and ensuring that the right budget is used for the right purposes.<br></li></ul></ul><p>- Harnessing our digital assets and systems to ensure that we improve sustainability and efficiency.</p><p>The start of 2025 is good! The Chinese New Year was on 29 January, and we are entering the year of the wood snake, billed as “a year to explore, get inspired and share your light". I hope we are all inspired to explore and make SU the best university in South Africa.</p><p><br></p><p><br><br></p> |
