| Stellenbosch University is growing rapidly, as is its economic impact | http://www.sun.ac.za/english/Lists/news/DispForm.aspx?ID=11282 | | Stellenbosch University is growing rapidly, as is its economic impact | BER | <p><br></p><p>· <em>SU spent </em><em>R4.2 billion in the Stellenbosch economy in 2024</em></p><p>· <em>Spending contributed approximately 13% to local GDP</em></p><p>· <em>“</em><em>Universities have always played a uniquely powerful part in economic development, a process by which we become more prosperous and live qualitatively different lives from earlier generations"</em></p><p>· <em>Students with NSFAS bursaries and living in Stellenbosch spent an average of R35 347 per year in town (excluding accommodation costs), compared to R51 123 for students who do not receive NSFAS bursaries.</em></p><p> </p><p><strong>Stellenbosch University (SU), its students, staff and visitors spent R4.2 billion in the Stellenbosch economy last year. This spending contributed approximately 13% to local Gross Domestic Product (GDP) and supported 13% of formal sector jobs within the Stellenbosch municipal region. </strong> </p><p>This is the main finding of a recent economic impact assessment of the University conducted by the Bureau for Economic Research (BER), an independent economic research institute within SU. Big changes have occurred in the University's student body composition since the BER's previous economic impact assessment in 2017.* </p><p>Most significantly, student numbers have expanded over the past two years – by 3.4% in 2023 and 5.1% in 2024. Over the past decade, student numbers grew by an average of just 1.8% per year</p><p>The Stellenbosch campus now has 28 922 students – 17% more than in 2017. In total, roughly 35 000 students are enrolled at SU across all five campuses. </p><p>Most striking is that the number of white and coloured students has dropped marginally while the number of black African students has grown by 50%, from 5 025 in 2020 to 7 572 in 2024. The latter now accounts for 21.6% of all 35 000 students. </p><p>White students – which numbered 16 254 in 2024 down from 16 529 in 2020 – remain the largest cohort at SU, accounting for roughly 46% of all students. </p><p>Another important change between 2017 and 2024 is an almost six-fold increase in the number of government-sponsored National Student Financial Aid Scheme (NSFAS) students enrolled at the University – from 853 students in 2017 to just over 5 000 in 2024. In percentage terms, NSFAS students have grown from 2.7% to almost 14% of the student body. Last year, one in seven SU students received an NSFAS bursary. </p><p>Prof Stan du Plessis, SU's Chief Operating Officer, said SU aspires to be a cosmopolitan university of the world as well as a university for all South Africans, and is pursuing successful and deliberate transformation strategies to achieve this.</p><p>“We are deliberately increasing the opportunities for all students, especially from communities who previously had limited access to Stellenbosch," says Du Plessis. “We create these opportunities with the help of our fundraisers and provide extensive financial aid to those in need because we believe the student experience is an essential dimension of transformation at our institution."</p><p>“Universities have always played a uniquely powerful part in economic development, a process by which we become more prosperous and live qualitatively different lives from earlier generations," Du Plessis adds. “Access to tertiary education offers an irreversible entry into this process of economic development for the student and her family."</p><p>“As it stands, thousands of students of all ages would benefit tremendously from SU programmes, but they cannot join for various reasons, one of which is financial. Through special meal allowances, bursaries, loans, and other innovative supporting projects, SU is constantly aiding students' access to higher education, a process that will irreversibly change their lives and their families for the better."</p><p><strong>Population dynamics shape local spending patterns.</strong></p><p>These evolving student population dynamics also shape local spending patterns. According to the BER, students living in Stellenbosch who are not recipients of NSFAS bursaries spent an average of R51 123 per year in town, excluding accommodation. Those in private accommodation spent an additional R99 506 on housing-related costs such as rent, utilities, housekeeping and fibre. In contrast, NSFAS students spent R35 347 annually in town and R68 656 on housing and related costs. On average, total spending by NSFAS students living in Stellenbosch amounts to 69% of that of their non-NSFAS peers. </p><p>After adjusting for inflation, the average student paid 19% higher rent in Stellenbosch in 2024 than in 2017. </p><p>After spending on housing-related costs, groceries are the top spending category for most students. Averaged across the cohort, students' mean monthly grocery spending in Stellenbosch was R2 049 per person (or R1 454 for NSFAS students) in 2024. </p><p>The average spending on public transport for students living in Stellenbosch has more than doubled in real terms since 2017. This aligns with the increase in the CPI of passenger transport services at a national level, which reflects the demise of public transport like passenger rail, and the growth in costlier alternatives, like ridesharing. NSFAS students, in particular, are affected by this (see figure), especially those living outside Stellenbosch. </p><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;" /><br><br><br></p><p> <img src="file:///Users/petromostert/Library/Group%20Containers/UBF8T346G9.Office/TemporaryItems/msohtmlclip/clip_image001.png" alt="" style="width:403px;margin:5px;" /> <br></p><p><em>Note: Values shown in the graph are averages across the student cohort. Actual spending on specific items is pulled down by students who do not spend any money on a particular item.</em> </p><p>Though the student population has grown rapidly, the University has seen a 3.6% decrease in full-time equivalent jobs since 2017. However, the share of total operating expenditure spent on staff grew from 47% in 2016/17 to 52% in 2023/24. In other words, although the University employed fewer staff, staff costs increased. This speaks to the difficulty of attracting and retaining staff in a competitive market for highly skilled labour. </p><p>Approximately R666 million of SU's total operating expenditure was spent on roughly 900 local suppliers of goods and services in Stellenbosch. This was 18.7% more than the University's spending in the local Stellenbosch economy in 2016/17. </p><p>The biggest beneficiary was the<strong> </strong>Stellenbosch Municipality, which absorbed roughly 28% of SU's spending in the local economy in the form of rates and service charges, followed by the finance and insurance sector (12.7%). In third place was the catering and accommodation sector (12.6%), which includes spending on restaurants, guest houses and hotels, and other providers of private short-term accommodation. </p><p>In total, students spent 40% more in the Stellenbosch local economy last year than in 2017 (in real terms). This was primarily driven by increased student numbers. Staff, however, spent almost 30% less in Stellenbosch. </p><p>BER senior economist Helanya Fourie, who led the study, attributes these trends to technical improvements in the study design and changing consumption patterns. For instance, the availability of online study material has, on average, lowered expenditure on textbooks and extra tuition. </p><p>The study results also suggest that staff and students spent less money buying clothes from Stellenbosch retailers in 2024 than in 2017, which may indicate a pivot towards online shopping. </p><p>The slight decrease in the total number of staff and a smaller share of staff living in town contribute to lower overall local spending by staff. In 2017, just over half of the staff who worked at the Stellenbosch campus lived in Stellenbosch. The latest study finds that this share has dropped to 42%. Stellenbosch's high property prices and the increased availability of neighbouring property developments most likely contributed to this trend. </p><p>In short, the actual spending by SU, students, staff, and visitors in the town totalled R4.22bn in 2024 – a real increase of 21% over 2017. This generated R5.83bn in local economic activity (output)**, which generated 13% of the town's GDP and supported 13% of formal sector jobs. </p><p>ENDS </p><p>· Liaise with Celeste Booysen (BER) at <a href="mailto:cbooysen@sun.ac.za">cbooysen@sun.ac.za</a> for more information.</p><p> </p><p><strong><em>Note to editors:</em></strong><strong> </strong></p><ul style="list-style-type:disc;"><li><em>*The 2017 study focused on students and staff at the Stellenbosch campus (and Elsenburg). The 2024 study includes SU's other campuses (e.g. the Faculty of Medicine and Health Sciences in Tygerberg and the Business School in Bellville) based on the assumption that these students and staff occasionally visit Stellenbosch. These and other technical enhancements mean the 2017 and 2024 studies are not strictly comparable. Even so, the broad strokes reveal fascinating changes over the past seven years.</em> </li></ul><ul style="list-style-type:disc;"><li><em> The BER study follows an expenditure-based approach to quantifying the economic benefits (the additional spending and direct increase in economic activity throughout the local economy) generated by the University's operational and capital expenditure, as well as local expenditure by staff and students, and visitor spending. It is based on a comprehensive 2024 supply-use table analysis of the Stellenbosch economy developed and maintained by Quantec Research.</em> </li></ul><ul style="list-style-type:disc;"><li><em>** This includes direct impacts (t</em><em>he immediate economic activity generated by a project or investment)</em><em>, indirect or secondary effects (like increased demand for materials and services from local businesses), and induced effects (such as workers spending their wages from the direct and indirect activities).</em> </li></ul><ul style="list-style-type:disc;"><li><em>The terms “town" or “local economy" refer to the Stellenbosch municipal region, including Pniel and Franschhoek.</em> </li></ul><p><br></p> |
| Maties Sport Annual Report 2024: Celebrating Impact, Inspiring the Future | http://www.sun.ac.za/english/Lists/news/DispForm.aspx?ID=11262 | | Maties Sport Annual Report 2024: Celebrating Impact, Inspiring the Future | Kimara Singh | <p></p><p>Maties Sport is proud to share our 2024 Annual Report, capturing a year of remarkable growth, resilience, tough times, and achievement across all spheres of university sport at Stellenbosch University. This publication reflects our deep commitment to empowering student-athletes, fostering excellence, and creating a lasting impact through sport.</p><p>As we reflect on the past year, we remain focused on our long-term vision:<br><strong>“To be the leading university, contributing to a holistic and diverse experience through sport."</strong><br></p><p>Looking ahead, our Chief Director's new vision will continue to guide us in realising the ongoing investment by the #MaroonMachine over the next five years, with 2025 marking a pivotal year in our journey in the following ways:</p><ol style="list-style-type:decimal;"><li><p><strong>Advance Participation and Performance: </strong>We continue strengthening our high performance and competitive sport structures while promoting inclusive participation through recreational and active lifestyle programmes.</p></li><li><p><strong>Foster a Healthy Organisation: </strong>We aim to build a resilient and future-ready Maties Sport team through leadership development, succession planning, and staff wellbeing initiatives.</p></li><li><p><strong>Enable a Sustainable Business Model:</strong> By forging purposeful partnerships, enhancing fundraising efforts, and leveraging our world-class facilities, we continue to advance Stellenbosch University as a destination of choice supported by operational excellence and innovation.</p></li><li><p><strong>Drive Research for Impact: </strong>Anchored by our Centre for Sport Leadership (CSL) and the South African Centre for Olympic Studies and Social Impact (SACOSSI), we will advance research, training and development, and social transformation through sport.</p></li></ol><p>This report celebrates our milestones, not only for 2024 but a decade of visionary and resilient leadership by our Chief Director. It outlines our unwavering commitment to sport as a transformative force within Stellenbosch University and the higher education sector.</p><p>Access the full report <a href="/english/PublishingImages/Lists/dualnews/My%20Items%20View/Maties%20Sport%20Annual%20Report%202024-Eng.pdf"><img class="ms-asset-icon ms-rtePosition-4" src="/_layouts/15/images/icpdf.png" alt="" />Maties Sport Annual Report 2024-Eng.pdf</a></p><p>#MatiesSport #AnnualReport2024 #ExcellenceThroughSport #FutureFocused #StellenboschUniversity</p><p><br></p><p> </p><p><br></p> |
| SU students, staff join in celebrating Earth Day 2025 | http://www.sun.ac.za/english/Lists/news/DispForm.aspx?ID=11257 | | SU students, staff join in celebrating Earth Day 2025 | Petro Mostert | <p></p><p>Stellenbosch University's (SU) students and staff took to the streets on campus to celebrate Earth Day 2025 with a walk and clean-up on 22 April 2025, committing to this year's theme of #OurPowerOurPlanet — calling for everyone to unite around cleaner renewable energy so that we can triple clean electricity by 2030.</p><p>The participants ended the walk and clean-up on the steps of SU's Library, where they all signed a memorandum and called on SU to deepen its commitment to Environmental Sustainability by establishing an integrated, unified, campus-wide sustainability network. Accepting the memorandum on behalf of SU, our new acting Chief Operating Officer, Prof Nicola Smit, reminded us that Environmental Sustainability is one challenge that confronts and unites us all — across every faculty, service department and field of study. “It is not just a buzzword: it is about building a future where all living creatures and our planet can thrive. We no longer ask how this is going to affect us. The question is rather, how we (collectively and individually) will respond. Because environmental sustainability starts here, with each one of us," she said.</p><p>Prof Smit said SU is taking action to move from sustainability as a strategic priority and enabler to a responsibility shared by all. “Through our Environmental Sustainability Plan, we're aiming for carbon neutrality by 2030 and net-zero emissions by 2050. The good news is that we are already making inroads across our campus, which houses more than 487 buildings, where we are shifting to solar energy and launching water-wise initiatives, reducing waste to landfill across our campuses, and our faculties are researching green solutions.</p><p>“But the real power lies with you," she said. “As students and staff, we are here together to shape our future. Let's heed the call that rivers weep and forests fade beneath the weight of choices we make."</p><p>Handing over the memorandum to Prof Smit, SU's Student Representative Council's sustainability portfolio manager, Ocean Postman, said SU is a place for students to develop holistically, have enriched academic experiences and become well-rounded citizens. “Climate concerns us all and we would like to make this pledge along with the University to commit to sustainability goals, as individuals and as a collective."</p><p>Christine Groenewald, SU's engagement officer for sustainability development, and our environmental sustainability manager, John de Wet, from Facilities Management, organised this celebration together with the SRC and other organisations on campus.</p><p><br></p> |
| R45 Food Sock Meals Now Available at Maties Coffee Hub | http://www.sun.ac.za/english/Lists/news/DispForm.aspx?ID=11211 | | R45 Food Sock Meals Now Available at Maties Coffee Hub | Rentia Smal | <p></p><p style="color:#0e101a;background:transparent;margin-top:0pt;margin-bottom:0pt;"><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/english/Lists/news/DispForm.aspx?ID=11204 | | Universities face significant disruption | Prof Stan du Plessis | <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.<br></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></p> |
| A year to explore | http://www.sun.ac.za/english/Lists/news/DispForm.aspx?ID=11192 | | A year to explore | Petro Mostert | <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 style="list-style-type:disc;"><ul style="list-style-type:disc;"><li>Refurbishment of Admin A</li></ul></ul><ul style="list-style-type:disc;"><ul style="list-style-type:disc;"><li>Refurbishment of Admin B</li></ul></ul><ul style="list-style-type:disc;"><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 style="list-style-type:disc;"><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 style="list-style-type:disc;"><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 style="list-style-type:disc;"><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> |
| A committed #Maroon Machine | http://www.sun.ac.za/english/Lists/news/DispForm.aspx?ID=11191 | | A committed #Maroon Machine | Petro Mostert | <p><strong></strong></p><p><em>By Ilhaam Groenewald, Chief Director Maties Sport</em></p><p>Through a comprehensive approach, sustainable development and sustainability have become concepts that can assist in solving the detrimental economic, environmental, and social repercussions in this generation and future ones. Sustainability has been promoted by organisations (civil society, businesses, public sector organisations, such as universities. The sports environment has made strides, too. However, we must do more within our South African context, and Maties Sport is committed to the cause.</p><p>Our five strategic objectives remain our guide to fulfilling our vision: 'To be the leading university, contributing to a holistic and diverse experience through sport'. Our commitment for 2025 is to drive participation, performance, education, and research through leadership that will advance performance at all levels as follows:</p><ol style="list-style-type:decimal;"><li><p>To advance participation and performance through our various units responsible for high performance, competitive sport, recreation, and active lifestyle; </p></li><li><p>Creating a healthy organisation focused on succession planning, supported by training, development, and staff wellbeing;</p></li><li><p>Aligning to a sustainable business model, realised through (i) fundraising initiatives with purposeful partnerships, (ii) a destination of choice supported by our world-class physical resources, and (iii) operational excellence supported by technology and innovation; and</p></li><li><p>Focusing on research for impact and innovation: our two uniquely positioned Centre for Sport Leadership and the South African Centre for Olympic Studies and Social Impact (SACOSSI) will drive initiatives to advance research for impact, training and development, and social impact.</p></li></ol><p>The new five-year vision that led to my re-appointment as the Maties Sport Chief Director aims to continue navigating the ever-evolving landscape of higher education and the essential to reimagining university sport as a catalyst for positive change. To achieve this, we must consider including sustainable practices to shape future generations of leaders, athletes, and engaged citizens.</p><p>The #MaroonMachine remains committed to unlocking Maties Sport's full potential to thrive in a diverse and interconnected world.</p><p>I remain grateful for the privilege of serving sport at Stellenbosch University and our beautiful country. I appreciate the leadership of Professor Stan du Plessis, Chief Operating Officer, our line manager, the Operations and Finance team, the #MaroonMachine family, and the broader sport fraternity of South Africa.</p><p>2025 will be another fantastic year, and may we collectively, through meaningful collaboration, continue to make a difference.<br></p><p><br></p> |
| Restoring trust in higher education | http://www.sun.ac.za/english/Lists/news/DispForm.aspx?ID=11193 | | Restoring trust in higher education | Petro Mostert | <p><br><br></p><p>In 2025, the Finance Division wants to contribute to restoring trust in Higher Education in South Africa. EDUCAUSE, a nonprofit association in the United States whose mission is "to advance higher education through the use of information technology", indicated recently that higher education is facing a trust crisis, with public confidence declining sharply over the past decade. Their list of top issues in 2025 identifies key areas where institutions can restore trust by balancing two essentials: competence and care. Their 2025 list highlights areas where technology and data can empower institutions to deliver quality education and a positive experience for students and staff, namely:</p><p>· Data-Empowered Institution through SU's Cloud solutions </p><p>· Administrative Simplification </p><p>· Smoothing the Student Journey </p><p>· Institutional Resilience </p><p>· Faster, Better, and Cheaper </p><p>· Putting People First </p><p>· Building Bridges, Not Walls - Supportable, Sustainable, and Affordable.<br><br></p><p><br></p> |
| Hoping all your squares and cubes will fit comfortably within your expectations of 2025 | http://www.sun.ac.za/english/Lists/news/DispForm.aspx?ID=11194 | | Hoping all your squares and cubes will fit comfortably within your expectations of 2025 | Petro Mostert | <p></p><p>By Anita Nel, Chief Director Innovation and Commercialisation</p><p><br></p><p>(0 + 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9)² = 2025.</p><p>Furthermore, it also represents the sum of the cubes of all the digits of the decimal numbering system.</p><p>(0³ + 1³ + 2³ + 3³ + 4³ + 5³ + 6³ + 7³ + 8³ + 9³) = 2025.</p><p>The most recent "perfect square years" were 1849, 1600 and 1225; the next one after 2025 will be in 2116.</p><p>The Times of India Newspaper expects unprecedented evolution in these fields in 2025:</p><p><br></p><ul style="list-style-type:disc;"><li><p>Medicine: Advancements in longevity, human birth, and behavioural understanding</p></li><li><p>Space Exploration: Breakthroughs in alien communication and the search for extraterrestrial life</p></li><li><p>Defence: Development of next-generation weapons and defence mechanisms</p></li><li><p>Technology: Innovations in AI, human-computer interfaces, and robotics may blur the lines between humans and machines<br><br></p></li></ul><p>My expectations and wishes for 2025 differ slightly from those of the Times of India Newspapers. I look forward to opening the biotechnology laboratory for our spinout companies at the LaunchLab and to all the inventions our researchers will make this year. I look forward to rolling out our residents' communication tool to more residences, to hearing yet again how much the students like the Neelsie and Matie Shop, to ensuring that all students can enjoy nutritious and delicious meals every day, to seeing conservation thrive in our Botanical Garden, to excellent and safer transport services, to ensure that more people can upskill themselves through SU short courses, to efficient copy, print and courier services on our campus and to exciting events across our campus. I am incredibly positive about this year and hope that all your squares and cubes will fit comfortably within your expectations and plans for the year and that it will be an awesome one for all of us in the Innovation and Commercialisation division and SU.<br></p><p><br></p> |
| IT is SU’s strategic partner on our digital transformation journey | http://www.sun.ac.za/english/Lists/news/DispForm.aspx?ID=11195 | | IT is SU’s strategic partner on our digital transformation journey | Petro Mostert | <p><em>By Antoinette van der Merwe, Chief Director Information Technology</em></p><p><br></p><p>Aligned to the <a href="https://www.educause.edu/research-and-publications/research/top-10-it-issues-technologies-and-trends/2025">Educause Top 10</a> issues for building a trusted, resilient institution, IT will focus in 2025 to be SU's strategic partner on our digital transformation journey by increasing collaboration with all our stakeholders and streamlining the IT project management portfolio.<br><br></p><p>We cannot do so without a cohesive and collaborative team, and we will pay special attention to staff wellness and attracting, developing and retaining staff. We recognize the urgent need to modernize the IT ecosystem and the institutional business processes. We will partner with our stakeholders to do so with a special focus on security, the mapping of as-is and to-be ICT architecture and the governance of Institutional software solutions. We will also focus on establishing an adaptive governance framework paying special attention to the acceptable use of ICT resources, including security, data management, identity access management and AI.</p><p><br></p><p>The “data-empowered institution" is a top priority on the Educause's top 10 issues list. IT looks forward to working with all stakeholders to unlock the tremendous potential whilst mitigating data management and governance risk. Cybersecurity and AI are also identified as some of the most severe global risks over the next 2 and 10 years, and here, we will also closely collaborate with all stakeholders to harness the opportunities provided by AI while increasing our security posture. </p><p><br></p><p><img src="/english/PublishingImages/Lists/dualnews/My%20Items%20View/IT%20pic.jpg" alt="IT pic.jpg" style="margin:5px;width:535px;height:618px;" /><a href="https://www.statista.com/chart/29197/the-most-severe-global-risks-over-the-next-2-and-10-years/">Source</a>: The largest risks faced by the world </p><p>Lastly, we cannot engage in these priorities without a clear focus on further streamlining and simplifying the ICT funding model and procurement process to ensure cost optimization and sustainability. </p><p> </p><p></p><p><br></p> |
