| Die Universiteit Stellenbosch groei sterk, so ook sy ekonomiese impak | https://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 | https://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 | https://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 | https://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 | https://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 | https://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> |
| A committed #Maroon Machine | https://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11105 | | A committed #Maroon Machine | Petro Mostert | <p></p><p>By Ilhaam Groenewald, Chief Director Maties Sport</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><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><div><br><br><br></div><p><br></p> |
| Restoring trust in higher education | https://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11107 | | Restoring trust in higher education | Petro Mostert | <p></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 | https://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11108 | | 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><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><p><br><br></p> |
| IT is SU’s strategic partner on our digital transformation journey | https://www.sun.ac.za/afrikaans/Lists/news/DispForm.aspx?ID=11109 | | IT is SU’s strategic partner on our digital transformation journey | Petro Mostert | <p></p><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><br></p><p><br></p> |
