​​ In July 2016, a task group embarked on the process of reviewing the vision and strategy of Stellenbosch University. The chair of the task team, Prof Hester Klopper, Deputy Vice-Chancellor: Strategy and Internationalisation, talks about this process.

Your position as Deputy Vice-Chancellor: Strategy and Internationalisation is a new one for Stellenbosch University (SU). Why is SU focusing on these areas now?

SU's renewed focus on strategy and internationalisation recognises the fact that universities do not remain static, but rather change over time and play a crucial role as change agents in society. In 2015, internationalisation was added as the strategic theme to the Institutional Intent and Strategy (IIS) and the creation of the new portfolio was part of the vision of our current Rector and Vice-Chancellor, Prof Wim de Villiers. This focus enables us to be intentionally global in reach. The specific focus on strategy underlines the importance of strategy development, strategy implementation and monitoring and evaluation of the strategy as a cross-cutting activity. SU's vision and strategy statements should be comprehensive enough to provide a stable platform on which we can build the University for a period of time. However, they should also be flexible enough to allow us to adapt and change along with trends – both locally and regionally, as well as globally. In the fast-changing higher education sector, such a position has therefore become
of critical importance.

What statements and policies govern the ethos and decision-making of the University?

There are three core documents (see the diagram on page 30) that relate to the University's vision and strategy:

• SU's vision indicates the type of organisation SU aims to become and what distinguishes us from other universities. It, therefore, provides a futuristic perspective. The current vision is contained in Vision 2030.
• SU's strategic framework has a shorter timespan and defines the framework in which SU aligns its activities for a specific period. The current strategy is known as The Institutional Intent and Strategy 2013–2018, while the strategy that preceded it was known as A Strategic Framework for the Turn of the Century and Beyond.
• The Institutional Plan (IP) comprises the plans of each environment within SU for the six-year framework period, including the environment plans of the responsibility centres (RCs) and faculties. The plans are reviewed and updated annually and submitted by 15 December to the Department of Higher Education and Training.
  
   

Why is the University re-examining its vision and strategy now?

SU's existing strategic document, The Institutional Intent and Strategy 2013-2018, draws to a close in 2018.
A strategic revision is therefore needed. As the strategy is the operationalisation of a vision, the vision (where we see ourselves in a specific timeframe) is revised at the same time.

What process is followed to define the University's vision, strategy and values?

The overarching strategy process is structured in three phases. During the first phase (strategy development, from July 2016 to May 2018), the new vision had been compiled, as well as the strategic framework that defines the core strategic themes and the institutional goals for every strategic theme. It was also during this phase that we reviewed the University's values. The second phase follows the SU Council's approval of the new vision and strategy, Vision 2040, and the Strategic Framework 2019–2024. During this phase (strategy uptake, from July 2018 to June 2019) the core strategic themes and goals are operationalised by defining context specific objectives – in essence, a period of sense-making. This implies interaction with all faculties and professional and administrative support environments in order to create alignment between the strategic framework and environment plans. Phase Three (strategy alignment, from July 2018 to June 2020) overlaps with this – to close the gap between the planning and formulation of strategy and the execution of the strategy by means of the alignment of structures and processes. It, therefore, entails a new approach of integrated planning and execution to ensure an agile and adaptable organisation where monitoring and evaluation is a continuous process.

How have the most recent developments differed from the vision and strategy procedures of the past?

It is my understanding that this is the first time that the process has been divided into the three phases mentioned above. The Strategic Framework 2019-2024 now forms the basis for continuous dialogue, refinement and alignment in the relevant period. It is envisaged that this process will allow for uptake of the strategic framework, where the core strategic themes drive our activities (goals) for the next six years. 

What has been achieved thus far?

In February 2017, an online questionnaire was circulated to members of the University's Institutional Planning Forum (IPF) regarding their thoughts on the character of SU in 2040 and the elements required for the University's ongoing success. The questionnaire was well received – there was a 60% participation rate, which included executive management, deans, vice-deans, and chief and senior directors. The executive management and deans subsequently discussed the input received by the IPF in July 2017, and vision and mission statements were drawn up inclusive of the SU aspirations and mission elements. In addition, five task teams worked on specific aspects. One of the task teams focused on the review of the SU values. In September 2017, the faculty management, professional administrative support services and the SU Council provided their input on these values. Students and staff provided their input on the proposed values through online questionnaires in October and November 2017. In January 2018, the vision and mission elements, as well as the values, were finalised by the Rectorate and the proposed core strategic themes for the Strategic Framework were discussed. The vision, mission, values and the core strategic themes and goals were presented to the IPF at the February 2018 planning meeting. The core strategic themes and institutional goals were refined, and specific objectives and key performance indicators identified. The proposed core strategic themes and institutional goals were subsequently presented to the SU Council in March 2018. Vision 2040 and the Strategic Framework 2019-2024 served at the following structures for discussion – Social and Business Ethics Committee of Council (14 May 2018), Institutional Forum (14 May 2018), Executive Committee of Senate (22 May 2018), Executive Committee of Council (29 May 2018), Senate (1 June 2018) and final approval at Council (18 June 2018).

What happens next?

In July 2018, a 12-month period commenced to allow for strategy uptake, during which the Strategic Framework 2019-2024 will be operationalised by defining context specific objectives. As stated earlier, this implies interaction with faculties and professional and support environments in order to achieve alignment between the strategic framework and environment plans. Exciting times indeed, as we close the gap between strategy development and strategy implementation, and the monitoring and evaluation through several dashboards of key performance indicators.