Q & A UNIVERSITY OF MPUMALANGA
When you were first given the brief to establish and develop the University of Mpumalanga, what were your initial thoughts?
The thought of establishing and developing the University of Mpumalanga was as daunting as it was exciting. The prospect was daunting due to the high expectations evident in the mandate, but exciting because of the opportunity to create something new and impactful – if one was prepared to put in the hours. Across various sectors in the Province of the Rising Sun, there existed a strong desire for a university that the community could be proud of and feel connected to.
It was essential to establish an institution that would address many crucial questions – both those explicitly posed and those left unspoken. The needs of the province were paramount in shaping the university’ s focus, with courses such as Agricultural Sciences, Nature Conservation, and Tourism strategically positioned to meet those needs.
As a leader who successfully oversaw the establishment of UMP, what do you think was critical for ensuring its sustainable growth?
Sustainability can be a challenging concept, as it inherently looks to the future. From the outset, considerations of vision, mission, strategic objectives, and values were paramount. I spent countless hours in deep reflection, contemplating what the end product would look like, which occupied significant time and space in my analytical and thought processes. As Stephen Covey suggests, starting with the end in mind required careful consideration of the building blocks of sustainability and potential inherent risks.
The key ingredients for an organisation to thrive include human capital – recruiting staff with a pioneering spirit and innovative minds. It also involves developing academic programmes that respond to regional needs, securing necessary finances, and installing state-of-the-art ICT infrastructure. Furthermore, infrastructure must incorporate green energy and sustainable trends while accommodating staff and students. Engagement and stakeholder management are critical in ensuring surrounding communities feel a sense of ownership and connection to the university. Effective marketing strategies and branding were also conceptualised to position UMP as a competitive university catering to 21st-century students, who would undertake entrepreneurial courses designed to foster independence. A combination of these factors ensured UMP’ s sustainable growth.
Did you ever have any doubts on this pioneering journey? And if so, how did you overcome them?
Not exactly doubt, but contending with winds of negativity and the emergence of naysayers was somewhat unsettling. When uncertainty threatened to surface, I reminded myself of the purpose: the reason for being at UMP, and the bigger picture – establishing a university for the province of Mpumalanga. I recalled that there is no gain without pain. Great things often emerge from adversity and formidable challenges. To create something meaningful, one must understand that enduring achievements require sweat and sacrifice.
The key ingredients for an organisation to thrive include human capital – recruiting staff with a pioneering spirit and innovative minds. It also involves developing academic programmes that respond to regional needs, securing necessary finances, and installing state-of-theart ICT infrastructure.
Considering who you are – a clinical psychologist, an academic, a woman of colour, and a leader – how has this helped shape the trajectory of UMP?
Clinical Psychology places great emphasis on the ability to listen attentively. Beyond that, systems and systemic thinking inform our thought patterns – connecting the dots and addressing the six thinking hats: why, what, who, where, when, and how.
In addition to these, the importance of prevention over cure is a guiding principle. Coupled with this is the ability to examine cause and effect and make correlations, firmly linking antecedents to consequences. These skills allow the clinician’ s mind to probe deeply. Complementing these is empathy – the ability to put ourselves in the shoes of others. This competence enables us to view matters from multiple perspectives and avoid rushing to conclusions.
Being a woman of colour instils resilience, particularly in the context of the challenges posed by diversity, equity, and inclusion, which remain ever-present. The negative effects of racism, sexism, classism, ethnicity, and other artificial barriers
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