Prof Thoko Mayekiso, Vice-Chancellor at the University of Mpumalanga talks to South African Business Integrator the pioneering journey at UMP, which speaks to South African realities and enables tangible solutions.
What are your thoughts on the role of higher education institutions in addressing the challenges South Africa faces, and also placing SA on the map in terms of being a country of innovation and talent?
Universities are, by definition, social institutions. As learning centres, they are established to be at the forefront of identifying their societies’ social and economic developmental challenges and opportunities. As social institutions, they tend to reflect their societies. This is precisely why the University of Mpumalanga was intentional from the get-go that it would become an authentic African University. A university that recognises, affirms, and welcomes the African experience and context in the academic project. UMP encourages and fosters an innovative and entrepreneurial approach, and it also keeps a close eye on sustainable development goals to engage with issues informed by where the world is headed.
Tell us a bit about the impact of UMP.
UMP is significantly contributing to socio-economic development through job creation and education. UMP has enrolled 10 041 students in 2024, and 86% come from the Province of Mpumalanga. We have graduated 4 485 (2 861 females and 1 624 males), and 125 of them graduated cum laude. Many of these students are employed in the Province of Mpumalanga, and many others are pursuing postgraduate studies.
Additionally, UMP has established the Centre for Entrepreneurship Rapid Incubator (CFERI) to promote entrepreneurship and creative problem-solving in staff and students. The Centre plays a pivotal role in imparting the entrepreneurship DNA to students, regardless of their field of study.
At UMP, we aim to produce innovative and entrepreneurial graduates who are intellectually curious, independent, creative thinkers, and able to innovate by applying their knowledge and skills to solve novel and routine problems for sustainable development. In support of the entrepreneurship drive, UMP is a member of a consortium of nine Asian universities.
Opportunities such as WIL (Work Integrated Learning) and leadership vacancies created by industry assist in improving learners’ preparedness for the world of work and improve their chances of absorption by the constrained markets.
Through initiatives like ENACTUS, UMP students’ innovative and entrepreneurial competencies are enhanced.
To what do you attribute UMP’s incredible growth over the past decade?
The key drivers of the UMP’s growth are the state-of-the-art facilities and iconic infrastructure with the latest teaching, learning, and research technology.
The University is committed to the holistic development of students, and we endeavour to enable our students to realise their full potential across the spectrum of cognitive, social, aesthetic and personal dimensions in pursuit of democratic citizenship. The reputation of the institution in producing well-rounded students is growing. As a comprehensive institution, the University offers academic programmes ranging from Higher Certificates to Doctoral Degrees.
We offer career-oriented, professional and general formative qualifications to enhance the employability of our students. Therefore, the University is offering both access and articulation possibilities. The University has highly qualified academic staff, 52% of whom have doctoral degrees. All these factors coalesce to create a conducive ecology, contributing to the overall culture of excellence the University engenders in staff and students.
What are some of the highlights?
They are as follows:
- The opening of the Tfokomala Hotel and Conference Centre, a 4-star Hotel, at the Mbombela Campus will provide experiential learning opportunities for students registered for the Diploma in Hospitality Management.
- Student numbers increased from 169 in 2014 to 10 041 in 2024.
- The increase in academic programmes from 3 in 2014 to 72 in 2024 (2 Higher Certificates, 6 Diplomas, 7 Advanced Diplomas, 4 Postgraduate Diplomas, 14 Bachelor’s Degrees, 20 Honours Degrees, 14 Masters Degrees, and 5 Doctoral Degrees).
- Our research performance was recognised by the National Research Foundation through the National Research Foundation Acceleration Awards in 2022 and the National Research Foundation CEO’s Special Recognition Award in 2023.
- We won the Standard Bank Top Women Business Icons 2022 – An Honorary Legend of Empowerment and Transformation.
- We received the Built Environment Award from the Council for the Built Environment in 2023 in the category, “State-Owned Entity That Implemented Infrastructure Projects Timeously”.
- We have received unqualified (clean) audit opinions from the External Auditors for nine consecutive years since inception in 2014.
- Our pass rate has consistently been between 80% and 85%.
What lessons can other institutions, businesses, and governments learn from UMP regarding enabling growth?
A compelling vision, followed by a clear mission – and strategic objectives, set a tone for the institution to grow. Over and above that, adherence to values cascaded throughout the institution makes it possible for staff and students to pull in the same direction. A culture of excellence – and human relations informed by empathy and trust- have enabled growth.
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A pioneering leader at the helm
UMP has achieved much since its inception. Having previously held leadership positions such as heading up academic departments in already established educational institutions, what has the journey been like for you to be at the helm of driving growth at a newly established institution?
When I took the leadership role at UMP on 1 November 2014, I was acutely aware of the enormous responsibility and privilege of being a pioneering leader at the newly established University. The enormity of the task did not escape me, and my commitment to the pioneering project was unwavering. It was evident that one would need to approach this task of being at the institution’s helm with unfettered imagination and compassion. The challenge to leave footprints and prints on hearts was as exciting as it was daunting. There was no question that my vision would come to fruition. I would have to bring an attitude of wholeness and sufficiency to this task, as well as a mindset of abundance.
There will always be one Founding Vice-Chancellor, and it is a humbling experience to be part of the pioneering journey, “luhambo lwemhlahlandlela”.
How has your leadership style enabled growth?
My leadership style has enabled growth at UMP. During my inauguration on 30 May 2015, I made the following statement:
“Pioneers have to build a firm foundation, mindful that what they are creating should be durable, marketable, sustainable and enduring. Generations yet unborn must find a thriving university, one they will be proud to join, because we who pioneered it laid a firm foundation and got into this immense project with body, mind and soul”.
These words spurred us on and had a prophetic ring about them.
As a registered Clinical Psychologist, I knew well that it took courage for students and staff to join a new institution. My responsibility was to ensure that I nurtured their confidence – that innermost strength of believing in themselves. At the outset, excellence would have to be the institution’s lifeblood. I had to remember that for others to buy into this great opportunity of being trailblazers at UMP, the tone should be set at the leadership level. Trailblazing, pathfinding and pathbreaking would have to be part and parcel of our fabric. The unique attributes of pioneers, namely, resilience, vision, grit and determination, would form a considerable part of our approach.
Building trust, welding a team and dealing with conflicts are inevitable matters when working with people. The listening ear approach stood me in good stead as I worked with staff and students. The key to being a responsive Vice-Chancellor lies in the so-called three L’s: listen, learn, and lead. The challenge is to balance empathetic listening and learning with acting. It is essential to listen to all the voices on campus and to listen with empathy. Whilst tuned in and having empathy, I am conscious of holding others accountable. Many years of leading and managing have taught me that one size does not fit all. Being amenable to persuasion by others when their points of view had merit was necessary.
Humans are individuals, and it is, therefore, vital that you meet them at their uniqueness. Emotional intelligence, having purpose and passion, and being informed by possibility go a long way. I found it quite helpful to keep asking myself, “What am I doing here ?” and ‘’What is my purpose?” to keep the focus on what needed to be done and not to be distracted.
Being consistent and treating all staff equally have proved helpful. Exuding excellence, insisting on excellence and having the courage to hold each of us accountable have been powerful tools on our pioneering journey.
I have realised that the university community wants to see their Vice-Chancellor, and they want to know her. Therefore, no event is too trivial or unimportant not to justify the Vice-Chancellor’s presence. I have been consistently visible.
Yes, we know that there are not enough hours in the day. It is essential that effort be made and the Vice-Chancellor be accessible to the university community. The message conveyed to the University community, especially to students, is that my door is open, and there is no need to kick it.
What were some of the most challenging aspects of running a new public university, and how did you overcome these challenges?
Growing our academic offerings from the three programmes launched in 2014 and broadening our Programme Qualification Mix required our urgent attention. We had to work closely with the Department of Higher Education and Training (DHET), the Council on Higher Education (CHE), the South African Qualifications Authority (SAQA) and several higher education institutions nationally and internationally. We were, therefore, juggling many balls in the air. We had to multitask and perform different roles at the same time.
When one sees the iconic infrastructure of the University and the vast expanse of land it now occupies, one tends to forget the pangs and pain of pioneering. The pressures from some organisations and communities threatened to scupper our plans. We remained resolute and unwavering, ensuring that our new infrastructure programme continued without interference.
Universities are about profile, reputation and branding. Loyalty to a brand, commitment and pride are not automatic processes. The t-shirts worn on the third Friday of every month by both staff and students with the tagline, “I love my campus: UMP My Campus My Pride “, is a campaign which was introduced in 2017. Loving the beautiful campus, jealously guarding it and being proud of it runs in our students and staff’s arteries and veins.
What is your most outstanding achievement to date, and what legacy would you like to leave?
My most outstanding achievement is the solid foundation that has been laid for the University to achieve its strategic intent: “To be an African University leading in creating opportunities for sustainable development through innovation”.
We take pride in the tremendous accomplishments the University has made in the past ten years and envisage a pathway to success for many years to come.
