On 9 June 2026, interim Vice-Chancellor and Principal Professor Rushiella Songca addressed the Senate Colloquium at Mangosuthu University of Technology (MUT), setting out a clear roadmap for institutional renewal. The event, organised by the Directorate of Institutional Planning and Research and the Office of the Registrar, placed data-driven decision-making, accountability and long-term stability at the centre of efforts to improve student outcomes.

Background to the Reform Drive

MUT, a University of Technology located in Umlazi, Durban, has faced persistent governance and operational challenges. Successive reviews by the Council on Higher Education (CHE), including audits in 2012 and 2024, together with independent assessor reports and the Administrator’s Close-Out Report of 2024, highlighted weaknesses in accountability, operational coherence and institutional stability. The new 2026–2030 Strategy, branded IGNITE 2030, responds directly to these findings while aligning with national priorities such as the National Development Plan 2030 and the White Paper for Post-School Education and Training.

Leadership Vision from the Interim Vice-Chancellor

Professor Songca, who brings more than two decades of higher-education leadership experience and previously led a successful turnaround at Walter Sisulu University, used the colloquium to stress realism and collective responsibility. “MUT is not a Rolls-Royce,” she stated. “We are still busy trying to put things in place. We are driving a coughing car. We need to talk to each other and ask how we can make this car a Rolls-Royce.” She emphasised that quick fixes would not suffice and called for sustained, systemic change.

Embedding Data at the Heart of Planning

A core pillar of the reform is the shift to evidence-based operations. Deputy Vice-Chancellor for Teaching and Learning Professor Marcus Ramogale proposed the creation of a Chief Data Officer and a Data Officer to ensure reliable generation, secure storage and accurate interpretation of institutional information. These roles will support granular analysis of student performance, moving beyond broad trends to faculty-, module- and course-level insights that identify where students encounter barriers.

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Strengthening Accountability Mechanisms

Professor Songca issued a directive for all departments to audit and update institutional policies ahead of the July 2026 Council meeting. She also questioned the frequent use of suspensions without clear prima facie evidence, underscoring a human-rights-based approach. A collaborative workshop between management and Council was proposed to improve interpersonal relations and institutional cohesion, reinforcing the message that “everybody must coalesce.”

Operational Stability and Digital Transition

Operational resilience features prominently in the reform agenda. MUT will move to fully online registration from 2027, with zero tolerance for any interference or sabotage of systems. Security and compliance measures are being tightened to protect institutional integrity. These steps form part of the broader 2026–2030 Strategy’s focus on financial sustainability and risk-aware execution.

Addressing Student Success with Equity

Discussions at the colloquium highlighted declining enrolment, lower success rates and higher dropout patterns among young male students. Professor Songca stressed that interventions must complement, not reverse, gains made by female students. Proposed measures include targeted health and wellness programmes, mentorship focused on men’s mental health, early-warning systems involving faculty leaders, Student Affairs and Financial Aid, and dedicated academic research into success patterns led by Deputy Vice-Chancellor for Research, Innovation and Engagement Professor Mncedisi Maphalala.

The 2026–2030 Strategic Framework

The IGNITE 2030 plan rests on five strategic goals: future-fit learning and teaching; financial sustainability; research, innovation and digital transformation; strategic partnerships, internationalisation and visibility; and an engaging, inclusive and supportive environment. Eight cross-cutting enablers, including ethical governance and values-based performance, underpin delivery. Core values captured in the MY MUT acronym — Mastery, Yearning for Growth, Mutual Respect, Ubuntu and Transparency — guide daily operations and performance reporting through structures such as the Executive Management Committee and Council.

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Implications for South African Higher Education

MUT’s emphasis on data, accountability and stability reflects wider pressures across the sector. Institutions continue to navigate funding constraints, enrolment shifts and the need to produce graduates aligned with economic and technological demands. By prioritising measurable outcomes and transparent governance, MUT positions itself as a case study in recovery and renewal that other universities may examine.

Future Outlook and Implementation

Quarterly tracking of key performance indicators, mid-term reviews and cascading plans from institutional to departmental level will keep the strategy responsive. Success will depend on sustained collaboration among staff, students, alumni and external partners. The reform signals MUT’s determination to move from recovery to resilience, contributing to national skills development and socio-economic transformation in KwaZulu-Natal and beyond.