Stellenbosch University

This Annual Report will also speak of change, particularly in the field of higher· education - both locally and internationally. As in the past, Stellenbosch University is required to renew and adapt to adequately accompany the new generations ofstudents in a changing world. There is considerable emphasis on our core business, academia, and how it should flourish and continue to strive for excellence in contemporary circumstances. This new realisation of serviceableness "voor de onzen" is growing at the University, and the concept is being nuanced and expanded: we are reaching out through community service, there is an endeavour to be an active role player in thedevelopment of a South African society, there is the vision statement to contribute to "the scientific, technological and intellectual capacity of Africa". 

In 2004, the University once again succeeded in achieving this fine balance most excellently: on the one hand, by offering a welcoming home to its students, but on the other hand by making them keen to use the equipment gained in this home to establish themselves adventurously in the world on the other side of the mountains,beyond the vineyards. The year- was characterised by the University's endeavour to create the space for people originating from a variety of backgmunds, with a wide variety of gifts and abilities, to live, move and grow as individuals in freedom and comfort, while still being introduced to the full advantage of a life in Matieland that can be celebrated with their fellow students.This is succinctly contained in one of the five points of the Vision Statement of Stellenbosch University: "a campus culture that welcomes a diversity of people and ideas". 

In this report we examine the year 2003- a year which already lies in the past, butin which Stellenbosch University very clearly aimed its sights at the future. It was a year of strategic planning and the implementation of plans, but it was alsocharacterised as a period in which the University did not hesitate to undertakecritical introspection in the face of considerable public interest in events on the campus. The University acknowledges its responsibility towards its different interestgroups and therefore, at a public event in july 2003 and in the media, it reported onits activities in the preceding year. I would like to acknowledge the Rector and vice-chancellor and the University Management for their pluck in tackling complex and emotive issues such as the prevailing institutional culture, the promotion of diversity and the revision of appointment procedures.

The period under review was a watershed year for Stellenbosch University in many ways. With the start of Prof Chris Brink's term of office as Rector and Vice-Chancellor in January 2002, it has been plain that the University, both in termsof its positioning in the South African context, and in its internal management, has begun to walk with a firm step down the road laid out in our Strategic Framework. In the midst of new departures and management styles, new appointments, restructuring and public debate about matters such as Afrikaans and diversity, I am able to report it as my conviction that the governance of University affairs continued to go well during the period under review. Stellenbosch, after all, has built up a fine reputation over the years as a tertiary institution that adheres to sound governance practices. 

H ierdie verslag oor die bestuur va n die Universiteit Stellenbosch in2001 geskied aan die hand va n die voorskrifte va n die Departement van Onderwys se handleiding va n Desember 200 1, behalwe vir die afwyking dat daar met 'n gesamentlike versl ag van die Raadsvoorsitter en die Rektor en Visekanselier volstaan word. Dit word gedoen om onnodige duplisering te voorkom. Dit is ook belangrik om daarop te wys dat die inhoud wat deur die hand Ieiding ve reis word, net 'n dee l van die bree rUS-prent skets. Die Raad svoorsitter wil ve rm eld dat sowat 90% va n die lede in die verslagjaar al ses vergaderings van die Universiteitsraad bygewoon het. 

The important policy document A Strategic Framework for the turn of the century and beyond sets out the University's position in respect of a changed and still changing environment. It also brings to light the constants that characterize the manner in which the University carries out its task. These newly defined characteristics of adaptability and commitment to traditionalva lues have been encapsulated in a new slogan and a new logo that will convey the identity of the University in harmony with the demands of the time, while the dignified official coat of arms with its proud motto, Pectora roborantcultus recti- A true education builds inner strength remains unchanged.The new slogan presents the University as "your knowledge partner". The cordial mi lieu reflected by the slogan and typified by the word "partner" deserves our attention since it is a clear indication that the University wishes to enter into a direct and close-knit relationship of partners with whoever lays claim to it. 

Die jaar 1997 het talle uitdagings ingehou, maar die Universiteit van Stellenbosch kan met dankbaarheid op 'n tydperk van produkliewe groei en bestendigheid terugkyk. Sekerlik die belangrikste ontwikkeling vir hierdie Universiteit en aile ander hoeronderwysinstellings in Suid-Afrika was die aanvaarding van die Wet op Hocr Onderwys, wat op 19 Desember 1997 deur die President onderteken is. Hierdie promulgering is voorafgegaan deur 'n tydperk van intensiewe open bare gesprek: eers het 'n Groenskrif die lig gesien en toe verskeie weergawes van 'n Witskrif. Die universiteite het gesamentlik en ook afsonderlik die geleentheid benut om hul sieninge oor hoe die tersiere opvoedingseklor in die toekoms behoort te lyk, aandie regering oor te dra. Dil is met dankbaarheid dat getuig kan word dat hierdie insette in bepaalde opsigtc 'n positiewe invloed gehad het op die Wet wat uileindelik aanvaar is. Hoewel daar nog aspekte van die Wet is wat nie bevredigend is nie, kan die Universiteit sy tevredenheid met die inhoud van die Wet oor die algemeen uitspreek. In verskeie opsigte het die Universileit die bepalings van die Wet vooruitgeloop, byvoorbeeld die bepaling dat studente inspraak behoort te geniet in universiteite se hoogste besluitnemingsliggame. Studente dien geruime tyd reeds in die Raad, Senaat en fakulteilsrade. Alhoewel die Witskrif nie besonder spesifiek is oor die aard van die akademiese programbenadering wat dit vir die toekoms voorskryf nie, het die Universiteit reeds ver gevorder om hierdie konsep te analiseer.Voorstelle is ook aan fakulleile en departemente gedoen aangaande die inwerkingstelling hiervan.