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His Majesty, King Zwelithini
The Mayor of eThekwini, Councillor Obed Mlaba
The Chairperson of the Interim Council, Dr Vincent Maphai
The Interim Vice Chancellor and Principal, Prof. Malegapuru Makgoba
Members of the Interim Council
Staff and Students of the Academic and Institutional Community
Distinguished Guests
Ladies and Gentleman.

There is an English word-"daft"-that comes to mind as I stand before you. It seems a bit daft to be holding such a prestigious academic gathering just to launch a logo. But I also stand here today with two compelling emotions - pride and excitement. Pride that we have all reached this moment - a moment that symbolises a new beginning for higher education in our country. In the year when we celebrate 10 years of freedom, the birth of the University of KwaZulu-Natal is a truly historic occasion. It gives concrete expression to the all-embracing vision of a higher education system that is freed from racial divides of the past and is firmly rooted in the values and principles of our young and vibrant democracy.

I am especially pleased that this launch puts a nail in the coffin of the prophets of doom who had prophesised that this merger was bound to fail given the perennial problems at the erstwhile University of Durban-Westville (UDW). It was also bound to fail they argued because it brought together two institutions with very different cultures and values. In their simplistic view, UDW was committed to equity and the poor; while Natal was committed to the elite and notions of excellence, which harked back to its colonial origins. This ignores the very real changes that have taken place in the past decade at both institutions, University of Natal has not only extended access to black students, but also contributed to addressing socio-economic problems facing the poor through its research programmes, while the University of Durban-Westville has focused not only on equity but also on improved quality and has developed centres of excellence in a range of areas such as teacher education and the allied health sciences. Alas, these Jeremiahs have been proved wrong.

They have been proved wrong because they failed to grasp that the essence of this merger, as indeed of the higher restructuring process as a whole, and which has enabled diverse institutional constituencies to come together, is that it provides a glimpse into the future and enables us to imagine new possibilities for creating higher education institutions with new values and philosophies, new directions and methodologies, and new reference points and symbols. In short, it enables us to imagine higher education institutions that are defined by their common South Africaness and not by the race-tinged lenses of our past, that is, institutions that are neither black nor white, advantaged or disadvantaged, English-speaking or Afrikaans-speaking, but truly South African.

It recognises furthermore that the path to universality of knowledge does not cut through the hallowed halls of learning of the Anglo-Saxon world but through Africa and the developing world. It is the recognition that the starting point for our contribution to the knowledge bank of humanity must be to find local, regional and continental solutions to development challenges that we face nationally and globally.

It is this imagination of possibilities that fills me with an overwhelming sense of excitement. It defines challenges that face the University of KwaZulu-Natal as it begins its journey on becoming a South African university. These challenges include, amongst others:

• Addressing equity without compromising quality. I want to suggest that equity and excellence are not contradictory goals but two sides of the same coin. Indeed, quality is central to any redress or equity strategy. The struggle against Bantu Education was first and foremost a struggle for quality education. We would do a great dishonour to the memory of the class of 1976, if quality and excellence are not placed at the centre of our efforts to expand access and increase the participation rate in higher education.
  
  
• Renewing and revitalising the curriculum to ensure that it responds to local, regional and national needs, as well as equipping our young people with skills and qualities required for participation as citizens in a democratic society and workers and professionals in the economy in line with the changing nature of work in the context of globalisation and revolution in information and communications technology.
  
  
• Contributing to the development of a vibrant research and development system, which facilitates social, economic and
  technological innovation, as well as building on existing research strengths such as in HIV/AIDS.
  
  
• Demonstrating the central role of teaching by capturing imagination of our young in the first year. This requires an official emphasis lecturing and teaching through innovative and imaginative methods. Alongside research, quality teaching must be taken into account for promotional purposes.
  
  
• Creating an all-encompassing institutional culture that transcends the social, cultural, ethnic and historical differences that divide staff and students. This requires addressing attitudes and perceptions, as well as organisational forms and functions in relation to various aspects of governance and campus life. It is imperative that all the staff and students are made to feel welcome and valued members of the institutional community.

In addressing these challenges, the University of KwaZulu-Natal, would be contributing to broader goals and objectives that we have set for our higher education system, i.e. a higher education system that is affordable, sustainable, strong and flexible. Furthermore, a system that is differentiated and diverse enough to meet the varied needs of learners and the community and society more generally against the backdrop of our national reconstruction and development agenda.

There can be little doubt that KwaZulu-Natal as a region is well placed to meet these challenges and demands. This is a province rich in diversity, both geographically and culturally. It needs higher education institutions that are responsive to this diversity, and faithful to standards of academic excellence. The founding of the University of KwaZulu-Natal, which follows closely on the heels of the recently established Durban Institute of Technology, has set the conditions for this region to become a powerhouse of a knowledge-driven economy.

I am confident that the University of KwaZulu-Natal is poised not only to deliver on this mandate, but to become a leading centre of international scholarship. And this it can best do by basing its reputation on leading the way in research, teaching and community outreach, which are responsive to the demands of its location, both temporal and spatial.

However, as with all new beginnings, we need to ensure that we nurture its development and growth. This requires harnessing the formidable strengths of the once separate university communities. Strengths derived from long and proud academic traditions, from stimulating cultures of enquiry, and not the least from a profound commitment to realising the vision and mission of the University of KwaZulu-Natal.

In this regard, I extend the promise of my untiring support, as we strive together to make this, our new University of KwaZulu-Natal, a premier university in South Africa, Africa and the world. I also want to challenge this gathering, in particular, the business, labour and community leaders assembled here, to support the new university and to work in partnership with it.

However, as with all change, the future may seem somewhat unpredictable and feelings of insecurity may surface. Universities are complex institutions made up of a variety of constituencies with an equally wide variety of attitudes, values, beliefs and perceptions. While such diversity needs to be acknowledged and managed sensitively, the need to create a new institutional culture and ethos cannot be over-emphasised. It is essential that all constituencies operate from a shared, mutually accepted set of values and principles that govern relationships and practices. I am confident that with time these more substantive and integrative changes will emerge.

Psychologists tell me that the longest and most successful partnerships are those in which the partners share a common goal, and seek the most mutually acceptable means and strategies for reaching that goal. As one of the key partners in our joint endeavour, I wish to assure you of my Ministry's ongoing support and commitment to reach our shared goals.

The journey ahead is not without challenges, but I am confident that the vigour and resolve that has brought us to this moment will neither abate nor diminish.

The success of the journey thus far is in no small part due to the role and leadership of the Interim Council, in particular, the Chairperson, Dr Vincent Maphai. It is also due to the vision and vigour with which Professor Makgoba and the interim management team are leading and guiding the development of the new institution. I would like to congratulate you and to commend you for your commitment and dedication. Especially, I want to thank the staff and students for your steadfast commitment to the merger and its success.

I also want to take this occasion, however, to pay special tribute to Archbishop Denis Hurley, who served as Chancellor of the former University of Natal from 1993 to 1998, and therefore is part of the history of the new university we are celebrating today.

I would probably not be described as a particularly religious man, but I do have a profound appreciation for spirituality, especially when spirituality takes tangible form in acts of care and commitment. Archbishop Hurley had that tangible spirit.

Like so many people, I have personal reasons to pay tribute to Denis Hurley. When I was in exile from 1959 to 1990, Archbishop Hurley was the only public figure from South Africa who was willing to visit me openly whenever he came to Ireland. Perhaps that was a reflection of his Irish spirit, an indomitable courage to live the truth, whatever the consequences. But it was a courage he consistently demonstrated in his opposition to apartheid in South Africa.

As you know, Archbishop Hurley was an ardent opponent of apartheid, its racism, its atrocities, its exploitation of migrant labourers, and its debasement of education in Bantu Education. Throughout his life, Archbishop Hurley believed that education was the key to transformation of our society. We honour his memory best, I believe, by continuing that work of transformation.

In conclusion, as we launch this new logo, which can certainly be seen as a logo of transformation, I would like to acknowledge Zaba Ngubane, the young man, who hails from Umlazi, whose inspiration and creativity rendered form and shape to the relatively abstract ideals and vision embodied in the stated mission and goals of the new University. It is Zaba Ngubane, who created the 'new look' - the logo, for the university's symbols and public image. I am told that he is with us this evening and I ask you to join me in congratulating him in submitting the winning logo in the public competition that was held for this purpose.

In applauding and acknowledging Zaba Ngubane, we applaud and acknowledge all the young people both within KwaZulu-Natal and beyond, across the length and breadth of our beloved land, whose talent and creativity must be nurtured and developed to their full potential. The higher education system is a key vehicle for giving expression to this. It is therefore imperative that in our effort to transform and reconstruct our higher education system, we do not lose sight of the fundamental principle that underpins our education and training policy, that is, to create a learning society that draws in people of all ages and all walks of life and gives them an opportunity to advance, develop and enrich themselves, both intellectually and materially.

Siyabonga.

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Issued by: Department of Education
27 February 2004