Abstract
Background: The reconfiguration of the South African higher education landscape in 2003 and 2004 had a significant impact on the University of South Africa (UNISA) and Technikon SA (both distance education institutions) which merged to form the ‘new’ UNISA. Aim: The aim of this conceptual study is to explore the extent to which the policies of the post-merger UNISA are enablers or inhibitors of efforts to reduce its Scope 3 carbon emissions. Setting: Staff commuter patterns between the main campuses of UNISA and the policy environment that has an impact on such travel. Methods: The aim is achieved by means of a case study methodology that considers the relevant policies of the university and applicable results of a 2018 UNISA staff travel demand survey to determine whether the policies are incongruous with the institution’s attempts to reduce its carbon footprint in general, and its Scope 3 carbon emissions in particular. The impact of the coronavirus disease 2019 (COVID-19) pandemic on defining a ‘new normal’ for the university’s operations, and the impact thereof on staff commuting, have been discussed. Results: The study revealed that despite being an Open Distance E-Learning (ODeL) institution, the university has not put a coherent policy framework in place that undeniably supports its efforts to limit or reduce its Scope 3 carbon emissions. This was brought into stark focus by the measures the university was forced to put in place as a result of the COVID-19 lockdown regulations in South Africa, to ensure the continuation of its business. Conclusion: The conclusions will assist UNISA - and other universities which have had to revisit their operations as a result of the COVID-19 pandemic - to define a true ‘new normal’.
Highlights
ObjectivesThe aim of this conceptual study is to explore the extent to which the policies of the post-merger University of South Africa (UNISA) are enablers or inhibitors of efforts to reduce its Scope 3 carbon emissions
The reconfiguration of the South African higher education landscape in 2003 and 2004 had a significant impact on the University of South Africa (UNISA) and Technikon SA which merged to form the ‘new’ UNISA
The positive impact on the university’s Scope 3 carbon emissions from reduced staff travel was significant, as staff were prohibited from entering the campuses and required a permit from their senior manager to do so when such entry was unavoidable for business reasons. It is clear from the prior discussion that despite its status as an Open Distance E-learning (ODeL) institution, UNISA does not have a policy regime that can be regarded as an enabler of its efforts to reduce its Scope 3 carbon emissions
Summary
The aim of this conceptual study is to explore the extent to which the policies of the post-merger UNISA are enablers or inhibitors of efforts to reduce its Scope 3 carbon emissions. The aim of the study was to arrive at a fundamental understanding of the complexities of staff commuting behaviours
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