| ####

27 / 32

27 / 32

Mangosuthu University of Technology

| 25

We aim to lead MUT into a sustainable

future; fostering creativity, agility and

resilience in our people, processes and

systems. Our processes, systems and

people will support effective knowledge-

sharing and efficient use of resources.

This will foster an environment that

enables evolution towards our future

profile of people, culture and processes,

infrastructure, revenue mix, and global

capabilities. It will be addressed through

the following initiatives:

Recruit and retain staff who are

committed to our vision, mission,

and values, and who diligently

contribute to excellence.

Create an organisational culture,

administrative processes, and

structure that value and promote

productivity, while optimising both

the utilisation of existing resources

and the generation of new

resources.

Ensure that administrative

processes and technology are

aligned to efficiently enable

academic and support staff, and

students to advance the Mission of

the University.

Provide the physical infrastructure –

buildings, classrooms, laboratories,

studios, and libraries – that will

enable us to support the work of

our faculty and staff, and to serve

our students in alignment with the

University’s Master Plan.

The strategic objectives are indicated in the table below:

Increase and optimise the revenue mix beyond the traditional sources of tuition fees and state support through an expansion of

resources such as sponsored projects and research, gifts and endowments, scholarships, auxiliary services, partnerships, and

entrepreneurship opportunities.

Strategic Objectives

Key Performance Indicators, baselines and targets

KPI

2018

2020

2021

2022

2023

2024

2025

SO5.1 To increase the popularity

of the MUT brand

22. Nett promoter score

among stakeholders (staff,

students and alumni)

Baseline

not available

50%

52%

54%

56%

58%

60%

SO5.2 To improve student

life and wellness

23. Student satisfaction with

the quality of supporting

infrastructure

Baseline

not available

50%

52%

54%

56%

58%

60%

SO5.3 To improve the well-being

and engagement of staff

24. Staff engagement

index

Baseline

not available

40%

42%

44%

46%

48%

50%

SO5.4 To improve operational

efficiency and effectiveness

25. Reduction of the number of

qualified audit findings

14

Not more

than 10

Not more

than 9

Not more

than 8

Not more

than 7

Not more

than 6

Not more

than 5

5.5 To sustain and improve

financial sustainability

26. Third stream income as a

percentage of total income

1.6%

2%

2.4%

2.8%

3.2%

3.6%

4%

27. Efficiency ratio: Total

expenditure as a

percentage of total revenue

91%

88%

87.4%

86.8%

86.2%

85.6%

85%

28. Quick ratio: {Cash & Cash

equivalents less Restricted

Grants funds + Student

debtors} to {Current

Liabilities less Current

portion of Restricted Grant

funds}

1.38

1.5

1.6

1.7

1.8

1.9

2

29. Total liabilities less

Deferred Income (to be

amortised) as a % of Total

Assets

66.7%

65%

64%

63%

62%

61%

60%

SO5.6 To maintain and improve

infrastructure.

30. % of Capex projects

awarded within approved

procurement plan

No base

80%

82%

84%

86%

88%

90%

31. % expenditure of capex

projects awarded within the

approved plan

Baseline

not available

50%

56%

62%

68%

74%

80%

32. Maintain ratio of capex

infrastructure maintenance

allocation to overall

infrastructure budget

33%

34%

35.2%

36.4%

37.6%

38.8%

40%