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Mangosuthu University of Technology
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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%