Page 57 - Transformation Report 2023

FUNDING MOBILISED THROUGH THE NELSON MANDELA UNIVERSITY TRUST IN
2022 - 2023
Resources mobilised through the Strategic Resource Mobilisation and Advancement (SRMA) Office from 1 January - 31 December 2023.
55.9%
51.8%
Sustainable Resource Generation Strategic Resource Mobilisation and R57 849 823 R58 251 814
Advancement GOVERNMENT 6.9% GOVERNMENT 6.8%
R7 176 443 R7 597 380
Long-Term Financial Planning FOUNDATIONS/ FOUNDATIONS/
TRUSTS
TRUSTS
The SMRA Office contributes to Strategic Enabler 5 of 1% 0.8%
There are many levels of uncertainty as we grapple with Vision 2030 - that of promoting long-term sustainability R1 017 647 R893 285
INDIVIDUALS
INDIVIDUALS
short-term solutions, but we need to keep our eye on the through strategy aligned resource mobilisation and stew-
longer term. There is pressure on universities around the ardship. In addition, the SRMA continues to provide man-
globe and nationally we have already seen material cuts agement and operations support to the Nelson Mandela 30% 34.6%
R38 866 494
R31 082 585
on the table. We will need to plan and assess long-term University Trust, the fundraising arm of the University. Nel- CORPORATES CORPORATES
implications on short-term decisions made. son Mandela University Trust is registered with SARS as a 6.1%
Public Benefit Organisation. 6.2% R6 869 168
R6 399 387
A Sustainability and Institutional Viability Task Team (SIV- INVESTMENT INCOME INVESTMENT INCOME
VT) has been established to work on the sustainability of A key enabler to the transformation of the University is
the University and will focus on three key areas, namely, broadening access for academically deserving students 2022 2023
academic optimisation, improved efficiencies and strate- who are unable to access NSFAS funding and who cannot
gy-aligned resource mobilisation and budgeting. afford tuition fees, and mobilising resources for transfor- MOBILISED IN 2022 R103 525 885 MOBILISED IN 2023 R112 478 141
TOTAL AMOUNT
TOTAL AMOUNT
mative engagement projects. These two pillars will be the
focus: Figure 9: Funding mobilised through the Nelson Mandela University Trust in 2022 - 2023.
Virtual Academy
• improving access with effective resource mobilisa-
tion for bursaries, and
Nelson Mandela University’s new Virtual Academy is be- • mobilisation of project funding in support of en-
ing incubated as a catalytic, strategic innovation in the Of- gagement projects that advance Mandela University
fice of the Vice-Chancellor. The Virtual Academy encom- as an embedded university in the service of society.
passes a large interconnected system for human-centred
digital innovation. It is being designed to leverage tech- The 2023 Annual Performance Plan (APP), which is a three- Table 29: Allocation of Bursaries by Population Group, Gender and Qualification level.
nology for impact as our offerings prepare our students, year financial projection and cash flow, will be closely
staff, and communities for the future world of work. We monitored and reported on, with the University confront-
anticipate that the official launch of the Virtual Academy ing any challenges by means of its strategic approach to vides the categories of the funding sources raised by the trajectory in the service of society. The engagement proj-
will take place in February 2024. financial planning and management. Nelson Mandela Univeristy Trust. ect funding mobilised in 2023 included funding to help
combat student hunger and address the challenges of
In terms of mobilisation of funding for bursaries, the The bursaries and scholarships funding contributes to student nutrition; funding for the University’s engage-
Support Services SRMA focuses on missing middle students and increas- the transformation of the University (and more broadly to ment work in schools; partnering with government and
ingly on post-graduate students. This funding is mo- transforming society once students graduate) by provid- the private sector to develop a hydrogen energy strategy
bilised through the Nelson Mandela University Trust in ing opportunities for missing middle UG and PG students for the Province of the Eastern Cape; fighting GBV and
terms of the 2018 service level agreement entered into
The assessment of the viability of Catering Services and between the University and the Trust as part of restruc- from poor and working-class backgrounds to access, community sport initiatives.
Protection Services commenced in 2023 and is being con- turing the Trust. The primary focus of the SRMA resource with success, quality HE that might otherwise have been
tinued during 2024. Catering Services is the only revenue mobilisation efforts on behalf of the Trust (aside from oth- denied them. Table 28 provides a brief overview of how
generating unit within Support Services. In 2022 Catering er resource mobilisation initiatives like submission of ten- the bursaries and scholarships funding were deployed in Enabling Working Environment
Services operated at a loss of R23 688 296. However, due ders and grant applications) is to mobilise bursaries and 2023.
to implementation of a turnaround plan in 2023, the ex- scholarships funding and engagement project funding.
tent of the loss was reduced by R9 676 282 (41 percent) Included in the total for bursaries above, is R1.2-million Enhancing Business Processes Through
to R14 012 148. which was mobilised for PG bursaries and transferred to
The target for 2023 was to mobilise at least R94 000 000 for Research Development to disburse in 2024. Digital Transformation
bursaries and scholarships to support UG missing middle
Income received via commercial leases amounted to R1 students and PGs. In total, the Nelson Mandela University
321 029.55 for 2023, relative to R439 307.14 in 2022, a 201 Trust income in 2023 was R112 478 141, of which R82 307 Engagement Project Funding The Digital Transformation Strategy was approved in
percent increase. March 2023 with programmes geared toward support-
569 was mobilised for bursaries and scholarships and R23 ing personalised learning. The comprehensive strategy
301 404 for engagement projects (Figure 9). Table 12 pro- This section should be read in conjunction with the HoC. encapsulates game-changing transversal digital interven-
The engagement project funding contributes to trans-
formation by supporting the University’s engagement tions.

49 TRANSFORMATION REPORT TRANSFORMATION REPORT 50