Page 64 - Transformation Report

TRANSFORMATION GOAL 10: Foster Sustainable Resource Stewardship Within
the University.

1. University Structures that are Fit for Purpose

The implementation of the integrated business model purpose, including the implementation of business models
for catering, cleaning, gardening, and security services, for the reintegration of support services. The outcomes of this
approved by the Council in 2017, has picked up pace. The modelling fed into the holistic review of the organisational
Organisational Redesign process has finalised the structures structures for all professional, administrative, and support
needed to implement these projects and investment in ICT, service (PASS) divisions.
particularly in security services, has reset the effective and
efficient delivery of these services. The shaping of the Shared Consultations with impacted employees were conducted
Services function, as part of the Organisational Redesign in 2020. Job analysis, the development of job descriptions,
process, is central to the optimisation of service delivery, as and job grading continue to be implemented, in line with the
options for sharing resources and integration of ICT systems Peromnes Job Evaluation Policy. An Authentication Task Team
that deliver services are configured and implemented. The was established by Executive Management to assess the
aim of these service delivery optimisation interventions is to strategic, tactical, and operational rationale of the proposed
deliver services efficiently to better enable service delivery to new positions to ensure that the total cost of employment
be self-funding and reduce reliance on the central budget, remains within the 65% salary benchmark. In addition, system
thereby freeing up funding for the academy. changes to accommodate new departments, cost centres,
and account codes have been configured. A Systems
The University is in the process of finalising the organisational Technical Team was set up and trained in preparation for the
redesign proposals approved by the Council in December envisaged systems changes required by the organisational
2019. The University conducted a review of all organisational redesign process.
structures to assess strategic alignment and fitness for

2. Implemented Business Model for the Delivery of Catering, Cleaning, Gardening, and
Security Services

Project management services were contracted to expedite production of fresh produce and aquaculture on the George
the implementation of an improved catering service that and Missionvale campuses as initial pilot sites. In support
delivers affordable, better-quality meals to employees and of the above objective, an emerging George Campus
students. This comprehensive solution will include sourcing Sustainability and Food Security Strategy seeks to promote
from and empowering new suppliers, stimulating and food security and develop scalable, sustainable food
supporting entrepreneurial activities, and exploring the production to eliminate student hunger.

3. Strategy-Aligned Budgeting and Resource Allocation

The University is particularly sensitive to changes in subsidy, fees, and salaries. Based on the 2020 financials, revenue from fees
and subsidy equates to 98% of the revenue budget, after bad debts and before investment income. Due to the uncertainty
resulting from the COVID-19 pandemic, MANCO established a Task Team to conduct scenario planning to forecast the impact
of the COVID-19 pandemic on the University’s long-term financial sustainability.

1.1 Financial Sustainability
The three key pillars identified to enhance financial sustainability include the following:
• Optimising government subsidy and tuition fee funding for operational, salary, and capital costs
• Reimagining and implementing innovative resource mobilisation strategies
• Deploying and using financial and other resources more efficiently, effectively, and economically

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