Page 67 - Transformation Report

and manage strategic opportunities and commercialisation Nelson Mandela University Trust (with another R14 923 820
projects in such manner as the Directors may, in their flowing directly into the University from other interventions).
discretion, deem appropriate in order to advance the Of this, R83.9m million was mobilised for bursaries and
interests of its shareholders; and to pursue the development scholarships. All in all, some 1 521 students were assisted
and commercialisation of various intellectual and other assets to access the University and proceed with their studies. Of
developed or produced by the Nelson Mandela University or these, 398 were final year students, 313 of whom successfully
the Nelson Mandela University Trust, without detracting from completed their studies in 2019. An additional amount of
the academic activities or tax status of either the University R100 000 was transferred out of Trust funds to the Office of
or the Trust. International Education to assist 16 international students in
distress. In terms of engagement and other projects, R1 500
One of the options being explored is the commercialisation 739 was mobilised through the Trust. Building relationships
of the Nature Reserve via the introduction of a mountain with SETAs and mobilising bursaries for postgraduate studies
bike track. The University is still awaiting final feedback on were areas of focus during 2019. The income from the SETAs
the feasibility and costs involved in the implementation of a increased from R31 million in 2018 to R56 million in 2019, an
mountain bike track in the Nature Reserve on South Campus. increase of more than 80% and 298 postgraduate students
It is foreseen that once the final report is received that full were assisted. Over and above this, some funds mobilised
investigations and interaction with University stakeholders by or through the Strategic Resource Mobilisation and
will ensue. Future plans also include the possibility of Advancement Office were paid by the funder directly to the
developing a 42 km biking trail from Schoenmakerskop all University or directly to the student accounts (i.e., not via the
the way to the Tramways Building. Trust). This includes the R3 million award for Teacher Training
Support mobilised from the ETDP SETA which was paid to
During 2019, the Strategic Resource Mobilisation and students’ accounts.
Advancement Office mobilised R99 370 362 through the

5. BBBEE Initiatives and Activities

In 2018, the University improved its overall BBBEE score from align with new preferential procurement legislation, and
58.1 to 71.2, which translated to a level 7 contributor. The incorporating the University’s enterprise development
University invested in the services of a BBBEE consultancy strategy. The amended SCM policy emphasises the
who assisted in advising on the interventions that resulted in University’s intent of enhancing SMME participation in the
the score improving. provision of commodities and services. Other interventions
receiving attention include developing electronic
In 2019, the University achieved a level 6 recognition level, systems to improve the tracking of University spend on
discounted to level 7 owing to the sub-minimum target of 40% skills development, implementing apprenticeships and
associated with the supplier development sub-element not learnerships for unemployed graduates, improving the
being met. The University allocated a budget of R4.8 million representation of persons with disabilities employed at the
in 2019 to implement high-impact, short- to medium-term University, and diversifying the supplier database to include
interventions to target areas for improvement identified by a wider pool of Black-owned companies.
the relevant portfolios. Executive Management established
a task team to identify strategic interventions to expedite Furthermore, the development of a multi-year affirmative
transformation. This team has drafted an initial position procurement plan has been prioritised along with ICT-
paper including initial interventions with the aim of making based systems to improve BBBEE monitoring and reporting
a meaningful impact on programmes to develop emerging against targets across all MANCO portfolios. In 2020, the
Black-, women-, and youth-owned enterprises. Central to University again achieved a BBBEE recognition level 7. The
this is the drafting of a Transformative Procurement strategic 2020 BBBEE verification process was delayed owing to the
framework and implementation plan, to achieve these aims. pandemic, but the process was completed and the BBBEE
certificate was issued at the end of 2020. The most significant
Other initiatives included an audit of current key areas of areas for improvement identified via the verification process
expenditure so as to identify areas of high impact, reviewing was enterprise and supplier development.
and amending the Supply Chain Management Policy to

67 TRANSFORMATION REPORT