22 June 2011 Presented by: Ms Liana Griesel

1. “Enrolment Planning, Funding and Sustaining Quality ODL Provisioning”Critical Contributions to the Revisions of the Funding FrameworkStrategic and Pragmatic Considerations – The Unisa Case Study 22 June 2011 Presented by: Ms Liana Griesel

2. Policies and regulations – Rules of the game The emphasis on planning is informed by the fact that if the higher education system is to respond to the national development agenda in terms of access, redress and human resource development needs, the size and shape of the system cannot be left to the vagaries of the market, in particular, uncoordinated institutional decisions on student enrolments and programme offerings. The higher education system therefore needs to be steered to meet national goals and priorities through a combination of instruments, namely, planning, funding and quality assurance. The size and shape of the higher education system must be determined in the context of the available resources if the quality and sustainability of the system is not to be compromised.

3. HIGHER EDUCATION SYSTEM STRATEGIC PRIORITY: A SKILLED AND CAPABLE WORKFORCE TO SUPPORT AN INCLUSIVE GROWTH PATH THROUGH Funding Planning QA • Universities not producing enough appropriately skilled and qualified people in disciplines central to social and economic development • Data indicates that graduation rates are a key problem to achieving targets. • Institutions have limited capacity to absorb more students and to respond to needs • The number of people involved in research, knowledge production and innovation is low • New generation of academics must be created

4. Amongst other actions: Improve access and articulation in a differentiated system Planning QA Funding Cost Based

6. Same grid for ODL and contact We all contribute to all 20 CESM and 183 Sub CESM

7. Does the system make adequate provision for proper synchronisation and alignment at all HE institutions Planning QA Funding

8. Institutional synchronization with the three steering mechanisms Planning QA Funding Value proposition to students: ACCESSIBLE, FLEXIBLE, AND GLOBALLY RECOGNIZED

9. Institutional synchronization with the three steering mechanisms Income translates into cost Funding: Subsidy Student fees Third stream Income Investment Income Student: Affordable Accessible Globally recognized Value for money

10. Hence financial penalties

11. Enrolment planning the process vs enrolment management Enrolment planning - DHET • The enrolment planning exercise will involve the Department developing broad national and institutional enrolment projections indicating the student numbers that the Department will consider funding. The enrolment planning projections will be developed on the basis of (a) the goals and targets set in the National Plan for Higher Education; (b) the various projections contained in this Ministerial Statement, and (c) institutional student input and output data. • Enrolment planning is about consciously shaping the university’s future by focusing on the size and composition of the student body and the student experience in the academic, intellectual, social, and cultural life of the institution. As such, enrolment planning is a key touchstone in any effort to integrate planning across the various colleges and administrative units Enrolment management – Combination of a number of institutional definitions • Enrolment management can be viewed as a synergistic organizational concept that can be used to link several administrative functions within a college or university in order to optimize institutional enrolment goals

12. Enrolment planning the process vs enrolment management Strategic Enrolment Management is a comprehensive approach to integrating all of the University’s programs, practices, policies, and planning related to achieving the optimal recruitment, retention, and graduation of students with “optimal” defined by the mission, academic vision, and strategic plan of the institution. Enrolment management becomes Strategic Enrolment Management when it actively integrates planning, strategies and structures Just like overall strategic planning, strategic enrolment management starts with the institution’s mission. This will serve as the beginning and end of the focus for this strategic enrolment management planning guide.

13. General consensus • Balance between numbers and strategic intent It should serve as a guidepost for our future growth – whether we hit it exactly, fall somewhat short or slightly higher, is moot. What does matter is that we settle on a general indication of the overall size of our university

14. Roles and Responsibilities Organizational Models • The literature on enrolment management often addresses different administrative approaches for organizing enrolment management efforts. • The enrolment management coordinator. • The enrolment management matrix. • The enrolment management division. • There is little empirical evidence to indicate that any particular organizational approach is inherently better than another. Most experienced enrolment managers place more emphasis on strong working relationships with other key administrators on campus than on advocating for a specific organizational model. Another recurring theme is the need for a senior campus administrator, such as the president or provost, to provide visible and consistent support for the institution's enrolment management efforts. In colleges and universities of all sizes, support from the top appears to be more important than a specific administrative structure established to manage enrolments. • Given the current pressures on institutions to maximize revenue, and the attention being given to the characteristics of enrolled students, enrolment management is likely to remain an important administrative focus at most colleges and universities.

15. Unisa’s enrolment planning and management framework

16. Synergistic organizational concept Recognize all the elements of enrolment planning and management and coordinate the linkages

18. Strategic challenges arising from enrolment planning • Unfunded students • Enrolment planning targeted on headcounts and not weighted FTE students • Open Admission Policy • Increased demand • Exceeding the rate for active students

19. Consultation agenda

20. Carrying Capacity Planning • ACHRAM; • Regions, Space • Financial Planning • ICT systems • Registrations • Production, Despacth • Assignments and Student Administration

21. Academic carrying capacity up to 2013 to provide quality products and services for 354000 headcount students

22. Carrying capacity for ODL Based on ODL norms Performance based on teaching outputs and research outputs Staff profile for ODL

23. Current ODL norms for delivery

24. Proposed targets 2011 to 2013

25. In conclusion At the centre of enrolment management is the Enrolment Plan. An Enrolment Plan is a comprehensive framework that outlines goals for the size and composition of the student body, the academic experience of students, and the support system they can expect.

26. Thank you