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VIABILITY MODEL DISCUSSION

VIABILITY MODEL DISCUSSION. Pieter du Plessis. INDEX. BACKGROUND FACULTY, DEPARTMENT AND MODULE VIABILITY STAFF ACTIVITY PROFILE CHALLENGES AND IMPORTANT VARIABLES WHAT THE VIABILITY MODEL IS AND IS NOT IMPLEMENTATION PLAN. BACKGROUND.

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VIABILITY MODEL DISCUSSION

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  1. VIABILITY MODELDISCUSSION Pieter du Plessis

  2. INDEX • BACKGROUND • FACULTY, DEPARTMENT AND MODULE VIABILITY • STAFF ACTIVITY PROFILE • CHALLENGES AND IMPORTANT VARIABLES • WHAT THE VIABILITY MODEL IS AND IS NOT • IMPLEMENTATION PLAN

  3. BACKGROUND

  4. BACKGROUND – The most important variables determining our future FINANCES • the number and quality of our undergraduate students • the growth in the number and quality of postgraduate students • the progression and pass rates of students • the number of staff with doctorates • the number of stars * in the academic team • the growth in external income as % of total income • the growth in quality and volume of total research outputs

  5. background – Viability OF FACULTIES AND DEPARTMENTS • Determine the financial viability of academic entities • Transparent & fair allocation of institutional costs to academic entities • Benchmark academic entities • Financial viability can not be looked at in isolation – have to look at academic viability also • One integrated set of financial, student, staff, HEMIS & research data – integrated management information

  6. background – Viability OF FACULTIES AND DEPARTMENTS • Identify a set of core performance indicators (dashboard) • Academic Viability • Module Success Rate • Student Staff FTE Ratio • M & D Graduates per Permanent Staff Member • Research Publication Units per Permanent Staff Member • Financial Viability • Contribution as % of Income (Tuition and Subsidy)

  7. background – Viability OF FACULTIES AND DEPARTMENTS • User-friendly, secure, flexible, sustainable, web enabled model – One button to click for standard request by a dean/department head • What-if scenarios with regard to the setup of Academic Structures as well as Business Plan Generator for new programmes • Phase 1 – Faculty and Department • Phase 2 – Programme and Module • Phase 3 – Academic Staff

  8. FACULTY, DEPARTMENT AND MODULE VIABILITY (DASHBOARD)

  9. SUMMARY OF INDICATORS

  10. SUMMARY OF INDICATORS

  11. SUMMARY OF INDICATORS

  12. PICTURE OF ACADEMIC AND FINANCIAL VIABILITY

  13. ACADEMIC STAFF PROFILE

  14. CONTRIBUTION AND THIRD STREAM INCOME

  15. VIABILITY OF MODULES

  16. ONE CLICK REPORT

  17. STAFF ACTIVITY PROFILE

  18. DEVELOP STAFF activity profile DASHBOARD List of staff members per department showing the following: • How many courses/modules does each one present • Module success rate • How many hours do they spend on what type of activity (1800 notional hours multiplied by timesheet data) • Research Outputs and Masters and Doctoral students • Third stream income connected to the staff member

  19. DATA CHALLENGES • Connect Masters and PhD students to the study leader systemically • Integrity of timesheet data • Linking third stream income to staff numbers

  20. WHAT THE VIABILITY MODEL IS AND IS NOT

  21. What the viability model is • Compares the financial contribution between departments within a faculty • Instrument for academic planning • Benchmarking tool – between faculties, departments, modules and staff What the viability model is not • It is not a budget distribution model

  22. Implementation PLAN

  23. IMPLEMENTATION PLAN • Buy in of the deans as well as the heads of support service departments are needed • Bi-annual email must be created to every dean • Visits to each Faculty Management Committee to demonstrate and discuss the model as well as the viability of the departments and modules of the Faculty • Monitoring the core performance indicators on all levels (Faculties, Departments, Modules and Staff) should become an integral part of managing the UFS. • Staff activity profile should become part of the performance management of academic staff

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