Towards a Framework for CAES Planning and Performance Management at Unisa: The Role of BI & IR Presented to CAES College Board 9 April 2009 C urrent B udget Prev. B udget Year+1 B udget Year+2 B udget Year+3 B udget Year+4 B udget H eadquarters British C olum bia Prairie Central Q uebec Atlantic 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% MEASURES 0 10000 20000 30000 40000 50000 60000 70000 AB BC CO EO FO MB NB NF No. of Members Legend Recrea COMPSK EXECUT OFFICI PRECSK TESTSK Professor George Subotzky Executive Director: Information and Strategic Analysis
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Towards a Framework for CAES Planning and Performance Management at Unisa: The Role of BI & IR Presented to CAES College Board 9 April 2009
Towards a Framework for CAES Planning and Performance Management at Unisa: The Role of BI & IR Presented to CAES College Board 9 April 2009. Professor George Subotzky Executive Director: Information and Strategic Analysis. Overview of presentation. Background - PowerPoint PPT Presentation
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Towards a Framework for CAES Planning and Performance Management at Unisa: The Role of BI & IRPresented to CAES College Board9 April 2009
Professor George SubotzkyExecutive Director:Information and Strategic Analysis
Overview of presentation
• Background– Context and purpose of engagement
• Integrated Strategic Planning Framework– DISA role and mandate within this
• What is BI? Key concepts:– IM MI & BI– OPM– Outputs, outcomes and performance measures/indicators– The Information Hierarchy: The BI Pyramid– Analytic Maturity Curve– Technological Maturity Curve
• Elements of the BI Framework• Key college strategic planning issues
• Enrolment planning• Success & throughput model
• Example of OP as M & E tool• Examples of performance dashboards• CAES profile• Engagement
Acknowledgements
• BI: Suzette van Zyl– Conceptual Genesis of BI Unisa– Research/PhD– Project leader
• George Subotzky– Eager novice, quick learner
• Prof Baijnath: Convinced supportive champion• Gartner: mixed value report• Business Intelligence 2008 Conference• Profile: Herbert Zemann and Herman Visser
Strategic Management Framework & Planning
Process and the role of BI & IR
Types & sources of data & information: Different views
Counting Students
Registration
Temporary
Provisional HC Enrolments(“Registered”)
FormalRegister
edCancellatio
ns
Provisional
HEMIS Cancelled
HEMIS Total HC
HEMIS Active HC
Non-Active
Provisional HC Enr
DoE Subsid
y
Non-formal
Official HEMIS submissions of headcounts & FTEs to DoE based on census days:
Analysis:–Business Intelligence Framework– Institutional Research
Strategic Planning Issues:
1. Enrolment Planning
Key strategic decision• Comply with ministerial target or negotiate upwards and/or
onwards? Can we sustain quality and operational service delivery?
• Accepting increases based on potential new negotiated role for Unisa: – Maintaining high participation rates in the light of declining
residential enrolments and impacts of HIV/AIDS– Addressing teacher education crisis– Serving continental needs
• Despite ‘knee-jerk’ nature of recent HE policy (generated by tension between widened participation imperative/Treasury efficiency concerns & fiscal constraint), this new role will not be condoned without Unisa responsibly and demonstrably addressing success & throughput efficiencies
Key strategic challenge
• Responsibly managed open access is therefore an unavoidable imperative
• This means balancing seemingly contradictory policy goals:– Commitment to open access, as part of our
institutional social mandate– Commitment to enhancing success &
throughput efficiency– Commitment to ensuring high quality &
relevant graduate outcomes for employment and the critical citizenship in the African context
Managed open access• Not exclusionary, but realistically supportive in
the light of changing student profile (details in forthcoming HEMIS update)
• Involves rigorous pre-registration engagement to: – Test appropriately for academic potential and
readiness– Ensure conducive & supportive life conditions– Ensure right programme & subject choice and
realistic study loads – Identify appropriate tutorial & Pastoral support and
channelling
• HE fulfils multiple purposes:– Academic, vocational & professional graduates for
labour market– Knowledge production for innovation and economic &
social development– Formative education, cultural & intellectual enrichment – Independent space for fostering critical debate &
citizenship– Means of enhancing social mobility and distribution of
opportunity & wealth• Attempting to fulfil these simultaneously can
generate (apparent & real) conflicts and policy tensions– eg Excellence/Efficiency vs Equity/Access
Policy Tensions
At the heart of Unisa’s enrolment planning lies such a policy tension namely:• Growth & expansion, driven by:
– National policy framework emphasising widening participation, driven, in turn, by both equity and development needs
– Unisa’s social mandate to provide affordable, flexible access to higher education for non-traditional, disadvantaged students
– Increasing & unabating market demand (see figures)– Unisa’s emerging role in addressing teacher education crisis and
continental HRD needsvs
• Controlled growth & capping, driven by:– Fiscal constraint, leading to ministerial enrolment targets (role of
Treasury)– Concern for efficiency & success/throughput – avoiding the
revolving door syndrome (systemic & institutional levels)– Operational efficiency & service delivery constraints
Policy Tension in Enrolment Planning
The Key Strategic Decision
• Continued Open access in line with DoE requirements for widened participation, market demand
vs
• New ‘Responsible’ open admission & enrolment in line with renegotiated DOE enrolment targets, emphasis on success & throughput, operational considerations
Staff profiling• Employment equity: key variables by designated
groups• Succession planning: key variables by age• Capacity development: key variables by highest
qualifications• Qualitative profiling
– Understanding (but not necessarily condoning) the attitudes & experiences of staff is key to effective change management as a basis for realising strategic goals
– Organisational theory identifies various positions which staff take up within organisations in relation to change initiatives
– What might this look like in current Unisa climate?
Change profileSelf constructions/identity tensions:• Collegialism-managerialism: Resistance to
compliance and planned environment vs nostalgic attavists
– Based on alignment of personal, departmental, institutional and social purposes, and shared understandings of institutional vision (King Solomon/NASA/Disney adage)
Minimum Time to Qualify (Full-time): 3,0 years (ochre shading)
Minimum Time to Qualify (DE): Minimum Time (Full-time) + 50%) 4,5years (rounded up to 5 years - orange shading)
Please note that in early years students could exit with a National Certificate or National Higher Certificate and would then be regarded as Transfers out.
CAES BTech: Graduation, Dropout and In-process Rates, 2002-2007
Minimum Time to Qualify (Full-time): 1,0 years (ochre shading) Minimum Time to Qualify (DE): Minimum Time (Full-time) + 50%) 1,5 years (rounded to 2,0 - orange shading)Reliable years: 1998-2004 Minimum times above are for a B Tech following on a National Diploma
CAES Prof. 1st B Degrees: Graduation, Dropout and In-process Rates, 2002-2007
CohortsCohort
YearNumber of
Entering Students
Graduates Dropouts In-Process
No% of
Entering Students
Avg Time
(Years)No
% of Entering Students
Avg Time
(Years)No
% of Entering Students
Avg Time
(Years)
20002
- - - - - - 2 100,0%
3,00
20011
- - - - - - 1 100,0%
4,00
2002
20032
- - - 1 50,0%
2,00 1 50,0%
5,00
2004158 29 18,4%
2,10 83 52,5%
1,94 46 29,1%
3,87
2005135 3 2,2%
1,00 96 71,1%
1,23 36 26,7%
2,89
2006328
- - - 175 53,4%
1,00 153 46,6%
2,00
2007427
- - - 427 100,0%
1,00
Minimum Time to Qualify (Full-time): 4,0years (ochre shading)
Minimum Time to Qualify (DE): Minimum Time (Full-time) + 50%) 6,0years (orange shading)
Not sufficient time elapsed to have reliable years, interpret with caution
CAES Honours Degrees: Graduation, Dropout and In-process Rates, 2002-2007
2004 2005 2006 2007AGRIC, ANIM HEAL & HUMAN ECO Occ 81,83% 50,37% 25,46% 46,55% UG 66,29% 44,80% 41,35% 58,25% PG 7,40% 33,36% 57,65% 48,41%AGRIC, ANIM HEAL & HUMAN ECO Total 64,46% 44,58% 41,97% 57,78%ANIMAL & VET PUBLIC HEALTH Occ UG 57,14% PG ANIMAL & VET PUBLIC HEALTH Total 57,14% CONSUMER SCIENCES Occ 100,00% 80,24% UG 64,33% 72,57% PG CONSUMER SCIENCES Total 64,79% 73,07% ENVIRONMENTAL SCIENCES Occ 60,53% 53,65% 55,82% 53,41% UG 60,31% 43,47% 43,13% 47,14% PG 42,50% 59,28%ENVIRONMENTAL SCIENCES Total 60,37% 42,81% 43,77% 50,18%GEOGRAPHY Occ 56,61% 55,34% 51,68% 56,06% UG 64,04% 58,22% 55,62% 57,23% PG 61,91% 42,78% 36,09% 54,39%GEOGRAPHY Total 63,19% 55,66% 52,71% 56,88%LIFE AND CONSUMER SCIENCES Occ 60,13% 53,37% 49,22% 49,63% UG 60,68% 60,11% 59,22% 63,33% PG 76,70% 55,82% 68,25% 54,71%LIFE AND CONSUMER SCIENCES Total 60,69% 58,95% 57,79% 60,89%College Total 61,96% 52,53% 50,31% 56,66%
HEMIS CAES Success Rate By Race, 2004-7
African Coloured Indian White Total0%
10%
20%
30%
40%
50%
60%
70%
80%
HEMIS CAES Success Rate By Gender,
2004-7
Female Male Total0%
10%
20%
30%
40%
50%
60%
70%
HEMIS CAES Success Rate by Course Level, 2004-7
2004 2005 2006 2007Occasional 59,51% 53,92% 49,68% 51,31%Technikon type UG National Certificate 15,38% 59,05% 42,88% National diploma 46,30% 43,17% 47,79% Btech 33,06% 32,82% 61,49% UG Total 43,48% 41,51% 49,88% PG Mtech 33,33% 66,67%Total 43,19% 41,46% 49,96%University type UG UG Dip/Cert 59,19% 62,36% 68,01% UG Dip/Cert (3 Years) 62,88% 66,84% 46,47% 34,12% Gen Ac 1st B Degree 61,74% 58,40% 54,79% 58,68% Prof 1st B Degree (3 y) 50,01% 67,95% Prof 1st B Degree (4 y) 64,39% 59,00% 62,27% 66,11% UG Total 62,41% 58,64% 56,35% 62,04% PG PG Dip/Cert 88,29% 100,00% 82,76% 77,78% Honours Degree 62,08% 45,03% 40,03% 63,12% Masters Degree 8,86% 30,71% 50,32% 33,10% Doctoral Degree 80,84% 44,64% PG Total 61,40% 41,84% 43,12% 56,61%Total 62,31% 57,11% 54,73% 61,26%College Total 61,96% 52,53% 50,31% 56,66%
College Profile:
4. Publications
CAES Articles, 2005-7
2005 2006 2007 COLLEGE OF AGRICULTURE & ENVIRONMENTAL SCIENCES 4,16 8,08 6,85
School of Agriculture & Life Sciences 0,00 1,00 2,86
Agriculture, Animal Health & Human Ecology 1,00 1,34
Life and Consumer Sciences 1,52
School of Environmental Sciences 3,66 7,08 3,99
Environmental Sciences 3,16 6,08 2,99
Geography 0,50 1,00 1,00
UNISA Articles by College, 2004-7
2004 2005 2006 2007
%
Growth %
Growth %
Growth %
Growth
N 2003-
2004N 2004-
2005N 2005-
2006N 2006-
2007
TOTAL FOR INSTITUTION 470,54 19,16 502,26 6,74 564,70 12,43 522,75 -7,43GRADUATE SCHOOL FOR BUSINESS LEADERSHIP 2,33 21,99 0,33 -85,84 5,67 1618,18 9,47 67,02