Marilet Sienaert and Jane Hendry Students Enrolments and Graduations 2000 to 2006 annual internal enrolment planning faculty level aggregated up to institutional level UG applicant pool offers and offer takeup ID: 719383
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HERANA NOVEMBER 2016
UCT INPUT:Marilet Sienaert and Jane HendrySlide2
Students: Enrolments and GraduationsSlide3Slide4
2000 to 2006: annual internal enrolment planning, faculty level – aggregated up to institutional level:UG applicant pool, offers and offer take-up
Physical constraints (e.g. studio space, lab. space, students per bedside on clinical platform)
Funding available for research students
Equity considerations – race and gender targets
2006-7: first DHET national enrolment planning exercise, combined with annual internal process
: Agreed headcount (24 000 by 2010) and full-time equivalent enrolments (20 300 by 2010) Agreed shape ito discipline – 41% SET, 25% business/management, 34% broad humanities Agreed shape ito qualification level – 69% UG incl occasional, 13% PG < master’s, 18% master’s and doctoral DHET focus on efficiency, hence course success rate (85% @ UG level) and graduate output targets (28% of enrolled students should graduate)Slide5
2010: Second national DHET enrolment planning exercise (to 2013), combined with annual internal process linked to new strategic plan: Focus on growing enrolments to improve national HE participation rate
Focus on growing enrolments in key scarce skills areas such as Engineering, Sciences, Health and Teacher Education
Concern regarding efficiency
ito
course success rates & graduate outputs But recognition of limited capacity for growth in some institutions Overlaid on UCT realities/limits in relation to projected enrolment growth:Slide6
2012 UCT Size and Shape Plan (Council Approved):Concerns that actual growth was greater than laid out in Strat. Plan
Task team looked at growth scenarios in relation to
Strat
Plan, external environment, need for physical and infrastructure development
Financial viability
irt Size and ShapeOutcomesSet out planned enrolment to 2020 (up to ~28 000), modelled in relation to efficiency improvements; rejected possibility of a satellite campus and part-time study expansionUG intake projected to remain flat, but completion rates to be at least 75% in all qualificationsSubstantial growth at PG level, especially Master’s and Doctor’s, up to 39% PGMarked increase in research outputsAddressing projected needs ito physical space and infrastructure2012/3: third DHET national enrolment planning exercise (6 years, up to 2019/20), combined with annual internal process:
Key focus on expansion with goal of 23% participation by 2030
Expansion of distance education
Improved research capacity and output
Addressing shortage of academicsImproved foundation provisionAll within context of available fundingSlide7Slide8Slide9
Academic StaffSlide10Slide11Slide12
Academic Staff by Highest Formal Qualification and Rank: Appointment and Promotion Note data issue 2003 to 2005In 2014, 67% of permanent academics had PhD’s, and 41% were Professors/Associate Professors
Highest formal qualification level required for appointment to particular ranks is discipline specific (
eg
PhD for Lecturer in Physics, Master’s for Lecturer in Economics, Lecturer in Actuarial Science must be a qualified actuary), along with research track record
Similarly, criteria for promotion are governed by Faculty-specific ad hominem policies, effectively discipline specific, but all require evidence of excellence in Teaching , Research, Leadership (eg university administration), Social Responsiveness and/or Industry Involvement The Performance Management System mostly identifies individuals who are ready to seek ad hominem promotion. (There is also a system of financial merit awards for strong performers)Note introduction of a “teaching track” as an academic careerAlso note Staff PhD Bursary scheme (award for up to 4 years, all staff) as well as research and study leave for academic staffDHET
nGAP
earmarked grant:
R10,874 million over six (6) years allocated toward five (5) appointees either completing a PhD or Master’s degree, or were soon to pursue a
PhDmSlide13Slide14
Academic Staff by Highest Formal Qualification and Rank: Appointment and Promotion
There are no explicit policies that dictate student staff ratios
UCT is devolved so the faculties and deans monitor appropriate staff student ratios
they make applications to the Planning and Budgeting Working Group when there is a need identified (
eg
see Business/Management in 2009); depending on Knowledge Transfer Modes (can be more than one per faculty, so aggregated up from departmental level)
additional students can sometimes be added without need for additional staff
External factors can have a marked impact, eg Clinical Training Grant on ratio in SET area as from 2008Slide15
Research and Research ManagementSlide16
Plans to increase doctoral enrolments
Increase PhD enrolments as part of goal to be research-led and internationally recognised
Enrolments and cohort tracking published annually by
IPD.
Focus
on time to graduation (funding available for 3 years, max.
4)
Role of BfGS in promoting postgraduate affairs, including doctoral studiesFrom 2000 – 2004, significantly increased internal funding specifically allocated for PhD students: introduced a variety of funding schemes and packages for PhD scholarships and supportIncreased number of joint/collaborative programmes, and increased international mobility through conference travel schemesAttracted international (mostly African) PhD students through international & refugee scholarships, and waiving international fees
etc
Careful selection of students
Increased supervisory capacitySlide17
Adequate supervisory capacity
ito current and future demands for doctoral enrolments?Probably no, but trying to improve via:
Making supervisor training available (workshops, courses, seminars)
Stimulating staff without PhD’s to complete their PhD (staff PhD scholarships, mobility funding) making it possible for them to supervise PhD
students
Focussed supervision and development training
for
young academics, emerging researchersQualified to supervise PhD’s required for promotion (and appointment)Graduating students faster, so that supervisors can take on more students in a finite time period Increasing the number of Postdoctoral fellows significantlyIntroducing alternative models of PhD supervision such as cohort supervision, and ‘pyramid’ supervision (rather
than
just the traditional
one-on-one supervision
modelSlide18
Satisfaction with doctoral graduate output rate of academic staff?
Yes and no:This varies across faculties and disciplines, could not enforce a one size fits all approachSlide19
UCT: RESEARCH PUBLICATIONS 2010 TO 2014Slide20
Plans and Incentives to Ensure Increase in Research Publications
Plans include the UCT Research Strategy (2014-2019), and the research component of the current Institutional Plan (2015 – 2025); faculty research strategies.
Regular research indabas.
No direct funding incentives for research, but:
Funding through the URC – block grants, awards, competitive calls.
Funding from central finance to faculties, to be used at Dean’s discretion or in line with faculty research plans.
Creation of signature themes and research institutes.
Research support departments: RO, RC&I, eResearch, Libraries, ICTS, IAPOInvestment in electronic research administration system and extensive recalibration of research support services. Slide21
Research Management Structures and Functions
Extensive management structure that spans across a number of administrative and professional functional areas.
The following entities constitute the Research Office:
Postgraduate
and Researcher Development Directorate
Postgraduate
Funding Office
Research Support Services (grant applications; NRF rating applications; annual statutory reports and statutory publication count; nominations for awards and prizes)Global Strategy and Visibility Services (research comms & marketing in the form of reports and web-based platforms), research collaboration and partnership support, including support for joint degrees at postgrad level. Office of Research IntegrityIn addition, as part of research management:
eResearch
at UCT
Libraries
Contracts and IP OfficeResearch Finance
International
Academic Programmes
OfficeSlide22
DVC Res
ED Research
Manager Research Internationalisation
&
Visibility
Senior
Data
Analyst
Deputy Director RO
SAO Communications
&
Marketing
Research Collaboration Specialist
Director PG Studies & Res
Dev
Manager Research Support
Mgr
RO Finance
Manager Researcher Development
Director Post Graduate
Funding
Senior Manager ORI
Manager Systems
Research Office
s
tructure overview
Support
Finance
HR
Systems
External Relations
Research
Internationalisa-tion
& Visibility
Research Support
Research Support
Specialised Services
IP
Contracts
ORI
Research Finance
e
-Research Centre
Human Capital
PG Studies
Researcher Development
PG Funding
22Slide23
Reports on Research Publications and Their Distribution
Research outputs appear in UCT's Annual Research Report which provides an overview of the activities of the university for the year in review.
provides a record of research output by faculty, as well as listings of each faculty's capacity, expertise and publications.
used
for benchmarking and marketing purposes.
available
in hardcopy and online, http://www.research.uct.ac.za/.
reports are distributed in hardcopy/electronically to internal and external stakeholders, including funding agencies, collaborators, government agencies, donors, etc.Electronic research administration (eRA) system will soon allow for the capturing and harvesting of publication into the online system, for publishing through the research portal.Slide24
Satisfaction With Research Publication Output Rates of Academic Staff
UCT data from Herana reflects an annual growth rate of 9.1% over a 15 year period. Ratio of research publications to permanent academic staff: 2.64 (2014/15
).
Note that:
Herana
data only considers journal publications, and excludes a host of other relevant outputs (e.g. books, conference proceedings, creative outputs).
Data also reflects whole counts, rather than fractional counts, so the full impact of multi-authored papers is not taken into account.