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A Perspective on Challenges to the Delivery of Distance Education in the Unisa Context

A Perspective on Challenges to the Delivery of Distance Education in the Unisa Context Prof Narend Baijnath - VP Strategy, Planning and Partnerships - Unisa. 1. Institutional Context. Climate of constant change Organisational size and complexity Regulatory environment

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A Perspective on Challenges to the Delivery of Distance Education in the Unisa Context

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  1. A Perspective on Challenges to the Delivery of Distance Education in the Unisa Context Prof Narend Baijnath - VP Strategy, Planning and Partnerships - Unisa

  2. 1. Institutional Context • Climate of constant change • Organisational size and complexity • Regulatory environment • H E System/Sector in flux • Technological advancements • Societal change and impact on the University • Demands for skilled personpower –access, throughputs • Diversity and differentiation in the sector

  3. 2. QA Challenges • Access with success • Geographical reach • Student diversity – diverse needs • Scale versus diversity of choice • Legacy – PQM, culture, capacity • Change and resistance • MIS, institutional architecture

  4. Course Registrations by Module Size, 2007 [Disa]

  5. Age Group Reg by Formal [Disa]

  6. Formal Reg by Nationality [Disa]

  7. Formal Reg by Employment Status [Disa]

  8. 3. Towards a highly planned organisation • Advocacy, dissemination, evangelism (whose responsibility ?) • From Institutional purpose to outcomes • Integrated, co-ordinated and aligned processes of planning – but detailed planning at manager level • From Unisa 2015 to individual/Institutional outcomes • From potential and promise to impact and effects • Planning as achieving coherence between purpose and outcomes = STRATEGIC MANAGEMENT

  9. INSTITUTIONAL PURPOSE Strategic plan Functional plans Operational plans Individual perf. plans O U T C O M E S Utility Social mandate Quality Strategic leadership Vision, advocacy, accountability, analysis, MIS A HIGHLY PLANNED ORGANISATION Relevant knowledge Institu- tional character/ type Strategic organisation Structures, competencies, business architecture, technology, processes Relevant HR capacity Policy/ regulatory framework Strategic planningPlanning, coordination, integration, alignment, resource allocation Relevant community outreach Institutional capabilities/ objectives Critical citizenship Strategic managementResponsibility, performance, evaluation, reporting National culture identity Systems, methods, instruments, institutional intelligence, policies, guidelines Competitive positioning

  10. 4. UNISA 2015 On Planning • Planning in.. Context of ambiguity and shifting sands; in the economy, society, and the higher education sector. We accept that uncertainty and rapid change have become the pervasive conditions under which planning must be done • A highly planned institution offers the best protection against shifting and changing conditions • A good plan must find expression in the allocation of its resources. It must then culminate in properly monitored implementation to ensure that performance outcomes are achieved

  11. 5. Reflection and Evaluation • How do we know we are achieving intended outcomes? • Performance Indicators • Monitoring and evaluation • Business Intelligence (MIS, IR, analyses)

  12. 6. QA processes • Trial Audit – testing the robustness of the QA systems • HEQC Compliance, regime of QA – methods, instruments, processes • Capacities, infrastructure • Saturated priorities

  13. 7. Obstacles • Ownership and buy-in • Management detachment • System/process convolutions and failures • Planning capacity • Perceptions and reality - morale • Cost-effectiveness vs effective educational experience • Resistance, apathy and indifference • Ideology, capacity and commitment gap between legacy and status quo, and transformational agenda • Embedded cultures and practices • Unisa 2015 competing for attention

  14. 7. Going Forward • Ownership, responsibility, accountability • Strategy implementation • Stress on strategic management • Integrated Planning Framework and Planning guidelines • Review, reflection and analyses and research

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