HERANA 3

1. HERANA3 IMPLICATIONS OF HERANA DATA UNIVERSITY OF MAURITIUS Director quality assurance Dr Fareeda Khodabocus univr NOVEMBER 2016 22ND NOVEMBER 2016 CAPETOWN

2. OBJECTIVES OF PRESENTATION • COMMENT ON DATA OF THE UNIVERSITY OF MAURITIUS WITH RESPECT TO TARGETS SET BY HERANA • STUDENT STAFF AND RESEARCH DEVELOPMENT DATA • LINKED TO THE OPERATIONAL OBJECTIVES OF THE UOM STRATEGIC PLAN

3. STUDENT ENROLMENT HEAD COUNT ENROLMENT QUALIFICATION TYPE T1 HEAD COUNT ENROLMENT PROPORTIONS T2 GRADUATES BY QUALIFICATION TYPE T3

4. TABLE 1 :HEAD COUNT STUDENT ENROLMENTS BY QUALIFICATION TYPE • REMARKS • HIGH INTAKE FOR UNDERGRADUATE PROGRAMMES AS COMPARED TO POST GRADUATE INTAKE. • OUR UNDERGRADUATE PROGRAMMES ARE NON – FEE PAYING. . • THE POST GRADUATE PROGRAMMES ARE FEE PAYING • STUDENT CHOOSE TO DO THEIR MASTERS ABROAD FOR BETTER EXPOSURE

5. 1. TO WHAT FACTORS COULD THE CHANGES BE ASCRIBED OVER THE 15 YEAR PERIOD? 2. ARE THEY RESULTS OF EITHER GOVERNMENT OR INSTITUTIONAL ENROLMENT PLANNING OR MANAGEMENT? THE INSTITUTION ALIGNS WITH THE GOVERNMENT POLICIES TO INCREASE AND WIDEN ACCESS TO TERTIARY EDUCATION AND ENSURE EQUITY WITH THE FOLLOWING TARGETS: • INCREASE GROSS TERTIARY ENROLMENT RATIO (GTER) FROM ITS PRESENT 41% TO 72% BY 2020 (2008-41%; 2009 43%; 2010-45%; 2010-45%; 2020-72%) . • NEW INTAKE IN PUBLICLY-FUNDED TERTIARY INSTITUTIONS HAVE TO INCREASE THEIR GTER AT LEAST 10% PER ANNUM

6. TABLE 2 : HERANA TARGETS FOR ENROLMENT - PROPORTIONS HERANA HAS SET THE FOLLOWING HERANA BENCHMARKS REGARDING ENROLMENT PROPORTIONS: • IF THE PROP’N OF (UNDERGRAD /ENROLM’T) >85%. THE UNIVERSITY IS CONSIDERED MAINLY AS AN UNDERGRADUATE INSTITUTION • THE PROPORTION OF ENROLMENT IN SET PROGRAMMES SHOULD BE AT LEAST 40%, TO MEET DEVELOPMENT TARGETS • AT LEAST 15% OF A UNIVERSITY ENROLMENT SHOULD BE IN MASTERS AND DOCTORAL PROGRAMMES, TO MOVE TOWARDS A RESEARCH-LED INSTITUTION

7. SUMMARIES OF HEAD COUNT CHANGING ENROLMENT PROPORTIONS >85% = UNDERGRADUATE UNIVERSITY

8. CHANGING ENROLMENT PROPORTIONS - SET PPN= 40% Achieved Indicative of Developmental Targets Benchmark for Herana.

9. PROPORTION OF MASTERS AND DOCTORS STUDENTS IN HEAD COUNT ENROLMENT TOTAL Herana Benchmark 15% for a research led University WE ARE ASPIRING TO BE A RESEARCH LED UNIVERSITY

10. SUMMARY ON ENROLMENT DATA • UOM IS PRIMARILY AN UNDERGRADUATE INSTITUTION. • WE DO MEET THE DEVELOPMENT TARGETS FOR THE SET (40%). WE ARE ALSO DRIVEN BY THE JOB MARKET NEEDS IN OTHER SECTORS. • WE ARE NOT A RESEARCH-LED INSTITUTION BUT WE AIM TO WORK TOWARDS ONE. WE ENSURE THAT OUR ACADEMICS ARE SCHOLARS CONSTANTLY RESEARCHING IN THEIR RESPECTIVE DISCIPLINES. • TEACHING AT THE UNIVERSITY IS DRIVEN BY RESEARCH TO IMPROVE OUR STANDARDS OF DELIVERY.

11. TABLE 3 :GRADUATES BY QUALIFICATION TYPEOUTPUT PERFORMANCE TARGETS AND EFFICIENCY • WHAT ASSESSMENTS DOES UOM MAKE OF ITS GRADUATE PERFORMANCE IN THE CONTEXT OF HERANA TARGETS • Overall Total Average Graduate Growth ≠ Average Enrolment Growth rate.? • But the Graduate Total is at least 25% or more of the enrolment Total as per benchmark of 25% for HERANA • DOES THE UNIVERSITY USE OTHER PERFORMANCE EVALUATION METHODS? TO EXPLAIN DISPARITIES IN ITS INPUT AND OUTPUT RATES • REGULARLY ANALYSSE DATA ON PASS RATES, FAILURES RATES, DROP OUTS,EXIT POINTS.

12. TABLE 4: ACADEMIC STAFFING RESOURCES PERMANENT ACADEMIC STAFF TOTAL RATIO OF FTE STUDENTS TO FTE ACAD PERMANENT ACADEMIC STAFF BY HIGHEST QUALIFICATION

13. TABLE 4 : ACADEMIC STAFFING RESOURCES QUERIES: DOES THE UNIVERSITY HAVE IN PLACE A POLICY THAT GROWTH IN STUDENT ENROLMENTS MUST BE MATCHED BY AN EQUIVALENT GROWTH IN PERMANENT ACADEMICS? THERE HAS BEEN A RELATIVE INCREASING RATE ACADEMIC RECRUITMENT BUT NOT PROPORTIONATELY IF NOT, WHAT EXPLAINS THE DISPARITIES IN THE GROWTH RATES? NEXT 2 SLIDES

14. DISPARITIES BETWEEN STUDENT AND STAFF GROWTH RATE • UNIVERSITY HAS FACED PRESSURE DURING THESE PAST YEARS TO INCREASE ACCESS TO EDUCATION THROUGH AN INCREASE IN STUDENT POPULATION • IN 2005, THE STUDENT POPULATION STOOD AT APPROX 7,000 WHILE IN 2014/15 ENROLMENT HAS PRACTICALLY INCREASED BY 75%, • THIS RESULTED IN THE RECRUITMENT OF ADDITIONAL STAFF, BOTH ACADEMIC AND NON-ACADEMIC TO CATER FOR THE INCREASE IN THE WORKLOAD ACROSS ALL FACULTIES & CENTRES.

15. DOES THE UNIVERSITY HAVE IN PLACE POLICIES ON APPROPRIATE FTE STUDENT TO FTE ACADEMIC STAFF RATIO FOR DIFFERENT FIELDS OF STUDY? DATA IS AVAILABLE AS FOLLOWS FTE PART TIME LECTURERS 161

16. WHY IS RATIO FOR STUDENT TO STAFF FOR BFM IS MORE THAN FOR SET?

17. EMPLOYABILITY • OUR PROGRAMMES ARE MARKET DRIVEN • THE BFM FACULTIES IS THE LARGEST FACULTY RECRUITING MORE STUDENTS THAN THE SET SECTOR. • WE ENSURE NEEDS OF THE JOB MARKET ARE ADDRESSED AS WE ARE A PUBLIC UNIVERSITY.

18. TABLE 5: APPOINTMENT OF PERMANENT ACADEMIC STAFF BY HIGHEST QUALIFICATION Does the University require Doctoral qualification for appointments to or for promotions to any permanent academic ranks. WE RECRUIT BEST QUALIFIED STUDENTS AND USUALLY AT MASTERS LEVEL TO TEACH ON UNDERGRADUATE AND MASTERS LEVEL. BUT DOCTORATES ARE RECRUITED. 2. Does it have in place incentives designed to encourage academics already employed to register for, doctoral degrees?YES 3. What are these incentives? ACADEMIC STAFF DEVELOPMENT SCHEME FOR ACADEMICS UNDERGOING THEIR MPHIL/PHDS

19. GRADES AT THE SINCE 2016 AT LEAST 50% OF OUR ACADEMICS HAVE A PHD. ABOVE FIGURES INDICATE DIFFERENT CATEGORIES

20. TABLE 6 : APPOINTMENT OF PERMANENT ACADEMIC STAFF BY RANKS Does the UoM have in place Overall policies covering appointments to ranks? YES. SENIOR LECTURERS AND ASSOC PROFS ARE APPOINTED TO POSTS. Does the University have in place Overall Policies governing promotions within these academic ranks? YES Does the University have in place Overall Incentives designed to encourage employed academics to work towards promotion opportunities? ASD SCHEME

21. REGARDING POLICY FOR RECRUITMENT OF PERMANENT ACADEMIC STAFF OBTAINED FROM HR DEPT • THE HIGHEST CATEGORY OF ‘LECTURERS’ REPRESENT 52% OF THE ACADEMIC STAFF. • IT IS BEING MENTIONED THAT RESEARCH AT UOM HAS TO BE INCREASED FOR UOM TO BE A RESEARCH LED UNIVERSITY • MORE THAN HALF OF OUR ACADEMIC STAFF ARE STILL AT LECTURERS LEVEL AND MANY OF THEM DO NOT EVEN HOLD A PHD. • 50% OF OUR ACADEMIC STAFF NOW HAVE A PHD. THE REMAINING HAVE DEMONSTRATED MORE RESEARCH OUTPUT AS EVIDENCED BY THEIR PROMOTION GRADE. • THEREFORE THERE IS A NEED TO FOCUS ON THE DEVELOPMENT OF THE LECTURERS IN ORDER TO PROMOTE RESEARCH AT THE UNIVERSITY

22. TABLE 7: PERMANENT ACADEMIC STAFF PROPORTIONS HAVING A PHD A BENCHMARK 50 % AND HAS BEEN ATTAINED HOW DO THEY ASSESS THEIR RESEARCH CAPACITY RELATIVE TO THESE TARGETS? PROMOTION EXERCISE . PERFORMANCE MANAGEMENT PROCESS AND WORK LOAD MODEL IN PROCESS OF IMPLEMENTATION DO THEY BELIEVE THAT THEY HAVE A HIGH LEVEL RESEARCH CAPACITY EVEN IF THEY DO NOT MEET THESE TARGETS? MODERATE

23. SUMMARIES OF PERMANENT ACADEMIC STAFF PROPORTIONSImpact on Research ProductivityACADEMICS AT ASSOC PROF AND PROFESSOR RANKS BENCHMARK 30% YET TO BE ATTAINED

24. TABLE 8 : HIGH LEVEL KNOWLEDGE DOCTORAL ENROLMENTS AND GRADUATES RESEARCH PUBLICATIONS RESEARCH PUBLICATIONS TO PERMANENT ACADEMIC STAFF

25. HIGH LEVEL KNOWLEDGE DOCTORAL ENROLMENTS & GRADUATES • HERANA TARGETS HAVE BEEN: • AT LEAST 3% OF TOTAL HEAD COUNT ENROLMENTS SHOULD BE IN DOCTORAL PROGRAMMES. • RATIO OF DOCTORAL GRADUATES TO PERMANENT ACADEMIC STAFF SHOULD BE AT LEAST 0.15% QUESTIONS ASKED: WERE PLANS PUT IN PLACE TO INCREASE DOCTORAL ENROLMENTS? YES DOES THE UNIVERSITY CONSIDER THAT ITS SUPERVISORY CAPACITY CAN MEET SATISFACTORILY CURRENT AND FUTURE DEMANDS FOR DOCTORAL ENROLMENTS? YES WHAT PLANS AND INCENTIVES ARE IN PLACE TO ENHANCE DOCTORAL OUTPUTS? DOCTORAL SCHOOL IS THE UNIVERSITY SATISFIED WITH THE DOCTORAL GRADUATE OUTPUT RATES OF ITS ACADEMIC STAFF? RESOURCE CONSTRAINTS- WORK LOAD.

26. % ENROLMENT OF DOCTORAL STUDENTS Benchmark Percentage Doctoral Enrolment = 3 Yet to be attained

27. RATIO OF DOCTORAL GRADUATES TO PERMANENT ACADEMIC STAFF BENCHMARKING RATIO 0.15 YET TO BE ATTAINED

28. RESEARCH PUBLICATIONS • WERE PLANS OR INCENTIVES PUT IN PLACE TO ENSURE THAT RESEARCH PUBLICATIONS INCREASED OVER THIS PERIOD? PROMOTION EXERCISE. RESEARCH CREDITS IN PROCESS • DOES THE UNIVERSITY HAVE A STRONG RESEARCH MANAGEMENT CULTURE IN PLACE? WE HAD A STRATEGIC RESEARCH PLAN IN PLACE UP TO 2015. RESEARCH CREDITS TO BE IMPLEMENTED BUT ALSO FUNDING CONSTRAINTS. • DOES THE UNIVERSITY PUBLISH REGULAR REPORTS ON THE RESEARCH PUBLICATION OUTPUTS OF ACADEMIC DEPARTMENTS OR RESEARCH GROUPINGS AND INSTITUTIONS ANNUAL REPORTS. • IS THE UNIVERSITY SATISFIED WITH THE RESEARCH PUBLICATION OF ITS ACADEMIC STAFF? ACADEMICS PUBLISH AT LEAST ONCE A YEAR

29. TABLE 9:RATIO OF RESEARCH PUBLICATIONS TO PERMANENT ACADEMIC STAFF BENCHMARK RATIO 1.0 Yet to be attained UoM Academics mostly publish in SCOPUS.

30. CONCLUSIONS TO WHAT EXTENT ARE DATA COLLECTED USED TO UNDERPIN INSTITUTIONAL PLANNING AND DECISION MAKING? WE NOW HAVE A COMPREHENSIVE DATABASE FULLY INSTITUTIONALISED AND DATA COLLECTED ARE USED AND ANALYSED ON A YEARLY BASIS TO STUDY PERFORMANCE. ANALYSIS OF DATA IS CLOSELY LINKED WITH OPERATIONAL KPIS OF THE STRATEGIC PLAN

31. CONCLUSIONS ARE DATA ANALYSIS PRODUCED REGULARLY? WOULD A DATA UNIT CIRCULATE ANALYSIS ON THE BASIS THAT MANAGERS AND PLANNERS OUGHT TO SEE THEM OR DOES IT WAIT FOR SPECIFIC REQUESTES FROM MANAGERS AND PLANNERS REPORTS ARE PRODUCED ON A REGULAR BASIS AS WELL AS UPON REQUESTS. WE DO NOT HAVE A DATA PLANNING UNIT AS FOR OTHER INSTITUTIONS. TO NOTE THAT THE HR DEPARTMENT AND FINANCE DEPARTMENT FALL UNDER THE PLANNING AND RESOURCES OFFICE AND TAKE CARE OF THE HR AND FINANCE DATA AND THE QA OFFICE UNDER THE ACADEMIAS OFFICE AND TAKE CARE OF THE ANALYSIS OF STUDENT DATA.

32. CONCLUSIONS RELATIONSHIP BETWEEN MANAGERS AND PLANNERS AND THE ‘HERANA DATA PRODUCERS’ • EXCELLENT RELATIONSHIP BETWEEN MANAGERS AND PLANNERS AND DATA PRODUCERS. • DATA FALL UNDER THE PURVIEW OF THE RESPECTIVE OFFICES AND ARE ANALYSED TO STUDY PERFORMANCES . I THINK THERE IS A CONNECTION TO BE ESTABLISHED FOR THE PROPER ANALYSIS OF DATA ON A MORE FREQUENT BASIS AS PER HERANA BENCHMARKS.

33. CONCLUSIONS QA SUPPORT POLICIES WE HAVE VARIOUS QUALITY ASSURANCE POLICIES SUPPORT THE TRANSFORMATION OF THE UNIVERSITY DESPITE THE CONSTRAINTS • POLICY TO DEVELOP CENTRES OF EXCELLENCE TO ENCOURAGE RESEARCHERS OF DIFFERENT FACULTIES IN THE SAME DISCIPLINES TO GROUP TOGETHER TO CALL FOR FUNDING AND HOST RESEARCH PROPOSALS. • HAVE SIGNED AN INCREASING NUMBERS OF MOUS TO ENCOURAGE OUR ACADEMICS TO NETWORK WITH INDUSTRY AND WITH INTERNATIONAL INSTITUTION FOR STUDENT AND STAFF EXCHANGE. • REVAMPED OUR POLICIES TO EXPEDITE THE PROCESSING AND TO MONITOR OUTPUTS OF AGREEMENTS (MOUS).

34. UoM NEEDS TO GROW AND CONTINUE RESEARCH • INFORMATION TECHNOLOGY DEPARTMENT TO BECOME A FACULTY • FACULTY OF OCEAN STUDIES TO DEVELOP FURTHER • DEPARTMENT OF MEDICINE TO BECOME A FACULTY • LIKE FOR ALL UNIVERSITIES FUNDING AND RESOURCES REMAIN OUR MAIN CONSTRAINTS

35. END THANK YOU