What trade-off should you make between long-term and short-term goals?
Our diagnostics will reveal.
Aligning Senate Policies & Strategy with the right business rules, controls, processes and an enabling tech infrastructure.
Moving to e-Learning or other programme delivery methods requires re-alignment, scaling and reviewing tech, staff capabilities and the type of students you have.
The key to achieving desired outcomes. From optimising business processes to modernising technology to better deliver value.
|Risk Plan and Reporting.||Defining, scoring and formulating a plan for senior management to manage Academic Operations Risk.|
|Academic Structure Re-alignment.||The Academic Structure is a central component of Higher Education administration system. It sets all the key business rules for managing the entire business of a University.|
Re-alignment of the Academic Structure was key to freeing the ERP of legacy challenges that were affecting agility and service provisioning.
|Standard Operating Procedures (SOP) Documentation and definition of Service Level (SLA) parameters with support services.||Documentation support. The project required documentation of key business processes, and identifying the level of service to be provided by support services to ensure higher student and staff experience.|
|Academic Resource Allocation Model and Plan.||Development of a Financial model for equitably defining budgeting parameters to both support core programmes are adequately resourced|
|Academic Leadership Strategic Job Descptions and Performance Plans.||Development of Job Descriptions that align with Strategic Requirements of the incumbent and linking with operations key activities.|
|Student Enrollment Planning.||5 year student enrollment plan. Done by reviewing space, time and resources available to the institution.|
|Academic Staff Workload Optimisation.||What is that the real picture on academic staff workloads (time spent lecturing, tutorials, labs, research, community development, developing learning content, etc.) is not always fully understood?|
Improving staff workload requires insight into how academic workload affects the staff experience, and in turn impacts student outcomes. A re-engineering effort needs buy-in from both staff and the administrators.
|Sustainability, Viability and Cross-subsidisation of academic programmes.||Viability of Academic Programmes needs to be assessed beyond pure accounting profit. In order to understand viability, a University needs to understand and optimise student enrolment per programme with existing capacity and other key constraints.|
|Academic Programme Mapping||Analysis of Academic Qualifications and identifying bottlenecks, and areas where academic support needs to be deployed.|
|Accreditation Documentation Support||Developing analyses and documentation for programme accreditation purposes.|
|Student Recruitment||Developing quotas for student recruitment for specified disciplines and development of the marketing programme for each type|
|Student Housing and Accommodation Analyses||Developing performance criteria for assessing student accommodation and identifying viable and workable options for accommodation by reviewing space requirements and student requirements.|
|Academic Department Operational Plans||Defining operational requirements for space, equipment, resources, technology and workforce capabilities.|
One stop system for Administrators, Planners, Academic Heads, HR, Finance and Executives to formulate real solutions.
Most Education plans break because they have a top down approach. Modern tech allows input to be given, and collected by academic staff.
Good. But, BI is just a start. We pay special attention to time. Time analysis is key to formulating the future.
Yes. We don't want licensing to be a hurdle to transformation.