College of Business and Economics Annual Report 2017 7 universities. Consequently, the quality of the Programme and Qualification Mix (PQM) has continuously improved, by combining internal quality and external market response data. CATALYSING UNDERGRADUATE SOCIOECONOMIC TRANSFORMATION From 2013 to 2017, CBE undergraduate enrolment has decreased, by institutional design, from a headcount of 17 658 to 16 859 (-5%). Over the same time, given the decrease in enrolment, UG output has decreased comparably from 4 017 to 3 834 graduates (-5%). Over the last five years, continuous investment into innovative teaching and learning practices has returned a gradual, credible improvement of module success rates from 79% to 86%, supported by an extensive tutor system equivalent to an investment of R8 million per year. In response to the #FeesMustFall campaign, the College has contributed over R15 million to the UJ drive in support of the ‘missing middle’ (students above the National Student Financial Aid Scheme threshold, but for whom university education is unaffordable). Diplomas and degree minimum time graduation rates were on the 25% benchmark, while graduation rates within five years increased from 60% to 70%. Study interruption is occasioned by students who often work for a year to generate funds and then continue their studies. CATALYSING SOCIOECONOMIC TRANSFORMATION AT POSTGRADUATE LEVEL From 2013 to 2017, PG enrolment has increased, by institutional design, from a headcount of 2 505 to 3 015 (+20%), while PG output has grown from 1 172 to 1 387 (+18%). The honours graduation rate is 21% above the 60% benchmark and the master’s graduation rate is 5% above the 33% benchmark. Improvement of the doctoral graduation rate (5% below the 20% benchmark) is imperative. INCORPORATING THE POWER OF ARTIFICIAL INTELLIGENCE Major shifts in the college business model, framed by the impact of the Fourth Industrial Revolution, are accomplished through enrolment planning and the application of technology in teaching and learning. In 2017, nine new online programmes were developed; while the first two programmes were implemented in September 2017, the others are awaiting national approval. REGENERATION OF PRODUCTS AND SERVICES Since 2012, new markets for quality continuing education programmes (CEP) have been explored. Showing 50% growth, the CEP portfolio now enrols close to 6 000 students. Consequently, third-stream revenue derived from CEPs has grown since 2011, from R48 million to R112 million (+133%) in 2017. An unintended spinoff was that industry trust grew, leading to an increase in industry sponsorships and commissioned research from R6 million in 2011 to R20 million in 2017. THOUGHT LEADERSHIP AND ENTREPRENEURIAL ACTION • Enactus UJ, a student organisation that promotes community service learning, continues as the CBE major mode of community engagement. • Our Digital Pilot Project identifies, showcases and connects community-driven social impact solutions. The project, managed by Ms Adelaide Sheik (UJ) and Ms Julie Adair (Glasgow Caledonian University, Scotland), also qualified for substantial funding by the Erasmus+ Fund (EU) to set up hubs in three provinces in South Africa. • Our footprint extends beyond Gauteng through the Pfunanani Entrepreneurship Development Project, a rural entrepreneurship development programme in Mpumalanga, where we boost 60 local businesses in collaboration with The Jobs Fund, Sabi Sand Pfunanani Trust, and the Buffelshoek Trust. • The UJ Centre for Entrepreneurship (UJCE), led by Ms Moipone Molotsi, hosted the UJ/Raymond Ackerman Academy of Entrepreneurial Development. This oncein-a-lifetime opportunity comes at minimal cost to students. Raymond Ackerman, patron of this initiative, conferred 120 certificates in 2017.
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