College of Business and Economics | Annual Report 2019 5 Table 1: CBE 2019 to 2022 Roadmap purpose objectives plAn meAsures the cbe develops criticAl thinkers And problem solvers who Address business, economic And societAl chAllenges people excellence Attract, develop and promote the right talents and the wellness of people Conduct workforce planning develop research output and impact capacity including staff qualifications optimise performance and promotions develop agile academic citizenship and leadership implement CBE wellness programmes and measurements Workforce Plan: Current and future posts increase academic staff holding doctorates by 2% p.a. increase P and aP from 17% to 25% of academic staff optimise performance management Conduct annual snapshot surveys of staff morale and wellness generate 7 nominations p.a. for prestigious awards teAching And leArning excellence streamline PQm and curricula, integrate 4ir, and improve student success Review and streamline PQm towards future-fitness by integrating CBE 2019 world Café outcomes Expand blended learning, case study teaching and online delivery implement intervention plan for pg/ug student success Pg and ug PQm and curricula aligned to the future of work Revise PQm: less is more innovative qualification articulation improve graduation rates (ug 1% and Pg 2% p.a.) implement a case study intervention/programme p.a. reseArch excellence increase research output, impact and the number of nrf rated researchers Enhance research output and impact Expand the postgraduate support experience improve research output at 0.2 units/slu p.a. to 1.50 improve impact using 2020 google bibliometrics as baseline grow visiting scholars at 5% p.a. grow nrf-rated researchers at 3 p.a. Conduct annual snapshot surveys of the pg experience sustAinAble relAtionships improve inter- and intra- relationships, and international collaborations and partnerships increase the brand identity of schools and departments improve collaboration with uJ Alumni increase the international footprint of CBE CBE and schools brand alignment and recognition annually reviewed FinAnciAl sustAinAbility improve efficiency and increase third-stream income or funding grow reserve funds Enhance third-stream revenue (5% above inflation) increase intra- and inter- school collaboration lower overheads and improve stakeholder with technology generate at least 15% net profit in third stream grow third-stream revenue by 10% p.a. optimise tuition revenue (cost of programmes) optimise subsidy revenue (throughput) improve administrative efficiencies
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