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Transformation in the College of Health Sciences

College of Health Sciences

Proposed Transformation of the Academic Establishment in line with Enrolment Plan and transformation imperative.

1 November 2013

2013 College Transformation Agenda Roll Out

Total CHS Head Count per enrollment plan 2013-2019 from Institutional Intelligence (II), and the proposed establishment within the College to achieve this within College Ram Allocation, and funds to be released from central efficiencies:

YEAR

Total teaching headcount per enrolment plan (Incl perm UKZN, perm JHE & fixed term of 1 year + longer)

Proposed Teaching Headcount

Existing Posts reserved for transformation

Additional establishment Academic Posts (reserved for transformation)

2013

362

362

 

(10 Developmental Lecturers from strategic funds)

2014

343

352

10

15

2015

354

346

6

15

2016

362

340

7

15

2017

377

354

6

8

2018

400

370

5

4

2019

415

392

 

0

2020

Unknown as yet

406

 

?

2021

Unknown as yet

415

 

?

 

The proposed increase in establishment takes a balanced approach to increasing the staffing, balancing the available budget, the imperative for transformation, and the staffing per the enrolment plan. The proposed approach will mean that there is some delay in the CHS achieving the 2019 enrolment plan teaching headcount through full academic establishment positions, which is required to support successful transformation strategy. We anticipate a total of 67 Academic positions to be added to our staff establishment by 2018.

It is important to note that there is an anticipated decline in headcount in 2014, from which point it increases through 2019. This is largely an artifact of the fact that all the numbers were forced to start from the 2012 headcount, and we were not allowed to change those, as we focused on the 2019 final number. The 2012 Headcount for the College of Health Sciences was 333 in 2012, a large decline from 382 in 2011. The large shifts are a consequence of a number of factors, including the decline in the Joint Health Establishment because posts are not being filled, the proper alignment of staff to purpose as part of the reorganization, and the more effective use of the Clinical Training Grant (a large number of the headcount include, for example, contract positions funded from the Clinical Training grant).

In planning the numbers for the College, the following were taking into account:

  • The imperative for transformation of our academic staffing,
  • The availability of funds within our College RAM allocation, and how we anticipate this to change over time (to ensure sustainability).
  • The likely funding arising from central staffing efficiencies which can be allocated to the Colleges.
  • Structured and planned support for rapid promotion through the academic ranks by the South African, African staff appointed to achieve transformation. This includes three year periods to focus on developing research trajectory, and thus these staff are not included in the teaching headcount for a period of three years (inclusion into teaching headcount is lagged by 3 years, although including into the establishment is immediate.
  • Restricting recruitment of half of the positions that become vacant to transformation positions for South African, African staff.


Applying these principles, the following posts become available for transformation: These include half of the posts that become available for filling from attrition (retirement and resignation) – assumes the other half are non-equity to ensure ongoing delivery. These are within the existing establishment (Fourth Column). There are two additional categories of posts, which are additions to the staff establishment. These need to be in line with the growth in the staff establishment as per the enrolment plan staffing headcount (see table above). There come from the College’s own resources as per the RAM in the initial years (Second Column), as well as resources reprioritized from central professional support efficiencies as those become available in later years (Third Column).

 

AVAILABLE FOR TRANSFORMATION

 

Posts funded from CHS Professional Services postsNote 1

Posts funded from central Professional Services posts Note 2

Attrition & Retirement

TOTALS

2014

15 (10 developmental & 5 mid-level)

0

10 (7 developmental & 3 mid-level)

25

2015

0

15 (10 developmental & 5 mid-level)

6 (developmental)

21

2016

0

15 (10 developmental & 5 mid-level)

7 (5 developmental & 2 mid-level)

22

2017

0

8 (developmental)

6 (3 developmental & 3 mid-level)

14

2018

0

4 (developmental)

5 (4 developmental & 1 mid-level)

9

TOTAL

15

42

34

91

 

The College therefore plans for 57 new academic posts above the current establishment, 15 of these posts coming from within the College RAM allocation as per the current split from Central Support to the Academic Sector, and 42 new academic posts to be established from additional resources allocated from the Central Support to the Academic Sector, which we expect, by at least 2016 to be split among Colleges according to RAM. In addition, to promote transformation, the College proposes up to 34 posts from the existing establishment to be reserved for transformation as they become vacant. This will enable 91 transformation positions.

There is a lag before the posts that are targeted for transformation become part of the teaching headcount, because they will be taken into a structured programme that will strongly support development of research capacity and output, to fast-track these staff for promotion through the academic ranks, so that balanced transformation in the College can be achieved. The table below indicates how that is planned to take place. The first four columns reference to the table above.

 

New Academics from normal Rec. & Select.

(Note 2)

(Note 3)

Total additional teaching posts

Total Teaching headcount (This is where the proposed establishment in the first table above come from)

2013

0

0

 

362

2014

0

10

20

-10

352

2015

0

6

12

-6

346

2016

0

7

13

-6

340

2017

25

6

17

14

354

2018

21

5

10

16

370

2019

22

0

22

392

2020

8

0

14

406

2021

4

0

9

415

Total

91

34

72

53

 

 

Note 1: These staff are delayed for three years from appointment prior to when they become Teaching Headcount staff. (Refer table under 7 above taking into account developmental period before fully fledged teaching takes place)

Note 2: These are new Teaching headcount that start teaching in their first year of appointment, and reflect normal recruitment processes.

Note 3: This is the total loss from Teaching headcount due to retirement and attrition in that year.

To get the teaching headcount in that year, Subtract the loss from teaching headcount, from the total in the last column to get the additional (or lost) posts into the following year.

 

Predicted Percentage Change from 2014 to 2018

% Change 2014 to 2018

AM

CM

IM

WM

AF

CF

IF

WF

FM

FF

FP & AP (Grade 4,5&6)

16.1

-0.9

-7.9

-7.2

14.8

0

-4.7

-5

-6

0.8

Senior Lecturer

12.8

0

-6.3

-4.7

22.6

-3.8

-12.6

-4.7

-3.2

0

Lecturer

14.1

-0.1

-6.9

-0.4

9.3

-0.6

-8

-6.5

-0.3

-0.8

Total

14.3

-0.2

-6.6

-2.3

12.4

-1.2

-8.2

-5.9

-1.8

-0.2

 

  • Based on 53 new Academic positions according to the staffing numbers in the 2019 enrolment plan, all replaced with Developmental Lecturers or Accelerated equity positions. Half of all other recruitment restricted to target candidates
  • Percentage change is around 14%, but largest impact is at the higher grades!
  • We believe that this represents the CHS commitment to adhering to its equity imperative!


 


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