Santally Mohammad Issack

Associate Professor

Centre for Innovative & Lifelong Learning

Sustainable DevelopmentEconomic Growth

Knowledge Societies

EducationScience &

TechnologyInnovation

Information and Communication Technologies

Knowledgeable Societies for Sustainable Development

Mature Enterprise Syndrome

In complex systems, cause and effectare often distant in time and space

Are we System thinkers?

A new era of decision-making – let us think about our thinking

Merging of Universities

TNE & Borderless Education

ICTs Higher Ed Demographics and Mobility

Global Researchpartnerships

4P Open Innovation

Prestige

Massification

Research Teaching

Better Ranking

Innovation

Commercialization

Research-Led Teaching

International Faculty

Global students

21st Century Education

Increased intake

Global Partnership

MOOCs

Online TNEPublications

Local Actors

Low-impact

Joint Awards

Three Scenarios

Status - Quo

Transformation

Regression & Crisis

Education &

Curriculum

Innovations &

Consultancy

TNE & Borderless Education

ICTs

Merging of Universities

Global partnerships for Research

Higher Ed Demographics and

Mobility

4P Open Innovation

Media-Driven

Learner-Centered

Personalised

Virtual & Global

Networked

21st Century Education

Open & Online Courses

InternationalFaculty

From Credits to Competency

Education & Curriculum Model

Technology-Enabled Learning

QA Function

Sustainable Business Model

Expenditure Control Revenue Generation

UoM Trust

Foundation

Alumni

Donations

Govt Grant

Industry

Sustainable Business Model

Expenditure Control Revenue Generation

UoM Trust

Foundation

Alumni

Donations

Govt Grant

“If you don’t have a

competitive advantage, don’t

compete”

- Jack Welch, CEO

Innovations & Consultancy

4P Innovation

MarketingConsultancy Review

Collaborative ResearchCoaching

Crowd-fundingMRC Schemes

KTO - IPR

Director of Marketing & Business Development

Director KTO

Branding, Leadership & Communications

Injustice – Frustration –No Motivation

Loss of sense of loyalty and belonging to the

institution

University-wide stagnation

Ch

aos

Fear of the unknown

Mistrust of colleagues

Backstab and relation breakdown

Staff Development & Welfare

Training Needs Analysis (according to skills gaps and

organizational needs)Career evolution plan

Performance Management System

Conflict Resolution

CompassionUnions

Harmony

Empower the HR Director

Workload Model for ALL staff

HR Efficiency @ Service & Support

Units

Monitoring and Evaluation

Impact Assessment (Teaching, R&D, MoUs)

Performance ManagementALL STAFF

Quality of Service Appraisal(Stakeholders)

Sustainable 21st Century International Higher Education

Institution with improved ranking

TeachingResearch

InternationalizationFinance

Community EngagementStudent Experience

Need to be strategic in running & discontinuing programmes –not a straightforward solution

Key data

Number of programmes actually being run in2016/2017

226

Postgrad Fee-PayingNon

Fee-Paying

Duplication – un mal nécessaire?

Lecturers who will have a reduced load – are they forcibly

Research Active?

Part-timers?

But did we have right policies?

Need to be strategic in running & discontinuing programmes –not a straightforward solution

Key data

Number of programmes actually being run in2016/2017

226

Postgrad Fee-PayingNon

Fee-Paying

Duplication – un mal nécessaire?

Lecturers who will have a reduced load – are they forcibly

Research Active?

Part-timers?

But did we have right policies?

Too often such an emphasis on the short term canmean especially painful cuts for disciplines whosevalue, though harder to measure, is no less real.

- Harvard University President, 2010

All CILL programmes to be maintained

except one eLearning, Blended Education and new

pedagogies are the key

Research to benefit (more time & money)

Overtime in Faculties automatically decreased

KPMG

Majority of courses to be streamlined/Improved

from Faculties

Workload model as enabler

Focus on part-timers to relieve full-timers

Information technology has had great impact on the efficiency of

administrative operations and has revolutionized the

conduct of research. But it has had only a marginalimpact on instruction and learning ……...

The promises of the technological revolution have also not been up to

the level when it comes to cost-savings and revenue-generation unless and until the institutions overcome the

challenge of scaling up those processes in a holisticmanner ……..

The case for blended learning

A1

Credit

Total Teaching

Hours (3yrs)

Total Cost of

Running

Programme

No of FT

Acad

Needed

No of FT

Acad for 125

prog

Minimum 105 1440 1440000 5.33 667

Maximum 117 1620 1620000 6.00 750

F2F Teaching A3

Credit

Total

Teaching

Hours (3yrs)

Total Cost of

Running

Programme

No of FT

Acad

Needed

No of FT

Acad for 125

prog

Minimum 90 1215 1215000 4.50 563

Maximum 102 1395 1395000 5.17 646

F2F Teaching

A2

Credit

Total Teaching

Hours (3yrs)

Total Cost of

Running

Programme

No of FT

Acad

Needed

No of FT

Acad for 125

prog

Minimum 105 960 960000 3.56 444

Maximum 117 1080 1080000 4.00 500

Blended Learning A4

Credit

Total

Teaching

Hours (3yrs)

Total Cost of

Running

Programme

No of FT

Acad

Needed

No of FT

Acad for 125

prog

Minimum 90 810 810000 3.00 375

Maximum 102 930 930000 3.44 431

Blended Learning

Concrete Examples from CILL

The Masters (top-Up) in collaboration with GESCI

27 international students + 10 Mauritians 2M in 6 months

Commissioned Programmes

>20M Project Envisaging to extend to MPS

Flexible Lifelong Learning – Online - Blended

Excess fund generation Low cost of running

ADSI Accreditation of Training – 800 African teachers

Internationalization in the Commonwealth

UoM Trust v/s UoM CoreIn what context was the Trust created?

Govt Funding Model

Fee-Paying programmes

The need to repay Loan

Generate Surplus to support UoM needs

What is the operational context of CORE building?

The need for Capital Funds

UoM BudgetThe need for Capital Funds

The UoM Enterprise

Lean Models of Operation (Consortium Approach)

Independent Business Model

UoM Trust – UoM CORE

New Education Model

InternationaliseUoM T&L

CILL

Fully online courses (postgraduate) based on theUniversity of London External Programme Concept

Blended learning for all Postgrad Programmes andselected undergrad programmes (initial) – e.g FoICDT

Review of General Regulations and Programmes of 3 yearduration (initially non-lab based)

Key Strategies

Leverage industry involvement through GTES project (UoM– HRDC - Employer)

Implement workload model for all staff for betterproductivity and efficiency

Centre for Innovative & Lifelong Learning (DEOL & Pedagogy)

Key Players

Centre for Information Systems & Technology (ICT Infrastructure)

The University of Mauritius Trust (Academic)

The Faculty of Information, Communication and Digital

Technologies (Academic)

QA office and Senate

If FinTech, BioTech, & NanoTech are the Future of Science & Innovation……

Why not EdTech for the future of Education?

Outstanding Young Person (JCI)

Finalist WISE awardsCOL Excellence Awards

Africa Education Leadership Award

2 CRIGS (10M+) 40+ publications

2 URIG (1M)2 SSRG (250k)1 AAUN (280k)

1 EU ACP (0.5M Euro)

GESCICOL/ComSec

SITEENOLL (Living Lab)

MicrosoftUPTOTEN

INTEL (Makerspace)

President & Founder, Helping Our People

Mass Literacy Project in Africa – BABATV

16 years of international experience in

e-learning research, development,

administration & management

Officer-in-Charge, VCILT (2009-2014)

Officer-in-Charge, CILL(2014-present)

Senate – TRC – SMC – SESC – Exams Committee –

Promotions Committee –Strategic Plan Committee

Consultancies – COL –SADC – SSNED – MIE –

COMESA (Rapid E Technique)

8M since 2008

THE FUTURE DEPENDS ON WHAT WE DO IN THE

PRESENT- Mahatma Gandhi