Sibanda, Rosemary.Shamase, Slindokuhle Patience.2023-08-072023-08-0720172017https://researchspace.ukzn.ac.za/handle/10413/22093Master’s Degree. University of KwaZulu-Natal, Durban.ABSTRACT The aim of the study was to evaluate the outcomes of the adoption of the College Model at UKZN and its effect on efficiencies and capacity of the support services. The study adopted a qualitative approach and a case study design. To achieve this purpose, the study used a questionnaire consisting of open ended questions in order to capture real life experiences consistent with a qualitative study. A questionnaire was placed on online notices and a call was made to staff to complete the questionnaire online or advise when they needed the researcher to come to their offices to help with its completion. Respondents were selected using simple random sampling technique in which all staff from all areas of the university could participate in giving relevant information concerning any possible area of the university operations. A total of 45 respondents participated in this study who ranged from Support Staff, Academic Staff and others in leadership in those categories. Some of the key findings of the study suggest that the College Model streamlined certain functions and devolved some responsibilities to schools which enabled them to focus on their core business of teaching and learning, research, community engagement and targeted internationalisation better. The new structure is ‘top-heavy’ with superfluous posts such as myriad of Directors and Managers, should be re-looked. Colleges have morphed into mini-universities with little collaboration between them. The Dean of Research and Dean of Teaching and Learning, with no line management responsibilities and no administrative support, appear unnecessary if not deployed differently. ICS were found to be efficient while HR and Finance should improve. Training should be offered to HR Officers/Consultants so that they become all-rounders and not just recruitment specialists. The study recommends that staff should be hired in critical areas such as College of Humanities, Finance and Library services which will ensure smooth operations and support teaching and learning respectively. It also recommends freeing academics to focus on teaching and learning, research and community engagement by not involving them in processes such as ERS and DP appeals. Given the improved collaborations between disciplines, capitalise on these synergies and share information, skills and know-how through cross-pollination of knowledges and practices. The study concludes with recommendations of a relook of support services and the college model to help improve efficiency and capacitate key staffing areas with adequate staff and training to help improve service delivery. Finally, the study recommends undertaking a comprehensive study which investigates both the qualitative and quantitative outcomes related to the financial impact or savings deriving from the College Model adoption.enCollege model implementation.University organisation.Thesis