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South African state universities provide aspiring professionals with pertinent undergraduate and postgraduate qualifications that enable youth to follow particular career paths. The obstacle for public colleges lies in their need to sustain financial viability amidst restricted public financing. There exists proof of enduring structural disparities between historically disadvantaged institutions (HDIs) and historically advantaged institutions (HAIs). These disparities have not been investigated in existing research through longitudinal studies. This research evaluates the fiscal viability of two Higher Degree Institutions and two Higher Education Institutions by analysing audited financial reports from 2019 to 2023. Financial ratios assessing liquidity, solvency, efficiency, and operational sustainability were computed and analysed via Resource Dependence Theory (RDT). The findings indicate persistent discrepancies between HDIs and HAIs. HDIs had diminished liquidity standings, increased borrowing, and constrained capacity to produce operating surpluses. Healthcare-associated infections typically possess more robust financial statements due to their varied revenue sources and increased reserves. Nevertheless, all institutions are experiencing heightened financial strain, accompanied by diminished surpluses over the duration. The results suggest a reliance on a limited number of financing sources. This intense dependence on restricted funding sources correlates with diminished financial robustness and increased vulnerability to operational risk. The research indicates that enhancing financial sustainability requires an evaluation of institutional regulations and a novel strategy for generating revenue streams. Universities are advised to enhance their financial governance and diversify their income streams beyond a limited number of sources. If structural reforms are not implemented, financial disparities among these universities are expected to continue, threatening the long-term stability of the higher education industry. These results indicate that in the absence of a significant alteration in income allocation, the inherent financial disparity between HDIs and HAIs would intensify, jeopardising the enduring institutional stability of South Africa's higher education system.

Quality Improvement Plans (QIPs) play a pivotal role in advancing the performance and standards of Higher Education Institutions (HEIs) following the completion of CHE Institutional Audits and internal Programme Reviews Evaluations (PREs). This study explores the effectiveness of the QIP by investigating its impact across critical areas, including curriculum development, infrastructure, student-centred practices, innovation and entrepreneurship, government support, technology, and collaborations and partnerships. As higher education continues to evolve, the successful implementation of the QIP is vital for fostering academic excellence, institutional growth, and global competitiveness. This study addresses the following questions: What factors influence the success of QIP implementation in HEIs? How can QIP initiatives be optimised to achieve strategic goals? What are the measurable outcomes of these initiatives on institutional performance?

University Professional Staff (UPS) [administrators, secretaries, and operations managers] perform important managerial duties but are excluded from career promotion that are usually evaluated using academic criteria despite showing excellence in administration. This systemic paradox causes career stagnation, unclear promotion pathways, and undervaluation of their complex contributions, mainly evident in South African higher education institutions (HEIs). This study investigated the barriers impeding UPS career progression, examined their hybrid academic-administrative roles, and explored implications for institutional equity and effectiveness within HEIs. This qualitative study used purposive sampling to select 11 UPS from South African HEIs. Data were collected using semi-structured interviews on career development and promotion challenges. Thematic content analysis was used and identified main themes. Ethical clearance confirmed confidentiality and voluntary involvement. Trustworthiness was protected using member checking and reflexivity to accurately capture participants’ lived experiences and institutional realities. Eleven UPS respondents generated four themes: role perception, institutional support, academic-administrative divide, and social-emotional duties. Participants described complex, developing roles but career inertia due to uncertain promotion criteria and minimal recognition. Institutional support was inconsistent, with limited training and ambiguous career pathways. The divide between academic and UPS staff persists, alongside unrecognized emotional labour, prompting calls for transparent promotion processes and structured career development. UPS undertake multifaceted administrative, managerial, and emotional roles that are undervalued within HEIs. Career progression is hindered by unclear promotion criteria, institutional barriers, and an academic-administrative divide. Training and career development opportunities are inadequate and unevenly accessible. To address these issues, institutions should clarify promotion processes, establish formal career pathways, enhance support programs, foster collaboration between academic and UPS staff, and recognize social-emotional labour. Future research should track career impacts over time and explore interventions to promote UPS equity and development.