4A: Developing partnerships with Nigerian universities
Speakers:
• Professor Julius Okojie – Executive Secretary/CEO, National Universities Commission, Nigeria
• Professor Albert John Alos – Vice-Chancellor, Pan-African University, Nigeria
Chair:
Peter Upton – Director, British Council Nigeria
PRESENTED BY
PROFESSOR JULIUS A. OKOJIEEXECUTIVE SECRETARY
NATIONAL UNIVERSITIES COMMISSIONABUJA
At The British Council Going Global3 Conference, LondonAt The British Council Going Global3 Conference, London
2 – 5 DECEMBER, 20082 – 5 DECEMBER, 2008
DEVELOPING “STRATEGIC PARTNERSHIPS WITH NIGERIAN UNIVERSITIES”
NIGERIA
Area - 923,768 km²
Population - 140 million.
States - 36 and 1 FCT
Location - West Africa
Capital city - Abuja.
Borders - Republic of Benin (west)- Chad and Cameroon (East), - Niger (north).
Coast Gulf of Guinea, part of the Atlantic Ocean (south)
PREAMBLE
7-Point Agenda Vision 20-2020 MDGs, EFA Universities have a Critical Role
to play
ISSUES IN EDUCATION
Access Quality & Relevance Curriculum Infrastructure and Instructional Materials System’s Instability Governance & Accountability ICT, Science, Technology & Innovation, R &D Integrity & Ethics Funding
NATIONAL UNIVERSITIES COMMMISSION
Establishment
Relevant Laws
Vision & Mission
THE VISION OF THE NUC
To be an organisation which will continually work in partnership with all stakeholders to achieve a qualitative, efficient and well coordinated University System for the purposes of producing globally competitive graduates and world class research relevant to national development.
• Geo-Political locations of Nigerian Universities
OVERVIEW OF THE NIGERIAN UNIVERSITY SYSTEM (NUS)
Higher Education started in 1948 with the establishment of The University College Ibadan.
4 universities were established in 1962
The NUC was established in 1962
7 universities were established in 1975.
OVERVIEW OF THE NIGERIAN UNIVERSITY SYSTEM
OVERVIEW OF THE NIGERIAN UNIVERSITY SYSTEM
12 additional universities and one Military University established in 1980s
The Nigerian University System has grown from 4 universities in the 1960s to 94 universities in 2008 with the following composition:
Federal Universities 27State Universities 33Private universities 34
Total 94
FUNCTIONS OF NUC
Determining the funding profile for the Federal Universities and Inter-University Centres
Prescribing the Minimum Academic Standards for the over 100 Programmes in the thirteen (13) disciplines
Quality Assurance, Monitoring, accreditation,resource verification,determining admission quotas etc
Making recommendations for Licensing of private universities
Channel for External Supports/Aid.
STRATEGIC PARTNERSHIP IN NIGERIAN UNIVERSITIES
HISTORICAL PERSPECTIVE
Past support was mainly in the form of grants and loans with long repayment periods and low interest rates – World Bank
Staff Fellowships, Travel grants & Free Lap Space
Mentoring; University Colleges & Campuses of existing universities
STRATEGIC PARTNERSHIP (Contd)
Characteristics of New Partnership
Well defined with time lines Identified and measurable deliverablesShared responsibilitiesMou and Legal IssuesMode: local and International , bilateral and
Multilateral
NEED FOR STRATEGIC PARTNERSHIP IN NIGERIAN UNIVERSITIES
‘The World is undergoing dramatic and unprecedented changes in the age of increasing globalisation. The Knowledge and Information Technology revolution, as well as many growing social and economic trends have changed how we live, how organisations do their business, and how well countries perform in global economy’
NEED FOR STRATEGIC PARTNERSHIP IN NIGERIAN UNIVERSITIES
‘Key among such factors is the creation of a highly-skilled workforce with the new ability to access, adapt, apply and create new knowledge and technologies. National education and learning systems thus play a major role in improving a country’s development and competitiveness. It becomes imperative for countries to create a competitive base not just of physical infrastructure and materials but of human skills on the individual, orgnisational and country level. This implies new challenges for developed as well as developing countries education and learning systems to educate more, better and over the lifespan’
Kurt Larsen,World Bank (2008)
FIVE CORE CHALLENGES FOR HIGHER EDUCATION INSTITUTIONS (HEIs)
Institutional mission definition Funding Structure and Arrangements Student engagement methodologies Institutional Transparency and Accountability Practices Ability to Partner in a variety of ways
CHALLENGES (Contd)
Responses to the Five core challenges
Equity of Access Sustenable Development High Quality Instruction Engagement of Student experience Transparent & Accountable Administration Process-driven organisational structures Strategic use of technology
Gordon Freedman (2008)
• HEIs must meet the five core challenges to be able to provide the quality and level of service demanded today in a competitive education environment
- Gordon Freedman (2008).Unlocking the Global
Education imperative: Core Challenges & Critical response
CHALLENGES (Contd)
These Challenges must be addressed in order for HEIs to be relevant and play the desired roles in National development.
CHALLENGES (Contd)
The Challenges have become exacerbated by National Development imperatives:
Paradigm shift in resource Utilisation Need for diversified resource base Issues of new technologies Inclusive education, lifelong education Environmental Issues Global warming e-waste Honouring existing Protocols and Conventions
CHALLENGES (Contd)
Massification of education Regional, Sub-regional issues, Harmonisation of
Programmes, Regional examination Boards, UME New generation of teachers and researcher with
specialised skills and knowledge, required Need for coordination of activities implicit in partnership Need to show best practices Developing and retaining the next generation of
academics Staff & Student Mobility
CHALLENGES (Contd)
STRATEGIC PARTNERSHIP
Strategic Partnership is a necessity for HEIs to be effective and relevant in their operations and national development. No university can do it all alone: Need for Human Capacity Building
STATUS OF STRATEGIC PARTNERSHIPS WITH NIGERIAN UNIVERSITIES
The NUC through the Federal Ministry of Education coordinates internal and international partnerships
At the Universities Level Sharing of resources, faculties and resources Joint Research (Step-B)
At National Level NUC coordinated entrepreneurship Centres and
Computer Parks; Private-Public Partnership Collaborative Research: Universities, NRIs & International
Research Organisations
STATUS OF STRATEGIC PARTNERSHIP WITH NIGERIAN UNIVERSITIES
At international levelsFor teaching Aid: ILO, Microsoft, Hitachi etcUNESCO, OSIWA, ACU, AAU, Mac Arthur,
Foundations, WARIMA, CHEA, ICTP (Italy), Mou with Chinese, Portuguese & Spanish
embassies in the teaching of languagesUniversities leaders forum (Development and
retention of the next generation Academics) LEADS, AESEDA – Partnering with Nigerian
professionals in Europe and USA.
STRATEGIC PARTNERSHIPS WITH NIGERIAN UNIVERSITIES: DEVELOPING KNOWLEDGE &
SKILLS FOR COMPETITIVENESS
Economic liberalization, globalization and democracy have reshaped the face of business; governments and people have transited the phase of dominant public sector to that of private sector led economic growth.
The world is moving from a natural resource-based economy to a knowledge-based economy.
People master and integrate changes, ideas and opportunities that are constantly generated from modern science and technology.
BRITISH COUNCIL, THE PRIME MINISTER’S INITIATIVE
Strategy for partnerships with Nigerian Universities: Employability, Entrepreneurship and challenges.
EmployabilityEquip every individual with the skills and job competences for gainful employment (National Policy 2004)
Contribute to poverty reduction through human resources development by creating 7 million jobs by 2010 (NEEDS)
Entrepreneurship
Talent, temperament, technique, synergy, negotiation and marketing skills, financial know-how
Vocational & Technical Education - NBTE - NABTEB
CHALLENGES FOR PARTNERSHIP
Challenges for partnerships with Nigerian Universities Mismatch between teaching in our universities and the
needs of the labour market. Unavailability of productive, competent skilled
workforce. Low demand from private sector for poorly trained
graduates. Little quantitative data on job demands and
destination of graduates from our higher education institutions.
Little opportunity of using machinery, equipment and practical techniques associated with profession.
Lack of consultation with private sector on curriculum, human resources and teaching methods.
BRITISH COUNCIL, PRIME MINISTER’S INITIATIVE
The British Council facilitated:
Activities (Outward & Inward Missions)Identification of projectsDeliverablesMOUImpact Assessment
CLOSING
The National Universities Commission has the mandate to coordinate partnerships and collaboration with development partners and the private sector;
It is required that all such strategic partnerships and collaborations are documented and reported to the Nigerian National Planning Commission;
These strategic partnerships and collaborations have been of immense benefit to the Nigerian universities System in the areas of capacity building and the government’s 7-point agenda and Vision 20: 2020.
Thank you and God BlessThank you and God Blesswww.nuc.edu.ngwww.nuc.edu.ng
CLOSING
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Prof. Albert Alos Vice-ChancellorProf. Albert Alos Vice-Chancellor Pan-African UniversityPan-African University
Lagos, NigeriaLagos, Nigeria
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Prof. Albert Alos Vice-ChancellorProf. Albert Alos Vice-Chancellor Pan-African UniversityPan-African University
Lagos, NigeriaLagos, Nigeria
COLLABORATIVE COLLABORATIVE INITIATIVESINITIATIVES
LAGOS BUSINESS SCHOOL: LAGOS BUSINESS SCHOOL:
A CASE STUDYA CASE STUDY
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OUTLINEOUTLINE
Some remarks about the increasing Some remarks about the increasing number of CI in Africanumber of CI in Africa
A case study of Lagos Business A case study of Lagos Business School partnerships with IESE, IFC, School partnerships with IESE, IFC, Goldman Sachs and British CouncilGoldman Sachs and British Council
Some conclusions from this case Some conclusions from this case study study
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INCREASED INTEREST IN CIINCREASED INTEREST IN CI
Increased receptivity by universitiesIncreased receptivity by universities Greater degree of autonomyGreater degree of autonomy Expansion of undergraduate Expansion of undergraduate
education with small pool of teacherseducation with small pool of teachers A more competitive environmentA more competitive environment Awareness of digital divideAwareness of digital divide Increase ease and lower cost of Increase ease and lower cost of
communicationcommunication
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MORE RESOURCES FOR CIMORE RESOURCES FOR CI
Global focus on Africa’s developmentGlobal focus on Africa’s development More funds available for enhancing More funds available for enhancing
quality of educationquality of education Increasing number of private sector-Increasing number of private sector-
university networksuniversity networks A focus on programmes that create A focus on programmes that create
job opportunities and promote job opportunities and promote entrepreneurship entrepreneurship
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IMPROVED RISK MANAGEMENTIMPROVED RISK MANAGEMENT
Learnt from past failuresLearnt from past failures ““Collaborative Initiatives in African Higher Collaborative Initiatives in African Higher
Education: Some ObservationsEducation: Some Observations” Discussion ” Discussion paper by Jeffrey Fine paper by Jeffrey Fine
““A considerable proportion of CI failed to A considerable proportion of CI failed to achieve their stated objectivesachieve their stated objectives””
Improved design and organizational Improved design and organizational structurestructure
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ABOUT LBSABOUT LBS
Promoted by educational foundation Promoted by educational foundation in response to needs of industry in response to needs of industry
Initiated in 1991 by three staff in a Initiated in 1991 by three staff in a sitting room of a residencesitting room of a residence
Not-for-profit, but not-for-lossNot-for-profit, but not-for-loss General management. International General management. International
standard with relevance to local standard with relevance to local environmentenvironment
Emphasis on business ethicsEmphasis on business ethics
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LBS TODAYLBS TODAY
A school of Pan-African UniversityA school of Pan-African University 28 full-time faculty28 full-time faculty Offers full-time and executive MBA Offers full-time and executive MBA
programme and Executive educationprogramme and Executive education Runs a full-time Ph.D. programmeRuns a full-time Ph.D. programme Ranked 48 among the top 50 Ranked 48 among the top 50
business schools in the world in open business schools in the world in open programmes by Financial Times programmes by Financial Times
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LBS TODAYLBS TODAY
For more information consult:For more information consult:
www.lbs.edu.ng
www.pau.edu.ng
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PARTNERSHIP WITH IESEPARTNERSHIP WITH IESE
Choosing a role modelChoosing a role model Aligning mission and interestsAligning mission and interests
- Opportunity for professional - Opportunity for professional experienceexperience- Expanding the network- Expanding the network- A focus on personal development- A focus on personal development
A genuine interest in partnership A genuine interest in partnership
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PARTNERSHIP WITH IESEPARTNERSHIP WITH IESE
17 years of relationship17 years of relationship Passed through three different Passed through three different
stages: “stages: “copingcoping”, “”, “enrichmentenrichment” and ” and ““innovationinnovation””
Engagement at the right stageEngagement at the right stage Managing changes in contextManaging changes in context
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PHASE I: PHASE I: COPINGCOPING
First challenge: Leadership at the top First challenge: Leadership at the top Planning and investing in executive Planning and investing in executive
developmentdevelopment Establishing best practiceEstablishing best practice Opportunity for CI: Improving quality Opportunity for CI: Improving quality
of management at the topof management at the top Initiatives by NUC and British CouncilInitiatives by NUC and British Council
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PHASE I: PHASE I: COPING (cont)COPING (cont)
Facing challenge of starting the first Facing challenge of starting the first CEPCEP
Team of IESE faculty and local Team of IESE faculty and local resourcesresources
Difficulty in sustaining visiting facultyDifficulty in sustaining visiting faculty Importance of building capacity to Importance of building capacity to
ensure continuity when external ensure continuity when external support is oversupport is over
Effective transfer of knowledgeEffective transfer of knowledge
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PHASE I: PHASE I: COPING (cont)COPING (cont)
““Invest in human capital from day 1Invest in human capital from day 1”” Sending young faculty for Ph.D. and Sending young faculty for Ph.D. and
MBA programmesMBA programmes Currently, 2 full-time Ph. D. at IESE Currently, 2 full-time Ph. D. at IESE
and 8 faculty doing part-time Ph.D. in and 8 faculty doing part-time Ph.D. in other foreign universitiesother foreign universities
Mutual benefitsMutual benefits Need to have a long-term view: Need to have a long-term view:
building an institution building an institution
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THE GBSN EXPERIENCETHE GBSN EXPERIENCE
IFC’s survey of African Business IFC’s survey of African Business SchoolsSchools
Need to improve the quality of Need to improve the quality of management educationmanagement education
GBSN: a network of business schools GBSN: a network of business schools around the world (initially 15)around the world (initially 15)
LBS and GIBS were the pivot schools LBS and GIBS were the pivot schools in Africain Africa
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GBSN PARTNERSGBSN PARTNERS
ChicagoChicago ColombiaColombia HarvardHarvard IMDIMD INSEADINSEAD KelloggKellogg LondonLondon MichiganMichigan
MIT-SloanMIT-Sloan St GalenSt Galen StanfordStanford Stern Stern TuckTuck WhartonWharton IESEIESE
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GBSN PROGRAMMEGBSN PROGRAMME
A 3-year programme with scaled A 3-year programme with scaled supportsupport
Sharing best practiceSharing best practice TPM for Deans and faculty of African TPM for Deans and faculty of African
Business Schools Business Schools Workshop on case writingWorkshop on case writing The creation of AABS after 3 yearsThe creation of AABS after 3 years
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MUTUAL BENEFITSMUTUAL BENEFITS
- For African schools: Exposure to new ways of teaching; a collection of quality case studies; more relevant to industry needs; a network of African Schools.
- For network partners: Gained experience of African environments; use of African cases; new research areas; making successful contribution to development; enhanced branding
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PHASE II: ENRICHINGPHASE II: ENRICHING
IESE’s FDP for facultyIESE’s FDP for faculty Workshops in areas of management: Workshops in areas of management:
review of curricula, cases, etcreview of curricula, cases, etc School network: trends in School network: trends in
management educationmanagement education Adding value to CEPAdding value to CEP Joint Alumni ProgrammesJoint Alumni Programmes
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PHASE II: ENRICHING (cont)PHASE II: ENRICHING (cont)
Opening opportunities for Opening opportunities for collaborationcollaboration
British Council: British Council: Talent is not enoughTalent is not enough- Entrepreneurship in the media in - Entrepreneurship in the media in collaboration with Glamorgan collaboration with Glamorgan UniversityUniversity- Turning creative talent into - Turning creative talent into profitable venturesprofitable ventures
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PHASE II: ENRICHING (cont)PHASE II: ENRICHING (cont)
OTHER EXAMPLES:OTHER EXAMPLES:
EDS replication model in Ghana, EDS replication model in Ghana, Kenya, Tanzania and RwandaKenya, Tanzania and Rwanda
Financed by IFC, Government of Financed by IFC, Government of Catalonia and SwedenCatalonia and Sweden
Currently extending replication to Currently extending replication to Liberia with the support of GS Liberia with the support of GS
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PHASE II: ENRICHING (cont)PHASE II: ENRICHING (cont)
Goldman Sachs 10,000 Women Goldman Sachs 10,000 Women programprogram
A 5-year programme. 50 women per A 5-year programme. 50 women per year on scholarship to participate in year on scholarship to participate in our CEM programmeour CEM programme
The “Experts in Residence” value The “Experts in Residence” value addedadded
One year follow up and assessmentOne year follow up and assessment
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PHASE III: INNOVATINGPHASE III: INNOVATING
Joint LBS-IESE committeeJoint LBS-IESE committee Advances in knowledge: New Media, Advances in knowledge: New Media,
Information Technology, etcInformation Technology, etc Current themes: Entrepreneurship, Current themes: Entrepreneurship,
Leadership, Corporate Governance Leadership, Corporate Governance Opportunities for collaboration in Opportunities for collaboration in
researchresearch
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PHASE III: INNOVATINGPHASE III: INNOVATING
British Council:British Council:- Goldsmith: Creative Script Writing- Goldsmith: Creative Script Writing- Experience in industrial parks: - Experience in industrial parks: visited 5 universities. Developing a visited 5 universities. Developing a model for our proposed parkmodel for our proposed park
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GETTING THE BENEFITSGETTING THE BENEFITS
Benefits have a direct bearing with Benefits have a direct bearing with the sustainability of the CIthe sustainability of the CI
Financial incentives are clearly Financial incentives are clearly important, but they may make important, but they may make opportunity cost of research very opportunity cost of research very highhigh
Linking incentives to professional Linking incentives to professional advancementadvancement
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CONCLUSIONSCONCLUSIONS
““The glue holding a CI together – in The glue holding a CI together – in terms of motivation and commitment terms of motivation and commitment of individual participants – is of individual participants – is incentives that are professional and incentives that are professional and intellectual rather than financial”intellectual rather than financial”
Need to cultivate such incentives Need to cultivate such incentives Quality of leadershipQuality of leadership
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CONCLUSIONSCONCLUSIONS
Best chances of success in Best chances of success in postgraduate & research postgraduate & research
Most effective way to build capacity Most effective way to build capacity for quality education in Nigerian for quality education in Nigerian universitiesuniversities
A missing link: Engaging in A missing link: Engaging in postdoctoral work to build research postdoctoral work to build research networksnetworks
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CONCLUSIONSCONCLUSIONS
Personal relationships across Personal relationships across institutionsinstitutions
The value of building knowledge The value of building knowledge networksnetworks
Develop expertise in the design and Develop expertise in the design and management of partnerships management of partnerships
Managing risk by sharing among a Managing risk by sharing among a broader group of interested investorsbroader group of interested investors
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CONCLUSIONSCONCLUSIONS
Insistence on local commitment: Insistence on local commitment: building trust and sharing vision building trust and sharing vision
Negotiation of upfront investment in Negotiation of upfront investment in time and moneytime and money
Alleviating high transaction costsAlleviating high transaction costs Practice of “signing and then Practice of “signing and then
negotiating” negotiating”
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Thanks to the British Thanks to the British Council for organizing Council for organizing
this conferencethis conference