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HE conference on the impact of mergers in South Africa

A review of three case studies in restructuring the South African

Higher Education system

Higher Education Merger Study GroupErica Gillard, Stuart Saunders, John

Terblanche, Maggie Sukel

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Overview of paper

Three case studies : University of Kwa-Zulu Natal University of Fort Hare Nelson Mandela Metropolitan University

General lessons Conclusions Challenges and remaining issues

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UKZN – arguments for merger

Geographical proximity Overlap and complementarity of

academic programmes More effective deployment of

academic expertise and other resources

Prior agreement about closer association

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UKZN – some issues from implementation

Establishment of College System Membership of Senate Faculty relocation Location of Vice-Chancellor’s office

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UKZN – overall evaluation (1)

Two geographically close HEIs have merged, with a strong new identity

All campuses were utilised and faculties relocated within constraints

Merger allowed access to funds for upgrading facilities and equipment

Research output has increased Management structures were merged and

College system introduced

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UKZN – overall evaluation (2)

Admissions criteria, conditions of service revised, student governance merged

Pay equity had not been achieved by end of study

Consolidation of academic programmes probably requires review

Management issues / culture

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UFH - arguments for merger

The “development and expansion of UFH in East London would facilitate access to HE of the large and growing population centred around East London and ensure the sustainability of Fort Hare”. This was in line with the designation of East London as an industrial development zone”.

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UFH – some issues from implementation

Contestation about growth of East London campus – movement of academic programmes, provision of student residences

Campus director for East London Financial stability of UFH Different cultures

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UFH - overall evaluation

Incorporation of East London campus had been completed successfully, but

A common view for the East London campus had not been developed

Hard decisions required with regard to Support staff Academic programmes

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NMMU - arguments for merger (1)

Programme offerings complementary but also some differences which could allow greater scope

Rationalisation possible in UG diplomas and certificates

Possibility to develop a consolidated endeavour to develop research

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NMMU - arguments for merger (2)

Adjacent campuses allowed possibility for shared infrastructure and administration

Incorporation of Port Elizabeth Vista campus would help integrate students from different backgrounds and give NMMU a presence in a disadvantaged community

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NMMU - some issues from implementation

Extensive discussion about what it meant to be a comprehensive university

All sites used, but ambitious plans for faculty relocation curbed by financial restraints

Management of Missionvale and George campuses

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NMMU - overall evaluation

Process of merger accomplished relatively smoothly

Retention of diploma qualifications (vocational) and academic staff attached to them presents challenges

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Looking at all 3 case studies : General lessons (1)

All new VCs put their weight behind the mergers

All used the opportunity to ratchet institution up to new levels

None had enough money

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General lessons (2) – buy-in

All moved quickly to establish frameworks All attempted to be inclusive in drawing up

new policy etc (but this had disadvantages) All found ways to communicate as much as

possible All found visionary and exciting projects to

consolidate the new institution

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General lessons (3) - leadership

Early stages of all the mergers seemed to require firm, even autocratic, leadership

This then had to be devolved (with different levels of success)

Initially the origins of leaders were noted, but this reduced over time

Leadership at all levels was important for success

Ways of managing conflict and different cultures had to be found

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General lessons (3) governance

All chose integrated faculties across locations, with pros and cons

UKZN chose a College system, with its own challenges

Both UKZN and UJ had to revise Senate composition because of size

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General lessons (4) – faculty location

The quicker decisions were taken about location of faculties and departments the better

Proactive departments tended to benefit Integrated departments worked better Divisions and stereotypes tended to persist

if people were not brought together

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General lessons (5) multi-campus issues

More expensive to run Inconvenience to students and staff Travel time Campus managers Vista campuses sometimes

complicated matters

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Conclusions (1)

Type of merger will not predict likelihood of success

Intentions contained in the National Plan for HE must be evaluated across the entire system

The HEIs in these case studies have mostly met their goals

The goodwill and commitment of all concerned has been extraordinary

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Conclusions (2)

It is too early to be definitive about whether there will be financial efficiencies

HEMSG is concerned about slowing down development of the East London campus

Student and staff composition have changed “Brand” fears have reduced

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Challenges and remaining issues

Salary equity has been slow to achieve Distant campuses Consolidation of academic

programmes has been slow Entrance criteria have tended to rise Vocational programmes are under

threat