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2. THE NIGERIAN UNIVERSITY SYSTEM AND THE CHALLENGE OF BUILDING A WORLD-CLASS INSTITUTION
2011 Redeemers University of Nigeria
Convocation Lecture
By
O. A. Bamiro
Faculty of Technology
University of Ibadan
oabamiro@yahoo.com
5th October 2011
3. There is no doubt that the education sector is facing enormous challenges. The effective resolution of these challenges is a pre-condition for our nation's development. As you are aware, the present Administration is committed to the realization of the 7-Point Agenda and our national vision of becoming one of the top 20 economies in the world by 2020. In order to succeed, the nation needs world class manpower, possible only through world class institutions. This calls for strategic investment towards improving the teaching and learning environment as well as the quality of lecturers in our institutions.
Sam Egwu Former HME, 2009
4. Although it is globally acknowledged that Nigeria is a nation of great potentials, our institutions that were once highly rated in the world and a source of national pride have lost such pre-eminence. Today, in the aggregate web ranking of world universities, no Nigerian University ranks among the top 50 in Africa and no Nigerian laboratory ranks among the top 1,000 in the world. Our ability to produce world-class manpower and conduct serious research for national development is, therefore, adversely affected. This situation is unacceptable and must be reversed.
Sam Egwu Former HME, 2009
5. In order to harness our great potentials, our institutions must be systematically upgraded, especially at the tertiary level. Consequently, the Federal Government decided to select one University and one Polytechnic or College of Education from each geo-political zone of the country as focal institutions for special intervention.
Sam Egwu Former HME, 2009
6. Obafemi Awolowo University, a beneficiary of the ETF Special Intervention of N3.0 billion, held a retreat for members of the Governing Council and the University administration, including the then incoming Vice-Chancellor under the theme - “Policy frameworks for Transforming OAU to a world-class university”.
7. The Challenge of Relevance Suppose, through an accident of recent history, that the proprietors of our public and private universities are to open up to the Nigerian university system with an unprecedented level of funding that is almost akin to an open cheque – is the university system ready to face the challenge and make the difference in terms of moving the nation to the next level of socio-economic development?
8. Consequently: This paper is devoted to articulating the challenges the nation faces in respect of industrial development and also those arising from meeting the various declared development initiatives. This is then followed by exploring the possible path the university system can take to guarantee its relevance by helping the nation overcome the identified challenges, through transformation into a system that can boast of a few world-class institutions.
9. THE STRUCTURE OF THE PRESENTATION The issue of Global Competitiveness and Industrial Development
African development Initiatives
The Real Partnerships – Triple Helix
Overview of the Higher Education Sector in Nigeria
The challenge of transforming into a world- class university
Concluding remarks
10. What is the Role of Industry? Industry provides services to members of a society by making consumer and capital goods, creating new products and processes, generating new companies and opportunities, and providing, in the process, unlimited new jobs for the population.
11. Nature of Global Competition Competition for the control of markets and resources between global corporations and financial markets on the one hand and locally owned businesses serving local markets on the other .
12. Some of the Consequences Unregulated global economy
Concentration of power and wealth in the hands of fewer companies and people
Loss of jobs
Brain Drain
13. J. Salmi
14. J. Salmi
15. Some Indicators World Billionaires 274 (1991) 477 (1997) with income = combined annual incomes of the poorest half of humanity (2.8 billion people)
Out of 100 biggest economies, 51 are not countries but TNCs
500 largest corporations shed 4.4 million jobs between 1980 and 1993
Continuing worldwide corporate mergers
16. The Challenge Reclaiming and building our local economies by working to create and sustain locally owned enterprises that sustainably harvest and process local resources to produce jobs and the goods and services that we need to live healthy, happy, and fulfilling lives in balance with the environment.
17. The Imperative The imperative of the above is the need for us to seek to understand, and hopefully steer, the forces that drive globalisation and global competition.
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18. The Basic Tools
Knowledge
Information
Innovation
19. The Imperative of Knowledge Global or local competition will continue to place an ever greater premium on harnessing the energy of Science, Technology and Engineering (SET) to the engine of economic progress. Knowledge is now a leading factor of production around the world, and the ability to create, master, and mobilize knowledge will likely distinguish economies
20. The Imperative of Information
Information will permit a degree of access to knowledge, to technology, and to methods of production and management that allows the rapid diffusion of industrial capacity
21. Major Challenge facing Industry
Development of Science, Engineering, Technology and Innovation (SETI) Capability to face the challenges posed by the on-going globalisation of the world economy.
22. SETI CAPACITY BUILDING FOR WHAT? To meet the challenges of globalisation and achieve meaningful development, SETI capacity is sought in terms of:
Firm- or Enterprise-Level Technological Capabilities (FLTCs); and
National-Level Technological Capabilities (NLTCs).
23. WHY FLTCs? While learning occurs in a variety of institutions, enterprises – public or private - are the most critical locus at which learning of economic significance takes place. In other words, technological capabilities of economic importance accumulate at the enterprise level. Enterprises, particularly those involved in manufacturing, show great promise as centres of upgrading technology and organizational practices for developing countries Dato’ Ir and Russel .
24. WHY FLTCs? “Industry has long been the main source, user and diffuser of technical progress and associated skills and attitudes…In this world the manufacturing industry is not just an ingredient of development - it is the essential ingredient” UNIDO
26. ELEMENTS OF NATIONAL LEVEL TECHNOLOGICAL CAPABILITY (NLTC) The capital goods manufacturing capability.
The educational and training infrastructure.
The techno-managerial consultancy service capability.
The R & D capability.
The financial infrastructure.
The S & T information infrastructure.
ICT Infrastructure
27. The Real Partnership
28. Triple Helix Partnership for what?
29. CONCEPTUAL FRAMEWORK FOR SETI CAPACITY BUILDUP
30. What is Innovation? The process by which firms master and implement the design and production of goods and services that are new to them, irrespective of whether or not they are new to their competitors - domestic or foreign".
Operational
“The introduction into a market (economic or social) of new or improved products, processes or services”.
31. What is Innovation? (Contd.) The products, processes or services in the above definition may either be physical or intellectual.
As noted by Mullin:
“Innovations occur in all aspects of the life of a society, and not only in the economic market place where the term is most often used. The Theory of Relativity became an innovation in the market for ideas in theoretical physics when it was widely adopted and its author, Einstein, was rewarded in the currency of that market place with prestige and respect.”
32. Illustrative Case “With my production cost at N190 to N200 per kg of flesh, there is no way I can compete with import coming in at N140 per kg and being sold at N200 per kg, which is basically my production cost! I do not believe in government banning import to protect local producers. I will rather compete and I believe I will be better off competing.”
James 2002
33. Technological Innovation “In tropical countries like Brazil, Malaysia, etc., I have discovered that they produce chickens competitively because they have adopted the more efficient Tunnel Ventilation System (TVS) which automatically controls the temperature and humidity of the pen house. There is no way I can achieve control of the environment in my pen houses under the present production system, which relies on natural ventilation. I have no alternative but to acquire technology similar to that used by the global players if I am to compete globally.
34. Techno-Economic Impact of the Innovation
35. Key Lessons Innovation can take place outside the R & D system
Innovation is not necessarily big science as it can utilize the technological knowledge already in the public domain.
It can however become a sustainable instrument of competition if it is backed up by R & D institution for incremental innovation.
Government can scan an industrial sector, identify technological needs, challenge an R & D institution to undertake necessary R & D for diffusion of solutions to the end users. This must be a deliberate policy as in the South African case.
36. The Tripod at Play The Ministry of Agriculture, Fisheries and Food in UK (GOVERNMENT) recently commissioned the Silsoe Research Institute of UK (UNIVERSITY) to conduct a three-year research project to develop a system which will enable broiler producers (INDUSTRY) to breed birds that meet the exacting requirements of their customers.
41. Globalisation and the LNG Project Timber: Not much could be sourced locally due to lack of capacity for effective drying to the required moisture content.
Paints: Limited local supply due to inability to meet standards. The claim was that the few paints purchased and used on some structures could not withstand the environmental impact.
Cables: Several kilometers of cables were used. According to the consultants the local supply could not meet requirements both in quality and quantity.
Cement: Local cement was used for the non-critical constructions (housing estate) while imported cement had to be used in the plant to handle machine and plant foundations.
42. Where is Nigeria in the African industrial landscape? According to the 2009 Africa Competitiveness Report, 23 African countries out of the 31 that were surveyed remain at the most basic stage of the competitiveness index of a factor-driven economy (that is, one whose ability to compete is based on unskilled labour and natural resources). Only five countries – Algeria, Mauritius, Namibia, South Africa and Tunisia - have reached the second stage of competitiveness – the efficiency driven stage (which is driven by efficient goods, sophisticated labour and financial markets, a large market size and the ability to utilize technology effectively). No African country has reached the innovation-driven stage, that is, a stage based on an ability to compete with new and unique products, and the use of sophisticated production driven competition.”
44. INITIATIVES FOR AFRICAN DEVELOPMENT The Millennium Development Goals (MDGs).
World Summit on Sustainable Development (WSSD).
Commission for Africa – Blair Report.
New Partnership for African Development (NEPAD).
45. THE MILLENNIUM DEVELOPMENT GOALS ‘A world with less poverty, hunger and disease, greater survival prospects for mothers and their infants, better educated children, equal opportunities for women, and a healthier environment’
Eight (8) goals, eighteen (18) targets, and forty-eight (48) indicators have been accepted as a framework for measuring development progress.
46. THE MILLENNIUM DEVELOPMENT GOALS “We will have time to reach the Millennium Development Goals… only if we break with business as usual. We cannot win overnight. It takes time to train the teachers, nurses and engineers; to build the roads, schools and hospitals; to grow the small and large businesses able to create the jobs and income needed… we must more than double global development assistance over the next few years…
Secretary-General, Kofi Annan
47. Journey So far As reported by Otive Igbuzor (2006) there are three key problems with the reporting system of our progress in the implementation of the MDGs:
the challenge of accurate, reliable, credible and believable statistics;
reports that are development-assistance focused; and
reports not indicating the policies and practices that need to change to attain the goals.
48. THE WORLD SUMMIT ON SUSTAINABLE DEVELOPMENT (WSSD) “Science and technology must be placed at the heart of policies to promote sustainable development. Indeed many of the means of implementation of the JPOI are measures in, or related to, science and technology policies.”
Desai, the Secretary General of WSSD
49. THE COMMISSION FOR AFRICA: THE BLAIR REPORT …Scientifically and technically proficient professionals are needed to identify opportunities arising from innovation and scientific discoveries and to develop effective policy in areas such as science, trade and resource management…
50. THE COMMISSION FOR AFRICA: THE BLAIR REPORT Identified problem Areas
Shortage of requisite skills set in the public and private sectors
Loss of skills through ‘brain drain’
Weak Higher Education Sector
Weak Scientific Research Capability
Poor collaboration among key stakeholders
51. THE COMMISSION FOR AFRICA: THE BLAIR REPORT Major Recommendations
International community should commit US$500 million per annum over ten years to revitalise Africa’s institutions of higher education.
Specific action for SETI capacity to enable African countries to find their own solutions to their own problems, accelerate economic growth, and enter the global economy.
52. THE NEW PARTNERSHIP FOR AFRICA’S DEVELOPMENT (NEPAD) “The ability of our countries to create, diffuse and utilise scientific and technical knowledge would be a major determinant of our capacity to take advantage of international trade and effectively compete in the global economy as well as improve the quality of life of our people”
African Ministers Responsible for S & T, Jo’burg 2003
53. THE NEW PARTNERSHIP FOR AFRICA’S DEVELOPMENT (NEPAD) Sample of Declared Resolutions
Pursuing all measures possible to increase public expenditure on research and development to at least 1 per cent of GDP per annum.
Establishing networks of centres of excellence in science and technology within the framework of NEPAD.
Adopting common sets of indicators to benchmark our national and regional systems of innovation.
54. National Development Initiatives 1St National Development Plan (1962-68)
2nd National Development Plan (1970-74)
3rd National Development Plan (1975-80)
4th National Development Plan (1981-85)
SAP 1986
Vision 2010 (1993)
National Economic Empowerment Development Strategy (NEEDS I and II)(2004-2007)
President Yar’Adua’s 7-Point Agenda
Vision 20-2020
55.
OVERVIEW OF THE NIGERIAN HIGHER EDUCATION SYSTEM
56. The National challenge
Globalisation of the world economy
Development using the triad of knowledge, information, and innovation
National Development now driven by human resources development at the highest level of education
57. "I do believe that it is also necessary to stress that for most countries today, human resources development and human capital formation are either extremely important, absolutely vital or a matter of life or death. In the case of Malaysia... we think it is a matter of life or death”.
Prime Minister Badawi of Malaysia
58. The Overall Challenge Our universities are expected to produce not only products with the requisite skills set to drive the economy, but, also, most importantly, to engage in research and innovation for socio-economic development.
This will necessarily involve our journey to relevance through transformation into world-class institutions.
59. Overview of the Nigerian HE Sector
60. The Iron Triangle Suppose, in response to the increasing demand for HE, the Access is increased by admitting more students; as the numbers grow, the recruitment, training and payment of lecturers cannot keep pace (Cost goes up), particularly in most developing countries of Africa (Nigeria, for example) already facing the brain drain syndrome. Class sizes increase and, as probably to be expected, Quality of learning goes down.
61. The Iron Triangle If Quality is to be improved through provision of more books and learning materials in support of lectures, the Cost of teaching will go up which means either fewer students (less Access) or higher fees.
Thus, any attempt to improve one side of the iron triangle leads to undesirable changes in the other two sides.
Added to the three sides of the triangle are the Governance Vector and the Relevance Vector to form the Nigavekar Pentagon
62. TYPICAL UI ADMISSION PROFILE
65. Access to University Education
67. Profile of ASUU Strikes in Weeks (1993-2009)
68. Relevance in terms of transforming into a world-class university … In order to succeed, the nation needs world class manpower, possible only through world class institutions.
Today, in the aggregate web ranking of world universities, no Nigerian University ranks among the top 50 in Africa and no Nigerian laboratory ranks among the top 1,000 in the world
This calls for strategic investment towards improving the teaching and learning environment as well as the quality of lecturers in our institutions.
[Dr. Sam Egwu , HME April 2009]
69. Global Ranking- What is it? Ranking of world universities published by the Times Higher Education Supplement (THES) in September 2005 created a major controversy in Malaysia when it showed the country's top two universities slipping almost 100 places compared with those of the previous year. Notwithstanding the fact that the big drop was mostly the result of a change in the ranking methodology - which was a little known fact and of limited comfort - the news was so traumatic that there were widespread calls for the establishment of a royal commission of inquiry to investigate the matter.
70. A few weeks later, the Vice-Chancellor of the University of Malaya stepped down. This strong reaction was not out of character for a nation whose current Ninth Development Plan aims at shaping the transformation of the country into a knowledge-based economy with emphasis on the important contribution of the university sector.
Jamil Salmi
71. What is a world-class university? ‘everyone wants one, no one knows what it is, and no one knows how to get one’
Altbach 2004
72. But... …notwithstanding the serious methodological limitations of any ranking exercise, world-class universities are recognized in part for their superior outputs. They produce well-qualified graduates who are in high demand in the labour market; they conduct leading-edge research published in top scientific journals; and in the case of science-and-technology-oriented institutions, they contribute to technical innovations through patents and licences.
73. UCL, DAVIS, USA (2009)
Awards Received 5,932
New Awards Received 2,218
Continuations or Supplementals 3,714
Grant/ Contract Dollars Awarded $500,010,976
Gifts for Research $18,765,148
Total Sponsored Research Funding $518,776,124
Projects Active During the Fiscal Year 6,170
Faculty Receiving Awards 1,889
Sponsors 926
Income from Patents and Licences: US$ 42.9 million in 2006
74. Attributes of a world-class University Highly qualified staff
Excellence in research
Quality teaching
High levels of government and non-government sources of funding
International and highly talented students
Academic freedom
Well-defined autonomous governance structures
Well-equipped facilities for teaching, research, administration and student life.
International reputation of the university
University’s contribution to society
75. Jamil’s Model Superior results of world-class institutions (highly sought graduates, leading-edge research, and technology transfer) can essentially be attributed to three complementary sets of factors at play in top universities:
High concentration of talent (faculty and students)
Abundant resources to offer a rich learning environment and to conduct advanced research; and
Favourable governance features that encourage strategic vision, innovation, and flexibility that enable institutions to make decisions and to manage resources without being encumbered by bureaucracy.
77. Checklist at Institutional Level How can the institution build the best leadership team?
What are the vision and mission statements, and what are the specific goals that the university is seeking to achieve?
In what niche(s) will it pursue excellence in teaching and research?
What is the target student population?
What are the internationalization goals that the university needs to achieve (with regard to faculty, students, programmes, and so forth)?
What is the likely cost of the proposed qualitative leap, and how is it going to be funded?
How will success be measured? What monitoring systems, outcome indicators, and accountability mechanisms will be used?
78. Areas of Further Discussion Concentration of Talent: Staff
Concentration of Talent: Students
Funding and Funding Sources
81. Profile of Research and Technical MOUs between UI and other Institutions
82. Ph.D Degrees Awarded by University of Ibadan in 2009
83. Endogamy in Staff Hiring There is a growing in-breeding with most staff in an increasing number of departments in our university system being products of such departments at undergraduate/postgraduate levels, i.e., the growing tendency to hire principally own graduates to join the teaching staff. This is what is now referred to as ‘endogamy’ in staff hiring.
84. Impact of Endogamy As noted by Aghion et. al. 2008, a 2007 survey of European universities found an inverse correlation between endogamy in faculty hiring and research performance: the universities with the highest degree of endogamy had the lowest research results!
85. Concentration of talents: Students JAMB-prescribed guidelines of 45% Merit, 35% Locality and 20% Educationally Less Developed States (ELDS).
Limited foreign students due to the problem of access.
Greatest hope is in the enrolment of postgraduate students where there is relative freedom
86. Table 2: Weight of Graduate Students in Selected Universities
87. Funding and Major Sources of Income Government/Proprietor Allocation
Education Trust Fund (ETF)
Student Fees/Levies
Endowments
Grants
Internally generated revenue (IGR)
88. Funding of Federal Universities (1990-2008)
89. Students Fees and Levies: Osagie (2009)
90. Daniel and Kanwar (2006):
91. Daniel and Kanwar (2006):
92. Education Trust Fund (ETF) The Fund is a substantial source of financial assistance to the various institutions in the country, especially in the commencement, completion or rehabilitation of capital projects embarked upon by institutions at the Federal, State and Local Government levels.
Now that it is to concentrate on funding HEIs, the question is- where do the private universities stand ?Most especially in respect of the ETF Research Fund
93. Grants
94. The Multidisciplinary Central Research Laboratory (MCRL) MCRL is equipped with state-of-the-art equipment for cutting-edge research in the biological, chemical, physical, agricultural, environmental and medical sciences. It houses the following major items of equipment – Gas Chromatograph, High Performance Liquid Chromatograph (HPLC), Fourier transform Infrared (FTIR) Spectrometer, Atomic Absorption Spectrometer (AAS), Flame Photometer, Visible Spectrophotometer, Muffle Furnace, High Speed refrigerated Centrifuge, Gas Generators for Nitrogen, Hydrogen and Air, etc.
95. Major Items of Expenditure Recurrent expenditure (salaries and wages)
Capital Projects
Overhead (electricity and water supply, maintenance of facilities, etc.)
Research and Development
Staff Development
Staff/Student welfare
General Administration
96. ENVIRONMENTAL THREATS
97. Concluding Remarks The journey towards relevance of our university system has been cast in this paper as one that involves our institutions transforming to socio-economic development agents. This paper posits that it will involve the partnership between government, academia and the business sector in the sense of what is now recognised as the Triple Helix. In the partnerships, government is expected to formulate policies and adequately fund identified programmes that address the socio-economic development of the country, particularly policies that are geared towards the enhancement of the global competitiveness of the key sectors of the economy to nurture global players and generate employment.
98. Concluding Remarks (Contd.) The university system on its part must respond through the development and deployment of its teaching, research and innovation capacity to moving the country from resource-based economy to a knowledge-based economy. This calls for a paradigm shift in respect of formulation of strategic vision and plans for its implementation that address the key issues of environment for teaching and research, funding and funding sources, and a governance system that manages efficiently resource inflow and outflow in the transformation to world-class institutions.
99. But…
100. UNIVERSITY AUTONOMY AND GOVERNANCE
SUSTAINABILITY OF FUNDING
101. Functions of the Governing Council The Council, subject to the Visitor, is the governing body of the University. It has responsibility for the general management of the affairs of the University and in particular the control of the property and expenditure of the University. The Council has powers to take any action, which in its opinion is calculated to facilitate the carrying on of the activities of the University.
102. Membership of Governing Council the Pro-Chancellor (Chairman) (Govt. appointee)
the Vice-Chancellor (Council Appointee)
the Deputy Vice-Chancellors (Elected by Senate on recommendation of VC. Approved by Council)
one person from the Federal Ministry responsible for Education (Govt. Appointee)
four persons representing a variety of interests and broadly representative of the whole Federation to be appointed by the National Council of Ministers (Govt. Appointees)
103. Membership of Governing Council (Contd.) (Internal Members) four persons appointed by the Senate from among its members;
two persons appointed by Congregation from among its members; and
one person appointed by the Convocation from among the members of that body.
Registrar – Secretary.
106.
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