1 / 60

4A: Developing partnerships with Nigerian universities Speakers: Professor Julius Okojie – Executive Secretary/CEO, Nat

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:

sonnagh
Download Presentation

4A: Developing partnerships with Nigerian universities Speakers: Professor Julius Okojie – Executive Secretary/CEO, Nat

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 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

  2. PRESENTED BY PROFESSOR JULIUS A. OKOJIEEXECUTIVE SECRETARY NATIONAL UNIVERSITIES COMMISSIONABUJAAt The British Council Going Global3 Conference, London2 – 5 DECEMBER, 2008 DEVELOPING “STRATEGIC PARTNERSHIPS WITH NIGERIAN UNIVERSITIES”

  3. 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)

  4. PREAMBLE 7-Point Agenda Vision 20-2020 MDGs, EFA Universities have a Critical Role to play

  5. 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

  6. NATIONAL UNIVERSITIES COMMMISSION Establishment Relevant Laws Vision & Mission

  7. 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.

  8. OVERVIEW OF THE NIGERIAN UNIVERSITY SYSTEM (NUS) Geo-Political locations of Nigerian Universities

  9. 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

  10. 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 27 State Universities 33 Private universities 34 Total 94

  11. 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.

  12. STRATEGICPARTNERSHIPIN 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

  13. STRATEGIC PARTNERSHIP (Contd) Characteristics of New Partnership Well defined with time lines Identified and measurable deliverables Shared responsibilities Mou and Legal Issues Mode: local and International , bilateral and Multilateral

  14. NEEDFOR 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’

  15. 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)

  16. 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

  17. 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)

  18. 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)

  19. These Challenges must be addressed in order for HEIs to be relevant and play the desired roles in National development. CHALLENGES (Contd)

  20. 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)

  21. 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)

  22. 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

  23. 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

  24. STATUS OF STRATEGIC PARTNERSHIP WITH NIGERIAN UNIVERSITIES At international levels For teaching Aid: ILO, Microsoft, Hitachi etc UNESCO, OSIWA, ACU, AAU, Mac Arthur, Foundations, WARIMA, CHEA, ICTP (Italy), Mou with Chinese, Portuguese & Spanish embassies in the teaching of languages Universities leaders forum (Development and retention of the next generation Academics) LEADS, AESEDA – Partnering with Nigerian professionals in Europe and USA.

  25. 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.

  26. BRITISH COUNCIL, THE PRIME MINISTER’S INITIATIVE Strategy for partnerships with Nigerian Universities: Employability, Entrepreneurship and challenges. Employability Equip 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)

  27. Entrepreneurship Talent, temperament, technique, synergy, negotiation and marketing skills, financial know-how Vocational & Technical Education - NBTE - NABTEB

  28. 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.

  29. BRITISH COUNCIL, PRIME MINISTER’S INITIATIVE The British Council facilitated: Activities (Outward & Inward Missions) Identification of projects Deliverables MOU Impact Assessment

  30. 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.

  31. CLOSING Thank you and God Bless www.nuc.edu.ng

  32. COLLABORATIVE INITIATIVES LAGOS BUSINESS SCHOOL: A CASE STUDY GOING GLOBAL3 3-5 December 08 Prof. Albert Alos Vice-Chancellor Pan-African University Lagos, Nigeria Prof. Albert Alos Vice-Chancellor Pan-African University Lagos, Nigeria

  33. OUTLINE Some remarks about the increasing number of CI in Africa A case study of Lagos Business School partnerships with IESE, IFC, Goldman Sachs and British Council Some conclusions from this case study GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  34. INCREASED INTEREST IN CI Increased receptivity by universities Greater degree of autonomy Expansion of undergraduate education with small pool of teachers A more competitive environment Awareness of digital divide Increase ease and lower cost of communication GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  35. MORE RESOURCES FOR CI Global focus on Africa’s development More funds available for enhancing quality of education Increasing number of private sector-university networks A focus on programmes that create job opportunities and promote entrepreneurship GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  36. IMPROVED RISK MANAGEMENT Learnt from past failures “Collaborative Initiatives in African Higher Education: Some Observations” Discussion paper by Jeffrey Fine “A considerable proportion of CI failed to achieve their stated objectives” Improved design and organizational structure GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  37. ABOUT LBS Promoted by educational foundation in response to needs of industry Initiated in 1991 by three staff in a sitting room of a residence Not-for-profit, but not-for-loss General management. International standard with relevance to local environment Emphasis on business ethics GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  38. LBS TODAY A school of Pan-African University 28 full-time faculty Offers full-time and executive MBA programme and Executive education Runs a full-time Ph.D. programme Ranked 48 among the top 50 business schools in the world in open programmes by Financial Times GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  39. LBS TODAY For more information consult:www.lbs.edu.ngwww.pau.edu.ng GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  40. PARTNERSHIP WITH IESE Choosing a role model Aligning mission and interests- Opportunity for professional experience- Expanding the network- A focus on personal development A genuine interest in partnership GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  41. PARTNERSHIP WITH IESE 17 years of relationship Passed through three different stages: “coping”, “enrichment” and “innovation” Engagement at the right stage Managing changes in context GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  42. PHASE I: COPING First challenge: Leadership at the top Planning and investing in executive development Establishing best practice Opportunity for CI: Improving quality of management at the top Initiatives by NUC and British Council GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  43. PHASE I: COPING (cont) Facing challenge of starting the first CEP Team of IESE faculty and local resources Difficulty in sustaining visiting faculty Importance of building capacity to ensure continuity when external support is over Effective transfer of knowledge GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  44. PHASE I: COPING (cont) “Invest in human capital from day 1” Sending young faculty for Ph.D. and MBA programmes Currently, 2 full-time Ph. D. at IESE and 8 faculty doing part-time Ph.D. in other foreign universities Mutual benefits Need to have a long-term view: building an institution GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  45. THE GBSN EXPERIENCE IFC’s survey of African Business Schools Need to improve the quality of management education GBSN: a network of business schools around the world (initially 15) LBS and GIBS were the pivot schools in Africa GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  46. GBSN PARTNERS Chicago Colombia Harvard IMD INSEAD Kellogg London Michigan MIT-Sloan St Galen Stanford Stern Tuck Wharton IESE GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  47. GBSN PROGRAMME A 3-year programme with scaled support Sharing best practice TPM for Deans and faculty of African Business Schools Workshop on case writing The creation of AABS after 3 years GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  48. MUTUAL 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 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  49. PHASE II: ENRICHING IESE’s FDP for faculty Workshops in areas of management: review of curricula, cases, etc School network: trends in management education Adding value to CEP Joint Alumni Programmes GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

  50. PHASE II: ENRICHING (cont) Opening opportunities for collaboration British Council: Talent is not enough- Entrepreneurship in the media in collaboration with Glamorgan University- Turning creative talent into profitable ventures GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PROF ALBERT ALOS

More Related