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4A: Developing partnerships with Nigerian universities Speakers: Professor Julius Okojie – Executive Secretary/CEO, National Universities Commission, Nigeria.

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Presentation on theme: "4A: Developing partnerships with Nigerian universities Speakers: Professor Julius Okojie – Executive Secretary/CEO, National Universities Commission, Nigeria."— 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 At The British Council Going Global3 Conference, London 2 – 5 DECEMBER, 2008 PRESENTED BY PROFESSOR JULIUS A. OKOJIE EXECUTIVE SECRETARY NATIONAL UNIVERSITIES COMMISSION ABUJA At The British Council Going Global3 Conference, London 2 – 5 DECEMBER, 2008 DEVELOPING STRATEGIC PARTNERSHIPS WITH NIGERIAN UNIVERSITIES

3 NIGERIA Area - 923,768 km² Population 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 MDGs, EFA Universities have a Critical Role to play

5 ISSUES IN EDUCATION Access Quality & Relevance Curriculum Infrastructure and Instructional Materials Systems 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 Geo-Political locations of Nigerian Universities OVERVIEW OF THE NIGERIAN UNIVERSITY SYSTEM (NUS)

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 universities were established in OVERVIEW OF THE NIGERIAN UNIVERSITY SYSTEM

10 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 Universities27 State Universities33 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 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

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 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

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 countrys 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 MINISTERS 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 MINISTERS 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 governments 7-point agenda and Vision 20: 2020.

31 Thank you and God Bless CLOSING

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

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

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

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

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

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

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

39 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS LBS TODAY For more information consult: For more information consult:

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

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

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

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

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

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

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

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

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

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

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

51 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PHASE II: ENRICHING (cont) OTHER EXAMPLES: EDS replication model in Ghana, Kenya, Tanzania and Rwanda EDS replication model in Ghana, Kenya, Tanzania and Rwanda Financed by IFC, Government of Catalonia and Sweden Financed by IFC, Government of Catalonia and Sweden Currently extending replication to Liberia with the support of GS Currently extending replication to Liberia with the support of GS

52 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PHASE II: ENRICHING (cont) Goldman Sachs 10,000 Women program Goldman Sachs 10,000 Women program A 5-year programme. 50 women per year on scholarship to participate in our CEM programme A 5-year programme. 50 women per year on scholarship to participate in our CEM programme The Experts in Residence value added The Experts in Residence value added One year follow up and assessment One year follow up and assessment

53 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PHASE III: INNOVATING Joint LBS-IESE committee Joint LBS-IESE committee Advances in knowledge: New Media, Information Technology, etc Advances in knowledge: New Media, Information Technology, etc Current themes: Entrepreneurship, Leadership, Corporate Governance Current themes: Entrepreneurship, Leadership, Corporate Governance Opportunities for collaboration in research Opportunities for collaboration in research

54 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS PHASE III: INNOVATING British Council: - Goldsmith: Creative Script Writing - Experience in industrial parks: visited 5 universities. Developing a model for our proposed park British Council: - Goldsmith: Creative Script Writing - Experience in industrial parks: visited 5 universities. Developing a model for our proposed park PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08

55 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS GETTING THE BENEFITS Benefits have a direct bearing with the sustainability of the CI Benefits have a direct bearing with the sustainability of the CI Financial incentives are clearly important, but they may make opportunity cost of research very high Financial incentives are clearly important, but they may make opportunity cost of research very high Linking incentives to professional advancement Linking incentives to professional advancement

56 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS CONCLUSIONS The glue holding a CI together – in terms of motivation and commitment of individual participants – is incentives that are professional and intellectual rather than financial The glue holding a CI together – in terms of motivation and commitment of individual participants – is incentives that are professional and intellectual rather than financial Need to cultivate such incentives Need to cultivate such incentives Quality of leadership Quality of leadership

57 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS CONCLUSIONS Best chances of success in postgraduate & research Best chances of success in postgraduate & research Most effective way to build capacity for quality education in Nigerian universities Most effective way to build capacity for quality education in Nigerian universities A missing link: Engaging in postdoctoral work to build research networks A missing link: Engaging in postdoctoral work to build research networks

58 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS CONCLUSIONS Personal relationships across institutions Personal relationships across institutions The value of building knowledge networks The value of building knowledge networks Develop expertise in the design and management of partnerships Develop expertise in the design and management of partnerships Managing risk by sharing among a broader group of interested investors Managing risk by sharing among a broader group of interested investors PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08

59 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS CONCLUSIONS Insistence on local commitment: building trust and sharing vision Insistence on local commitment: building trust and sharing vision Negotiation of upfront investment in time and money Negotiation of upfront investment in time and money Alleviating high transaction costs Alleviating high transaction costs Practice of signing and then negotiating Practice of signing and then negotiating

60 GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS GOING GLOBAL3 3-5 December 08 PROF ALBERT ALOS Thanks to the British Council for organizing this conference


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