Nico Cloete Addis Ababa September 2013

Africa Needs Strong Universities 1.The importance of knowledge and higher education for sustainable development is global, even though there are contextual and regional differences 2.The sustainable, long-term beneficial contribution of knowledge to development is indirect, not direct 3.It is knowledge generative capacity that underlies all sustainable development 4.Traditional role: Training professionals (national) - community service (development aid) 5.Knowledge production (outsourced) 6.OECD definition 1.Input - Masters, PhD enrolments, staff qualifications 2.Output - Masters and PhD graduations, publications (indicators of non-published research)

Network: about 50 participants, 12 countries, in 5 th year Three successful (OECD) systems that link HE and development: Finland (Europe), South Korea (Asia), North Carolina (US) African countries and flagship universities (academic core) ◦ Botswana – University of Botswana ◦ Ghana – University of Ghana ◦ Kenya – University of Nairobi ◦ Mauritius – University of Mauritius ◦ Mozambique – Eduardo Mondlane ◦ South Africa – UCT ◦ Tanzania – University of Dar es Salaam ◦ Uganda – Makerere University 3 Higher Education Research and Advocacy Network in Africa (HERANA)

Masters graduates 2001, 2007,

5 Doctoral graduates 2001, 2007, 2011

6 Doctoral enrolments versus graduates

7 Peer reviewed publications 2001, 2007, 2011

8 Proportion of all scientific papers published in 2001 written by authors living there

9 Senior academics at professor and associate professor level as % of total permanent academic staff 2009, 2011

Case studies for strengthening research Five case studies: UCT, UKZN, Fort Hare (UFH), NMMU, TUT UFH – strong on history, poor on performance Apartheid – political turmoil and relatively good funding New SA – reduced funding, increased market competition First University under administration Vision: teaching and research excellence New leadership in 2006, strategic plan UFH wanted to avoid being classified a low-ranking SA teaching institution by CHET

11 University of Fort Hare Research RESEARCH INPUTS Change 2011 vs 2007 Doctoral enrolments % Permanent academic staff % Permanent academics with doctorates % RESEARCH OUTPUTS Change 2011 vs 2007 Research articles % Research conference proceedings349200% Research books794-43% Research masters graduates % Doctoral graduates % Weighted research subsidy total %

12 A differentiated public university system

Strengthening research activities/functions 1.Concentration of research –themes/groups 2.Develop researchers – staff with doctorates, support junior academics 3.Publication skills – methodology, writing 4.Incentives and rewards – direct and indirect 5.Intellectual property and commercialization – grant management 6.Contribute to institutional policy 7.Building research culture – developing to strengthening Development – Support - Incentives

General observations 1.Strong case for research management 2.Strong indications of following international trend of mimetic normative isomorphism 3.Expanding the professional class without proper assessment of institutional context 4.Need to bring research into the research management – copying ‘best practice’ stories is not enough 5.While promoting managerialism, confused methodology about measuring ‘’success’’ of the research office

Academics recently conducted a survey amongst themselves and compiled a report which contained multiple criticisms of the university’s operations, including a top-heavy bureaucratic system and a growing deficit in academic staff numbers: ◦ “the present structure has never been reviewed, instead it has grown bigger and bigger, which is why presently there are more than 25 directors, numerous deputy directors, assistant directors and managers. The governance structure is top-heavy and therefore contradicts the vision and mission of the University, and is not properly aligned to its core business.” (UB Academic Staff 2012: 1) At the University of Botswana, academics want the university to re- focus on its academic mission. 15 Critique of the managerial culture at the University of Botswana

Nico Cloete