Lund University's Strategy for Cooperation with Africa
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Quality Assurance Challenges and Opportunities Faced by Private Universities in Zimbabwe
Journal of Case Studies in Education Quality assurance challenges and opportunities faced by private Universities in Zimbabwe Evelyn Chiyevo Garwe Zimbabwe Council for Higher Education ABSTRACT The study sought to provide an understanding of the quality assurance challenges and opportunities faced by private universities in Zimbabwe. The study analyzed the factors determining provision of quality higher education in private universities and the resultant effects of failing to achieve the minimum acceptable standards. The author employed the case study method which falls within the qualitative research paradigm. The major techniques used were documentary analysis, direct observation and participant observation by the author. The results showed that financial constraints and poor corporate governance were the major factors leading to failure by private universities to uphold high quality standards. The study also highlighted the need for an effective national quality assurance agency in making sure that only institutions with the necessary financial, material and human resources should be allowed to operate as private universities. Key words: Quality, quality assurance, private university, corporate governance Quality assurance challenges, Page 1 Journal of Case Studies in Education INTRODUCTION Private universities in Africa should be considered a potential growth industry, which may generate revenue, employment and other spillovers to the rest of the economy (Nyarko, 2001). In Zimbabwe, private universities started in 1992 in response to the need to fill in gaps in access to higher education. The legislative measures initiated to establish private institutions of higher education also opened doors for the entry of cross-border higher education which is offered through private providers. Kariwo (2007) reported that the private higher education sector in Zimbabwe contributed a small share of enrolments and programme offerings in higher education . -
THE UNIVERSITY of EDINBURGH
THE UNIVERSITY of EDINBURGH 3 February 2020 Professor Julia Buckingham Chair of the Concordat Strategy Group By email to: [email protected] Dear Professor Buckingham Letter of Commitment to the Concordat to Support the Career Development of Researchers I, Peter Mathieson, on behalf of The University of Edinburgh, confirm our commitment to the Concordat to Support the Career Development of Researchers. The University of Edinburgh fully supports the Principles of this revised Concordat and we intend to uphold our obligations and responsibilities as a signatory. Research staff play a vital role at The University of Edinburgh and we are determined to support them to achieve their potential. We were one of the first eight UK universities to be awarded the HR Excellence in Research Award and have a comprehensive Code of Practice for the Management and Career Development of Research Staff. Our engagement in the process of revising this Concordat brought together research staff and allies in support services, Schools and Colleges, and research staff societies. This community will form a Concordat Implementation Group to embed our new responsibilities in core practices ensuring that researchers’ voices are at the heart of our plans. We are excited to work collectively and engage with initiatives to address systemic challenges in progressing towards a UK research system where researchers work in healthy and supportive environments. We agree that researchers should be recognised and valued for their contributions in research and beyond, supported in their professional and career development, and equipped and empowered to succeed in their chosen careers. Professor Peter Mathieson Principal & Vice-Chancellor The University of Edinburgh Old College, South Bridge Edinburgh, EH8 9YL T +44 (0)131 650 2150/49 E [email protected] The University of Edinburgh is a charitable body, registered in Scotland, with registration number SC005336 . -
Gender Center and Gender Mainstreaming
Gender Center and Gender Mainstreaming Educational level: University | Beneficiaries: Students, faculty, and staff Background Assessments of universities such as Jimma University1 and the University of Dar es Salaam (UDSM)2 that found sexual harassment and violence and high attrition of female students played a role in developing gender centers.1 At the University of Western Cape, campus activism on issues including gender imbalances in salary and career development, sexual harassment, and maternity leave and child care contributed to the creation of a gender center.3 In other institutions, national and institutional commitment was key. For example, one of the objectives of the Presidential Working Party to establish Moi University was to develop a gender center, and the university’s 2005-2014 strategic plan committed to incorporating gender issues in policy decision-making processes.4 Makerere University also enjoyed a supportive national legislative environment in Uganda.5 Description Many institutions, including Jimma University, Moi University, UDSM, and Makerere University, note the role of the gender centers in promoting gender mainstreaming. The gender centers, offices, and committees at the institutions included in this review shared some common functions, including gender equality-related policy development, provision of training, skills-building, mentoring, counseling services, networking, information sharing, and research. Some institutions also provide scholarships to female students (Jimma University,6 Makerere University,5 University of Toronto7); facilitate housing for female faculty (Jimma University,6 University of Western Cape3); develop curricula on gender-related issues (the University of Ghana8); and develop proposals for “gender sensitive infrastructure within the University”9 (Sokoine University of Agriculture). The University of Toronto has multiple offices that work on diversity and equity issues. -
Annual Report
2016 ANNUAL REPORT Regional Master’s Degree Programme in Climate Change ACTIVITIES SARUA developed a new three-year strategy for 2017-2020, focused on Capacity Development for LEADERSHIP and QUALITY, adopted by its Executive Committee and members at a Triennial General Meeting (TGM) in September 2016. A new Executive Committee was elected for the three-year period. A Vice-Chancellors Leadership Dialogue E SARUA Regional Master’s Degree Programme in Climate Change B Harmonisation of African HE Quality Assurance and Accreditation [HAQAA] F SARUA Triennial General Meeting C University Leadership and Management Training Programme [UNILEAD] G Education for Sustainable Development D SARUA Digital Universities Programme H SARUA Out and About UNIVERSITIES SEEK UNITED FRONT IN OPEN access DEBate A VC Leadership Dialogue: Open Access What benefits would accrue from more and African Research Publishing in the 21st effective communication of the scholarship in Century the region? In May 2016, SARUA, together with UNESCO, Magna Charta Observatory and the IP Unit at the University of Cape Town The focus on Open Access was triggered by an announcement hosted a Leadership dialogue as a pre-event to Going Global that Elsevier was sponsoring the development of an open access 2016. It was attended by Vice-Chancellors, research executives African megajournal, in collaboration with the African Academy and higher education stakeholders with an interest in Open of Sciences (AAS), the African Centre for Technology Studies, the Educational Resources (OER). Presentations were received South African Medical Research Council and IBM Research Africa. on the South American, European and African This initiative, under the auspices of the Elsevier approaches to open access with an emphasis Foundation, an independent charity founded by on lessons to be learned for a Southern African the company, appears to be doing a lot of the strategy and approach. -
Evaluation Executive Summary CIEE Legon, Ghana Spring 2017 The
Evaluation Executive Summary CIEE Legon, Ghana Spring 2017 The Academic Consortium Board (ACB) of CIEE is pleased to present the following report on the CIEE Study Center Programs at the University of Ghana, Legon. The report of the site visit team was received by members of the ACB. After review, the ACB accepted the report, and presents it to the Academic Consortium. The “Plan for Program Evaluation” is available at http://www.ciee.org. We wish to make clear at the outset that we greatly value the cooperation of the University of Ghana. This report is a review of CIEE's program and not a review or evaluation of the University of Ghana as an institution. The review focuses on the program offered by the CIEE Study Center and on the courses offered by CIEE as part of the program at the University of Ghana. In addition, the site visit team has examined CIEE's relations with the host institution and its analysis has been presented to CIEE staff. I. Evaluation Team members: Maxine Sample, Ph.D., Professor of English and Director of International Education Virginia State University Rebecca Bergren, Dean for Global Initiatives and Director, Center for Global Education Gettysburg College II. Colleagues with whom the Evaluation Team met: CIEE Legon Study Center Staff: Resident Director, Resident Coordinator, and Program Assistants University of Ghana Dean of International Programs Office; Pro Vice Chancellor, Academic Affairs; Ghana Assistant Registrar for International Programs CIEE Legon program faculty; Legon Upals; CIEE Legon program students Three homestay families University of Ghana direct enroll classes (5) CIEE Twi language classes (2) Internship partners: West African AIDS Foundation, Home Community Orphanage, Ghana Anti‐Corruption Coalition, and Anane Memorial International School Program directors of other study abroad programs: ISEP, SUNY‐Legon, and UC‐Berkeley Education Abroad Program (UCEAP) Ashesi University Director, Office of Diversity and International Programs; Provost III. -
University Regulations Handbook
1. GENERAL INFORMATION ON UNIVERSITY OF GHANA Postal Address - P. O. Box LG 25, Legon, Ghana Fax - (233-302) 500383/502701 Telephone - (233-302) 500381/500194/502255/502257/ 502258/500430/500306/514552 E-mail - [email protected] [email protected] Overseas Address - The Overseas Representative Universities of Ghana Office 321 City Road, London, ECIV ILJ, England Tel: 44 (0) 207-2787-413 Fax: 44 (0) 2077-135-776 E-mail:[email protected] Language of Instruction - English 1 UNIVERSITY OFFICERS PRINCIPAL OFFICERS Chancellor - H. E. Kofi Annan Chairman, University Council - Professor Yaw Twumasi Vice-Chancellor - Professor Ebenezer Oduro Owusu OTHER OFFICERS Pro-Vice-Chancellor - Professor Samuel K. Offei (Academic and Student Affairs) Pro-Vice-Chancellor - Professor Francis N. A. Dodoo (Research Innovation and Development) Registrar - Mrs. Mercy Haizel Ashia University Librarian - Professor Perpetua Sakyiwa Dadzie PROVOSTS College of Basic and Applied Sciences - Professor Daniel K. Asiedu College of Education - Professor Michael Tagoe (Acting) College of Health Sciences - Professor Patrick F. Ayeh-Kumi College of Humanities - Professor Samuel Agyei-Mensah DEANS Student Affairs - Professor Francis K. Nunoo International Programmes - Professor Ama De-Graft Aikins School of Graduate Studies - Professor Kwaku Tano-Debrah College of Basic & Applied Sciences School of Agriculture - Professor Daniel B. Sarpong School of Biological Sciences - Professor Matilda Steiner-Asiedu School of Engineering Sciences - Professor Boateng Onwuona-Agyemang School of Physical -
Causes of Low Student Enrolment at the Zimbabwe Open University's Harare
Turkish Online Journal of Distance Education-TOJDE April 2015 ISSN 1302-6488 Volume: 16 Number: 2 Article 8 CAUSES OF LOW STUDENT ENROLMENT AT THE ZIMBABWE OPEN UNIVERSITY’S HARARE-CHITUNGWIZA REGION FOR THE PERIOD 2008-2013 David BISHAU Zimbabwe Open University, Faculty of Arts and Education Harare, ZIMBABWE Wellington SAMKANGE Zimbabwe Open University, Faculty of Arts and Education Harare, ZIMBABWE ABSTRACT The focus on Open and Distance Learning (ODL) has given people an alternative to acquiring and developing skills in areas of their choice especially those related to their jobs. While its introduction was met with different responses, it could be noted that in some cases ODL has been viewed with scepticism and in others it has been received with excitement and hope. Such euphoria and hope has in some instances contributed to an increase in enrolment in higher institutions of higher learning that offer the ODL model. However, these high enrolments have not been sustained in the case of the Zimbabwe Open University, Harare- Chitungwiza Region. There has been a decline in enrolments over the past five years. This study sought to identify the causes of low student enrolment at the Zimbabwe Open University’s (ZOU) Harare- Chitungwiza Region was conducted. The study used the qualitative research methodology, guided by the grounded theory paradigm as it sought to answer the questions about ‘why’. Data were collected through open-ended questionnaires, interviews, participant observation and through the social medium. The data were collected from current students, inactive students and alumni. Data were analysed through open coding and axial coding. -
Why Kenya's Decision to Appoint 'Corporate' Chancellors Won't Fix Universities
Why Kenya's decision to appoint 'corporate' chancellors won't fix univers... https://theconversation.com/why-kenyas-decision-to-appoint-corporate-... Why Kenya's decision to appoint 'corporate' chancellors won't fix universities Ishmael Munene The choice of chancellors appointed to head universities is a good indicator of the direction in which the state seeks to steer its institutions. It can foster or erode autonomy and shared decision-making. This has been a big issue in Kenya for decades. But the country isn’t alone. The balance between university autonomy and politicisation is relevant everywhere. In the British tradition, which Kenya generally applies, the university chancellor is a ceremonial head of a university. This titular head is usually a prominent citizen, a business or political leader. The executive academic and administrative head of the university is the vice-chancellor. Since independence the chancellors of public universities have either been heads of state or their appointees. They preside over graduation ceremonies, can give advice to the university councils, and make recommendations to the cabinet secretary of education. In theory the chancellor is a ceremonial position. But in practice Kenya’s chancellors are able – and even expected – to steer their universities in specific directions. This power is underlined in the three epochs that characterise the evolution of public universities’ chancellorship in the country. These are the political chancellor; the academic chancellor; and, more recently, the corporate chancellor. The corporate chancellor, common since 2013, is a response to mounting financial challenges facing Kenyan universities. The appointees include successful bankers, businessmen, corporate chief executives, industrialists and philanthropists. -
Research Article the Challenges of Student Affairs at Kenyan Public Universities
Journal of Student Affairs in Africa | Volume 1 (1&2) 2013, 33–48 | ISSN 2307-6267 | DOI: 10.14426/jsaa.v1i1-2.34 research article The challenges of student affairs at Kenyan public universities Tamara Yakaboski* and Matthew Birnbaum** Abstract Kenya is increasingly turning to the promise of mass higher education to help solve a range of economic and social issues. These efforts have had profound effects on university students, faculty and professionals who provide the vital student support services necessary for academic success. This case study explores the challenges that face Kenyan student services professionals within the context of the country’s history and cultures. Kenya’s student service professionals face four major challenges: the increasing costs of attendance, the resulting impact on student behaviours and actions, lack of training and senior leadership, and regular campus closures. Keywords student affairs, accommodation, student housing, student services, university environment, higher education. The challenges of student affairs at Kenyan public universities Kenya is increasingly turning to the promise of mass higher education, meaning a shift from an elite to an open system of access, to help solve a range of economic and social problems (Jowi, 2009; Kenya Vision 2030, 2007). The national government has made its commitment to post-secondary education evident through the addition of over 25 public universities and constituent colleges since 1994 and its adoption of policies encouraging rapid enrolment growth in nearly all post-secondary institutions. Between 2010 and 2013, Kenya made nearly 20 constituent colleges and branch campuses into stand-alone universities. Even with this growing capacity, Kenya’s demand for access to affordable higher education far exceeds the system’s ability to deliver quality instruction and student support (Ngolovoi, 2010; Owuor, 2012). -
Guidelines for Admittance of a Docent at the Faculty of Theology, Uppsala University
TEOLFAK 2021/23 Guidelines for Admittance of a Docent at the Faculty of Theology, Uppsala University Set by the Board of the Faculty of Theology on 15 December 2000. Latest revision on 1 June 2021. UPPSALA UNIVERSITY GUIDELINES FOR ADMITTANCE OF A DOCENT 2021-06-01 TEOLFAK 2021/23 Table of contents 1. Docentur significance and implications 3 2. Requirements for admittance 3 3. Grounds for acceptance 4 3.1. Academic accomplishments 4 3.2. Pedagogical skills and achievements 5 4. The processing of the application 5 Appendix: Template for application 8 2 UPPSALA UNIVERSITY GUIDELINES FOR ADMITTANCE OF A DOCENT 2021-06-01 TEOLFAK 2021/23 1. Docentur significance and implications Those qualified to be accepted as docent1 will have completed a doctoral degree, or have an equivalent level of competence and will also display requisite levels of academic and pedagogic proficiency. Local rules for skills evaluation have been set by the Vice Chancellor of Uppsala University on 2000-04-11, ref.no. 1794/98. The Faculty Board accepts unremunerated docents within the research areas of the faculty. A docentur in a subject means that the holder of the title has documented independent research capacity and teaching skills as well as possessing a significantly higher level of academic competence than is required for a doctoral degree. A docentur is unremunerated and is not tied to nor does it entitle employment at the university. The Faculty of Theology recognises applications for docentur in: - History of Religions and World Christianity - History of Religions - World Christianity - Empirical-practical Studies of Religion and Theology - Sociology of Religion - Practical Theology - Didactics of Religion - Biblical Exegesis - Hebrew Bible Exegesis - New Testament Exegesis - Church History and Mission History - Church History - Mission History - Systematic Theology - Studies in World Views and Christian Theology - Islamic Theology - Ethics - Philosophy of Religion 2. -
Case Study: Manchester-UMIST
Case Study 4: The University of Manchester and the University of Manchester Institute of Science and Technology Introduction 1.This case study is about the process leading up to the merger between the Victoria University of Manchester (VUM)) and the University of Manchester Institute of Science and Technology (UMIST) which was agreed by the Councils of both Institutions in March 2003. It is to be implemented from October 2004 as the Courts of both Institutions have agreed to petition for a new Charter to replace both existing charters. History and Background 2. Both VUM and UMIST share much common ancestry and until 1994 they retained a formal, closely collaborative, relationship. UMIST had been the Faculty of Technology of VUM and had awarded VUM degrees. UMIST’s computing services were supplied from VUM and the two libraries collaborated through a consortium arrangement involving other Manchester institutions (the Consortium of Academic Libraries in Manchester – CALIM). However, UMIST had its own Charter and had always been a distinctive separately funded institution. 3. In 1994 UMIST ‘felt no need to continue within the formal relationship’ and decided and approval was granted for it to award its own degrees. For a time students were able to choose which degree they wanted - VUM or UMIST. However, academic and support links persisted. Among others there was a federal School of Management, joint Department of Materials Science, and joint services including careers, counselling and accommodation. 4. During the late 1990s, UMIST saw the need to emphasise its separate identity and, in particular, to expand its activities in the life sciences. -
Principles on National Security and the RTI Participants
Principles on National Security and the RTI Participants Sandra Africa Sandra (Sandy) Africa is an associate professor in Political Sciences at the University of Pretoria in South Africa, and the head of the Institute for Strategic and Political Affairs (ISPA) at the University. She is also the vice- chairperson of the African Security Sector Network, a pan-African forum of scholars, policy advocates and security practitioners who have a common interest in promoting security sector reform in Africa. Sandy regularly facilitates training programmes in governance for stakeholders in the South African, Southern African and African security sectors. She is the author of Well-kept secrets: The right of access to information and the South African intelligence services published by the Institute for Global Dialogue and the FES in 2009. She was recently appointed as a fellow of the Carnegie Council for Ethics in International Affairs. Sayeed Ahmad Sayeed Ahmad is the country program manager at Asian Forum for Human Rights and Development (FORUM-ASIA), a Bangkok based regional Human Rights organization with 47 member organizations from 16 Asian countries. Sayeed looks after the organization’s human rights advocacy activities for those Asian countries, especially in the area of Freedom of Expression and Freedom of Peaceful Assembly and Association. Sayeed is a lawyer, who worked in Bangladesh for many years with national human rights organizations as well as the National Human Right commission (NHRC). Camila Asano Camila Asano is the coordinator of the Foreign Policy and Human Rights Project at Conectas Human Rights. She has been working for eight years at the institution, initially focusing on research areas and now on international affairs.