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National Strategy for the Development of Higher Education in Yemen

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National Strategy for the Development of Higher Education in Yemen NATIONAL STRATEGY FOR THE DEVELOPMENT OF HIGHER EDUCATION IN YEMEN Ministry of Higher Education and Scientific Research 2005 TABLE OF CONTENTS EXECUTIVE SUMMARY ......................................................................................3 PART I: INTRODUCTION ....................................................................................8 Objective of the Study...................................................................................................................8 Methodology..................................................................................................................................8 Definition and scope..................................................................................................................10 Economic environment.............................................................................................................12 PART 2: THE HIGHER EDUCATION LANDSCAPE .........................................14 A: MAIN FEATURES AND ISSUES .........................................................................................14 B: SWOT ANALYSIS ..................................................................................................................46 C: SUMMARY OF MAIN ISSUES .............................................................................................51 PART 3: VISION AND MISSION.......................................................................58 PART 4: ANALYSIS, OBJECTIVES AND ACTIONS .......................................62 KEY STRATEGIC OBJECTIVE 1 .............................................................................................62 KEY STRATEGIC OBJECTIVE 2 .............................................................................................76 KEY STRATEGIC OBJECTIVE 3 .............................................................................................81 KEY STRATEGIC OBJECTIVE 4 .............................................................................................95 PART 5: IMPLEMENTATION AND RESOURCE IMPLICATIONS .................112 Appendix 1 – Bibliography...................................................................................................................115 Appendix 2 - List of workshop attendees.........................................................................................116 Appendix 3 - List of those with whom meetings held ...................................................................117 Appendix 4 - Universities and colleges to which visits made ....................................................118 Appendix 5 – Snapshot of the Yemeni economy ...........................................................................119 Appendix 6 – Educational and strategic context............................................................................131 Appendix 7 – List of public universities, with student numbers, by college ..........................142 Appendix 8 – List of private universities, with student numbers, by faculty..........................150 Appendix 9 – Physical resources at the Engineering College of Sana’a University.............151 Appendix 10 - Mainstreaming gender in the national strategy...................................................158 Appendix 11 – Glossary and list of abbreviations .........................................................................164 2 Executive Summary Yemen needs a dynamic, efficient and high quality higher education system. Its natural resources are not as extensive as many of its neighbours’, and it will depend on the exploitation of its human resources if it is to develop into a successful 21st century economy and society. Its universities will be central to this. Moreover, the number of secondary school graduates will increase by possibly four or five times in the next two decades, and the higher education system will need to expand to meet this additional demand. The Yemeni Government’s vision is of a higher education system that will lead the nation’s development – economically, culturally, morally and socially. It should offer students the education they need to enter the employment market as highly qualified manpower, while developing them as individuals and citizens. It should conduct research that will be of value to Yemeni industry and society, and it should put its resources to the service of the Yemeni people more generally. To do all this successfully Yemen’s higher education system is in urgent need of renewal and updating. At present it suffers from a number of weaknesses. Most striking, the outputs of the higher education system do not correspond to the inputs. The resources from which it benefits – while low in absolute terms – are not out of line with other countries in the Arab world – and indeed are higher than many other countries at a similar stage of development. In terms of GDP devoted to higher education, Yemen comes out relatively well. But a constant complaint is that students are inappropriately taught and there is very high unemployment among graduates.1 That is doubly wasteful. It wastes the resources that have been invested, and it also means that Yemen is not benefiting from the highly qualified manpower that it has. 1 It needs to be noted, though, that with regard to graduate unemployment there are both supply and demand factors at play. Improving the quality and relevance of tertiary education programs alone will not be sufficient to solve the problem of graduate unemployment. Rapid demographic growth and the absence of effective job creation policies play their part too. 3 Yet even on the input side, staff:student ratios are very unfavourable, leading to a poor pedagogy and outcomes. Moreover despite apparently significant increases in the investment budget for higher education, much of the plant and equipment is very poor and quite inappropriate to teach the professionals of the 21st century. It is clear that resources are being allocated and used sub-optimally. More resources will be required both for recurrent expenditure and capital investment (in particular the renewal of laboratories, libraries, equipment and other facilities). And these additional resources will need to be provided both by the Government, by students themselves and by universities’ own efforts. But it is essential that the money that is available – however much that is – should be spent well. This will require a review of the programs for which it is provided and changes in the method of distribution, as well as greater efficiency in the way it is spent by universities themselves. A key reason for this sub-optimal use of resources and disappointing outcomes is that the governance arrangements are unsatisfactory. Universities are severely constrained in the decisions they may take about the use of their funds. Moreover, the Government Ministry with ultimate control over universities is not the Ministry of Higher Education and Scientific Research, but the Ministry of Finance. Furthermore, there is no single or even coordinating responsibility for planning tertiary education. Several different ministries have related but uncoordinated responsibilities for the different institutions that provide tertiary education. This leads to waste and it means that decisions about the development of the system as a whole are made in an unplanned way. A fundamental strategic aim for higher education in Yemen should be to improve the governance of the higher education system – between ministries and within universities – to ensure that decisions are taken at an appropriate level and in an appropriate place – to enable the best possible decisions to be taken for the development of individual institutions and the system as a whole. At national 4 level, and in due course, the responsibilities of the ministries need to be rationalized – possibly under an expanded Ministry of Education, or with the creation of a new Ministry of Tertiary Education. This may not be something that can be achieved in the short term, and in that case, and as an immediate priority, some coordinating mechanism is needed. At university level, university leaders and individual members of staff need to feel empowered and committed, and universities’ own governance needs to be reformed to make them more accountable and responsive to the needs of Yemeni society. Universities also need to ensure that they have the skills and knowledge necessary for effective self-management. As a first step, and as a pilot, two universities should be required to make proposals to the Ministry of Higher Education and Scientific Research for the reform of their management and governance. Subject to a successful pilot, this could provide a model for the rest of the sector. An important part of these pilots will be to enhance the capability of the staff within the institutions concerned, to develop the knowledge and skills needed to exercise autonomy. Subject to this, the role and functions of the Government – and the Ministry of Higher Education and Scientific Research in particular - should be to oversee the strategic development of the sector and the regulation of the institutions within it. Universities should have day to day responsibility for running their own affairs within a strategic framework. This will include moving from line-item budgets to a block grant, and enabling universities to raise and keep their own funds. The price of greater autonomy will be increased accountability, transparency and expectations of better outcomes – both for universities
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