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Ethiopia's higher education reform initiatives underscore the importance of leadership and management in implementing sectoral and institutional efforts to address the various challenges facing the sector. As will be obvious to many, the significant influences of leadership in the success or failure of reform initiatives and the creation of institutions remain critical.
Although the need for well-trained and competent academic staff at all levels of the Ethiopian higher education system has been recognized, efforts to address this concern have for too long focused on the individual training that was lacking. Orientation, continuity and broad coordination.
This led to the creation of an Ethiopian Institute of Higher Education (EIHE), which is ongoing since 2017 as part of a collaboration between the Ministry of Education and the Ministry of Education. Education, the German Federal Ministry for Economic Cooperation and Development via GIZ-Ethiopia. and the University of Addis Ababa
EIHE was officially inaugurated on June 8 and is the third institute of its kind created to work at the system level for the purpose of to improve the country's higher education system. The other system-level institutes created a decade and a half ago are the Agency for the Relevance and Quality of Higher Education (HERQA), which plays the role of National Quality Observatory. , and the Strategy Center for Education. responsible for conducting sector research and developing policies and strategies.
EIHE was warmly welcomed by a wide range of stakeholders who recognize the need for such an institution in the sector. They view the creation of the institute as an important step in system support and the development of evidence-based strategic plans for this fast "mbadification" system. However, its success and, above all, its sustainability depend on how it is designed and structured.
Rationale and Responsibilities
EIHE is primarily mandated to contribute to the effective and efficient implementation of education policies, strategies, plans and programs through the development of leadership capacities and management in the sector. The institute aspires to be recognized in 2022 as a leading national center for leadership and management of higher education.
EIHE launched its first training session three days before its inauguration, welcoming deans from colleges, faculties and institutes of universities across the country. . Topics covered in the training module include leadership and governance; innovation management; strategic management; organizational and change management; organizational culture and leadership skills; quality management; diversity management; Human Resource Management; and conflict management.
The institute plans to host up to four cohorts a year. Currently, hundreds of Ethiopian leaders and higher education officials could benefit from this opportunity. The EIHE also aims to help candidates pbad on their training to other leaders within their respective institutions.
While leadership and management remain the most critical areas of the Ethiopian higher education sector, the exclusive interest of EIHE for this aspect may not be fully satisfactory. . Since EIHE has the potential to become an institution engaged in other strategic tasks such as research, publication and strategic advice, it is important to explore niches – and d & # 39; avoid overlapping responsibilities with other similar organizations in the sector -. at the institute
Modalities of training
The institute's training modules are tailor-made on the basis of a preliminary examination and d & # 39; an badysis of local needs. The packages combine global dimensions with local realities and respond to the concerns of Ethiopian higher education leaders who are frustrated by standardized training modules that are made in advance.
Trainees are exposed to global developments in the sector, but they also need to think about their local situation by better understanding their challenges and arriving at decisions that best fit their context. Simulations, projects, peer counseling and experience sharing are integrated as a major training approach. Trainees also have the opportunity to participate in what is called a higher education laboratory, a platform for dialogue and advice for international and local speakers.
Currently, experienced international experts from institutions such as CHEPS Policy Studies in the Netherlands) and CHE (German Center for Higher Education) are involved in the training. It is expected that Ethiopian trainers will gradually badume full responsibility in the future.
Organization and Governance
The institute, which intends to meet the needs of private and public institutions of the country, is housed. at the University of Addis Ababa – the country's flagship university. The various research institutes, educational colleges, libraries and other resources of the university can bring an additional benefit to the EIHE in terms of the tasks that it wishes to engage in the present and the future.
However, administering a national institution as part of another institution with own mandates and a bureaucratic culture – such as budgeting, procurement, and hiring – may not be a task easy. This tension could impact efficiency and flexibility as the Institute will expand its activities in the future.
The need for sustainable resources for a budding institute such as EIHE is obvious. EIHE currently draws its major resources from the University of Addis Ababa and from the German Federal Ministry for Economic Cooperation and Development under the Training and Sustainable Education Program of GIZ-Ethiopia (STEP). The University of Addis Ababa provided office space and operational support; he also appointed an executive director. GIZ, through its STEP program, provided financial support for both the first training session and the launch of the Institute, and appointed a Director General who reports to the Executive Director.
Sustained Success
The success of such a young institute with important responsibilities depends on the sustained support of the government, institutions of higher education and universities. other stakeholders through ideas, resources and financial support. In anticipation of future challenges, mechanisms should be sought to provide the ISSE with reliable sources of revenue and other internal revenues that it may be encouraged to generate in the future.
Institutions of higher education and the sector as a whole realize the importance of EIHE. address the different challenges facing the Ethiopian higher education system. However, the current state of affairs is more about an institution in the making than a fully fledged institute ready to serve the sector with all the capacity and vigor.
Although the willingness of the stakeholders that enabled its implementation requires recognition, much remains to be done to resolve the outstanding issues that may be obstacles to the success of the EIHE initiative. The issues of governance, autonomy and resources, which call for an immediate response to ensure the viability of the institution and ensure its continuity, are at stake.
I would like to thank Professor Damtew Teferra, of the University of KwaZulu Natal, and Dr. Abebaw Yirga, Executive Director of the Ethiopian Institute of Higher Education, for their comments and suggestions on an earlier version of this article.
Wondwosen Tamrat is an badociate professor and founding president of St Mary's University in Addis Ababa, Ethiopia. It is affiliated with the Private Higher Education Research Program (PROPHE) headquartered at the State University of New York in Albany, United States. His email addresses are: [email protected] or [email protected].
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