Establishing a national university has been widely perceived by smaller developing countries as a means of visibly taking ownership of the country’s economic, social and cultural development. A national university, funded and directed by...
moreEstablishing a national university has been widely perceived by smaller developing countries as a means of visibly taking ownership of the country’s economic, social and cultural development. A national university, funded and directed by the government, can be charged with meeting local labour market needs, addressing social and ethnic inequality, and preserving and celebrating national and cultural identity. National universities were often established in the early years of post-colonialism, to mark the birth of a newly independent nation – most notably, the National University of Singapore.
In the Pacific, 12 small nation states uniquely cooperated to set up and jointly manage a multi-campus regional university, the University of South Pacific (USP), in 1968. Loosely modelled on the regional University of the West Indies, USP is funded by its 12 member countries, with donor aid from Australia and New Zealand. Despite the existence of USP, however, the larger Pacific Island Countries, notably Fiji, Samoa, the Solomon Islands and Tonga have all subsequently established their own national universities. The newest, the National University of Vanuatu, was launched at the start of 2020.
Building a credible national university that meets the needs of multiple stakeholders, often with the limited financial resources of small developing country, presents a raft of challenges. This paper, using a critical ethnographic methodology, examines the lessons from the first ten years (2010-20) of Fiji National University, from the perspective of a researcher who served as vice-chancellor from 2016-20.
Critical self-reflection as a research methodology has inherent weaknesses. Unlike ethnographic methods which employ first-hand observation of participants, when the researcher is an active participant in events there is a natural tendency for him/her to interpret cause and effect in ways which overemphasise the significance of the actions taken or show the researcher in the best light. However, when undertaken critically in a reflexive way which acknowledges and articulates the researcher’s own biases, this methodology offers a uniquely deep insight into the challenges of institution-building in a Pacific context.
The paper identifies a number of obstacles to executing the vision of a national university. Some are common to the creation of new universities by merging smaller, constituent colleges which has taken place in other countries, notably the UK when the polytechnics were established in the 1970s. These include forging a common organisational culture, upskilling or reskilling academic faculty for their new roles, and strengthening teaching and research without destroying earlier traditions of vocational training and employability.
Others are more specific to developing countries, which include the almost complete dependence on public funding to support operational and capital spending, as well as providing financial support for students. This creates an acute financial vulnerability to a weakening of the fiscal position, which is exacerbated by the fact that the tax bases in many small island economies are heavily reliant on international tourism. It also inevitably fosters an unhealthy dynamic between the university’s management and the government, on whose patronage the fortunes of the university’s finances rest.
Finally, it finds that some challenges are more distinctively Pacific, or even Fijian, in nature. These include the bonds of kinship and respect for elders, which are often unacknowledged but sometimes in conflict with ‘imported’ management practices and even national legislation based on international ‘good practice’. Ever present is the spectre of neo-colonialism, when the templates for organisational management and the benchmarks for success are uncritically adopted from the dominant Humboldtian model of higher education as a teaching-research nexus. This threat is magnified by the pressure on newly-established universities to appoint senior academic managers trained outside the region, who unconsciously become a conduit for the transmission of Western academic values.