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3 |
Financial Requirements and Resources for
the Future AKU |
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3.2.2 |
IED and Education in AKUs |
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Future In Section VII C.2 of this report we affirmed
that AKU should have a continuing concern with improvement of
education at all levels in the developing and Muslim worlds,
and we viewed the Institute for Educational Development as a
strong start in that mission. The funding of IED through 1999
[assuming there was one year slippage in the start] will require
$ 13 million, about 85% of which has been committed by international
agencies. Thus, after seven years, IED must be re-financed if
it is to continue. One possible future policy for AKU would
be to assess the chances of IED's work being carried on by others
and elsewhere. If IED's success has made these chances good,
AKU might then conclude it had served its mission in creating
a good model and turn to other ventures in education. We do
not think this a likely outcome and assume that IED will continue
in some form in AKU's future in education. |
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We have envisaged the possibility that IED will
continue, into the first decades of the next century, in somewhat
the pattern in which it has begun, with Professional Development
Centres continuing as a major feature of the programme. We write
Centres in the plural because we expect the centre- at the Sultan
Mohamed Shah School and the projected one in the Northern Areas
to continue under AKU-IED responsibility. We have already heard
of another being projected in Pakistan and of the possibility
that one might be established in East Africa. We doubt that
IED should go beyond direct responsibility for more than three
PDCs, though we recognise there will have to be others if a
wide impact on educational quality is to be achieved through
this means. Expanding IED's efforts even to three PDCs would
involve financial and administrative burdens that might threaten
the pursuit of other interests. As we have described, IED also
is moving beyond its initial focus on teacher training and is
being importuned to take on numerous responsibilities. We argued
in Section VII above that response to these opportunities might
make IED into a valuable and productive source of educational
development in the developing and Muslim worlds. But we also
said that it should be well paid for the services it undertakes
and that it will have to balance the rewards of new commitments
against its responsibilities for research and high quality instruction.
The potential for international support demonstrated in the
establishment of IED may be somewhat weakened in the future
but is unlikely to wither seriously. IED may thus grow well
beyond the minimal size for its worthwhile continuation, in
happy demonstration of its pertinence and value. We do think
this is a serious possibility. It would have the usual hazards
faced by academically based centres of becoming a mere "job
shop" without independent and continuing intellectual agendas
of its own. It will take vigour and fortitude for the leadership
of the future IED to exploit this possibility, but it could
make AKU a source of creative services to Third World education,
while reducing IED's demands on general university funds. |
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We have not tried to confine AKU's future in education to
a single possible pattern. While IED started in a posture
hostile to the development of a School or Faculty of Education
in AKU, we do not exclude this latter possibility. We have
argued, however, that such a School or Faculty ought not to
become a large-scale provider of education for beginning teachers
and it should, like other components of AKU, have serious
intellectual objectives pursued in a research programme. There
are already evidences of mutual desires on the part of IED
and the Faculty of Health Sciences staff for closer relations
and we should suppose that in the coming years these relations
will grow and the establishment of an Institute of Human Development
will further strengthen them. Except through contracting and
consulting income, education is not a field in which lucrative
sources of income may be expected. We thus think that the
development of a worthwhile Faculty of Education would be
financially a more demanding undertaking than continuation
of the IED pattern, especially since the Commission has been
concerned throughout its deliberations that strong intellectual
purposes be maintained in IED or whatever form the educational
commitment of AKU may take.
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Given the uncertainties in the evolution
of AKU's commitments to the field of education, it is not easy
to estimate the basic financing it would have to have to assure
a worthwhile enterprise. In the closing year of its present
funding IED will have a $ 2.9 million core budget (net of IDRC
and other possible funding). While the pattern of future staffing
and overseas relations will certainly differ, we believe
a somewhat larger annual budget of, say, $ 4 million per annum
should suffice, if properly deployed, to undergird an AKU programme
in education, which might, of course, grow considerably larger
as the years pass. Some endowment or other source of relatively
freely disposable income will be necessary to the growth of
this part of AKU. The idea of building a substantial endowment
for IED has been mentioned in our discussion. We think it too
early to make such a specific commitment to an as-yet very young
pattern for AKU's work in education. But we do believe that
some endowment for education in AKU will assure constancy of
purpose and help the University avoid being excessively driven
by external funders' desires and preferences. |
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3.2.3 |
An Institute of Islamic Civilisations |
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We have given high priority to a component of
AKU that would carry forward its mission as a Muslim university.
We have proposed an Institute of Islamic Civilisations, which
despite its importance would not be a large part of AKU. In
its initial period, we conceive that a small group of perhaps
five senior and junior scholars, with appropriate support staff,
and funds for fellowships and visiting scholars would serve
to launch this undertaking. While the Institute would have important
educational functions from the start through its writings and
consultations, and as a high-quality research centre would attract
and train specialists in its field, we do not anticipate that
it would directly teach large numbers of students. (We anticipate
that instruction on Islamic Civilisations within AKU might ultimately
fall mostly in the Faculty or College of Arts and Sciences we
are proposing.) In its full development some years hence, we
conceive that the Institute might be staffed by a minimum of
five seniors and five juniors, plus visiting researchers and
professors, and graduate fellows. |
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The location of this Institute in Europe means
that larger costs would be entailed for personnel, space, and
other needs. The estimates we have made run about $ 3.5 million
per annum in recurrent costs, assuming the use of rented space.
In the initial start-up period, we estimate annual costs of
$ 1.7 to $ 2 million. |
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The interest of foundations in better 3.2.5 under-standing
of Islamic movements and the tensions that have arisen over
them gives us strong reason to think that this component of
AKU could attract important support in its initial years and
perhaps for much longer. It is also possible that collaboration
with other universities and research centres may provide significant
help in the mounting of symposia and other activities that will
be needed to give direction and prominence to AKU's effort.
These sources of support will however leave a substantial dependence
on other AKU resources, from endowment income or consumable
gifts. |
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3.2.4 |
The Institute of Human Development |
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The Institute of Human Development we have proposed
would have close relations with the Faculty of Health Sciences
and the Institute for Educational Development of AKU. While
the staff of these parts of AKU are now heavily engaged in other
duties, we anticipate in future that then will be able to contribute
to this Institute's work. There will still, however, be significant
additions to staff needed. We have made estimates on the assumptions
that as many as six senior and severi junior staff will be needed
(perhaps half expatriate and half local). With provision for
other costs and for the graduate student and networking linkage,
we anticipatc core budgets in the range of $ 2 to $ 3 million
per annum. Engagement in the experimental intervention programmes
we anticipate could considerably increase the budget as we hope
and expect they will; but we also assume that theN would be
only undertaken with special grant funds over and above the
core budget. |
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The chances of securing some of the needed funding
for this Institute front international agencies appears to us
very promising. It would be engaged in activities 44 the sort
that have attracted international funding for Community Health
Sciences and IED. Its concern with the effects of childhood
nurturauce and experience links it to one of the strongest and
most stable interests of international aid programmes in recent
decades. We may also hope that the originality of this approach
to the problems of developing countries may attract donors.
There will, nonetheless, be some fraction of the core budget
- probably more than half that will require more than project
funding. |
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3.2.5 |
The Institute of Economic Growth and Society |
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The Institute of Economic Growth and Society could
begin as a small unit of AKU, having only two to four senior
and half a dozen junior staff to start. It would need to grow
larger to be a strong and significant centre for creative work,
and in estimating its future core budgets we have assumed six
senior and seven junior staff,,with more than half the seniors
on expatriate terms. We would, of course, hope and expect that
the Institute in a few years time would have attracted attention
and funding that would enable it to mount consulting and training
programmes that would bring it to a scale much larger than the
core budget of S 2 to $ 3 million we estimate it will need (without
provision for capital costs) |
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Income for this component of AKU may come from
: (1) contracts for research or planning exercises; (2) fees
for consultations; (3) research Uff ants; (4) fees for training
programmes. We would expect that, if the AKU Institute achieves
the quality and distinction it should, these sources of income
might in the course of a few years become a very substantial
fraction of the total costs. The experience of the Harvard Institute
for International Development indicates that an academically
based organisation in these fields can be largely self-supporting.
Even it, however, had difficulty establishing a satisfactory
record of academic distinction and contribution. One may thus
expect that the AKU Institute on Economic Growth and Society
will need a significant basis of support beyond what it recovers
from fees and direct grants. At the start, full support from
University funds is likely to be necessary, though imaginative
designs may attract donors to share in the initial build-up.
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3.2.6 |
The Institute of Planning and Management
for Human Settlements |
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As we explained in Section VII C.6, we believe
that AKU should aim to extend the education and research it
otherwise will provide on architecture and development to include
an Institute of Planning and Management of Human Settlements.
Given the heavy demands other new proposed components will impose
on AKU's energies and resources in the next decade, we have
not seen this Institute as an early development. We think its
initiation may be postponed for ten years or so, but should
come at some time within the twenty or thirty year period we
have been contemplating. |
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Deferment of the start for this Institute has
kept us from detailed consideration of the agenda and staffing
it should have. Assuming, however, that it might, like others
we are proposing, be effective at a relatively modest size,
we have thought it might also have a core budget of $ 2 to $
3 million per annum. |
