Beyond Elitism: My Contributions to Establishing True Universities in Papua New Guinea

“Nations fail because their extractive economic institutions do not create the incentives needed for people to save, invest, and innovate. Extractive political (and educational AS) institutions support these economic institutions by cementing the power of those who benefit from the extraction.”

― Daron Acemoğlu, quote from Why Nations Fail: The Origins of Power, Prosperity, and Poverty.”

Introduction

In February 2012, I,  took on the role of Vice Chancellor at Papua New Guinea University of Technology (PNGUOT), with the goal of transforming it into a true university that serves its students and produces competent and employable graduates. In this role, I was also Council member of the University of Papua New Guinea, and I became Vice-Chair of the National Rectors' conference in 2016. 

Although I had already worked 12 years in Central America, when these societies were recovering from decades of civil war, and I had read up in anthropology about Papua New Guinea, the reality of operating in such a violent environment ridden with crime and corruption was entirely new to me. Professionally, the challenges were less since I had already worked 5 years as Academic Director and Director of Development at leading universities in the Netherlands. However, nothing could have prepared me for what I was about to face.

With bonnet, and Maastricht University tie

My 6 years as Vice Chancellor, spread over two tenures, can be divided into three key phases: taking over the "worst university in the world" from 2012-2013, a period of exile and preparation from 2013-2014, and implementing reforms from 2014-2018.

Part 1: Taking Over the "Worst University in the World" (February 2012 – February 2013)

When I arrived at PNGUOT in 2012, the university was plagued by deep-rooted corruption, poor facilities, unqualified staff, and a lack of vision or leadership. One Nigerian professor we had just hired said it was "the worst university in the world".

The previous Vice Chancellor, Misty Baloiloi, had been in charge for 19 years but failed to address any of the university's pressing issues. Instead, he and other senior leaders like Chancellor Phillip Stagg and Pro-Chancellor Ralph Saulep used the university as their personal fiefdom, siphoning off funds for their own benefit. One Council member and chair of the university's commercial arm, Rex Paki, was later exposed in The Guardian as having extensive links with international organized crime. The O'Neill government in 2012 immediately cancelled the university $250 million investment program in favour of unproductive white elephant construction projects in the capital, and during its tenure corruption rose to fantastic levels, as described in The Guardian. This investment plan, the result of the Independent Review of the PNG University System (the Namaliu-Garnaut report) had been the main reason for me to accept the offer to become Vice-Chancellor. Later Prof. Garnaut was also denied entry to PNG by the O'Neill government.

At then University, the learning environment was dismal, with no internet access, non-functional laboratories, and inadequate student and staff housing. Graduates were unemployable, as their degrees lacked substance or professional accreditation.

Upon realizing the extent of the rot, I immediately began implementing reforms. I cancelled overpriced contracts that had been used to fund kickbacks, required competitive bidding for projects, lowered financial approval limits to control spending, and dismissed incompetent staff. I faced constant opposition from entrenched interests, including attempts by the Chancellor Stagg to dismiss me outright. However, I found allies in the student body, who protested against the corrupt regime. In 2012, Stagg tried to fire me unilaterally, leading to student riots where Stagg's car was burned. This "first student revolution" sent a clear signal - the students wanted reform.

In 2013, trumped up allegations about my credentials by Pro-Chancellor Saulep led to my deportation and exile in Australia. But the students rallied again with strikes and boycotts, demanding my return. The depth of rot was confirmed by multiple investigations like the Sengi Inquiry and Sevua Report, which recommended prosecutions of the dismissed Council members. I also had to act on widespread instances of admission fraud, instigated by most provincial governors from the highlands regions. However, the new University Council comprised of many of the old guard refused to act. Nevertheless, my first year saw me halt some of the worst abuses and build student pressure for change.

Part 2: Exile and Preparation (March 2013 to March 2014)

I was never informed why the O'Neill government decided to deny my entry into the country for four times during this period. My period of exile in 2013-14, however, proved critical for preparing my return. I continued working remotely with student leaders and lobbied the government.  I obtained backing from national politicians like Sir Nagora Bogan, who exonerated me of all false allegations based on official investigations (only later to reverse his position completely). The students kept up the pressure with strikes. In the end it took the students five ways of class boycott to obtain my return with a mandate to create transparent and accountable university governance. In this period, I also reached out to overseas universities like James Cook University and University of Queensland, building relationships that would later help PNGUOT.

Social media enabled me to directly engage with students and counter misinformation against me. I delivered lectures via platforms like Facebook and Youtube. I also used my time to formulate detailed plans for reforms spanning infrastructure upgrades, financial controls, academic quality improvement and partnerships with industry.

In April 2014, I finally returned to PNGUOT, lifted on the shoulders of cheering students. Their pressure coupled with backing from leaders like Sir Bogan at the time, was instrumental. The stage was now set for me to implement changes for real.

Part 3: Implementing Reforms (April 2014 to April 2018)

Upon my return, I focused on three key objectives - controlling expenditures, raising revenues and improving campus infrastructure. In November 2017, the university finally achieved an unqualified, clean external financial audit, for the first time in its history. Measures like lowering financial approval limits for department heads saved millions of Kina (at the time the exchange rate was about 2 Kina per Australian dollar) by reducing corrupt contracts. I also assigned key revenue generating initiatives like the campus Master Plan to trusted deputies. While they failed to deliver, I directly led efforts like building 25 staff houses and sealing campus roads.

My biggest accomplishment was spearheading the construction of PNGUOT's satellite earth station. This enabled internet access through the O3B satellite network, making PNGUOT the first university globally on the O3B system. The $1 million investment was funded through internal savings and ended the internet woes. Other infrastructure upgrades like generators and solar power made the campus more livable.

Academically, I began partnerships with overseas universities to improve teaching quality. I signed agreements with institutions in Australia, India, Fiji, Hungary and the United Kingdom facilitated student and faculty exchanges. In these years, we arranged for 77 faculty members to receive training abroad, of which 27 went for a doctoral program. Alumnus support helped launch initiatives like the Industrial Advisory Board to align courses with industry needs. A key focus was getting international accreditation for engineering programs to make graduates more employable. However, my deputies responsible for this failed to make progress.

While I achieved progress, by 2017 opposition reemerged, bizarrely voicing the same false allegations that had been disproved by the official Sevua Investigation.. The Chancellor and Council comprising government appointees spread false rumors triggered my premature removal in 2018. However, in 6 years I had stabilized finances, built infrastructure and laid the foundations to make PNGUOT a modern university. My successors failed to carry forward my reforms, as narrow interests again took precedence over students and quality.

Part 4: Conclusions

This memoir provides several lessons. First, establishing true universities requires overcoming entrenched mediocrity. At PNGUOT, genuine reforms were constantly obstructed by corrupt bureaucrats and politicians. Second, change is only possible by building broad coalitions. My ability to win over students, scholars and industry was crucial. Third, exiled leaders can leverage technology like social media to continue engaging. Finally, structural changes to governance are needed to sustain reforms.

For PNG and the Pacific, improving universities is vital to create opportunities and end aid dependency. Students must remain vigilant and lead the change, aided by progressive leaders. Across the developing world, true universities uphold excellence and the freedom to inquire, empowering societies with knowledge. 

My efforts illustrate the challenges faced by voices of change, as vested interests oppose losing their grip. My memoir is a cautionary tale but hopefully also an inspiration.

Annex: key university reforms 

Here are the reforms I implemented during my time as Vice Chancellor at PNGUOT from 2014-2018:

Financial Reforms:

• Instituted competitive bidding for contracts to end kickbacks and overpricing. This saved millions of Kina.
• Lowered approval limits for department heads from K5,000 to K2,000 to improve oversight on spending.
• Achieved a clean audit report in 2017 from the Auditor General's office for the first time in over 20 years through improved financial controls. Appointed internal auditor and created external audit board.
• Balanced the university's budget by cutting operational costs by 20% or K2.2 million in 2017 through managing payroll and stopping wastages.

Infrastructure Upgrades:

• Built a satellite earth station and installed the O3B broadband internet in 2014, making PNGUOT the first university globally on this network. Transformed internet access across campus.
• Constructed 25 new staff houses in 2014-15 to attract qualified faculty.
• Sealed campus roads in 2014 to reduce dust and improve accessibility.
• Upgraded IT network and added generators, solar power (blocked by the current VC) and backup power supply with ExxonMobil gifting a large genset to improve electricity reliability.

Academic Quality Improvements:

• Signed agreements with universities in Australia, India, Hungary and Fiji to enable faculty/student exchanges, visiting scholars and other collaborations.
• Launched the Industrial Advisory Board (IAB) comprising major companies to align courses with industry needs.
• Started the international accreditation process for engineering programs to improve graduate employability.
• Sent 77 faculty members abroad for training and higher degrees between 2014-2017 through partnerships and scholarships.
• Held annual Career Fairs and strengthened industry linkages through events like monthly breakfasts with companies.
  
  

Governance Reforms and Improvements:

• Ended the practice of barring students from administration offices to improve access.
• Instituted monthly management forums for informal consultations with students and staff.
• Emphasized shared governance by ensuring student participation in University Council and Academic Board.
• Signed the Magna Charta Universitatum in 2015, upholding principles of academic freedom, institutional autonomy and student involvement.
• Participated in 7 European Commission Erasmus Mundus and Erasmus Plus programs and signed the Erasmus Charter.