In 2008 President Samarasekera of the University of Alberta
set the goal of the University becoming a top 20 university in the world by
2020. At the time the University was ranked 74th in the world. This bold
declaration of strategy named Dare to
Discover reflected two things – the growing confidence of the University of
Alberta and the culture of performance it was then pursuing and the rhetoric of
the Government of Alberta, which wanted its lead research institution to be “world
class”.
The 2012-13 rankings appeared this last week from the Times
Higher Education Supplement (THES), created in partnership with Thomson-Reuters.
Rather than moving up the table, as the Dare
to Discover strategy hoped, the University has fallen in the rankings – it is
now 121st in the world.
There are three reasons for this. First, and most important,
is the growing investment in education in China, Asia and other jurisdictions
in the world. It is not that the University of Alberta is in decline, but that
other universities have become significantly better than they have been before.
In particular, the US has made major investments in education – there are
fifteen US universities in the top 20 – and Universities in Australia and Japan
have risen up the table quickly. Even Canada’s highest ranked university, the
University of Toronto, has fallen out of the top twenty this year (its ranked
21st).
Second, Governments appear to have lost interest in the idea
of “world class” as they themselves struggle with economic issues and deficits.
At one time, the University of Alberta received 65% of its operating budget
from government sources. In 2010-11 the Government of Alberta funded just 33%.
The leadership team at the University, excellent though it is, struggles with
operational survival issues at a time when other jurisdictions see Universities
as a critical key to their future. Alberta clearly sees a much more functional
role for universities and they are impacted by this decision. One impact is
that they seek to attract more international students who pay higher fees and
another is that students generally pay more of the costs of operations,
creating high student loans and debt at a time when the global economy is
fragile.
The third reason the University of Alberta finds itself
falling is that it is seeking to please too many stakeholders. Some want it to
be excellent in teaching and research – its primary mission. Others want it to
be a centre for practical problem solving and innovation – not at all its
primary mission, though it does sometime solve problems which are tangible now
and relevant now. Universities are not “hot beds of innovation”, they are
centres of excellence in invention – some of which go on to become innovations.
Yet others want all Albertan’s aged 18 and 19 to go to university and the
University of Alberta is tasked with providing a solution to Alberta’s growing
challenge of social equity. Mission drift based on contradictory messages is a
common problem for organizations.
Now that we have six universities – Athabasca, Alberta,
Calgary, Mount Royal and McEwan – we should start to recognize that we have
just one in the top 200 universities in the world and that one is struggling
with issues of identity, focus and resources. It needs serious investment to
raise it back up the rankings and a strong focus on research and teaching. If
the Province wants some of its smartest people to solve industrial problems and
help build jurisdictional advantage it should follow the advice of the Premiers
Council on Economic Strategy and create a virtual Institute for Advanced
Technology (see pages 54 and 55 of Shaping Alberta’s Future) and second smart
people from our institutions and industry to solve problems that matter. Lets
get back to funding not based on enrolment but on the basis of strategy and
intention. Lets make the University of Alberta a focus for excellence in the
world – a flagship for Alberta’s exceptional talent.
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