In part two, A classroom for the mountains, Igoe discusses the intensity and rigour with which the undergraduate curriculum has been developed, the difficulty of recruiting suitably qualified staff to come and work in rural mountainous Kyrgyzstan on the site of the first campus and the fundamental importance of that mountain location to the Aga Khan’s vision for the university.
Part three, The future leaders of Central Asia, focuses on the university’s hopes for its future graduates, including a nice feature with an undergraduate from Khorog, Tajikistan, who matter of factly comments on the hostility her family has faced from the government for expressing political view. The piece also emphasizes the way the university is gearing its programmes towards the needs (current and prospective) of the regional economy.
Something that struck me in all three articles was the absence of discussion of the political environment in which the university operates. This may be a reflection of the pragmatic mission of the Aga Khan and his network of charities that aim to work with local communities from the inside, rather than tie short-term funding to political or economic conditions. This is a laudable aim, although for the University of Central Asia, it seems as if the encouragement for students to be change-makers beyond the economic arena will be implicit at best.
In a setting like Kyrgyzstan where the government is more open, this strategy may be effective. It may be possible for students to envisage and even implement alternative ways of seeing and experiencing their home and other contexts. Yet for the Tajikistan context, the government maintains close control over the political establishment, making it hard (it not impossible) for alternative voices to be heard, let alone permitted in government.
The Tajik campus of the University of Central Asia is opening in Khorog, a town in the south-east of the country that the government has for a number of reasons found harder (though not impossible) to control. People from Khorog and the surrounding region of Badakhshan are spiritual followers of the Aga Khan and since he first visited the country in 1995, they have keenly followed his command to focus on education, particularly in English language and information technology. School leavers from Badakhshan are thus likely to be in a position to make extremely competitive applications to the university, increasing local leadership capacity in a part of the country that has on occasion been restive.
I think this raises important questions about just how holistically – ‘leadership’ is taught – and interpreted – at the University of Central Asia.
Starting off the new year with a hopeful story – and I will do what I can to make this year one where hope is rekindled – comes news from the University of Central Asia‘s (UCA) brand new campus in Naryn, Kyrgyzstan. Regular readers will know I’ve been following this project for 15 years now, since working for the Aga Khan Humanities Project in Tajikistan. I’ve written about UCA before on the blog: have a look at the archives here.
The article from Michael Igoe on Devex, which is reproduced below, is a very interesting read. It’s one of the few pieces about UCA I’ve read that gets beyond the university’s own marketing and publicity. It also sheds light on the impact of the university on the local environment and its local communities, something that is so important to the Aga Khan in his vision for development. Whilst Igoe has focussed on the “world-class in the mountains” angle – in itself a fascinating story – I would love to hear more about the local level as UCA develops. This covers themes as diverse as the professional training that will be directly relevant to the university (such as in construction and catering), the financial impact any university brings to its local town, to the less tangible impact a university has on the people who live locally. Igoe cites several local residents who seem to feel disconnected from the university whilst at the same time affected by its very presence, a curious phenomenon.
With the opening of the second of three campuses due in September this year, the questions of the local – not just the global or the national – will only become more important for UCA.
EDITOR’S NOTE: This is part one of a three-part Devex series that examines the Aga Khan’s plan to create a new model for higher education in Central Asia, where the opportunity to achieve academic excellence is usually found somewhere else.
The road to Naryn, a sleepy outpost 100 miles from the Chinese border at Torugart pass, winds southeast from Bishkek, Kyrgyzstan’s leafy, cosmopolitan capital, over mountain passes and through eroding canyons.
This is one vein of the fabled Silk Road, the ancient trade network that stretched from China to the Mediterranean Sea. Today cargo trucks traverse the route. Arriving fully weighted from China’s western provinces to stock Kyrgyzstan’s crowded markets, most of them return empty, belching black exhaust along the way.
Two men on horses guide a flock of fat-tailed sheep into oncoming traffic. The cars brake and the sheep envelop them, then part like a dusty sea of wool. The road turns with the Karakudzhur River, and then carves through a tight sandstone gorge as it levels out for the approach to Naryn, through an open plain of villages, still quietly reeling from the collapse of the Soviet Union 25 years ago.
But on the outskirts of town, on a barren plot of land at the river’s edge, backdropped by imposing cliffs that glow red in the late or early light, His Highness Prince Karim Aga Khan IV is building a university.
Naryn is now the site of an audacious experiment, a daring bet placed by a billionaire philanthropist, one of global development’s most distinctive thinkers, and the spiritual leader of 15 million Ismaili Muslims who regard him as a direct descendent of the prophet Muhammad.
The Aga Khan — who, as founder and chairman of the Aga Khan Development Network, has built a global development empire that employs 80,000 people in more than 30 countries — has poured more than $100 million into this sleepy, mountain town over the last 16 years. He plans to spend even more.
His vision is of a world-class university on the banks of the Naryn River, with state of the art facilities, and a curriculum designed to equip young leaders from mountain communities with the knowledge and skills to bring about an economic renaissance for the region. This is one of three campuses that will together comprise the University of Central Asia, a secular, nonprofit university jointly chartered by the presidents of Kyrgyzstan, Tajikistan and Kazakhstan and the Aga Khan.
At Naryn the crisp yellow and red buildings of the campus rise improbably from manicured lawns bisected by neatly plotted walkways, while gangs of stray dogs roam the scrubby paths just outside the campus perimeter. It has wood-paneled dormitories, geothermal heating, laboratories, laptops for every student, and a “sports bubble” encased in white fabric to seal its indoor facilities against Kyrgyzstan’s harsh winter.
Naryn, like many of Kyrgyzstan’s Soviet-style settlements, is an unremarkable town dropped in a dramatic location. Set along the clear, blue Naryn River, crumbling apartment buildings and rusted storefronts cling like an afterthought to the walls of two parallel mountain ridges that cradle the country’s ninth-largest city — home to only 40,000 people — in a narrow valley. Despite sharing a border with the world’s second-largest economy, this is one of the poorest regions in the country, mostly dependent on animal herding, for wool and meat.
But UCA graduates emerging from Naryn and the other campuses, the Aga Khan hopes, will be the future leaders of Central Asia — a vaguely delineated region where civic-minded leadership has been in short supply in the 25 years since the Soviet Union dissolved into a jigsaw puzzle of independent republics. The three countries partnering with the Aga Khan Development Network to launch this joint university have teetered between democracy and despotism. Tajikistan fell from Soviet rule into a full-fledged civil war. Kyrgyzstan has seen ethnic violence and revolution. Kazakhstan’s first and only president, Nursultan Nazarbayev, has occupied that post since 1990.
The Aga Khan’s vision seems to defy logic. How will a world class university survive in a place few have ever heard of and fewer still would ever think to visit? Why build it here, in a remote mountain town? In a region with so many needs, why not focus on something simpler, such as basic health care or primary education?
“When I have talked about this project with people in all parts of the world over these past 16 years, many of them have been a little bit surprised,” said the Aga Khan, now 79 years old, at the Naryn campus inauguration ceremony in October. While he spoke, some members of UCA’s inaugural undergraduate class wept with joy and reverence.
For 12 years, not much happened at the construction site, while Naryn’s residents — and UCA’s own staff — wondered if the project would ever break ground. More than a decade after the three presidents and the Aga Khan signed UCA’s charter, there was still no university to point to.
Different people offer different explanations for the long wait. Some say the Aga Khan expected to find co-financing for the project — from the three partner countries or a multilateral development bank. Others suggest he didn’t have the right team in place yet to execute his vision.
Everyone points to the massive investment AKDN has made in Naryn to better prepare the town to benefit from the construction of a world class university at its doorstep.
“The impact of what we do can not only be global and regional — it can be local as well,” the Aga Khan said at the Naryn campus inauguration ceremony in October. “By working with the leadership of the [state], we hope, for example, that Naryn will become a dynamic university town, enhancing the quality of life for all its citizens.”
The Aga Khan Development Network espouses an approach it calls “multi-input area development.” It means that multiple parts of the 10 agency network converge on a region with mutually supportive initiatives. The picture that emerges in a place such as Naryn, where AKDN has a big presence, is of a development organization that has become a deeply integrated — seemingly permanent — part of the town.
In Naryn, AKDN has built a local diagnostic center that could eventually become a hospital. The same day the Aga Khan inaugurated the UCA Naryn campus, he joined local government leaders in opening a new wifi-enabled “smart park,” complete with exercise equipment, inlaid stone walkways and playgrounds.
But UCA’s School of Professional and Continuing Education, a sharp, red building smack in the center of town, stands out.
For six of the 12 years that UCA’s construction site stayed quiet, UCA’s professional branch in town was busy providing continuing education courses to local people who, if they have the skills and business acumen, stand to benefit from having a world class educational institution on their doorstep.
While a young man selling onions and sheepskins by the side of Naryn’s market road described his impressions of the University of Central Asia — he thinks it will be a “big, great university,” but that it remains out of reach for many of Naryn’s own students — an older man named Baryktabas approached and greeted him.
He pointed to a stately but shabby Soviet building nearby where, in retirement, he directs a youth center. Baryktabas opened the doors to this building revealing a hidden concert hall, secreted away from a lost era of Soviet youth culture, filled with rows of musty, wooden seats, a full drum set on the concert stage and, improbably, a Gibson Les Paul electric guitar leaning against the bass drum.
“I’m not a musician,” he said, after delivering a spirited drum solo to the cavernous, empty hall.
Baryktabas is skeptical the University of Central Asia will deliver on the promise it has made to the small cohort of striving undergraduates who now matriculate there. “What are they going to become?” he asked. “President of the United States?”
But, despite his pessimism, Baryktabas is himself a product of the University of Central Asia system — and part of the much broader effort the Aga Khan has launched in Naryn to turn this struggling, secondary city into a international research and teaching hub.
Devex spoke with Michael Kocher, general manager of the Aga Khan Foundation, about the challenges of balancing a long-term approach with the urgency of working in a geopolitical hot spot.
Some 90,000 students have passed through UCA’s School of Professional and Continuing Education, which has learning centers in each of the three UCA countries. While the impact of UCA’s flagship undergraduate program will take years to gauge, the supporting educational and economic infrastructure the Aga Khan agencies are constructing is, in many ways, the bigger story — particularly for people in Naryn.
Baryktabas graduated from a certificate program. Then he received a business loan at 9 percent interest — nearly 20 points lower than the going rate thanks to UCA’s partnership with the Kyrgyz Investment and Credit Bank — and additional coaching from SPCE’s business instructors.
“I got a good education there,” he said.
SPCE’s program has helped launch 27 startup businesses, from building contractors to children’s clothing producers, in Naryn, said Nurbek Nisharapov, head of SPCE’s Naryn campus. Before students — who range from 14 to 70 years old — can gain their certificate, they have to present a 35-page business plan.
The continuing education school has also helped fill a local labor gap that risked barring many of Naryn’s residents from winning construction jobs at the university project site. Graduates from SPCE’s technical and vocational education program founded a small construction enterprise that has contracted with UCA on the main campus project.
Each of the three university campuses brings it own unique challenge to the construction management table. In Tekeli, Kazakhstan the soil conditions are bad. Khorog, Tajikistan a bone-rattling 12-hour drive over rugged, mountain roads from the capital Dushanbe presents “horrendous” logistical problems, as one UCA staff member put it.
In Naryn, the biggest challenge is finding skilled local labor. Skilled workers go to Bishkek where construction projects dominate the skyline, leaving few people in town with the experience to deliver contracts at the quality UCA is demanding — or to benefit from the opportunity that UCA’s construction represents.
But even as AKDN’s other projects in Naryn gained steam, people still doubted that the big idea — the world class university they’d heard about for over a decade — would really come to fruition.
Designed on a fault line
When Grant Robertson joined the University of Central Asia in April 2012 as director of construction and facilities, he encountered a project that had lost focus.
The original plan was to build all three university campuses in parallel at full capacity — a 330,000 square meter project that would also have entailed getting all of the academics on line at the same time too.
“Mind-blowing,” Robertson said.
The university’s celebrated Japanese architect, Arata Isozaki — with a long list of conceptual buildings in Europe, the U.S. and Japan to his name — and AKDN’s leadership were at an impasse over what to do now that it had come to light the Naryn campus was designed on top of a seismic fault line.
“UCA blamed the architect, the architect blamed UCA, and it just sort of ground to a halt,” said Robertson, seated at a conference table in UCA’s Bishkek office, with aerial plans for each of the three university campuses taped to the wall behind him.
“There was no clear direction on what campus was going to go first, what the size of that campus would be, if there was phasing and what that phasing would look like — and what the pot of money that was available would be.”
“I came in at a time when it needed to move,” Robertson said.
First the team had to redraw a master plan that both the Aga Khan and Isozaki, the architect, had lent their seals of approval to, since the fault line issue made the original plan unworkable. Isozaki argued they shouldn’t build on the site at all, Robertson said.
“We don’t have another site. We need to build on this site,” Robertson said. He scheduled a three-day trip to negotiate with the Japanese architects in Japan. Within three hours, they came to a new agreement with a new plan.
Instead of building three campuses in parallel, Robertson was tasked with delivering the first phase of one campus in Naryn, a 15,000-square-meter compound that would grow over time. But he still had to figure out what a workable project management approach would look like in rural Kyrgyzstan, under the looming threat of an extreme winter, for a project that demanded uncompromising quality.
50 projects in 1
Usually, when an organization wants to do a complex construction project, they hire a general contractor to manage it. But the model can have drawbacks. A general contractor typically won’t begin any part of the project until the entire design has been finalized and approved. For every service they commission or material they procure the contractor adds some profit margin onto the cost they charge their client.
In places such as Kyrgyzstan and Tajikistan — with recent histories of political violence and reputations for graft and corruption — an international general contractor is going to include a risk premium. And since Central Asia has no general contracting firms capable of executing a project this big, an international firm from Turkey or Russia or elsewhere would have to come in — and usually they will import most of their own labor.
But under the Aga Khan’s direction, UCA’s mission was not just to build a campus on the outskirts of a struggling town. It was to contribute to Naryn’s economic development — not an international contracting firm’s portfolio and profit margin.
For Robertson, it was clear the standard model would not achieve the Aga Khan’s goals. Instead, UCA adopted a “multipackage construction management” approach. They split the project into 50 different “work packages” and managed each as an individually contracted project — oftentimes with local contractors. One third of the project’s overall value has gone to Kyrgyzstani contractors, Robertson said.
“It is a risky thing. Theoretically speaking, you are taking the entire risk. But practically speaking you are taking the entire risk in any case, because if the general contractor walks away the risk falls on you,” said Rahim Somani, UCA’s chief financial officer.
The multipackage approach also gave UCA the flexibility to move parts of the construction at different speeds, since they didn’t have to deliver a fully approved project design to a general contractor before any work could get started. They could construct one work package, like the foundation, while still designing another, like the roof. Robertson estimates it saved 18 months.
UCA’s multipackage strategy has since earned an important vote of confidence. In Khorog, where Robertson is now implementing the same procurement model, the U.S. government’s Overseas Private Investment Corp. committed $30 million in financing to the construction of UCA’s Tajikistan campus. For an experimental university startup initiative with a nontypical procurement model, that validation is an important thing to have.
The Khorog campus is scheduled to open in the fall of 2017.
Town and gown
At the moment, the undergraduate campus in Naryn still feels a world away from Naryn’s modest cultural offerings. The town’s residents are universally curious about UCA, but their knowledge of what it looks like and what’s happening there is still imbued with a hint of mystery and awe. A shopkeeper named Elmira said she heard the campus was “like a five-star hotel,” with televisions in the classrooms. She’s never been inside.
It’s hard to predict whether the town and the university will grow together.
Sitting on a stone bench outside UCA’s dormitory building, Robin Higgins, the university counselor, and Jonathan Chang, a student life adviser, are talking about what they do on their rare days off. Chang gets one free weekend every month. He spent his last weekend in Bishkek — a relative metropolis, with coffee that’s brewed from beans, not powder, and multiplex movie theaters.
But it’s tempting to imagine a version of Naryn with the trappings of a college town.
“I actually think that some entrepreneur should put a good coffee shop just off the campus here,” says Higgins, pointing across the street, where a cluster of concrete buildings cling to the hills. “Just a place to go that’s kind of different.”
You can almost see how it would happen. A student at the professional school in town puts together a 35-page business plan for her certificate program and gets a soft loan from the bank. A cafe springs up. Students and teachers shuttle back and forth for a coffee or an off-campus meeting.
But, for the moment, a lone cow grazes at the side of the road as a battered minivan rattles past the sign marking UCA’s entrance. Its passengers glance at the carefully laid paths and the mountains reflecting off of clean glass windows. Then the sight disappears from view as they continue West, tracing the river.
Michael Igoe is a senior correspondent for Devex. Based in Washington, D.C., he covers U.S. foreign aid and emerging trends in international development and humanitarian policy. Michael draws on his experience as both a journalist and international development practitioner in Central Asia to develop stories from an insider’s perspective.
After many years in the pipeline (just do a quick search on my blog if you want to check the archives!), the University of Central Asia (UCA) has today welcomed its very first undergraduate students. True, they are a select few: just 71 students selected from the three UCA countries of Kazakhstan, Kyrgyzstan and Tajikistan as well as Afghanistan and Pakistan, and it’s also true that just one of the three envisaged campuses is up and running… but nonetheless, this is quite some achievement. Creating any new organisation is a challenge, but UCA has deliberately added to the complexity by working over three countries and physically building campuses in somewhat remote mountainous areas of those countries.
The university also grapples with other challenges such as dealing with endemic corruption in the region, raising awareness of and interest in an American style English-language education, proving that a good higher education can be obtained at home as well as abroad and more. Some of these issues are not specific to UCA but are issues all institutions in the region must deal with. Having worked for UCA (in a different guise) nearly 15 years ago when it was in the early stages of development, I sense that some of the great creativity and genuine innovation in earlier versions of the undergraduate curriculum have been lost or overtaken by other ideas and needs. Time will tell how the UCA offering is received and whether the concept will catch on.
For today, though, I would simply like to pass my congratulations to everyone involved in the grand UCA project, and to wish the students, staff and faculty all the very best of luck. An exciting adventure awaits!
Regular blog readers will know that I am passionate about higher education and about Central Asia. You may also know that I have been following the trajectory of some of the region’s newest institutions with great interest, in order to better understand the motivations behind the creation of these universities and to observe what these institutions mean for the people who are directly affected by them (through being students, faculty or staff there) or those with more indirect connections (local communities, employers, families of students etc). How do these universities change the societies around them? How do the societies around them change the institutions?
One project I have a particular attachment to is the University of Central Asia (UCA), which I first learned about in the early 2000s when I worked in Tajikistan for a path-breaking project that has now become linked to UCA. After an arduous journey – which is still only just beginning – UCA will admit its very first undergraduate students this autumn/fall and the buzz around it is steadily growing. The idea behind the university is to bring high quality higher education to three remote and mountainous regions in three countries of Central Asia: Tekeli in Kazakhstan, Naryn in Kyrgyzstan, and Khorog in Tajikistan. Whilst the mountains tell much of the story, there is also an undercurrent of social and economic justice: this is also about bringing three diverse but neighbouring states together and about creating opportunities for these regions and the states they are in to prosper in the 21st century.
In this post I would like to share a recent lecture by Shamsh Kassim-Lakha, UCA Board Executive Committee Executive Chair, given in London to share the university’s vision. The webcast of the lecture is below. If you enjoy that (or don’t have time to watch it in full), take a look at this 5 minute BBC news story and UCA’s photo reportage of the lecture.
We need to find opportunities, and that comes out of the intellectual application of minds, creating research and fostering socio-economic development of Central Asia’s mountain based societies, and helping societies preserve and draw upon their rich cultural heritage.
Muslima Niyozmamadova, a high school student from Tajikistan studying at the Aga Khan Academy in Mombasa, Kenya, is a powerful and uplifting example of how one person’s journey in life can drive them to seek change and how education can provide the tools to make that change. Niyozmamadova has made two big moves already in her short years, firstly with her family being relocated from their home owing to the construction of the University of Central Asia in Khorog, Tajikistan. Some years later she journeyed further, uprooting herself to a different country, culture and context to pursue her education in Kenya. I suspect she has a long way still to go, and I mean that in only positive terms.
Her story is reproduced in full below so you can share a sense of not just how powerful education can be, but how much we can all learn from this one young person.
Today we hear from Muslima Niyozmamadova, a high school student at Aga Khan Academy, Mombasa in Kenya. Issues of poor educational quality in her native country of Tajikistan inspired her to work to improve schooling in impoverished areas of the world. We hope this series of posts by students who are taking action to better the world through participation in the Global Citizens Youth Summit will be an inspiration to you and your students as well.
by guest blogger Muslima Niyozmamadova
Global citizenship means an awareness of the issues in my community as well as those faced by the world. My role as a global citizen is to promote positive change by trying to solve global problems. I am responsible for my city, country, and the world.
When I was six years old, my family moved to accommodate construction of the University of Central Asia in Khorog, Tajikistan. My family talked about how the university would become one of the best in the world. I was proud that the new university was being built where my family had lived. Even as a young child, education was important to me. I decided that I would one day become the head of the University of Central Asia. At the age of seven, I attended the only school in Badakhshan, the eastern part of Tajikistan. The school offered all subjects in English. I felt that learning the language was my first step towards achieving my dream.
A few years later, I was accepted to the Aga Khan Academy, Mombasa (AKA), one of the best secondary schools in the world, with a full scholarship. I applied to the school as it gave me the opportunity to become globally competent and prepare me better as a leader. While a student at AKA, I began studying the education system in Tajikistan. I was surprised to learn that Tajikistan’s literacy rate is 98%. However, few Tajiks qualify for professional jobs outside of Tajikistan because students learn basic proficiency in reading, but do not hone other skills needed to be successful workers, such as internationally qualified doctors, engineers, lawyers etc. I began to connect how poverty is linked to the quality of education.
As a participant at the Global Citizens Youth Summit in Cambridge, MA, I had the unique opportunity to engage in conversations with peers from around the world on issues of education and poverty. This experience helped me to build the global skills and confidence necessary to work toward a solution to these issues in my community. With my peers, I developed an initiative called YOUTHeory, which strives to ensure that children from low-income communities thrive in their early years of development. Our mission is to empower young people to exceed their circumstances through self-discovery and identifying their passions in life. We believe that education is the means of breaking the cycle of poverty. For children to thrive, they need resources, direction, and purpose. Together, my peers and I strive to provide these resources to children in different parts of the world.
Since I attend school in Kenya, I decided to implement my project in the local community in Mombasa. I began working with a government school in the lower income area of the city. Eight of my peers from AKA support my work. My group and I have led workshop based sessions with the 140 students at their school on topics like the importance of education, effective study techniques, goal setting, good hygiene, and water conservation. We either go to their school after our classes to spend about two hours with them every two weeks, or we bring them to our school in groups of 50 over the weekends. Aside from academic sessions, we try and engage the students in sports, crochet, and board games. In addition, we raised money for the school to replace a broken water pump, which will give students access to clean water. We also held a clothing drive at AKA and shared these donations with the students in need at the school. My group also works with students to identify their passions through sports and games. In the future, I plan to donate solar panels to provide sustainable and reliable energy to the school. I am also working to identify sponsors who might donate breakfast to the kindergarten students (200 students) every morning. Without these donations, the students go hungry.
Over the coming summer, a leadership camp, Global Encounters (GE), will take place in my school. Because the camp aims to encourage students to engage in community service, I have handed my project to them to continue the work that I have done, as I believe it is crucial to have sustainability to really make a difference. My school falls under the Aga Khan Development Network (AKDN) which has done several development projects across Kenya. The Service Coordinator of GE has been able to connect with the Ministry of Education of the country and has communicated YOUTHeory vision to him. He was highly impressed by what we do, and therefore, wants us to be the bridge between the government and the individual schools. Many of our visions are similar to the plans of the government, like the focus on Early Childhood Development (ECD) and giving students motivation and support to continue with their education up to secondary school and university. One of the other focuses of the ministry of education is encouraging environmental awareness in the country, and he is trying to achieve this through the youth in schools. We are looking forward to making both our and the country’s visions for education a reality, and with the support of the government, we will reach great heights with this project.
During the Celebration of Service Day in school, I will be advertising my project to get younger students to join so that the project can be continued even when I leave in 2017 to go university. After a few years, I see myself launching YOUTheory in Tajikistan for children from low-income families. I want to continue empowering children to succeed against the odds. Moving forward, I will continue to work towards my goal of serving as the head for the University of Central Asia. Education is a basic right for children, whether they live in Kenya or Tajikistan or elsewhere. If we want a more equitable and harmonious world, we must all consider how we can help a child to learn how to act as a global citizen.
For all the youth across the world who wish to make a difference in the world, I want to tell you that it all starts from identifying the issues in your community and taking an initiative to contribute to the prevention or solution of the problem. It is important to go deep into the issue and find the root causes first, as this is the best way to tackle the issue, although it might take the longest time. Base your project mainly on sustainable development instead of on giving aid or charity. I believe the moment you plan to make a difference in your community you will be on the right path to becoming global citizens.
After over 15 years in the making, I’m delighted to learn that the University of Central Asia (UCA) is finally ready to admit it first degree-level students for undergraduate courses at the Naryn campus in the Kyrgyz Republic this September. UCA’s recent news release further hints that the Khorog campus in Tajikistan will be operational from fall/autumn 2017, with the final campus in Tekeli, Kazakhstan, currently scheduled to open in 2019.
The process of creating a brand new university is riddled with challenges, and UCA’s mission is further complicated by its multi-campus, multi-country nature and the enormity of building not just a campus but making significant investment in the surrounding infrastructure as well (you want a university in remote south-east Tajikistan? OK, go build some roads to get there from the nearby town, lay the electricity lines and make sure there is running water…).
Determining the ethos of the institution: what it will teach, what kind of graduates it wants to produce, how it will operationalise mobility between the campuses and so on, has been another major challenge. I was involved in the development of curriculum materials at UCA’s outset and from my two year stint working for what was then the Aga Khan Humanities Project (AKHP), I was able to get an insight into the abundant complexities that were involved. The curriculum being created was genuinely multi-disciplinary and examined viewpoints that went well beyond the tired Western hegemonic discourses so common in university courses around the world these days. The materials that emerged were genuinely transformational and I strongly hope that the first two years of the undergraduate courses – which are billed by UCA as ‘rigorous core curriculum modelled on North American liberal arts degree programmes’ – have not diverged greatly from the AKHP model.
Taking these physical and intellectual challenges into account, it therefore comes as little surprise that the undergraduate programmes are only now being launched. The students who join the first ever UCA cohort will be true pioneers of a different model of learning and seeing the world and I am truly excited and inspired to watch their journeys unfold.