TRANSFORMING UNESWA: FROM ROYAL TOOL TO A TRUE PUBLIC UNIVERSITY
The University of Eswatini (UNESWA) originally formed part of a tri-national institution called the University of Botswana, Lesotho, and Swaziland (UBLS). Founded by the newly independent governments of these countries, UBLS aimed to educate a new generation of African leaders and professionals. Yet, political differences and a desire for national control led to the university’s split, creating separate institutions and resulting in UNESWA, with King Sobhuza II as its first chancellor.
THE UNIVERSITY OF COMMONERS
From the start, Sobhuza’s influence on UNESWA was clear—though he chose to send his own children abroad for their education. This early decision set a tone, signalling that while UNESWA was meant to educate the general population, the royal family and their inner circle would access premium education overseas. Under King Mswati III, this trend intensified: the king’s children receive elite schooling abroad, while funding for UNESWA fell drastically, leaving the university operating on just a third of its E750 million budget.
This chronic underfunding has resulted in dilapidated infrastructure, overcrowded classrooms, and a shortage of qualified lecturers, hindering the university's ability to provide quality education. Despite the lack of support, the king still holds his symbolic role as chancellor and appoints the chairman of the University Council, which exercises significant power over the institution’s operations. Notably, the current chairman, Chief Mkhumbi Dlamini, is himself a beneficiary of royal-funded foreign education.
A TOOL FOR MAINTAINING ROYAL SUPREMACY
This situation raises crucial questions about UNESWA’s true purpose. For decades, it appears the university has been used less as a national educational resource and more as a tool for maintaining royal control, widening class divides, and rewarding patronage. Decisions regarding curriculum development, staff appointments, and student admissions are often influenced by political considerations rather than academic merit, further eroding the university's integrity.
Still categorized as a parastatal institution under the Ministry of Education, UNESWA is stifled by a lack of sound financial management, transparency, and accountability, which hinders its potential. Cases of financial mismanagement and misappropriation of funds have been reported, with little to no accountability for those involved. The solution lies in liberating UNESWA from these constraints. By transforming UNESWA into a publicly owned, autonomous institution, governed by a transparent, community-driven structure, the university could better serve Eswatini’s educational needs.
A VISION FOR AN AUTONOMOUS, PUBLICLY OWNED UNIVERSITY
A transformation of this scale would begin with a task force of respected academics, civic leaders, and legal experts to create a detailed proposal for UNESWA’s autonomy. This plan would establish a University Council with at least 60% of its members elected by the public, responsible for guiding university policies and finances.
These members, chosen through a fair and transparent process, would ensure that UNESWA’s primary focus remains on quality education. The remaining council seats would include university leaders, students, and staff. To promote accountability, the council would report annually to the public on academic and financial matters. With regular oversight from the Ministry of Education, UNESWA could become an institution that genuinely serves the people of Eswatini.
This transparent model for UNESWA could finally dismantle the layers of patronage and corruption that have long limited its effectiveness. With rigorous financial oversight and open decision-making, the university would be better positioned to attract funding both locally and internationally. A well-governed UNESWA could inspire such confidence that even small business owners and rural farmers might willingly contribute a portion of their earnings, knowing they are supporting a valuable institution that uplifts the entire nation.
A SUCCESS STORY FROM SOUTH AFRICA
The success of the University of Cape Town (UCT) offers a clear example of what an autonomous, publicly governed institution can achieve. As one of Africa’s top-ranked universities, UCT benefits from an independent structure that allows it to secure international funding, maintain high standards, and attract top talent.
Similarly, the University of Nairobi in Kenya and Makerere University in Uganda have also benefited from increased autonomy, leading to improved academic performance and research output. UCT’s model demonstrates how autonomy, transparency, and community involvement allow public institutions to thrive and contribute significantly to society.
CONCLUSION
Adopting this community-centered model would allow UNESWA to become a true engine for Eswatini’s social and economic progress. This transformation could fulfil the original vision of building a world-class African university that serves all Emaswati. With autonomy and public accountability, UNESWA can elevate Eswatini’s academic standing and serve as a proud educational asset for the nation.
While this transition may face challenges, such as potential political resistance or the need for a phased implementation plan to ensure a smooth transition, the long-term benefits for Eswatini and its people far outweigh the risks.