1 Autonomy, Governance and Accountability: Challenges of Higher Education in Taiwan Michael M.C. Lai President National Cheng Kung University December 7, 2009

2 The Missions of a University To educate and nurture future leaders and good citizens of the society To do research to produce and promulgate new knowledge and technology To serve the society and mankind to meet global and local challenges

3 The challenges facing Taiwan higher education The declining birth rate (too many universities) Stiff college entrance competition despite excess admission quota The nature and quality of higher education: elitist or mass education? The falling international competitiveness, including physical infrastructure and quality of education The declining government support Students from mainland China

4 The increase in number of universities in Taiwan The increase in number of universities in Taiwan In 15 years, universities grew by 89, a 153% increase ’ 95’ 96’ 97’ 98’ 99’ 00’ 01’ 02’ 03’ 04’ 05’ 06’ 07’ 08’ (year) 2/3 of universities are private.

5 Government support of university per student Public university ： from NT$181,200 to 135,100 Private university : from NT$ 13,000 to 18,800

6 Very low university tuition 1,935 4,749 5,889 5,939 6,875 Taiwan (2008) Korea (2006) UK (2006) U.S. (2004) Japan (2006) 3,611 5,466 10,999 25,643 Taiwan (2008) Korea (2006) Japan (2006) U.S. (2004) PublicPrivate （ in USD/year ）

7 Rapidly declining birth rate threatens university survival (Actual and predicted)

8 A solution: classification of Higher Education institutions: University of California as an example University of California (10 campuses) (12.5% of high school graduates) (doctors degree) California State University (masters) City and Community Colleges (bachelors) Junior Colleges (two-year colleges) Easy transfers between the school systems Each system has its own educational goals Keys: parents and high school teachers

9 The strengths and weaknesses of university education in Taiwan Students are well-prepared in k-12 education Strong faculty, but teaching load is too heavy The course requirements are generally too easy Does not emphasize interdisciplinary learning Not enough emphasis on humanistic education and creativity training Not enough internationalization (global language skills, intercultural awareness and international competitiveness)

10 Keys to successful build-up of research capability in the university Attract leaders (“stars”) in a given discipline Cluster hiring Mentor young talents and give them time and space Build research teams and clusters Collaborate and integrate (blurring of the boundaries between the traditional departments and institutes)

11 The roles of university in fostering research outputs Fund and support interdisciplinary researches (in contrast to individuals or individual departments) Support common facility and equipment Provide administrative and research support staff Reduce administrative red-tapes Safeguard the regulatory, ethical, social and legal issues.

12 International competitiveness of Taiwan universities for faculty recruitment: Strengths Good pension systems albeit low salaries Good personnel fringe benefits (e.g. health insurance coverage) Relatively good job security Good, hardworking students Strong research and academic infrastructure Big talent pool abroad

13 International competitiveness of Taiwan universities in faculty recruitment: Weaknesses Low faculty salaries Government personnel and immigration rules are not friendly Inflexible salary structure Foreign students and scholars can not stay and work after they finish High teaching load Lack of English-friendly environment Relative lack of respect in recruiting Shrinking talent pool abroad

14 Talent Recruitment and retention: Why does a researcher give up job security in universities to work in a research organization? Good working conditions Good research facilities Good research teams Better chance for career success Maybe, higher salary

15 Enhancing the innovation and university-industry collaboration Encourage joint projects between university and industry Encourage patent applications from university faculty (Bayh-Dole Act, 1980) Give credit for studying applied science in faculty promotion Encourage personnel mobility between industry and university, e.g. flexible career paths and employment contracts, mobile pension schemes and duel employment in industry and university Encourage start-up companies from faculty

16 Trends toward more flexible and efficient university governance and operation Autonomy (less interference from government or interest groups) Governance structure (more flexibility for its leader to execute the educational missions) Accountability (to hold universities and their leaders accountable for the outcomes)

17 Trends favoring changes of university governance Obliteration of distinction between public and private universities Declining government budget support for public universities In Taiwan, influence and regulation from the government in setting tuition standard, student admission and recruitment policy even for private universities Increasing government competitive grant funding for public and private universities

18 Impetuses for university reform More flexibility in budgetary and personnel policies University leadership can be held more accountable for his (her) actions Oversight from an independent board Faculty is involved in oversight of academic affairs Reduced government block funding, with increased competitive funding (in Japan)

19 Evolving trends for higher education Higher education is a privilege, but not a born right, for each individual who wants to pursue it, regardless of his or her financial or social status Each student must work for it (Germany started to charge university tuition) University must be accountable for its own actions Must safeguard the faculty and staff’s rights and university’s competitiveness Offer incentives for faculty and staff and university as well Continue block funding from the government

20 Principles of University Reorganization University reorganization is not to save money for higher education, but to increase university competitiveness Must safeguard the privilege and rights of the current faculty and staffs, and provide incentives for them Must not harm the university’s competitiveness in the future in recruiting Establishing an independent board of directors could be the first step toward university reorganization.