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University governance practiced at VNU University of Engineering
and Technology
Nguyen Ngoc Binh, Nguyen The Hien
Nguyen Viet Ha, Nguyen Linh Trung
Global Education Dialogues – The East Asia Series 26-27 November 2013, Ho Chi Minh City, Vietnam
from Burton Clark to self-reliance
Burton Clark’s triangle
• Burton Clark’s triangle (1983): Forces from the STATE and the MARKET that influence the higher education system
State
Market
Academic Oligarchy
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Universities in different countries
• Trajectory depends on the status of the social-economic environment of the country
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State
Market
Academic Oligarchy
US
NL UK
Spain
China
Trajectory of university development
• Oligarchic university – elite, a world by itself
• Democratic university
– mass education
• Bureaucratic university
– cutbacks, control
• Professional university – globalization, integral
management
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State
Market
Academic Oligarchy
NL democratic
bureaucratic
professional
University governance in Vietnam
• The term “governance” is rather new; in reality some aspects have been practiced
• With increasing internationalization and globalization, university governance has become more important
• University:
• an organic component of the socio-economic environment
• Has mission to transfer/develop knowledge at the top level
• Research: an important criterion to distinguish a university from any other educational institutions
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VNU Hanoi
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MOET VNU Hanoi
VNU HCMC
Univ. Univ. Univ. Univ. Univ. Univ. … … …
HUST, USTH, FTU, HMU, FU, VCU, … HUS, HUSS, ULIS, UET, … HCMUT, HCMUS, …
Supervision Direct Management
Indirect Management Integration
University of Engineering and Technology
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Uni. of Social
Sciences &
Humanity
Uni. of Natural
Sciences
Uni. of Foreign
Languages &
Int’l studies
Uni. of
Engineering &
Technology
(UET)
Uni. of
Education
Faculty of Law
Institute of
Information
Technology
Uni. of
Economics &
Business
Research &
service centers
UET mission
• Conduct education and training and to foster talents, providing high-level high-quality human resources at all higher-education levels;
• Conduct research on development and application of advanced sciences and technologies based on a strong information and communication technology background;
• Pioneer approach regional and international higher-education standards;
• Contribute effectively to the development of the country economy and society
• Slogan: A place for creativity to grow
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Integrated environment at UET
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Education
Proper
Research
Active
Collaboration
Open/friendly
Administration/management
Modern
Living/working
Humanity-enriched
Proper education environment
- Develop a balanced size (students, programs) in line with the purpose of a research-oriented university: current 600 undergraduates, 400 postgraduates, 12 students/staff
- Continue to develop new academic programs that supplement what we are having now with the focus on the competence of UET: just completed academic planning for 2014-2020 (new programs to develop)
- Continue to develop the competence to greater level: faculty of Information Technology to become “international” faculty
- Achieve quality standards: AUN, CDIO
- Dialogues between students and professors are given each semester
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Active research environment
• Budget ratio for teaching – research – service: 5/3/2 (current: 6/3/1, $4000 /staff)
• Establish advanced research laboratories for carrrying out advanced research topics: Smart Integrated System lab , Micro-Nano lab
• Establish strong research groups toward international level: research group on bioinformatics
• Strong support for research development: grant proposal applications at all levels, organizing international conferences (ATC, KSE, ICDV, ICEMA, RIVF, PRICAI/PRIMA, SEFM, ATVA); developing high-quality journals (JEC, ICT); technological products;
• Research requirement: 1 publication per academic staff per year (current: 1.6)
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Open and friendly environment for collaboration
• National: – Encourage to follow university – research institute – enterprise model
of collaboration: UET – Institute of Mechanics – Industrial Machinery and Instruments Holding, Electro-Mechanic Engineering undergraduate program
• International: – Establish joint lab with Toshiba on Software engineering
– Establish an IBM center of excellence (first in ASEAN)
– Joint training: University Paris 11, JAIST, …
– Encourage academic staff to collaborate with do international research projects: Panasonic, NEC, SUPELEC, …
– Welcome and support international professors to work with UET: give lectures, sit in defense committee, or co-supervise PhD students
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Modern environment for administration and management
• Create open working space across different functional departments
• One-gate policy for students: Division for Student Affairs
• Transparency: all daily in-out documents are uploaded to intranet
• Free internet access for all students/staff
• ISO-based working procedures
• Regular dialogues between students and rector board: twice a year
• Established Center for teaching quality assurance, Centre for Transfer of Service and Knowledge
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Living and working environment of enriched humanity
• Democracy: All developments in the university are always discussed at different levels, decisions are made collectively
• Promote staff equality: incomes of all staff are transparent for equality evaluation and for discussions for increasing incomes
• Staff caring: All staff can meet and discuss the Rector at anytime
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Staff development
• The development of the 5 components for our integrated environment are realized thanks to clear goals in staff development policies
• Top bachelor graduates are contracted as tenure-track staff and always supported for PhD studies
• All newly recruited young PhDs are given early-career research grants
• Various supports to staff for advancing to senior levels
• Current figures (after 10 years): 75% PhDs, 25% associate/full professors
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… Self-reliance approach
• Current trend in university governance: toward autonomy
• The degree of autonomy at UET (and VNU) is increasing but slowly
• UET’s goal: developing research-oriented university
• Our approach: self-reliance (rather than autonomy) => develop the integrated environment with consistency.
• Example of consistency: VNU funds “strategic mission” programs to be implemented as projects. We implemented as “regular” programs so as to distribute the funds across different developments (staff, infrastructure, teaching, research, collaboration) and integrate also other resources of funding (TRIG)
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Where is the UET heading to?
• “Virtually” shifting toward the centre of the Clark’s Triangle
– Academic: provide high-level academic training and advanced/focused research
– State: develop high-technology directions prioritized by the government
– Market: cooperate with the industry for knowledge and technology transfer
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State
Market
Academic
Oligarchy
NL
State
Market
Academic
Oligarchy
UET
Acknowledgments
Special thanks to:
- British Council for giving us the opportunity to present our university at GED
- Prof. Willem Mattens from Maastricht University (the Neitherlands) for introducing us to the Triangle of Burton Clark
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