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 The increase in number of universities in Taiwanuniversities in Taiwan

In 15 years, universities grew by 89, a 153% increase.

58 60 6778 84

105

127135 139 142 145 145 147 149 147

-

20

40

60

80

100

120

140

160

94’ 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 Government support of university per studentper student

Public university ： from NT$181,200 to

135,100Private university: from NT$ 13,000 to

18,800

0

40

80

120

160

200

181.2 167.8 177.8 158.2 154.4 154.5 146.3 138.4 129.9 120.3 117.6 134.8 135.1 國立95’ 96’ 97’ 98’ 99’ 00’ 01’ 02’ 03’ 04’ 05’ 06’ 07’

13.0 13.4 15.1 17.2 18.9 21.3 21.3 20.5 20.7 19.7 20.0 18.7 18.8 私立95’ 96’ 97’ 98’ 99’ 00’ 01’ 02’ 03’ 04’ 05’ 06’94’

年度

學年度

單位：千元

6

Very low university tuitionVery low university tuition

1,935

4,749

5,889 5,9396,875

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)

Public Private

（ in USD/year）

7

　　

(

西元

年)

( 萬人 )

15

20

25

30

35

03’04’

05’06’

07’ 97 09’10’

11’12’

13’14’

15’105

17’18’

19’20’ 22’

23’24’

25’

21.7520.10

16.90

26.97

20.08

33.6132.40

21.75

19.20

28.15

25.47

24.07

19.2017.90

08’ 16’2021

newborns 18-year oldAdmission quota

Rapidly declining birth rate threatens university Rapidly declining birth rate threatens university survivalsurvival

(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.