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This presentation by Jamil Salmi at the IAU and IAUP Conference in Chiang Mai on December 8-9, 2006, explores the crucial balance between autonomy from state control and responsiveness to market demands in higher education. It discusses institutional management implications, strategies for attracting students, meeting labor market needs, and conducting relevant research. Salmi emphasizes the need for flexibility, ethical considerations, and effective feedback mechanisms to ensure universities cater to both traditional students and lifelong learners while navigating financial challenges.
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autonomy from the State vs. autonomy from the market Jamil Salmi IAU and IAUP Conference Chang Mai, 8-9 December 2006
outline of the presentation • responding to the market? • implications for institutional management
responding to the market • competing for students • meeting labor market needs • conducting relevant research • income generation
competing for students • traditional (secondary school graduates) • lifelong learners
university of the future? continuing education postgraduate studies first degree
competing for students • traditional (secondary school graduates) • lifelong learners • foreign students
meeting labor market needs • relevant curriculum • adapted modes of delivery and organization
social and economic progress is achieved principally through the advancement and application of knowledge World Development Report 1998/99
relevant research • frontier research • local innovation needs • not only saleable goods and services
income generation • to supplement / complement shrinking government budget • to be more autonomous • entrepreneurial culture • to implement strategic plan
categories of revenues • tuition fees • productive activities • fund raising • loans
outline of the presentation • responding to the market? • implications for institutional management
what it takes to respond to the market… • vision • feedback mechanisms • flexibility • institutional capacity • ethical dimensions
vision • Oulu University
vision • Oulu University • Clemson University • University of Monterrey
feedback mechanisms • Catholic University of Peru • Colombia
feedback mechanisms • self-assessment and external evaluation • employers and alumni surveys • rankings
flexibility • strategic planning to provide direction for change • close linkages with the economic environment for adequate feedback • ability to react and adapt rapidly
institutional capacity • strategic management • listening to the market • program design • quality assurance • financial management
financial management requirements • clear and transparent income distribution rules (and related human resources incentives) • fund raising professionals • investment specialists • cash-flow management • contingent planning
ethical dimensions • admission requirements • false institutional affiliation • conflict of interest in research • rules for fund raising
Alice in Wonderland Lewis Carroll Alice Would you please tell me which way I ought to go from here? Cheshire Cat That depends on where you want to get to.
is it autonomy from the State vs. autonomy from the market? or autonomy from the State to enable responsiveness to the market
