Threat of Foreign Rectors

Following a previous plan by the directorate general of higher education to employ foreign professors, there has been a discourse about appointing expatriates as rectors of state universities to boost the quality of our higher education. 

Through the Research, Technology and Higher Education Ministry, the government wants to recruit expatriates to become rectors of state universities in Indonesia. We need to examine whether the plan is a threat or perhaps even an opportunity?

Research, Technology and Higher Education Minister Muhammad Nasir said recently that the President had instructed that Indonesian higher education be able to compete at a global level. He revealed that China, Singapore and Saudi Arabia employed expatriates as rectors.

On the one hand, the plan which has pros and cons shows the President's concern about the quality of our universities. The President would of course like to see the quality of our universities matching other universities around the world. On the other hand, the sharp reaction of the community to the issue shows its importance.

Various groups such as the rectors' forum have urged the government to be careful with this idea. Quite apart from the rectors' forum there is also the problem associated with the bureaucratic and political system, there are worries about the issue of nationalism. There are also members of the House of Representatives who object to the plan because it will harm the self-esteem of the nation.

The plan to employ expatriates as rectors has received more severe responses than when the directorate general of higher education planned to invite foreign lecturers. This is understandable as rectors are the highest authority of any university. It can be imagined that on a campus, which consists of educated people from which many strategic policies are produced, there would definitely be objections and resistance to it being led by a foreigner. Moreover, it will close the door of opportunity to academics who have the capability to lead and assume the highest post on campus.

Unlike other positions that are often occupied by foreigners, in the case of rectors we should invite them with various considerations. It is not an emergency situation. There are precise considerations compared to other foreign guests. Certainly we can set requirements, limitations and standards for evaluating clear performances. If it turns out they do not meet the requirements and also do not reach specified performance standards, their position can be terminated.

There is no need for us to worry about the plan as long as it is carried out with measurable requirements and considerations, so that nationalist fears and the like can be avoided. However, if the reason is the closure of career advancement for academics to reach the peak position on campus, then this is indeed a threat.

Position of rectors

There are at least two major higher education roles and backgrounds for rectors. In Asia, Europe and Australia, the rector is an academic career, while in the US and Canada the rector is a managerial post.

In the first group, a rector is an academic who pursues a career in the university. In many countries, the rector is selected through an open vacancy. Everyone who meets the requirements may apply, including from outside the university and from other countries. From these will be selected the best to meet the set requirements. This is more objective. Meanwhile, in Indonesia and Korea, for example, the rector is selected through an electoral process involving lecturers, staff members and even students. The rector has to be a lecturer from the respective university. The rector is a post with certain political characteristics with fewer measurable factors affecting selection.

The process of rector selection is usually held through the process of selecting at the grassroots level, and the results are decided by the senate. To the choice of the senate is then added the government's choice to determine the final outcome of the senate election, which can be different from the results of the election at the grassroots level. From the choice proposed by the senate, it will be the government which will decide given its voting rights. If the senate's choice does not have full support, then the influence of the government's vote can lead to a rector who is different from that selected by the senate.

In the US and Canada a rector is a manager, not an academic position. To become a rector one is not required to be an academic with an S3 education qualification or certain rank. What is needed is someone who has the managerial capability to raise funds, build networks and mobilize resources.

From empirical experience, the two types have their own strengths. With its own approach, universities in the US can achieve rapid progress like the universities in Europe or several in Asia. So, the styles of Asia and Europe or the US are equally good. The problem which is frequently found in universities in Indonesia is the fact that the rector is not the one elected by the grassroots. And, this frequently expends much of the lecturers' energy and disrupts the performance of the universities. This happens almost every four years. Frequently there is hostility between the competing camps in a university, which involve alumni and even political parties. The hostility between the camps in the rector's election does not end after the election of the rector is over. It is something which is counter-productive to the university management.

Moreover, almost all people who have become officials in universities -- starting from department chairman and dean to the rector or officials in charge of human resources -- complain about the fact that the quality of the non-academic workforce which supports the university's activities is poor. There is over-manning, poor quality and low productivity. This is due to past recruitment which tended to ignore the quality side and the number needed.

The lack of ability of non-academic staff leads to a heavier burden and their duties have to be handled by the lecturers. The lecturers increasingly have less focus on their main jobs. The leaders of universities know this situation and know its solution as well. However, although they know about the facts, the rectors and their assistants do not dare to take decisive action. It is difficult to be firm when it deals with human problems, let alone people who were their supporters in the rector election. Of course there are still many other problems, such as budget, facilities, management systems and bureaucracy. But the human resources problem is the most crucial.

Not about quality

There is no doubt that from the managerial and academic capability perspective, many of our people are qualified to become rectors. However, based on existing records, it is difficult for our universities to become world class universities. Even though several state universities have become state universities with legal status (PTNBH) with various forms of autonomy in the management of finances and human resources, they have still difficulty in achieving the target of penetrating the global top 500 category. What frequently emerges is that the PTNBH feel like golden children and ask for more funds from the government, but this is not yet accompanied by the expected quality improvements.

A university's progress is certainly not only determined by its leaders. Factors such as lecturers, staff and educational facilities along with funding are also crucial. So in fact the discussion about recruiting foreign rectors is only a part of the various problems in state universities, not everything.

Possibly the appointment of expatriates as rectors can be a way to overcome the various problems. With a culture that is different from ours, where they usually bring new values that are more open, ready to receive criticism, objective, disciplined and strict, they are expected to be able to make changes. Especially problems related to human resources.

Aside from that, foreign rectors with a special appointment system are expected to cut the chains of prolonged problems in rector appointments in several state universities. The expatriates are expected to be more professional and objective toward problems because they have no special connections with lecturers, employees or political debts to various parties. Therefore, they will have the courage to act objectively.

This step will complete the plans to invite foreign professors to work in local universities. If both can be arranged in synergy then this step should help boost the quality of our higher education. On the other hand the government must improve the management and bureaucratic system, including the payroll in universities so as to accommodate the arrival of foreigners. The management and bureaucratic system, which should not be centered on civil servants but oriented to performance and quality, can be developed. It will also force the government to improve the standards of salaries of lecturers and rectors as a result of competition at the international level. If not then the offered posts will be less attractive for those who are qualified.

For the first phase the appointment of one or two expatriates could be tried to lead state universities and after some time we can judge its impact. If it is successful, it can be expanded or become a model for other state universities or other rectors. If it is the opposite or simply the same, then there is sufficient evidence that the problem is not one of leadership. So, the plan to employ foreign rectors is more of an opportunity to raise the quality of our higher education rather than a threat.

by Budi Santosa

source Kompas, Saturday, June 18, 2016