STANFORD UNIVERSITYSS NATIONAL UNIVERSITY OF MONGOLIA JUNE 8, 2015 GI-WOOK SHIN STANFORD UNIVERSITY Balance between Globalization Teaching and Research Cultural Diversity Practical Academic Tradition Independent Labs, Academic Excellence Centers, and Institutes Leadership STANFORD UNIVERSITY MYTH: STANFORD IS A RESEARCH UNIVERSITY . Balance between Teaching and Research • 7,000 undergraduate and 10,000 graduate students • Core focus is undergraduate education • Difference of mission between private and public universities Both teaching and research help you develop insight into your field, refine your communication skills, and draw on your ability to select and organize content in a meaningful way Because they require similar skills, you will find that improvement and advancement in one feeds back into improvement and advancement in the other STANFORD UNIVERSITY . Balance between Education/Leadership-building and Research • The main mission is to educate leaders for America and the global community • Leadership and Commitment are two important criteria for college admission • A system of designating faculty advisors for freshmen • Cutting-edge research environment . Strengthening of fundamental aspects of education such as the Humanities • Small seminars, writing programs, undergraduate research grants, etc., to improve the quality of undergraduate education • “Joint major” in Computer Science and either English or Music • Coterminal program / IDU (ex: IR) . Mandatory on-campus housing for Freshmen • Theme houses • Residential education . Sports • Winner of NACDA Directors’ Cup for 20 consecutive years • Supports athletes but provides no preferential treatment . Practical Academic Tradition • Silicon Valley • A hotbed for industry-academia collaboration (HP, Google, Yahoo, etc.) • Recent Study by two Stanford Professors • The total combined assets of companies founded by Stanford graduates would be equivalent to the 10th largest economy in the Commissioned world Research/ Technical Guidance Joint Scholarships/ Research Contributions One-third of the post-1990 graduates with engineering degrees who became entrepreneurs have founded startups within 20 miles of Stanford Enthusiastic support from the school Ex: Brin and Page, then Stanford students in PhD program, founded Google, using google.stanford.edu as the domain . Faculty Involvement with Corporations and government • Faculty members are allowed to devote 20% of their full-time professorship for outside consulting jobs • Incorporating personal experience in classroom teaching • Contributing to corporate or government policy making • Ex: Former Secretary of State George Shultz and Condoleezza Rice, Former Secretary of Defense William Perry, etc. Flexibility, but always in pursuit of excellence • Individuals can design their own major (IDM) • intended for undergraduates interested in studying areas not covered by departmental majors. Each IDM curriculum is designed by the student in consultation with at least two faculty advisors . Consumer-focused curriculum (user-friendly like an iPhone) • Courses on how to start a startup • Design School • Engineering and Management • How about Korean Studies? Academic Excellence High-quality Tenure System Integrity Faculty Staff Professional Budget Endowment Development Ample Funds . Ample funds . Grants, gifts, etc. Importance of the Development Office . Donor management (ex: Alumni) . Stanford Management Company is a division of the university with oversight by a board of directors appointed by the university board of trustees . Misconception about entrance donation Board of Trustees President Stanford Vice President for Management Development Company CEO Top 10 Fundraising Universities, 2013 (millions of dollars) 0 100 200 300 400 500 600 700 800 900 1000 Stanford Harvard USC Columbia Johns Hopkins Upenn Cornell NYU Yale Duke . Endowment • $21.4 billion as of 2014 • 7,000+ endowed funds • Chairs, scholarships, programs, etc. Budget • Sources of income: 21% from endowment, 18% from sponsored research, 16% from students and tuition, 16% from health care services • Proportion of income from students significantly lower than Japanese Universities . Selection of high-quality faculty • Most are full time (1-2% part-time) • Regular employment of high-quality senior faculty through “target of opportunities” • Endowing a chair through fundraising in necessary areas . Tenure System • Academic excellence: only the best in one’s field • Evaluation of outside experts (importance of references) • Fairness in process: a multistep, strict standards process • Committee, department, dean, provost Presence on Campus Limitations on Outside Professional Activities Free and Open Exchange of Research Results Appropriate Use of University Resources, Including Facilities, Personnel, Equipment, and Information Disclosure and Ownership of Intellectual Property Disclosure of Financial Interests in Outside Entities Related to Institutional Responsibilities . Staff Professional/Personal Development • A variety of training programs (ex: BeWell, courses on leading effective meetings, behavioral interviewing, writing effective emails, crucial conversation) . Division of roles between the president and provosts • President: Oversees overall vision, strategy, public affairs, development, etc. • Five vice presidents • Provosts: academic leadership Most of the deans report to a provost Vice President for Business affairs Provost and CFO Vice President and Vice Provost for Dean, School of Dean, General Counsel Academic Earth Sciences School of Law Affairs Vice President for Dean, Graduate Dean, Development School of School of Education Medicine Vice President for Dean, School of Dean, Graduate Humanities & Public Affairs School of Sciences Business Vice President of Dean, School of Human Resources Engineering . Leadership qualities (president and provosts) • Fundamentally democratic modes of decision-making • Sometimes similar to corporate-style . Long-term appointment of key positions • Current president (the 10th) and provosts in office for more than a decade • Myself in the director position since 2005 Presidents of Stanford University 1891-1913 David S. Jordan 1913-1915 John C. Branner 1916-1943 Ray L. Wilbur 1943-1948 Donald B. Tresidder 1949-1968 J.E. Wallace Sterling 1968-1970 Kenneth S. Pitzer 1970-1980 Richard W. Lyman 1980-1992 Donald Kennedy 1992-2000 Gerhard Casper 2000- John L. Hennessy . Faculty-centered Decentralization • Great deal of cooperation in research and between departments on and off-campus • Faculty-initiated exchanges with foreign universities • No such concept as university headquarters as in Asian universities • No strings attached to the Ministry of Education (as long as rules are followed for federal grants) . Research-focused • Humanities, social Science, policy, natural science . Differentiation from the conventional system • Vice provost and dean of research • Senior fellow positions . Research centers with interdisciplinary focuses . Lots of joint appointments with other departments and inter- departmental collaboration . Hoover Institution . Center for Advanced Study in Behavioral Sciences . Freeman Spogli Institute for International Studies • Research Institute • Focuses on research and policy, unlike the School of International Studies, where the focus is on education . Shorenstein Asia-Pacific Research Center • Research • Policy • Networking • Five Research Programs and one training program • One new initiative Asia Health China Japan Korea Southeast Corporate Policy Program Program Program Asia Program Affiliates Program Program . Korea Program • Differentiated from previous programs with a focus on social sciences and policy • Consumer-focused research and education (ex: U.S.-ROK relations, North Korean issues) . Various Academic Positions • Senior fellow positions (free standing and joint appointment) • Consulting professors • Senior research scholars • Research fellows . Separation of Research and Administration • Associate director for research • Associate director for administration . Self-Financing • Importance of outside funds Endowments SHORENSTEIN Gifts and APARC Grants STANFORD Income- generating programs Self-sufficient STANFORD Dean of Research FSI CDDRL CISAC FSE S-APARC Europe Health Center Policy Director Associate Director for Associate Director Research for Administration . Various Academic Positions • Senior fellow positions (free standing and joint appointment) • Consulting professors • Senior research scholars • Research fellows . Separation of Research and Administration • Associate director for research • Associate director for administration . Self-Financing • Importance of outside funds Endowments SHORENSTEIN Gifts and APARC Grants STANFORD Income- generating programs Self-sufficient . Cultural Diversity • Diversity is a must criteria when accepting incoming students or hiring faculty members (vs. affirmative action) • Diversity officer: promotes diversity through special employment of faculty or by providing scholarships • Student Demographic Faculty Profile • Faculty Profile Stanford Undergraduate Financial Aid 2013-2014 Total students enrolled (4qts): 7,018 Total students receiving some form of 5,755 financial assistance from a variety of Zero parent contribution for parents with income internal and external sources, including need-based scholarships, athletic below $65,000 scholarships, outside awards, loans, jobs, research grants, and assistance for other expenses: Tuition charges covered for parents