WHAT DOES IT take to build or maintain a world-class university? This is the question being pondered not only across Hong Kong's university campuses, but throughout the wider world of higher education, including some of its more ancient and prestigious institutions.
Professor Sir Alec Broers, vice-chancellor of Britain's University of Cambridge, was in Hong Kong recently, after receiving an honorary doctorate from Peking University and as part of his efforts to drive the development of the ancient institution, seven years short of its 800th birthday.
In the UK, at least, Cambridge still tops the tables. 'We are very proud that we not only come top in research exercises in the UK, but in teaching assessments. We can't complain about the league tables because we are always number one,' said Sir Alec.
But Cambridge is still struggling to keep abreast of the best endowed US universities and the growing demands of ever more sophisticated science and technology. 'What world class means today is world-class leadership in research and teaching,' he said.
At home, Sir Alec is leading the university towards a radical review of its ancient democratic governance, which he says is necessary for the college-based institution to thrive in the globalised education environment. Devolution of power to a new tier of pro vice-chancellors and new roles for professional central administrators are included in the agenda, even though he acknowledges that the academic world should still ultimately be controlled by committees of academics.
The need for professional management was shown last year. Cambridge nearly ground to a halt when a new accounting system failed and staff were unable even to pay invoices. A report into the fiasco by former Warwick University registrar Michael Shattock described the elite university as suffering from 'a culture of amateurism', with 'tortuous decision-making' through a network of academic-led committees.
