Abstract:

Higher education governance reform is one of the greatest challenges for post-Soviet countries [1]. This is, in particular, true for Kazakhstan that has launched the State Program for Education Development in 2011 that has prioritized decentralization of higher education institutions (HEIs). According to the recent report of the Organization for Economic Co-operation and Development (OECD), it underscored the first positive shifts in the decentralization of Kazakhstani HEIs [2].

This study is aimed to assess the current level of university autonomy of a joint-stock company (JSC) type of HEIs that is chosen due to its unique status. Previously, JSC was a public university but as a result of corporatization, now it is a for-profit organization that accelerates university autonomy of HEIs. Thus, the purpose of the study is to assess the degree of university autonomy at JSC and to define to what extent it is autonomous based on four dimensions of university autonomy (academic, staffing, organizational, and financial autonomy) adapted from the University Autonomy Scorecard II [3].

The study employs the sequential mixed methods, where the qualitative data are obtained through the semi-structured interviews with senior administrative and academic staff of JSC involved in financial, academic, staffing, and organizational affairs. Afterwards, the primary data are converted into 0-2,5-5 point scale to obtain numerical scores for each dimension of university autonomy. This has allowed the researcher to compare each dimension of university autonomy against each other and to identify the most autonomous and restricted dimensions of university autonomy.

Major findings of the study showed that the most restricted dimensions of university autonomy are financial autonomy (60 per cent) and organizational autonomy (62,5 per cent), whereas academic autonomy (80 per cent) and staffing autonomy (75 per cent) have scored higher. In other words, the relationship between the state and JSC has not changed dramatically after corporatization. Paradoxically, the state regulation still dominates in public funding allocation, and standard financial bylaws still regulate JSC regardless of its for-profit nature. Alternatively, the selection of the executive head of JSC is decided by the Board of Directors which is largely represented by line ministries of JSCs. Therefore, it is essential to allow the private sector to have at least 50 per cent of shares of JSC, which will increase their engagement in the institutional governance. Additionally, it is crucial to revise state regulations on JSC universities, which are flagship universities in promoting university autonomy in Kazakhstan.

References:
[1] R. Hartley, M.; Gopaul, B.; Sagintayeva, A.; Apergenova, “Learning autonomy: higher education reform in Kazakhstan,” High. Educ., vol. 72, no. 3, pp. 277–289, 2016.
[2] OECD, “Higher Education in Kazakhstan 2017,” Paris: OECD Publishing, 2017.
[3] T. Estermann, T. Nokkala, and M. Steinel, “University Autonomy in Europe II. The Scorecard,” Brussels: European University Association, 2011.

Keywords:

University autonomy, decentralization, higher education governance, Kazakhstan.