Alluding to the famous dictum by China’s late leader, Deng Xiaoping, Min Weifang, the executive president of Chinese Society for Education Development Strategies and professor at Peking University (PKU), China, noted that the “water has become very deep, it is difficult to touch the stones [to cross the river].” Min’s comments came at the end of a conference titled “Building World-Class Universities: An Institutional Perspective,” and they specifically referred to the challenges facing Chinese institutions of higher learning. Yet, the phrase nicely captured the challenges facing institutions of higher education worldwide in remolding institutions, social norms and structures to better adapt to the 21^st century. Institutions of higher learning – whether “world-class” or not – need to grasp the demands of a rapidly changing future that is hard to discern. Speakers highlighted the complexities of globalization, market pressures, and a contracting public purse which encumber university governance and produce conflicting goals.

The conference, which was hosted at the Stanford Center at Peking University from Nov. 4-5, was part of the Beijing Forum 2016 and brought together over 30 scholars, university presidents and other thought leaders from 11 countries in Europe, Russia, North America and the Asia-Pacific region. The Forum aimed to focus on the institutional contexts that promote the construction and longevity of world-class universities. The second half of the Forum featured debates about the criteria for and, even, the very definition of “world-class.”

The Forum generated cross-cutting themes among a wide range of experts in attendance. The most prominent themes that emerged included the role of the government; government-university relations; and the tensions between education and knowledge production in universities. The Forum first highlighted the various “world-class university-projects” and elite national university-projects around the globe including in China, Russia, South Korea, Japan and Pakistan. Forum discussions then shifted to focus on questions such as “what is a university?” and “what is world-class”? Various university ranking systems drew skepticism, yet were also recognized as a resource used by donors, governments, alumni and prospective students.

As a policy prescription, a heavy role of the government in university education drew the most fire especially from Chinese colleagues who emphasized China’s need for greater university autonomy from government interference. All could agree, however, upon the important role of the government in tertiary education and, in particular, for building world-class universities, even if striking the proper balance between the role of the government and university administration necessarily differed depending on the national context.

Panelists agreed that contemporary challenges facing top-tier universities are many. They include social and economic pressures that favor “multiversities” over smaller, more cohesive universities; tensions among conflicting stakeholders in “multiversities”; intensification of science, technology, engineering and math (STEM) research; commercialization of knowledge; diminishing focus on undergraduate education; overproduction of doctoral degrees; inequality in access to and quality of higher education; and increasing administrative scale and complexity of university management. Many panelists throughout the conference appeared to concur that accelerated knowledge production, a more direct connection to national development goals, increased specialization and commercialization have produced significant benefits in recent years. But they also acknowledged that these benefits have come with a price – perhaps in the form of excellence in undergraduate teaching.

The gains that Peking University and Tsinghua University, in particular, and Chinese universities, in general, have made were widely acknowledged. Increasing numbers of Asian universities, too, have entered the top-tier in global rankings. Yet, solving 21st century demands – as opposed to just managing them – still appeared difficult as experts and thought leaders grappled with what, if any, institutional models can best meet those demands. Some experts suggested providing students access to different kinds of tertiary education (for example, in the form of community colleges, vocational colleges, liberal arts and research universities, as in the U.S. context). Most experts, if not all, agreed that universities need to shore up their educational missions and ensure balanced support for both the humanities and social sciences as well as the sciences and technical fields. In addition, many experts emphasized the need to address societal imbalances and provide better access to quality higher education to all socioeconomic classes.

Related links:

Forum agenda and list of panelists

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For 14 years, Mariano-Florentino Cuéllar has been a tireless Stanford professor who has strengthened the fabric of university’s interdisciplinary nature. Joining the faculty at Stanford Law School in 2001, Cuéllar soon found a second home for himself at the Freeman Spogli for International Studies. He held various leadership roles throughout the institute for several years – including serving as co-director of the Center for International Security and Cooperation. He took the helm of FSI as the institute’s director in 2013, and oversaw a tremendous expansion of faculty, research activity and student engagement. 

An expert in administrative law, criminal law, international law, and executive power and legislation, Cuéllar is now taking on a new role. He leaves Stanford this month to serve as justice of the California Supreme Court and will be succeeded at FSI by Michael McFaul on Jan. 5.

 As the academic quarter comes to a close, Cuéllar took some time to discuss his achievements at FSI and the institute’s role on campus. And his 2014 Annual Letter and Report can be read here.

You’ve had an active 20 months as FSI’s director. But what do you feel are your major accomplishments? 

We started with a superb faculty and made it even stronger. We hired six new faculty members in areas ranging from health and drug policy to nuclear security to governance. We also strengthened our capacity to generate rigorous research on key global issues, including nuclear security, global poverty, cybersecurity, and health policy. Second, we developed our focus on teaching and education. Our new International Policy Implementation Lab brings faculty and students together to work on applied projects, like reducing air pollution in Bangladesh, and improving opportunities for rural schoolchildren in China.  We renewed FSI's focus on the Ford Dorsey Program in International Policy Studies, adding faculty and fellowships, and launched a new Stanford Global Student Fellows program to give Stanford students global experiences through research opportunities.   Third, we bolstered FSI's core infrastructure to support research and education, by improving the Institute's financial position and moving forward with plans to enhance the Encina complex that houses FSI.

Finally, we forged strong partnerships with critical allies across campus. The Graduate School of Business is our partner on a campus-wide Global Development and Poverty Initiative supporting new research to mitigate global poverty.  We've also worked with the Law School and the School of Engineering to help launch the new Stanford Cyber Initiative with $15 million in funding from the Hewlett Foundation. We are engaging more faculty with new health policy working groups launched with the School of Medicine and an international and comparative education venture with the Graduate School of Education. 

Those partnerships speak very strongly to the interdisciplinary nature of Stanford and FSI. How do these relationships reflect FSI's goals?

The genius of Stanford has been its investment in interdisciplinary institutions. FSI is one of the largest. We should be judged not only by what we do within our four walls, but by what activity we catalyze and support across campus. With the business school, we've launched the initiative to support research on global poverty across the university. This is a part of the SEED initiative of the business school and it is very complementary to our priorities on researching and understanding global poverty and how to alleviate. It's brought together researchers from the business school, from FSI, from the medical school, and from the economics department.  

Another example would be our health policy working groups with the School of Medicine. Here, we're leveraging FSI’s Center for Health Policy, which is a great joint venture and allows us to convene people who are interested in the implementation of healthcare reforms and compare the perspective and on why lifesaving interventions are not implemented in developing countries and how we can better manage biosecurity risks. These working groups are a forum for people to understand each other's research agendas, to collaborate on seeking funding and to engage students. 

I could tell a similar story about our Mexico Initiative.  We organize these groups so that they cut across generations of scholars so that they engage people who are experienced researchers but also new fellows, who are developing their own agenda for their careers. Sometimes it takes resources, sometimes it takes the engagement of people, but often what we've found at FSI is that by working together with some of our partners across the university, we have a more lasting impact.

Looking at a growing spectrum of global challenges, where would you like to see FSI increase its attention? 

FSI's faculty, students, staff, and space represent a unique resource to engage Stanford in taking on challenges like global hunger, infectious disease, forced migration, and weak institutions.  The  key breakthrough for FSI has been growing from its roots in international relations, geopolitics, and security to focusing on shared global challenges, of which four are at the core of our work: security, governance, international development, and  health. 

These issues cross borders. They are not the concern of any one country. 

Geopolitics remain important to the institute, and some critical and important work is going on at the Center for International Security and Cooperation to help us manage the threat of nuclear proliferation, for example. But even nuclear proliferation is an example of how the transnational issues cut across the international divide. Norms about law, the capacity of transnational criminal networks, smuggling rings, the use of information technology, cybersecurity threats – all of these factors can affect even a traditional geopolitical issue like nuclear proliferation. 

So I can see a research and education agenda focused on evolving transnational pressures that will affect humanity in years to come. How a child fares when she is growing up in Africa will depend at least as much on these shared global challenges involving hunger and poverty, health, security, the role of information technology and humanity as they will on traditional relations between governments, for instance. 

What are some concrete achievements that demonstrate how FSI has helped create an environment for policy decisions to be better understood and implemented?

We forged a productive collaboration with the U.N. High Commissioner for Refugees through a project on refugee settlements that convened architects, Stanford researchers, students and experienced humanitarian responders to improve the design of settlements that house refugees and are supposed to meet their human needs. That is now an ongoing effort at the UN Refugee Agency, which has also benefited from collaboration with us on data visualization and internship for Stanford students. 

Our faculty and fellows continue the Institute's longstanding research to improve security and educate policymakers. We sometimes play a role in Track II diplomacy on sensitive issues involving global security – including in South Asia and Northeast Asia.  Together with Hoover, We convened a first-ever cyber bootcamp to help legislative staff understand the Internet and its vulnerabilities. We have researchers who are in regular contact with policymakers working on understanding how governance failures can affect the world's ability to meet pressing health challenges, including infectious diseases, such as Ebola.

On issues of economic policy and development, our faculty convened a summit of Japanese prefectural officials work with the private sector to understand strategies to develop the Japanese economy.  

And we continued educating the next generation of leaders on global issues through the Draper Hills summer fellows program and our honors programs in security and in democracy and the rule of law. 

How do you see FSI’s role as one of Stanford’s independent laboratories?

It's important to recognize that FSI's growth comes at particularly interesting time in the history of higher education – where universities are under pressure, where the question of how best to advance human knowledge is a very hotly debated question, where universities are diverging from each other in some ways and where we all have to ask ourselves how best to be faithful to our mission but to innovate. And in that respect, FSI is a laboratory. It is an experimental venture that can help us to understand how a university like Stanford can organize itself to advance the mission of many units, that's the partnership point, but to do so in a somewhat different way with a deep engagement to practicality and to the current challenges facing the world without abandoning a similarly deep commitment to theory, empirical investigation, and rigorous scholarship.

What have you learned from your time at Stanford and as director of FSI that will inform and influence how you approach your role on the state’s highest court?

Universities play an essential role in human wellbeing because they help us advance knowledge and prepare leaders for a difficult world. To do this, universities need to be islands of integrity, they need to be engaged enough with the outside world to understand it but removed enough from it to keep to the special rules that are necessary to advance the university's mission. 

Some of these challenges are also reflected in the role of courts. They also need to be islands of integrity in a tumultuous world, and they require fidelity to high standards to protect the rights of the public and to implement laws fairly and equally.  

This takes constant vigilance, commitment to principle, and a practical understanding of how the world works. It takes a combination of humility and determination. It requires listening carefully, it requires being decisive and it requires understanding that when it's part of a journey that allows for discovery but also requires deep understanding of the past.