為未來改革高等教育：整體計劃

學術界和工業界之間的定期師資交流，加上持續的教育措施和體驗項目，為雙方創造了互惠互利的成果。同樣，國家學分框架和多次入境多次退出等學生改革旨在提高靈活性和就業能力。然而，需要採取務實的方法來加速其實施。

Reforming Higher Education for the Future: A Comprehensive Approach

面向未來的高等教育改革：綜合方法

The seamless exchange of personnel between academia and industry, facilitated by sabbaticals, continuing education programs, experiential visits, and mentoring initiatives, has proven mutually beneficial for both sectors. However, on the student front, existing reforms such as the National Credit Framework (NCrF), Academic Bank of Credits (ABC), and Multiple Entry Multiple Exit (MEME) mechanisms, while aligned with the National Education Policy (NEP) 2020, necessitate a pragmatic and prescriptive approach to accelerate their implementation.

事實證明，在休假、繼續教育計劃、體驗式訪問和指導計劃的推動下，學術界和工業界之間的無縫人員交流對兩個行業都是互惠互利的。然而，在學生方面，現有的改革，如國家學分框架(NCrF)、學術學分銀行(ABC) 和多次進入多次退出(MEME) 機制，在與2020 年國家教育政策(NEP) 保持一致的同時，需要採取務實和規範的方法來加速其實施。

The evolving workplace demands necessitate a proactive restructuring of curricula to equip students with the skills required for their first job market entry. This transformative process, which fosters both faculty development and graduate employability, is a win-win strategy, regardless of its implementation sequence.

不斷變化的工作場所需求需要主動調整課程，以使學生具備首次進入就業市場所需的技能。這個變革過程既促進了教師發展，也提高了畢業生的就業能力，無論其實施順序如何，都是一個雙贏的策略。

Finance remains a critical resource for the growth and sustainability of higher education institutions, both public and private. Public universities, including prestigious entities like IITs, IIMs, Central Universities, and CFTIs, generally enjoy an advantage in securing funding. In contrast, state universities face challenges in meeting their financial obligations. Private universities and higher education institutions (HEIs) rely on bank financing, philanthropic grants, and tuition fees. While tuition fees should ideally constitute a smaller portion of financial resources, the current financing model demands innovative solutions. This may entail tax reforms related to public charitable trusts and educational institutions, as well as consortia-based access to debt and bond funds in domestic and international markets.

財政仍然是公立和私立高等教育機構發展和永續發展的關鍵資源。公立大學，包括 IIT、IIM、中央大學和 CFTI 等著名實體，通常在獲得資金方面享有優勢。相較之下，州立大學在履行財務義務方面面臨挑戰。私立大學和高等教育機構 (HEI) 依賴銀行融資、慈善贈款和學費。雖然理想情況下學費應佔財政資源的一小部分，但目前的融資模式需要創新的解決方案。這可能需要進行與公共慈善信託和教育機構相關的稅收改革，以及基於財團的國內和國際市場債務和債券基金的准入。

As stated by Girish Mathrubootham, Founder-CEO of Freshworks, "The worst case scenario for a failed entrepreneur is an assured job." This perspective resonates strongly with the belief that entrepreneurship should be fostered within college campuses. Existing initiatives like the Atal Innovation Mission, Technology Business Incubators, and Startup India Seed Fund, while necessary, are insufficient to stimulate entrepreneurial spirit among students. Industry collaboration is essential, extending beyond the traditional IIT pathway, recognizing that innovation often originates beyond academic hubs. Isolated ideas require industry partnerships for market entry and scaling support, creating job providers as the best-case outcome and job seekers in the worst-case scenario.

正如 Freshworks 創始人兼首席執行官 Girish Mathrubootham 所說，“對於失敗的企業家來說，最糟糕的情況就是一份有保障的工作。”這種觀點與應在大學校園內培養創業精神的信念產生了強烈共鳴。現有的舉措，如阿塔爾創新使命、科技企業孵化器和印度新創種子基金等舉措雖然必要，但不足以激發學生的創業精神。產業合作至關重要，超越傳統的個人所得稅途徑，並意識到創新往往起源於學術中心之外。孤立的想法需要產業合作來進入市場和擴大支持，在最好的情況下創造就業機會，在最壞的情況下創造求職者。

The 2019 admissions scandal involving prestigious North American universities, including Yale, Stanford, and Georgetown, highlighted unethical practices in the admissions process. Similar concerns exist within Indian professional college admissions, where capitation fees, dynamic fee-based seat allotment, merit list manipulation, revenue-driven entrance exams, and coaching classes have proliferated. Michael Sandel, in his work "The Tyranny of Merit," advocates for a common good that transcends political divisions. Access to equitable educational opportunities can be achieved through a balanced combination of high school and entrance exam scores, independently determined by central, state, and private HEIs.

2019年涉及耶魯大學、史丹佛大學和喬治城大學等北美著名大學的招生醜聞凸顯了招生過程中的不道德行為。印度職業大學招生也存在類似的擔憂，按人頭收費、動態收費席位分配、操縱成績單、以收入為導向的入學考試和輔導課程激增。麥可·桑德爾在他的著作《功績暴政》中倡導超越政治分歧的共同利益。獲得公平的教育機會可以透過由中央、州立和私立高等教育機構獨立確定的高中和入學考試成績的平衡組合來實現。

The first 100 days of reform are crucial for all sectors, including higher education. This period should focus on empowering universities, enhancing faculty capabilities, fostering graduate employability, expanding institutional capacity, stimulating entrepreneurial spirit, and ensuring equitable access to education. These five pillars represent a comprehensive roadmap for transforming higher education in India.

改革的前100天對包括高等教育在內的所有部門都至關重要。這段時期應聚焦於賦予大學權力、增強教師能力、培養畢業生就業能力、擴大機構能力、激發創業精神、確保公平的教育機會。這五個支柱代表了印度高等教育轉型的全面路線圖。

S Vaidhyasubramaniam

S Vaidhyasubramaniam

Vice-Chancellor, SASTRA Deemed University

SASTRA 認定大學副校長

vaidhya@sastra.edu

vaidhya@sastra.edu