STI Myanmar University

Organisation Structure of STI MYANMAR UNIVERSITY

The Structure of STI Myanmar University

STIMU governance structure is composed of

BOD
Advisory Board (AdB)
Academic Board (AB)
Executive Management Board (EMD)
Committee Structure within BoD

These bodies are responsible for approving the university’s mission and strategy, setting the strategic directions and ensuring their proper execution, overseeing management operations and ensuring accountability in finances, academic functions and all aspects of university affairs.

Responsibilities of the BOD

The highest governing structure of STIMU is the Board of Directors. The Board of Directors provides strategic leadership in STIMU’s governance. The Board oversees the functioning of the academic and corporate governance framework to enable the university to conduct its business in a way that foster long-term success, sustain competitiveness, and create value for its constituents and stakeholders. As the University is growing and contains relatively few academic faculties, some members of the BOD also act as the executive governing body of the University with particular managerial responsibilities to oversee the conduct of University business and provide advisory capacity. It approves all major developments and receives regular reports from the Academic Board and the Executive Management Group. The Board has the final decision on matters that impact on the University. The Board conducts annual strategic planning session where the university’s performance, achievements and financial standing are reviewed and fed into new courses of actions for succeeding medium and long term plans. It reviews the corporate performance and sets the school’s policies and overall strategic direction. The Mission and Vision guide the strategic direction, major transactions and management’s implementation plans set by the Board. The Board conducts a regular monthly meeting. It also meets monthly with the Academic Board and the Executive Management Group.

Composition of the BOD

The Board is composed of five qualified and competent members each regarded in their own respective fields and industry. All are business owners or have held senior management positions in industries such as telecommunications, ICT, real estate, healthcare and academic institutions. The BOD acts as one body and no individual member is delegated a single authority over the affairs of the board. The brief profile of the BOD is as follows:

Josephine Khin Aye Win

Josephine leads STIMU as a Managing Director with extensive experience in leadership and management skills in both technical and business development for more than 10 years. Josephine is the Chair of Committee on Strategic Partnerships and Quality Assurance. She needs to ensure that the University fosters, develops, maintains and advances the key national and international relationships that will enhance its ability and enable it to perform as a leading university role. Adhere to the internal key performance indicators measures meeting standard of benchmarking and making sure the quality is assured at the faculty member, graduate attributes, physical resources, administration tasks and employability percentage of the graduates.

Josephine is an IT and Telecom veteran and computer engineer by training. She has her undergraduate and postgraduate academic training in Yangon, Singapore and USA in the University of Computer Studies(Yangon), Nanyang Technological University and Massachusetts Institute of Technology. Her substantial experience in implementing the nationwide projects such as the country’s largest coverage network in telecom transport network across the country including the metro transport networks, the backbones, internet service provider POPs, TV transmission stations and many leading ICT projects. Josephine is an auditor and executive committee member of Myanmar Computer Federation and she has served as an executive committee member and treasurer of Myanmar Computer Professionals Association for 10 years.

Josephine is an auditor and executive committee member of Myanmar Computer Federation and she has served as an executive committee member and treasurer of Myanmar Computer Professionals Association for 10 years.

Dr. Myo Myo Naing

Dr. Myo Myo Naing is an executive director of STIMU and is the Chair of the Committee on Administration and Operations. She has the oversight to review and develop the academic affairs, administration, employment, personnel; logistics, finance matters of the school. She initiates planning, budgeting, forecasts, resource allocation and other arrangements.

Dr. Myo Myo Naing has extensive academic experience with the University of Computer Studies (Yangon) for more than ten years and served as an Associate Professor. She undertake large amount of teaching to the undergraduate and postgraduate students and supervised research projects for many postgraduate students pursuing doctorate degrees in computer engineering and Information Technology domain.

Dr. Myo Myo Naing has published many international papers during her doctoral studies as well as postdoctoral research projects. She had co-authored many of the current trend in computer engineering research area. She has also presented at many international and national conferences on the latest computer science and information systems. She facilitated conferences at the University of Computer Studies in Myanmar in coordination with international organisations.

Dr. Myo Myo Naing is an executive committee member of Myanmar Computer Professional Association and Chair of the International Committee. Her experience includes developing international business cooperation in the travel and tourism industry where she sits on the board at one of the leading travel and tour companies.

Dr. MyoMyoNaing has been working very closely with the various committees and the board of STIMU in developing the business over 10 years. She’s one of the major architects in accomplishing the STIMU’s vision.

Patricia Khin San Win

Patricia is an executive director of STIMU and chair of the Committee on Finance and Planning. She’s responsible for ensuring financial resources, stakeholders and broader constituents in order to build the general image of the University and enhance business matters. She also presents the University’s achievements to external constituents, and also leads the review of the annual financial statements of the University, physical resources planning, financial procedures and policies. Patricia envisages the student forecast for the next 3 years and plans the physical campus expansion such as taking care of new construction of facilitating labs, workshops, lecture theatres etc.

Patricia has successful entrepreneurial experiences in IT and Telecom. She’s one of the founders of Myanmar Information and Communication Technology Development Public Company Ltd and she has sat on the board since its inception. She earned her degree in Science and worked in Singapore as a private company director for many years during her early career. She founded one of Myanmar’s leading IT companies when the country started to open its trade policy in the mid 1990s. Today with her strong entrepreneurial spirit, the company has achieved significant milestones in implementing nationwide IT and Telecom projects with phenomenal success.

Patricia served as an executive committee member of Myanmar Computer Federation and Myanmar Computer Industry Association for about 18 years.

Dr. Cho Mar Lwin

Dr. Cho Mar LWIN is an Executive Director of STIMU and Chair of the Committee on Monitoring and Audit. She has to ensure adherence to policy and standards of the University and gathering of feedback and provides appropriate advice on strategic issues relating to risk management. The Committee monitors annual periodic reports, the University’s performance against plans and budgets and guards against financial fraud and irregularities. The Committee gathers feedback from the Academic Board and Executive Management Group major risks exposures, receives periodic reports on the effectiveness of internal control and overall quality of performance against targets and risks. It determines corresponding risk mitigation measures.

On her other side of her career life, she is the Associate Professor of the Department of Rheumatology, University of Medicine (1) Yangon. She earned her M.B.,B.S, M.Med.Sc (Internal Medicine), Dr.Med.Sc (General Medicine), MRCP(UK) and FRCP (Edin).

Dr. Cho Mar LWIN has extensive experience in the departmental and national lead roles such as an Academic Secretary of the Myanmar Rheumatology Society and membership in the Asia Pacific League of Associations for Rheumatology (APLAR). She has undertaken a series of publications, research projects and presentations. Her further studies and training as Rheumatology Fellow in renowned Rheumatology centres in Singapore and in the UK has enriched her with international experience.

Dr. KyawThura

Dr. Kyaw THURA is a director of STIMU and a Chair of Committee on Research and Education oversight relating to teaching and learning and academic affairs of the university at the national and international levels.

Dr. Kyaw THURA is a director of STIMU and a Chair of Committee on Research and Education oversight relating to teaching and learning and academic affairs of the university at the national and international levels.

Dr. Kyaw THURA is also a senior specialist registrar in the acute medical unit at the Royal Perth Hospital, Western Australia, one of the state-of-the-art 855 bedded teaching hospitals in Western Australia. His area of specialism is in internal and acute care medicine and pursuing his Fellowship specialist training in Royal Australian College of Physicians. After he graduated MBBS from Institute of Medicine (1) Yangon, he obtained FRACP (Australia), MRCP (UK), MRCP (Glasgow), F.MedSc (Internal Medicine, NUS), and Diploma in Dermatology (Australia).

After his internship in Yangon, Dr. Kyaw THURA was trained and completed his basic physician training mostly in Western Australia. He has wide range of clinical experience in different medical specialties including Diabetes and Endocrinology, nephrology and Hematology. He has great interest in clinical researches and is also a co-investigator in clinical audits, clinical safety and quality assurance projects in Royal Perth Hospital.

The Board consults the Academic Board on matters pertaining but not limited to:

School fees and financial needs
Enrollment process
Academic strategic planning, programming and schedules
Academic matters such as students assessment, course assessment, discipline)
Student support and campus activities
Student government body
Teacher staffing and capacity building
Health and safety issues

The Board consults the Executive Management Board on matters pertaining not limited to:

Institutional strategic planning
Financial performance and annual budget
Staffing and promotion
Health and safety issues
Students' feedback and actions
University publicity and social media relationship
Campus physical maintenance and renovations

The Board consults with the Advisory Board on policy and strategic matters pertaining to the academic, management and other key aspects of the Institution.

The Advisory Board Committees

To further ensure that the broader responsibilities and accountabilities of the university are performed well and meet standards, the Board is structured into five Committees each with its own separate oversight functions. Each committee is headed by a member of the BOD. These committees are: Committee on Finance and planning, Committee on Research and Education, Committee on Administration and Operations, Committee on Partnerships and Quality Assurance and the Committee on Monitoring and Audit.

Committee on Research and Education oversees relating to teaching and learning and academic affairs of the university at the national and international standard.

Committee on Finance and Planning is responsible for ensuring financial resources, stakeholders and broader constituents in order to build the general image of the University and enhance business matters. It also presents the University’s achievements to external constituents. The Committee leads the review of the annual financial statements of the University, physical resources planning, financial procedures and policies. Envisage the student forecast for next 3 years and plan the physical campus expansion such as taking care of new construction of facilitating labs, workshops, lecture theatres and etc.

Committee on Administration and Operation has to oversee, review and develop the academic affairs, administration, employment, personnel; logistics, finance matters of the school. It initiates planning, budgeting forecasts, resource allocation and other arrangements.

Committee on Strategic Partnerships and Quality Assurance is to ensure that the University fosters, develops, maintains and advances the key national and international relationships that will enhance its ability and enable it to perform as a leading University role. Adhere to the internal key performance indicators measures meeting standard of benchmarking and making sure the quality is assured at the faculty member, graduate attributes, physical resources, administration tasks and employability percentage of the graduates.

Committee on Monitoring and Audit ensures adherence to policy and standards of the University and gathering of feedback and provides appropriate advise on strategic issues relating to risks management. The committee monitors annual periodic reports, university’s performance against plans and budgets and guards against financial fraud, irregularities. It gathers feedback from the Academic Board and Executive Management Group major risks exposures, receives periodic reports on the effectiveness of internal control and overall quality of performance against targets and risks. It determines corresponding risk mitigation measures. The Academic

The Academic Board (AB)

Academic Board has overall responsibility for the University’s academic provision, provides direction as to the development of the University’s portfolio, and ensures academic quality and standards. The following committee works closely with the academic board on the issues pertaining to the quality assurance, monitoring and audit, research and education of the academic programs. They are:

Committee of Research and Education
Committee of Monitoring and Audit
Committee of Strategic Partnership and Quality Assurance
Committee of Administration and Operations

The Academic Board is the governing body that is responsible for all the educational services and academic affairs of the university. It is responsible to the Board for academic matters within the Faculty such as on those concerning teaching; research; curricula; examinations; feedback; and makes recommendations to the BOD on any matter relating to the University. As the University’s main academic authority it guides the University's academic strategic performance, directions and plans.

Composition of the Academic Board

The Academic Board is composed of the Chairs of the Education and Research Committees and Committee on Administration and Operations, Committee of monitoring and audit, Committee of Strategic partnership and quality assurance, the Dean, all Faculty Chairs, Head of all the Administration Departments, Chair of the SQA Department, and senior teaching staff. It also comprised of the STIMU Student Council, the highest governing body of the students; representative from the Alumni Association and STIMU Advisers from a wide range of local, regional and national interests. With this broad membership, the Academic Board operates with a wide range of experience and expertise from different perspectives, backgrounds and professional disciplines. Members bring with them a range of professional and academic expertise for the advancement of the University’s academic, community and business work.

Roles and responsibilities of the Academic Board

The Academic Board

guides the management of the teaching, quality assurance, monitoring and audit, research and administrative activities of the five faculties of STIMU, as well as their finances.
oversees the direction and regulations of examinations, grading and awarding of marks
monitors promotion and conduct of student projects and research
maintains responsibility for academic planning, academic standards, and enhancing the academic profile of the University nationally and internationally.

The Academic Board meets weekly to receive updates and to discuss key issues related to academic performance of students and teaching staff, ongoing strategies, projects and activities and to determine and plan for future progression.

The Executive Management Board (EMB)

The Executive Management Board serves as the executive governing body of the university. It is responsible for matters relating to the management and finance of the University. The EMB reports to the BOD on matters concerning the overall management of the university; while the Academic Board is delegated with the decision making on matters pertaining to the academic status of the university. The BOD delegates the overall decision-making and management to the EMB. EMB ensures the effective leadership, management and co- ordination and implementation of all the major academic and operations activities. It is also tasked to guide internal monitoring and review such as the financial state of the university, programme delivery, as well as external events such as the state of the economy and politics that will impact on the university.

Roles and responsibilities of the Executive Management Board

The Executive Management Board.

prepares and recommends to BOD the University's strategic plan, annual budget and resource allocation
reviews and monitors implementation of the approved plans and budgets throughout the year
oversees the strategic direction for the University and the delivery of its vision
delegates the operational running of STIMU
oversees the activities of STIMU; determines future direction and monitors progress against strategic targets and objectives
ensures the financial sustainability of STIMU, as well as ensuring that all its legal obligations are met

At STIMU, three working groups were created to develop standards. One was to develop standards for programme content, delivery and assessment, including pertinent digital learning content and delivery. This group was placed under the directions of the Academic Board. Another one was to develop standards on management programme support which include out- of-campus learning activities. This group was placed under the direction of the Executive Management Group. The third working group was tasked to develop the standards for following up and assessment of the results and outcome for applicability, effectiveness and relevance. This last group was a joint effort of the Academic Board and the EMG and was placed under the direction of the BOD Committee on Quality Assurance. The working group eventually evolved into the Standard and Quality Assurance Unit with the working groups merged into one SQA Committee. This section details the corresponding structure, responsibilities, procedures, processes and resources for monitoring and reviewing of the University’s set of standards against the set requirements.

The Role of Management in the SQA

Responsibilities:

Oversees full compliance with requirements ensuring that SQA objectives are established, accomplished and communicated.
Intervenes directly to resolve of problem situations and minimize oversights
Formally review and approve changes in and new standards measures and systems;
Ensures availability of adequate resources required by SQA systems.
Ensures the alignment of SQA to the organization mission, purpose and goals
Provides the overall directions for conducting the SQA and remedying major deficiencies and problems.

The Standards Quality Assurance Department (SQA)

The SQA Department of STIMU consists of the SQA Committee and three sub units, the Monitoring Team, Review and Planning Team and the Documentation and Public Relations Team. SQA is under the direction of the University President. The Units work in close coordination and collaboration with the University’s academic team and the Academic Board, which together look carefully on the institution’s current and evolving standards.

Standards and procedures are set by each of the five board advisory Committee Chairpersons who establishes evaluative criteria and procedures for all teachers and management support staff. The University takes into account the Ministry quality code on Matriculation as well as standards set by its international partners in setting up the standards, implementation and maintenance procedures. This is amended from time to time in collaboration with the Academic Board Committee on Quality Assurance and learning teaching and assessment Committee.

The standards adopted by STIMU conform to those expected by their collaborative partners, in addition to those which they have developed themselves. A preliminary mapping exercise undertaken by Faculty staff at the University of Bedfordshire in early 2015 confirms that levels and standards of academic work at STIMU are broadly in line with those within the University of Bedfordshire.

STIMU is committed to ensuring that students have a high quality learning experience, and that the standards of qualifications are set at appropriate levels. Programme proposals are first approved at school level, so as to ensure that the proposed programmes are compatible with school plans, and that only sound proposals are put forward for University approval.

Establishing that programme standards are appropriate, and that the quality of the student experience can be assured are the principal concerns of programme approval process were an appropriately qualified internal and external panel examines the programme.

Student’s achievement is monitored in a number of ways including consideration at assessment boards, as part of the quality monitoring process, and by the Committee of Monitoring and Audit who decide on the awards students are given.

At this time we have not adopted the UK method of external examiners as this is not well developed outside of the UK.

The University also surveys students on a regular basis to provide feedback as they provide an important view on the quality of our provision. This feedback into our course development and also, along with teaching observations, to identify enhancement opportunities for staff development and training. The Responsibilities of the Unit and its sub-units are outlined below.

SQA Department Responsibilities

The SQA Department

Ensures that the established quality standards and procedures are followed by all concerned units and individuals and that each work outcome successfully meets the requirements placed upon it
Aims to develop a ‘quality culture’ where quality implementation is seen as everyone’s responsibility and as an integrated part of the entire management and academic function and culture;
Fosters the improvement of the organizations quality and productivity standards and compliance;
Provides management with the necessary data and update reports on the review results and provides recommendations particularly for problem areas and needed preventive and corrective action;
Develops and prepares an up to date quality assurance plan that sets out the institution’s annual SQA activities, programmes and procedures on how the standards and outcome are to be monitored, reviewed, reported and documented;
Ensures the development of new and additional relevant procedures and changes in response to adaptations to developments in local and international standards and the demands of the university constituents;
Arranges training and guidance of faculty and management teams for maintenance of quality systems and improved SQA capacities of staff.

The SQA Committee responsibilities

The SQA Committee

Sets direction for the process of monitoring, review and documentation
Ensures that relevant monitoring and review tools, systems and processes are in place and implemented;
Ensures the accuracy and appropriateness of implemented monitoring and review standards and processes;
Ensures timely reporting of outcome and results of monitoring and review

The SQA Committee responsibilities

Monitoring and supporting implementation of existing, new and revised SQA procedures
Follow up of required preventive and corrective actions
Training and instruction to new and current staff and SQA staff and consultant regarding SQA procedures, work instructions, new and revised procedures, development tools and methods, etc.
Preparation of monitoring reports and recommendations for management

The SQA Review and Planning Team Responsibilities

Evaluates SQA implementation standards and target outcomes;
Assists the Faculties to plan and conduct planning, changes and corrective actions to raise the performance of the faculties and administrative units;
Improves measurement tools to evaluate performances of programmes and activities;
Provides training and instruction to new and current staff and SQA staff and consultant regarding SQA appraisal systems and procedures, work instructions, new and revised procedures, development tools and methods.
Sets changes to the procedures and regulations are usually made on an annual basis, and are approved at University level by the Academic Board.

The SQA Documentation and Publication Unit Responsibilities

Publication of SQA procedures, work instructions, templates, checklists, etc.
Create a database of all monitoring and evaluation reports and other pertinent data necessary for the monitoring, evaluation and learning of university standards;
Follow up with any concerns of compliance from University units/departments with respect to units’ documentation procedures and work instructions

The SQA Unit Head Responsibilities

Planning tasks

Supervises the annual plan activity programme and budget of the unit o Prepares recommendations to Departments and Management

Management Tasks

Manages the SQA Team’s activities
Monitor the implementation of the SQA
Prepares periodic status and performance report for top management
Prepares requested SQA reports to concerned agencies and stakeholders
Prepares periodic monitoring and review report
Supervises the documentation of SQA data and reports
Representation of the organization before external bodies regarding QA matters
Consultation and collaboration with project managers and team leaders

Monitoring Process Flow Chart

The institution is using a triangulation approach:

Compilation of documents and other necessary information for monitoring purposes from all faculty and departments
Class and campus observations once or twice per semester
Interview of students, teaching staff and administration staff
Update findings during meetings
Submission of Monitoring Report at the end of each Semester

Evaluation Process Flow Chart

Review of all submitted monitoring reports and documents
Develops assessment tools and systems for review and risk management;
Interview with relevant departments and personnel
Interview with students, alumni and prospective students
Prepares periodic evaluation and learning reports for management

A monthly Management Review meeting is conducted when necessary to allow executives to obtain an overview of the status and quality issues. Agendas are centered towards urgent and important QA issues typically on student feedback, external feedback, course regular activity programmes and special events.

Documents and materials required in the monitoring and review process

The institution is using a triangulation approach:

Quality monitoring forms from the Unit
Self evaluation documents from Faculties and Other Departments
Meeting and outcome minutes
Student Feedback Forms
External publications/press releases
Periodic Performance Reports by Faculty and other Departments