16.2.4. PARTICIPATORY BODIES FOR STAKEHOLDER ENGAGEMENT
16.2.4. PARTICIPATORY BODIES FOR STAKEHOLDER ENGAGEMENT
Tashkent State University of Oriental Studies ensures that local stakeholders — including community representatives, local government bodies, and civil society organisations — participate in university decision-making through structured advisory bodies, partnership councils, and inclusive consultation mechanisms.
- Institutional Structures for Stakeholder Participation
- a) Public Council
This Public Council was established based on the Resolution of the President of the Republic of Uzbekistan dated June 5, 2018, “On additional measures to improve the quality of education in higher educational institutions and to ensure their active participation in the wide-ranging reforms being implemented in the country.” The composition of the Council was approved by Decision No. 4 of the Tashkent State University of Oriental Studies Council held on November 26, 2020. In the event that one of the members of the Public Council is relieved of their position, the person appointed to that position is considered a member of the Council.
The Council provides structured feedback on strategic planning, partnership policy, and community development initiatives, ensuring external stakeholders influence key university decisions.
According to the charter of the council, duties of the council are the following:
- To systematically monitor the quality of education, the knowledge and pedagogical skills of professors and teachers, and the conditions created for students;
- To provide recommendations regarding candidates being hired for the teaching staff of the university;
- To review students’ appeals and conduct social surveys to fully study their opinions about the teaching staff;
- To develop proposals for improving the educational process at the higher education institution and submit them for discussion to the relevant university council.
In order to fulfill its assigned duties, the Council shall:
- a) Systematically monitor the quality of education, the knowledge and pedagogical skills of professors and teachers, and the conditions created for students;
- b) Provide recommendations regarding candidates being hired for the teaching staff of the university;
- c) Review students’ appeals and conduct social surveys to fully study their opinions about the teaching staff;
- d) Develop proposals for improving the educational process at the university.
Representatives of ministries and agencies, employers, non-governmental non-profit organizations, public representatives, sponsors, as well as other legal entities and individuals interested in improving and developing the activities of the Institute may be included in the composition of the Supervisory Board.
The main assignments of the Supervisory Board include the following:
- Approving the university’s medium-term business plan and the parameters of income and expenditure, as well as discussing their implementation;
- Making decisions on determining the parameters for admission to tuition-fee-based (contract) programs by educational fields, specialties, and areas of study;
- Giving additional instructions to the internal audit and financial control service to conduct financial inspections and receiving reports on the results of such control activities;
- Reviewing the performance of the rector and vice-rectors in fulfilling assigned tasks and achieving target indicators, and hearing their reports;
- Evaluating the performance of the university administration, staff, and teaching faculty, and approving the criteria (KPIs) for assessing their effectiveness.
- Mechanisms for Engagement and Dialogue
- a) International Cooperation Department
The International Cooperation Division serves as the main coordination body for stakeholder relations and joint governance processes.
It ensures that decisions on partnerships, mobility programs, and collaborative projects are made in consultation with partner universities, embassies, and cultural organisations.
Stakeholders regularly participate in:
- Partnership planning sessions;
- Evaluation of existing MoUs;
- Monitoring of international and community-oriented initiatives.
TSUOS hosts international and national conferences that invite local residents, civil society, and government agencies to co-create policy recommendations on intercultural communication, sustainable development, gender equality, and peacebuilding.
Such events represent open participatory spaces, where external voices directly contribute to shaping TSUOS’s academic and social agenda.
- Collaborative Platforms Enhancing Stakeholder Participation
– Erasmus+ ICM as a Platform for Participatory Decision-Making
TSUOS’s active participation in Erasmus+ International Credit Mobility (ICM) programs further strengthens stakeholder participation in university governance and collaboration.
Through Erasmus+ ICM partnerships, TSUOS:
- Jointly designs mobility agreements with European universities, aligning with both local community needs and international educational standards;
- Encourages returning students and faculty to participate in feedback sessions that shape future ICM strategies and academic priorities;
- Hosts Erasmus+ Information Days and Dissemination Conferences (often in cooperation with the EU Delegation to Uzbekistan), where local institutions, employers, and civil society representatives provide input on mobility outcomes and internationalisation policy.
These activities ensure that international cooperation programs like Erasmus+ function not merely as academic exchanges but as participatory governance platforms, where local and international stakeholders collaboratively guide TSUOS’s development.
TSUOS is an active participant in the Uzbekistan Governance Change Academy Network (G-CAN) — part of the British Council’s “Going Global Partnerships” Programme, implemented in cooperation with the Ministry of Higher Education, Science and Innovation of the Republic of Uzbekistan.
G-CAN is designed to strengthen university governance systems through experiential learning, international benchmarking, and peer-to-peer exchange.
It supports institutional autonomy, leadership, and accountability — all essential to sustainable institutional transformation.
- Collaboration with Local and Civil Society Partners
The 2025 TSUOS Partners Catalogue (PDF) provides extensive evidence of active partnerships with:
- Local Government and State Bodies: Ministry of Higher Education, Science and Innovation; Ministry of Foreign Affairs; Tashkent City Administration.
- Civil Society and Cultural Institutions: Alliance Française, Japanese Centre, Korea Foundation, Egyptian Cultural Centre, and other organisations promoting cultural diplomacy, education, and inclusion.
- Businesses and Employer Organisations: Media companies, travel agencies, publishing houses, and banks supporting internship programs and job placement.
These partners are regularly involved in roundtables, working groups, and advisory meetings, directly influencing decisions on academic programming, research priorities, and sustainability initiatives.
- Inclusive and Community-Based Engagement
- Local residents and community groups participate in open campus events, career fairs, and public lectures, providing feedback on community engagement and cultural activities.
- Civil society representatives, including women’s organisations and minority associations, contribute to discussions on gender equality and intercultural dialogue.
- Government agencies and NGOs collaborate in TSUOS’s outreach projects for underrepresented communities, supporting inclusion, peace education, and youth employment.
- The university maintains an open consultation policy through its Career Centre and International Relations Department, ensuring that community and employer feedback is incorporated into curriculum and program updates.
- Governance Outcomes
These participatory structures have resulted in:
- Formal integration of stakeholder feedback into TSUOS’s Strategic Development Plan and partnership policies;
- Co-created international projects (including Erasmus+ collaborations) that respond to community and national priorities;
- Regular monitoring and reporting to stakeholder groups on TSUOS’s sustainability and international engagement outcomes;
- Recognition of stakeholder contributions through joint conferences, award ceremonies, and featured publications on the TSUOS official website.
TSUOS maintains meaningful, institutionalised participatory mechanisms that allow local stakeholders — including residents, civil society representatives, government institutions, and international partners — to influence university decision-making.
Through advisory councils, public forums, international cooperation structures, and Erasmus+ ICM projects, the university fosters transparent, inclusive, and collaborative governance, ensuring that its academic and social development is co-created with the community it serves.
These participatory frameworks promote transparency, inclusion, and shared governance in alignment with Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions and SDG 17: Partnerships for the Goals.
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