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Driving Research and Ideation –A Young University’s Challenge
byLim Koon Ong
UCSI University
Global and local factors that provide impetus for young universities to give
priority to research
Exploring the constraints and challenges faced
Measures adopted by a young private university to inculcate
research culture
Introduction
Of course we all agreed that the core functions of universities are, Teaching, Research and Service to the community as indicated below by 3 overlapping circles
Service
Teaching/
Nurturing
Research
VM
Global Drivers – 3 major rankings
Shanghai Jiao Tong University rankings (also known as Academic Ranking of World Universities (ARWU)
Times Higher Education (THE) World University rankings
QS World University rankings
Academic Ranking of World Universities (ARWU) Rankings
First published in June 2003 by the Centre for World-Class Universities, Graduate School of Education, Shanghai Jiao Tong University, China
Uses 6 objective indicators to rank world universities i.e.- Number of alumni winning Nobel Prizes and Field Medals
- Number of staff winning the above - Number of highly cited researchers (selected by Thomson Scientific)
- Number of articles published in Nature & Science- Number of articles indexed in Science Citation Index Expanded & Social Sciences Citation Index- Per capita performance with respect to the size of an institution
Emphasis definitely on research. Meant to rank global research universities
Times Higher Education (THE) Rankings
Employs 13 carefully calibrated performance indicators
The 13 performance indicators are grouped into five areas:
- Teaching: the learning environment (30%)- Research: volume, income and reputation(30%)
- Citations: research influence (30%)
- Industry income: innovation (2.5%)- International outlook: staff, students & research (7.5%)
Research constitutes >60% to total score. Hence advantageous to research-led universities
QS World University Rankings
First compiled in 2004
Rankings are compiled using the following 6 indicators:
- Academic reputation (40%)
- Employer reputation (10%)
- Faculty/student ratio (20%)
- Citations per faculty (20%)
- International faculty ratio (5%)
- International student ratio (5%)
Universities are also ranked by their academic reputation in five broad areas:
QS World University Rankings (Con’t)
- Arts & Humanities
- Engineering & Technology
- Life Sciences & Medicine
- Natural Sciences
- Social Sciences & Management
Research also contributes 60% to total score
To play ranking game, must give priority to research and to
articulate this in Vision & Mission Statements
University of Cambridge
The mission of the University of Cambridge is to contribute to society through the pursuit of education, learning and research at the highest international levels of excellence.
2012 QS ranking: 2
2012-2013 THE ranking: 7
Imperial College London
Imperial College London embodies and delivers world class scholarship, education and research in science, engineering, medicine and business, with particular regard to their application in industry, commerce and healthcare. We foster multidisciplinary working internally and collaborate widely externally.
2012 QS Ranking: 6
2012 – 2013 THE ranking: 8
Yale University
2012 QS ranking: 7
2012 – 2013 THE ranking: 11
Like all great research universities, Yale has a tripartite mission: to create, preserve and disseminate knowledge. Yale aims to carry out each part of its mission at the highest level of excellence, on par with the best institutions in the world. Yale seeks to attract a diverse group of exceptionally talented men and women from across the nation and around the world and to educate them for leadership in scholarship, the professions and society.
2012 QS Ranking: 10
2012 – 2013 THE ranking: 1
California Institute of Technology (Caltech)
The mission of the California Institute of Technology is to expand human knowledge and benefit society through research integrated with education. We investigate the most challenging, fundamental problems in science and technology in a singularly collegial, interdisciplinary atmosphere, while educating outstanding students to become creative members of society.
The Chinese University of Hong Kong
2012 QS ranking: 40
2012 – 2013 THE ranking: 124
To assist in the preservation, creation, application and dissemination of knowledge by teaching, research and public service in a comprehensive range of disciplines, thereby serving the needs and enhancing the well-being of the citizens of Hong Kong, China as a whole and the wider world community.
2012 QS Ranking: 50
2012 – 2013 THE ranking: 147
Osaka University
Create a greater international presence by promoting advanced research, derived from both basic and emergent approaches. Strive to always secure society’s trust by closely cooperating with both government and industry in tackling contemporary social issues and problems
Commit to specialized and disciplined education, while ensuring an education that fosters broader perspectives and comprehensive understanding from the undergraduate through to the graduate levels. Create an education system capable of nurturing scholars and professionals with the capacity to make sound social judgments
Actively carry on the role of mediator and communicator of diverse cultures as an institution of global caliber possessing a strong foothold in the local community
Local Drivers and Imperatives
To achieve Nation’s Vision 2020, human capital development is of paramount importance. Ministry of Higher Education tasked with formulating strategy to transform higher education in the country
National Higher Education Strategic Plan (NHESP)
Improving the quality of teaching & learning (Thrust 2)
Widening of access and increasing equity (Thrust 1)
NATIONAL HIGHER
EDUCATIONby 2020
Thrust 1: Widening of Access
and Increasing Equity
Thrust 2: Improving the Quality
of Teaching and Learning
Thrust 3: Enhancing Research
and Innovation
Thrust 4: Strengthening of Higher Education Institutions (HEIs)
Thrust 5: Intensifying
Internationalization
Thrust 6: Enculturation of
Lifelong Learning
Thrust 7: Reinforcing Delivery
Systems of MoHE
NHESP emphasizes Research & Innovation, especially in Thrust 3. Emphasis again reiterated in the country’s 10th Malaysia Plan (10MP)
10MP is to translate the NEM & GTP frameworks into action. 10 MP is built on 5 key strategic thrusts
General Overview of the 10th Malaysia Plan
Source: modified from chart 2-13 10MP (from Strategic Business Advisors Sdn Bhd)
Key Highlights of 10th Malaysia Plan Enablers Key to Support Economic Growth
Key Enabler No. 2: Supporting Innovation–Led Growth
Global headhunt for best academic leadership
Partnerships with leading global research institutions
Industry to Co-sponsor employees for industrial PHDs
75% of households to have broadband by 2015
Innovation and R&D infrastructure to be developed in areas with competitive advantage
Incentive packages for FDI for transfer of knowledge
Incentive for MNCs to establish research centres Insolvency law to support culture of taking calculated risks
Funding of incubators to be shifted towards private sector Emphasis on incubator model that includes business and
development services
Knowledge SMEs to be supported Foreign K- SMEs in key services and manufacturing
activities to be encouraged
This is supported by the following 2 funding innovation
RM150 million Business Growth Fund to support commercialization of public sector research
Tax deductions for R&D and matching grants for private sector funding of R&D and commercialization
Constraints and Challenges
Is the government of the day really serious and politically committed in wanting their Universities to pursue so called world-class research or are policies and plans formulated exist merely on paper?
Pursuing world class research is expensive thus government’s commitment is vital
Source: Battelle/R&D Magazine
Comparative R&D spending 2010-2012 Chart
0.07%World
Population
0.60%Total
Global R&D
Spending
Singapore
0.42%World
Population
0.22%Total
Global R&D
Spending
Malaysia
2012
This R&D allocation not quite aligned to government’s ambitious plans.
This is the first challenge faced by all universities
Challenges faced by Young Universities
No established area of research to boast of to attract high profile researchers to its doors. Building excellence takes time
No post-doctoral pull and a small number of graduate students to assist in research
Does not yet have an established critical mass of alumni who can and willing to give back to their alma mater as endowment for research
Endowment funds of universities
Harvard US$25 billion
Yale US$17 billion
Stanford US$12 billion
Princeton US$11 billion
Cornell US$5 billion
Because of uncertain funding, there is therefore a lack of long-term perspective and long-term budgeting for research
Issue of prioritizing research efforts and translating research results into commercially viable products
ffff5
Significant Milestones
• 1986 : Canada Institute of Computer Science (CICS)
• 1989 : Sedaya College
• 2001 : Sedaya International College
• 2003 : University College Sedaya International (UCSI)
• 2008 : UCSI University
STUDENT POPULATION
As of January 2013
Malaysian Students
64%
International Students
35%
9,095
7 Facultie
s
6 Schools
1 Institut
e
4 Centres
84PROGRAMMES ACROSS3 CAMPUSES1 DBA15 Masters LevelFull-time teaching staff strength - 380
Additional Challenges faced by UCSI University
UCSI competes in the ‘Red Ocean’ with established universities in the country. No clear differentiation of roles and functions of different groups of IHL. All aiming to be research university. Can be counterproductive if we try to force all academics into research as someone has to do the teaching
UCSI operates a 2½ semester system, implying that long stretches of semester break for research is difficult to come by. Thus time for creative and innovative thinking and reflection is a premium
Additional Challenges faced by UCSI University
About 20% of the teaching staff have PhD’s, hence providing adequate leaders to lead research is an issue
The university evolved from a teaching college, hence research culture is not quite a part of the DNA of the institution.
Being a young university, though facilities may be sufficient for research at the undergraduate level, they are not sophisticated enough for higher level research
Since UCSI is a private university with limited internal funds, any investment on research must take into consideration its returns on investment. As such basic research is of low priority.
Until recently, most government research grants were not open to private universities in the country
Seeking meaningful research collaboration is also a challenge as no track record to show
Additional Challenges faced by UCSI University
Some Trends Pertaining to Research
Specialised research institutes more willing to collaborate with universities as the latter are more comprehensive and have expertise in more areas
More linkages, dialogues and engagement between producers and users of research are deemed essential (Articulating the problem may be as difficult as finding the answer)
Realisation of the need to know other languages and cultures for more successful collaboration (shifting of influence and dominance)
Most governments are asking for tangible research outcomes and impact of research grants given i.e. greater accountability on spending of public money
Training on grant application seems to be emphasized more than training of the inquisitive mind
Canada now wants to emphasize the medium and long-term impacts of R&D rather than the normal measures of
outcome such number of publications, patents and licensing contracts. These impacts are measured with both quantitative and qualitative information. Hence a strategic research plan of the institution is required
Europe is also looking into a new approach to R&I. Business as usual is untenable.
Need multidisciplinary, coherent, collaborative and coordinated programmes that focus on solving major societal problems (e.g. climate change and aging population). Bold and innovative funding/financial mechanisms needed. Perhaps identify only a few institutions (based on merit/excellence) to receive the bulk of the funds.
Trends : Good? Bad? Inevitable?
The Way Forward
Strategic Plan (Blue
Ocean Strategy)
Value Proposition
Profit Proposition
People Proposition
Centre of Excellence for Research, Value Innovation &
Entrepreneurship (CERVIE)
Established in 2009 to encourage, facilitate, coordinate, manage and monitor research activities of UCSI University
Works closely with government agencies, industries and NGOs for the procurement of research grants and opportunities
Assists in the incubation of research ideas for value innovation, employing the Blue Ocean Strategy approaches
Centre of Excellence for Research, Value Innovation &
Entrepreneurship (CERVIE)
Operates with a RM4 – 5 million annual fund to provide research grants, conference funding, sponsorship scheme and awards to researchers at the university
Research grants are divided into 4 broad categories of fundamental research; applied research; upscaling and commercialisation of research; postgraduate student projects
Centre of Excellence for Research, Value Innovation &
Entrepreneurship (CERVIE)
Conference funding (with ceiling) provides financial assistance for staff to present research findings in conferences at both the national and international level
Financial support, under the sponsorship scheme can also be provided for activities related to R&D, ideation, incubation and commercialization
Awards (financial incentives) are given to research published in high impact journals and securing of external research grants
Centre of Excellence for Research, Value Innovation &
Entrepreneurship (CERVIE)
Readership ProfileIJASA
Other Measures
Senate Standing Committee on Research and Scholarly Activities (RSA) has been set up to advice Senate on research matters
Head for Research and Innovation appointed in each Faculty to spearhead research activities
Interdisciplinary research clusters have been set up
Centralized research facilities will be in place in 2013
Research output in a particular year will be incorporated as work points for the following year
Staff Development Fund to assist young academic staff without a PhD to further their education
Other Measures
Approach to R&D activities undergoing a
process of transformation
?
Applied R&D and innovative
activities be greatly
‘decentralized’/ ‘distributed’?
In the future, innovationwill not come from
R&D efforts of large laboratories but from backyards, kitchens &
basements
Basic research only by research
universities/ Institutes?
Academic staff pursuing basic
research spending sabbaticals in well
established research institutes/
universities?
Organize competitions for first year students to showcase their ideas on innovation
Conduct ideation workshops and Blue Ocean Strategy workshops with industry guest speakers and inventors
Form entrepreneurship club
Encourages outsiders especially young budding entrepreneurs to work with the university and inculcate in students the spirit of entrepreneurship
Business Ideation & Innovation Centre
People Proposition
Value Proposition
Profit Proposition
Increased research output
Optimization of use of resources
Enhancement of image & reputation
Increased staff development opportunities
Better career advancement opportunities
Performance incentivized
Student experience enhanced
Increased student enrollment; a result of image and reputation enhancement
THANK YOU