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Driving Research and Ideation – A Young University’s Challenge

b y Lim Koon Ong UCSI University. Driving Research and Ideation – A Young University’s Challenge. 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 . VM.

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Driving Research and Ideation – A Young University’s Challenge

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  1. by Lim Koon Ong UCSI University Driving Research and Ideation –A Young University’s Challenge

  2. Introduction

  3. 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 VM

  4. 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

  5. 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 Academic Ranking of World Universities (ARWU) Rankings

  6. 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

  7. First compiled in 2004 QS World University Rankings • 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%)

  8. QS World University Rankings (Con’t) Universities are also ranked by their academic reputation in five broad areas: • Arts & Humanities • Engineering & Technology • Life Sciences & Medicine • Natural Sciences • Social Sciences & Management Research also contributes 60% to total score

  9. To play ranking game, must give priority toresearchand to articulate this in Vision & Mission Statements

  10. University of Cambridge 2012 QS ranking: 2 2012-2013 THE ranking: 7 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.

  11. Imperial College London 2012 QS Ranking: 6 2012 – 2013 THE ranking: 8 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.

  12. Yale University 2012 QS ranking: 7 2012 – 2013 THE ranking: 11 Like all great research universities, Yale has a tripartite mission: tocreate, 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.

  13. California Institute of Technology (Caltech) 2012 QS Ranking: 10 2012 – 2013 THE ranking: 1 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.

  14. 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.

  15. Osaka University 2012 QS Ranking: 50 2012 – 2013 THE ranking: 147 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

  16. 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

  17. Thrust 1: Widening of Access and Increasing Equity Thrust 2: Improving the Quality of Teaching and Learning National Higher Education Strategic Plan (NHESP) Widening of access and increasing equity (Thrust 1) NATIONAL HIGHER EDUCATION by 2020 Thrust 7: Reinforcing Delivery Systems of MoHE Thrust 3: Enhancing Research and Innovation Improving the quality of teaching & learning (Thrust 2) Thrust 6: Enculturation of Lifelong Learning Thrust 4: Strengthening of Higher Education Institutions (HEIs) Thrust 5: Intensifying Internationalization

  18. NHESP emphasizes Research & Innovation, especially in Thrust 3.Emphasis again reiterated in the country’s 10th Malaysia Plan (10MP)

  19. 10MP is to translate the NEM & GTP frameworks into action. 10 MP is built on 5 key strategic thrusts

  20. General Overview of the 10th Malaysia Plan Source: modified from chart 2-13 10MP (from Strategic Business Advisors SdnBhd)

  21. Key Highlights of 10th Malaysia Plan Enablers Key to Support Economic Growth

  22. Key Enabler No. 2: Supporting Innovation–Led Growth

  23. This is supported by the following 2 funding innovation

  24. 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? Constraints and Challenges Pursuing world class research is expensive thus government’s commitment is vital

  25. Comparative R&D spending 2010-2012 Chart Source: Battelle/R&D Magazine

  26. 2012

  27. This R&D allocation not quite aligned to government’s ambitious plans. This is the first challenge faced by all universities

  28. 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

  29. Endowment funds of universities • Harvard US$25 billion • YaleUS$17 billion • StanfordUS$12 billion • PrincetonUS$11 billion • CornellUS$5 billion

  30. 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

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  32. 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

  33. STUDENT POPULATION 9,095 International Students 35% Malaysian Students 64% As of January 2013

  34. 84PROGRAMMES ACROSS3 CAMPUSES1 DBA15 Masters LevelFull-time teaching staff strength - 380

  35. 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

  36. Additional Challenges faced by UCSI University 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 About 20% of the teaching staff have PhD’s, hence providing adequate leaders to lead research is an issue

  37. 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

  38. Additional Challenges faced by UCSI University 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

  39. Some Trends Pertaining to Research

  40. 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)

  41. 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

  42. 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.

  43. Trends : Good? Bad? Inevitable?

  44. The Way Forward

  45. 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

  46. 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; upscalingand commercialisation of research; postgraduate student projects

  47. 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 schemecan 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

  48. Centre of Excellence for Research, Value Innovation & Entrepreneurship (CERVIE) Readership Profile IJASA

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