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

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