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Copyright UTM 2013
New AcademiaAchieving Greater ImpactThrough Strategic Global Research Engagement
Zaini [email protected]://www.utm.my/vc
University Research Performance Forum 20139-10 April 2013 | Pan Pacific Orchard, Singapore
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Presentation outline
RESEARCH STRATEGY UTM IN BRIEF NEW ACADEMIA
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Presentation outline
UTM IN BRIEF
● Public autonomous university● 18 faculties/schools● 10 research alliances● 31 Centre of Excellence● 1600 tenured academics ● 280+ international staff● 400 junior academic staff undergoing
doctoral programs● More than 70 percent academic staff in
technology and engineering
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Faculties, schools
S&T Non S&T
Science Built Environment
Electrical Engineering Management & Human Resource
Civil Engineering Education (PG)
Chemical Engineering International Business School (PG)
Mechanical Engineering Islamic Civilization (PG)
Geoinformation Science & Engineering Perdana School of Science, Tech. &Innovation Policy (PG)Bioscience & Medical Engineering
Petroleum Engineering & Renewal Energy Language Academy (PG)
Computing
Malaysia-Japan International Inst. of Tech (MJIIT)
Razak School of Engineering & Advanced Tech (PG)
Advanced Informatics (PG)
2012DBA , B.Eng.
(nuclear eng.)
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Kuala Lumpur International Campus (35 + 50 hectares)
Less than 2 km radiusJohor Bahru Campus (1,148 hectares)
Less than I hour by car
Trecher Technical School 1904Technical College 1946National Institute of Technology 1972Universiti Teknologi Malaysia 1974
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My task as Vice-Chancellor 2008-2013
Transforming UTM from undergraduate-local-centric to graduate-global-centric (a global brand)
Indicators 20081 Staff with PhD 737
2 ISI impact factors 153
3 Postgraduate (%) 25%
Postgraduate no. 4,850
PhD students 1,268
4 Mean Intake CGPA 3.11
5 Research grant (RM m) 124
6 Intellectual property 1075
7 Spin-off companies 1
8 Internal revenue (RM) 50
20202100
7000
70%
14,000
7,000
4.00
400
10,000
1000
900
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StructureStrategy Culture
QUALITYOrganization
QUALITY Strategy Structure Culture
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future university?critical success factors
1 UG & PG programestablishment
2
PG Advancedstudies
3
University research focus
4Academia-
Industry partnership
5Entrepreneurialsciences
Stage Critical success factors
1 PhD staff
2 Well known professors
3 Research culture
4 Global networks
5 NEW ACADEMIA
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new academia?
Faculty members
Learning materials
Philosophy
Funding
Students
Venue
Learning modes
Outcomes
Conventional Professors
Books, journals
Specialization
Grants, fees
School leavers, mid-career
Campus
Lectures, tutorials, lab,
studios
Degrees, expertise
New academia
Professors, inventors, entrepreneurs
Books, journals, experiences, Internet, internship
Integration
Grants, fees, VC, endowment, REITs
School leavers, mid-career, businessmen, early-career, life-long
Campus, Internet, incubators, brands
Lectures, tutorials, lab, studios, internship, incubators, experiential
learning, 5 minds
Degrees, expertise, business models, capital, networks, culture
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new academia?
Faculty members
Learning materials
Philosophy
Funding
Students
Venue
Learning modes
Outcomes
New academia
Professors, inventors, entrepreneurs
Books, journals, experiences, Internet, internship, tacit knowledge
Specialization, Integration, meaning
Grants, fees, VC, endowment, REITs
School leavers, mid-career, businessmen, early-career, life-long
Campus, Internet, incubators, brands
Lectures, tutorials, lab, studios, peer instruction, internship, incubators,
experiential learning, HBS case studies
Degrees, expertise, business models, capital, networks, culture
Programs
Adjunct staff, fellows, co-supervisors
Internship, students’ business venture
New pedagogy, Research Alliances
Creative fund raising, alumni
Top undergraduates; Industrial MSc/PhD, research-based programs
Wifi, 4G internet, MTDC, Proton
NEW PEDAGOGY: learner-centric, Silicon Valley-culture, GOP, ethics, experiential learning framework
JOB CREATION; micro-credit, spin-off, real projects for students
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highlights (31.12.2012)
4,455PhD students12,883
Post-graduate students
RM50mendowment
3,400Global Outreach Program
for undergraduates
New AcademiaNew approaches, philosophy to higher
education
53%Post-graduate students
5,043International students
33%Malaysian PG eng. & tech.
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Go beyond numbers and short terms; focus on meaning and impact
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Schools and varsities are consistently not “adding the value and teaching the skills that matter most in the marketplace”
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major challenges of higher education in emerging nations?
● Human capital development • Wealth creation • Industrialization
● Job creation • Entrepreneurship • Innovation
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Adapted from Cortese, A.D. (2003). The Critical Role of Higher Education in Creating a Sustainable Future. Planning for Higher Education 31(3): 15-22.
UG & PG – academic programmes, student development, “global” ready graduates
High impact research, strategic collaborations, country RSE development, “global” reputation
Endowment, prudent resource management, eco-friendly development
**RSE = researchers, scientists, engineers
Relevance – community engagement, USR, technology transfer
**USR = university social responsibility
Contribution to economic development: Malaysia’s high-income developed nation status by 2020; Malaysia as regional education hub
DNA of the university: sustainability, global, New Academia, organisational culture, values
Modeling global reputation in institutional strategic planning
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UTM Global Collaboration Landscape (2011)
**Data extracted from SciVal SpotlightSource: Mohd Azraai Kassim. (2012). UTM R&D overview.
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Stages of development, institutional international cooperation
Faculty level, Student/staff mobility
“Testing the water”
Develop tangible (e.g. manpower) and intangible (e.g. trust, commitment) through small-scale collaboration
Faculty level, Student/staff mobility + R&D
Institutions within particular cooperation establishing greater engagement through conventional student/staff exchanges as well as R&D activities within institution
Source: Parallel session, APAIE 2013 Hong Kong, 13 March 2013. “ Building Networks for a Secure and Sustainable Future. Session speakers: John K Hudzik (Chair), Professor and NAFSA Senior Scholar for Internationalisation, Michigan State University Mary Anne Grant, President and
Chief Executive Officer, ISEP Penelope Pynes, Associate Provost, The University of North Carolina at Greensboro Thomas Buntru, Dean of International Programs, Universidad de Monterrey
Institutional-wide partnership
Covering a wide range of activities including• Student mobility• Staff mobility• Academic partnerships (double
degree / international credit transfer)
• R&D• Other forms of collaboration
Conventional pathway
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Other pathways for international collaboration?
Consortia of universities focusing on T&L and/or R&D
G2G collaboration
G2G Investment – manpower, students, staff, financial resources, facilities, etc
Pathway 1
Global research network of universities on niche focus areas
Support, strengthen and facilitate individual institutions in research; build “primary partnerships” in regions with high cooperation
E.g: World Cities World Class Universities Network, University Global Partnership Network, Innovative Research Universities Australia
Pathway 2
Strategic international collaboration with reputable universities
• NEW ACADEMIA - Build partner institutions’ capacity in research and educational programs
• To expand reach globally through reputable partner institution’s network of collaboration and expertise
• JOB CREATION projects for UG and PG students
Pathway 3
The UTM pathway
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Global UTM Plan 2012-2020
PHASE 1
2011-2014Alignment to
be GlobalUniversity
PHASE 2
2015-2017High impact
programs
PHASE 3
2018-2020Strategic
Transformation& Advanced
Research
STRATEGY2012-2020
QUALITY RECOGNITION UNIQUENESS PRICING
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International universities partnership
■ Develop a new synergy and partnership framework■ Partnership on graduate programs
o Joint supervisiono Joint researcho Joint publication o Summer Programs
■ Partnership on mobility o Students exchangeso Staff exchanges
■ Synergy on global partnership■ Partnership on industrial internship
New Academia Framework:- Lab and industrial attachment- Co-authorships, co-appointment- Spin-off companies
New Academia Framework:- JOB CREATION projects- Minor programs- Summer program
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Global Partnership
RESEARCH
PhD Co-supervision- Common research topics- 2 students (1 each)- 2 supervisors (1 each)- Switch labs- 3 or 4 journal papers
Joint Research BiddingJoint Research WorkshopResearch NetworkingIPR developmentJOB CREATION for PGSabbatical
MOBILITY
JOB CREATION Summer Program- 10 ECTS course- 20 from each university - 20 from other partners- Jointly delivered - Alternate hosting
Sandwich semestersShort visitsResearch internshipIndustrial internship
New synergy and partnership
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BOS synergy project 2012-2020PROJEC SUNRISE DESCRIPTION Budget (RM million)
10 top labs State-of-the-art. Partnering Top U. Multiple funding
RM500 / 8 years
10 Flagship Projects Multiple funding, Global impact RM100/8 years
500 Top PhD 20 Top U. Funding: JPA and UTM RM500/8 years
300 Transfer Top 20 Top first year students applied to Top U RM10/8 years
300 Top Post-Doc Research partnership. Global exposure. High impact
RM50/8 years
500 International staff Multiple funding, Global impact RM100/8 years
High Impact Publication 50 Science / Nature. Incentive RM5/8 years
50 best selling books. Joint publications RM5/8 years
Top-10 highest cited papers. Incentive RM10/8 years
Editors in leading journals. Incentive RM5/8 years
High impact publications RM10/8 years
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Targets: International programs 2013
■ 3000 UTM students – outbound ■ 1000 foreign students – inbound
■ 1000 postdoctoral & doctoral UTM students – outbound■ 300 postdoctoral & doctoral foreign students – inbound
■ 300 UTM professors – outbound■ 200 visiting professors – inbound
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Postgraduate league table (pp 106)Universities PG students PG% PhD studentsHarvard 13,867 66% 4,573MIT 6,510 70% 3,782Cambridge 8,978 45% 5,543Imperial College 4,149 30% 2,904
NUS 9,663 27% 4,361NTU 9,468 30% 3,488Tsinghua 21,697 60% 7,252Tokyo 13,732 48% 6,022Kyoto 9,308 41% 3,707Hong Kong 11,548 45% 2,870
UTM 12,883 53% 4,455
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Postgraduate league table (pp 106)
Universities PG students PG% PhD studentsUM 10,860 45% 3,246USM 9,276 34% 3,487UPM 12,350 41% 3,762UKM 9,866 45% 3,465
UTM 12,883 53% 4,455
* All data valid dated 15 Oct 2012, except UTM 30 Dec 2012
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UTM studentsYear Bachelor Postgraduate
1984 3,886 2
1985 3,857 3
1990 5,348 175
2004 17,897 3,291
2005 15,895 3,004
2006 15,109 2,823
2007 14,792 3,942
2008 14, 456 4,850
2009 14,245 6,432
2010 13,841 9,107
2011 12,955 10,888
2012 11,800 12,883
2020 8,000 14,000
Year Masters PhD2000 1,165 2512005 2,445 5592010 6,902 2,0482011 7,449 3,4392012 8,428 4,455
Quantity
Quality/Impact
Quantity
Quality/Impact
UG students
PG students
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GLO
BAL E
NGAG
EMEN
T Sustainable citiesIndustrial BiotechnologyBLOSSOMS - Collaboration on Science and Mathematics Education
Combustion Engine
Industrial and Applied Mathematics
Low Carbon Technology and Automotive Engineering
Cardiovascular engineering
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New Academia: Impactful local engagement LO
CAL E
NGAG
EMEN
T UTM-Proton satellite lab, Industrial PhD, Proton Technology Advisory Council, Proton IP Generation programs; UTM as external IP Secretariat committee in Proton
Promoting new dimensions in academic and research engagements and encouraging integration and synergy with new partners beyond the academic fraternity
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BLOSSOMS (innovative learning on science and maths)
Launching of an ambitious project8 January 2013 @ UTM Kuala Lumpur Campus
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LINC learning innovation network consortium16-19 June 2013 @ MIT Cambridge MA
http://linc.mit.edu/linc2013/default.htm
Main organizers & sponsors
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Malaysia-Japanese International Institute of Technology (MJIIT)
Since 2011
The formation of MJIIT is the culmination of efforts to promote closer ties in education, science and technology between the Malaysia and Japan, while making it a worldwide centre of excellence in engineering education.
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UTM key performance (amal) indicatorsIndicators 2008 2011
1 Staff with PhD 737 1018
2 SCOPUS journals 678 1078
ISI impact factors 153 802
SCOPUS citation 1372 3791
3 Postgraduate (%) 25% 46%
Postgraduate no. 4,850 10,888
PhD students no. 1269 3439
PhD Graduate on time - -
Post-doctoral fellows <10 <20
4 Mean Intake CGPA (UG) 3.11 3.47
5 Research grant (RM m) 124 103
6 Intellectual property 1075 2185
7 Spin-off companies 57* 14
8 Staff research load 30% 50%
9 Endowment (RM m) 0 31.9
2012 20131143 1500
2500 3500
2000 3000
5000 7000
53% 55%
12,883 13,000
4445 5000
- 50%
<20 300
3.71 3.75
78 150
2770 3300
18 200
55% 60%
50 70
2015 20201800 2100
6000 15,000
4000 7000
10,000 50,000
60% 70%
13,500 14,000
6000 7000
60% 90%
500 1000
3.80 4.00
200 400
6000 10,000
400 1000
60% 70%
100 500
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Thank you!
Zaini [email protected]://www.utm.my/vc
University Research Performance Forum 20139-10 April 2013 | Pan Pacific Orchard, Singapore
