Transcript The Challenge of Creating World-Class Universities Jamil Salmi Astana

The Challenge of Creating
World-Class Universities
Jamil Salmi
Astana
16 December 2008
natural lab experiment:
U. of Malaya vs. NUS
•
early 1960s: 2 branches of
University of Malaya
• today:
• NUS ranked # 19
• UM only # 192
2
outline of the presentation
• defining the world-class university
• the path to becoming a world-class
university
3
how do you recognize
a world-class university?
• everyone wants one
• no one knows what it is
• no one knows how to get one
4
defining the WCU
• self-declaration
• reputation
• rankings
5
• Universiti Teknologi Malaysia’s definition of a world
class university:
• culture of excellence as a learning organization
(meritocracy, exploration and creativity)
• top notch staff members
• financially able and well equipped
• smart partnership with industry and other
stakeholders
• exemplary reputation and credibility (research
excellence and quality of graduates)
• high quality student intake
6
results and performance
• top graduates
• leading edge research
• vigorous technology transfer
7
key dimensions
• concentration of talent
• abundant resources
• favorable governance
8
Characteristics of a World-Class University
Alignment of Key Factors
Concentration
of Talent
Students
Teaching Staff
Researchers
Graduates
Supportive
Regulatory
Framework
WCU
Abundant
Resources
Research Output
Public Budget Resources
Endowment Revenues
Tuition Fees
Research Grants
Technology
Transfer
Autonomy
Academic Freedom
Leadership Team
Strategic Vision
Culture of Excellence
Source: Elaborated by Jamil Salmi
Favorable
Governance
concentration of talent
• teachers and researchers
• incoming students
• undergraduate / graduate students
balance
• international dimensions
10
weight of graduate students
University
Undergraduate
Students
Graduate
Students
Share of
Graduate
Students (%)
Harvard
7,002
10,094
59
Stanford
6,442
11,325
64
MIT
4,066
6,140
60
Oxford
11,106
6,601
37
Cambridge
12,284
6,649
35
4,254
4,386
51
Beijing
14,662
16,666
53
Tokyo
15,466
12,676
45
LSE
11
international dimensions
• foreign students
– Harvard (19%)
– Cambridge (18%)
• foreign faculty
– Harvard (30%)
– Oxford (36%)
– Cambridge (33%)
12
abundant resources
• government funding
– US spends 3.3% of GDP ($54,000 per
student)
– Europe (E25) only 1.3 ($13,500 per student)
• endowments
13
Comparison of US and UK Endowment Levels
US Institutions
Endowments
Assets
(2006 million $)
UK Institutions
Endowment
Assets
(2002 million $)
Harvard University
28,916
Cambridge
4,000
Yale University
18,031
Oxford
4,000
Stanford University
14,085
Edinburgh
3200
University of Texas
13,235
Glasgow
240
Princeton University
13,045
King’s
200
14
abundant resources
• government funding
• endowments
• research funding
15
favorable governance
• freedom from civil service rules (human
resources, procurement, financial
management)
• management autonomy
• selection of leadership team
• independent Board with outside
representation
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U. Of Malaya vs. NUS
–
talent
• UM: selection bias in favor of Bumiputras,
less than 5% foreign students, no foreign
professors
• NUS: highly selective, 43% of graduates
students are foreign, many foreign
professors
17
U. Of Malaya vs. NUS (II)
–
finance
• UM: $118 million, $4,053 per student
• NUS: $750 million endowment, $205 million,
$6,300 per student
– governance
• UM: restricted by government regulations and
control, unable to hire top foreign professors
• NUS: status of a private corporation, able to
attract world-class researchers (incl. Malaysians)
18
France and Germany
• low in the rankings
• civil service status and mentality
• no tradition of competition
19
Germany
• “Excellence initiative”
– competition
– additional resources
• governance reform
20
France
• world rankings have forced to ask
questions
• dual structure
– “Grandes Ecoles” with best students, more
resources and favorable governance, but no
research
– universities: “second best” students, but
research vocation
• autonomy reform
21
outline of the presentation
• defining the world-class university
• the path to becoming a world-class
university
22
the path to glory
• upgrading existing institutions
• mergers
• creating a new institution
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upgrading approach
• less costly
• challenge of creating a culture of
excellence
• focus on governance
24
mergers approach
• China, Russia, France, Denmark
• potential synergies
– 1+1=3
• clash of cultures
25
creating a new institution
• higher costs
• getting the right culture from the
beginning
26
who takes the initiative?
• role of the State
• favorable regulatory framework
• funding
• role of the institutions
• leadership
• strategic vision
• culture of excellence
27
Clemson University
• land grant university focused on
agricultural and mechanical crafts
• changing region
• strategic partnership with BMW to become
premier automotive and sports car
research U
• aims to become # 20
28
conclusion
 what kind of institution?
 time dimension
 alignment
29