1. بيروت 22-24 تشرين الثاني 2015

2. Singaporean Universities The National University of Singapore (NUS)- 38,000 Nanyang Technological University (NTU)- 33,000 Singapore Management University (SMU)- 9,000 Singapore University of Technology & Design (SUTD)- 1,400 Singapore Institute of Technology (SIT)- 5,000

3. QS top 20 universities in the world 1. Massachusetts Institute of Technology (1) 2. Harvard University (4) 3. University of Cambridge (2) 3. Stanford University (7) 5. California Institute of Technology (8) 6. University of Oxford (5) 7. University College London (5) 8. Imperial College London (2) 9. Swiss Federal Institute of Technology (12) 10. University of Chicago (11) 11. Princeton University (9) 12. National University of Singapore (22) 13. Nanyang Technological University (39) 14. Ecole Polytechnique Federale de Lausanne (17) 15. Yale University (10) 16. Johns Hopkins University (14) 17. Cornell University (19) 18. University of Pennsylvania (13) 19. Australian National University (25) 19. King's College London (16)

4. Strategic objectives Universities should continue training industry-relevant graduate manpower and serve as magnets to attract and retain foreign talent in Singapore. Universities must be better positioned to generate ideas for wealth creation. Their research efforts must develop depth in specialised areas in each domain, and breadth of expertise along the spectrum of disciplines to achieve research excellence and high economic impact. Universities must attain international branding to entrench Singapore’s reputation as a significant player in the global education arena.

5. How did Singapore universities (NTU, NUS) become world-class and climb up the university rankings in a relatively short time? They set other high-profile departments as targets they aspire to. So they are always asking: "How can we do as well at this as Berkeley?" "Would Berkeley hire this person or admit this student?" They bring in advisors from around the world, and actually follow their advice.

6. Quality Assurance in NUS Programme Quality Teaching Quality Graduate Monitoring

7. Programme Quality At both the undergraduate and graduate levels, there are various committees and boards established to oversee this process: The committees and boards are: Department Curriculum Committee Faculty Curriculum Review Committee Board of Undergraduate Studies Board of Graduate Studies University Committee on Educational Policy Senate

8. Among the duties of these committees are to review, evaluate and recommend changes to: the general curriculum structure existing and new degree programmes existing and new educational programmes, such as majors and minors, and optional; and other educational policy issues

9. Teaching Quality Student feedback Peer review

10. Graduate Monitoring Employment Surveys Employer Feedback Survey Alumni Surveys Faculty and Student Awards Employment Surveys Employer Feedback Survey Alumni Surveys Faculty and Student Awards

11. Maintaining Quality QA in the National University of Singapore (NUS) is typically managed by internal committees, augmented by ‘Visiting Committees’. It is common for a lecturer who is considered to have underperformed to not have a contract renewed. The public university participation rate is only 30 per cent in 2015 (36% in Malaysia), and is predicted to reach 40 per cent in 2020.

12. Medium of Instruction English used as a common language to connect citizens of all ethnic backgrounds, and tie Singapore to the world economy Mother tongue instruction also available, along with French, German or Japanese Free language education by the Ministry of Education Language Centre for most additional languages that schools do not cover

13. Performance Signposts and Indicators of Success Overall International Ranking SCI and SSCI-Indexed Papers and Citations Levels of Patenting International Reputation, Awards and Collaboration

14. Performance Signposts and Indicators of Success: SCI and SSCI-indexed Papers and Citations

16. عدد النشريات العراقية Period No. of D o c u m e n t s 1919-193010 1931-194021 1941-195011 1951-196032 1961-197085 1971-1980914 1981-19901715 1991-2000893 2001-20103167 2010-present5930

17. Development of Academic Staff: NUS Strategic goal - NUS as a globally competitive university Key policy instruments compensation packages research support raising threshold for promotion and tenure flexible time allocation measuring improved faculty quality Internationalization of academic staff and researchers

18. الدروس المستخلصة التفكير الاستراتيجي المستمر حول احتياجات التنمية الوطنية والنمو الاقتصادي والسوق يمكن أن يصبح رائد للتميز الأكاديمي بحيث يمّكن الجامعة من تسلق السلالم العالمية للتصدر بينما التركيز على تحقيق اهداف السياسات الحكومية العامة تحد من تطوير الجامعة على مستوى المنافسة على الصعيد الدولي حيث يصبح تغيير المهمات والأولويات تحديا كبيرا لادارة الجامعة ويتطلب ارادة قوية ووقتا طويلا