The Challenge of Creating World-Class Universities Jamil Salmi Astana 16 December 2008

2 natural lab experiment: U. of Malaya vs. NUS early 1960s: 2 branches of University of Malaya today: NUS ranked # 19 UM only # 192

3 outline of the presentation defining the world-class university the path to becoming a world-class university

4 how do you recognize a world-class university? everyone wants one no one knows what it is no one knows how to get one

5 defining the WCU self-declaration reputation rankings

6 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

7 results and performance top graduates leading edge research vigorous technology transfer

8 key dimensions concentration of talent abundant resources favorable governance

Autonomy Academic Freedom Students Teaching Staff Researchers Research Output Technology Transfer Concentration of Talent Abundant Resources Favorable Governance Leadership Team Strategic Vision Culture of Excellence Public Budget Resources Endowment Revenues Tuition Fees Research Grants WCU Supportive Regulatory Framework Graduates Characteristics of a World-Class University Alignment of Key Factors Source: Elaborated by Jamil Salmi

10 concentration of talent teachers and researchers incoming students undergraduate / graduate students balance international dimensions

11 weight of graduate students

12 international dimensions foreign students –Harvard (19%) –Cambridge (18%) foreign faculty –Harvard (30%) –Oxford (36%) –Cambridge (33%)

13 abundant resources government funding –US spends 3.3% of GDP ($54,000 per student) –Europe (E25) only 1.3 ($13,500 per student) endowments

14 US Institutions Endowments Assets (2006 million $) UK Institutions Endowment Assets (2002 million $) Harvard University28,916Cambridge4,000 Yale University18,031Oxford4,000 Stanford University14,085Edinburgh3200 University of Texas13,235Glasgow240 Princeton University13,045King’s200 Comparison of US and UK Endowment Levels

15 abundant resources government funding endowments research funding

16 favorable governance freedom from civil service rules (human resources, procurement, financial management) management autonomy selection of leadership team independent Board with outside representation

17 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

18 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)

19 France and Germany low in the rankings civil service status and mentality no tradition of competition

20 Germany “Excellence initiative” –competition –additional resources governance reform

21 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

22 outline of the presentation defining the world-class university the path to becoming a world-class university

23 the path to glory upgrading existing institutions mergers creating a new institution

24 upgrading approach less costly challenge of creating a culture of excellence focus on governance

25 mergers approach China, Russia, France, Denmark potential synergies –1+1=3 clash of cultures

26 creating a new institution higher costs getting the right culture from the beginning

27 who takes the initiative? role of the State favorable regulatory framework funding role of the institutions leadership strategic vision culture of excellence

28 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

29 conclusion  what kind of institution?  time dimension  alignment