Malaysian public universities have dropped in the Times Higher Education University Rankings over the last few years. Universiti Kebangsaan Malaysia (UKM) made 87th position in 2013, but as at 2015, no Malaysian university made the top 100 Asian rankings.
Malaysian public universities have also shown mixed results in other rankings like the QS rankings, where three Malaysian universities had slight rises in their rankings, while Universiti Teknologi Malaysia (UTM), Universiti Kebangsaan Malaysia (UKM), International Islamic Universiti Malaysia (IIUM), and Universiti Teknologi MARA (UiTM), all slipped in rankings from previous years. No Malaysian university made the top 100, According to the QS ranking profiles, Malaysian universities have lost significant ground in academic reputation and tend to be weak in research, where no Malaysian university reached the top 400.
Public Universities Vice-Chancellor/Rector Committee chairman Dr. Kamarudin Hussin, who is also vice chancellor of Universiti Malaysia Perlis (Unimap) claims that the ranking methodologies favour older, more established universities. Yet many universities within the THES top 100 Asian universities were established relatively recently. Hong Kong University of Science and technology, ranked 7th was established in 1980, Nanyang Technological University, ranked 10th was set up in 1981, and Pohang University of Science and Technology, ranked 11th, was established in 1986.
When comparing performance to Malaysia’s neighbour, Thailand, King Mongkut’s University of Technology, established in 1960 made 55th place, and Mahidol University came in with 91st placing.
In addition, a number of universities from countries which are not democratically governed like Sharif University of Technology 43, Iran), Isfahan University of Technology (61, Iran), Iran University of Science and Technology (69), King Fahd University of Petroleum and Minerals (71, Saudi Arabia), and King Saud University (72, Saudi Arabia), all made the THES top 100 Asian university rankings last year.
Dr Kamarudin accepts that Malaysian universities have “many issues that must be resolved….(and) there are plenty of oversights that must be fixed”. However, unfortunately, he didn’t mention what they are, or offer any solutions.
World Bank economist Dr Frederico Gil Sander agrees with Kamarudin’s comment that the “stakes are high”, when he says that the poor state of Malaysia’s education system is more alarming that the country’s public debt. The talent needed to develop the Malaysian economy is not being produced.
Probably the tone used by Dr Kamarudin used in his article hints at the first problem with Malaysian public universities. That is, the view of authority over the rest. Kamarudin asserts that ‘academic freedom’ exists, yet this should be subject to the views of the ‘so called’ majority’, which could be read as authority. In August last year, he was one of the strongest opponents of students attending the Bersih 4 rally, threatening disciplinary action, such as suspension or even expulsion of students who attended from university.
Supressing independent thought, is counterproductive to creativity, critical thinking, and problem solving, the very mindset that Malaysian universities espouse to develop. Among the characteristics of society required for progression are people who are knowledgeable and have the right to choose.
This attitude by university leaders doesn’t appear to be isolated. Hazman Baharom called their attitude ‘aristocratic’, in reference to the partisan political leanings of Professor Sahol Hamid Abu Bakar, former vice Chancellor of Universiti Teknologi MARA (UiTM). This institutional arrogance can be seen in the proposal to educate students about the ills of ISIS. The underlying assumption being that Malaysian students are easily led and cannot think for themselves.
Malaysian universities begin to lose the plot where their leaders are glorified with unnecessary ceremonies that make a mockery of academia, and tend to dominate the persona of universities, rather than act as facilitators for people to excel.
This leads to a lot of unnecessary expenses such as lavish dinners with highly paid entertainers to celebrate this event and that event, this award and that award. Some of these dinners are very extravagant at some universities costing up to hundreds of thousands of Ringgit. Vice Chancellors make lavish trips both domestically and internationally, where the benefits of these trips to the university have not been scrutinized, except for MOUs that are never acted upon.
This is in a time when university budgets are being slashed, the minister has directed university management to be frugal with spending and seek funds outside government allocations, and the public are suffering economic hardships through the economic downturn, GST, and depreciated Ringgit.
The waste goes much further. Within the few parts of the Malaysian Auditor General’s report that is released to the public, the 2012 report cited Universiti Malaysia Sabah’s (UMS) mishandling of its computerized maintenance management system. After spending RM400,000 on the system between 2008 and 2012, the auditor general found that data was not keyed into the system and the person responsible for managing the system had no IT knowledge.
The cost of three building projects ballooned 8.9% at Universiti Tun Hussein Onn Malaysia (UTHM) due to delays and inexperience of the contractor.
The auditor general further found at Universiti Malaysia Perlis (Unimap) that funding allocations didn’t take into account the basic needs of students in the planning and construction of its main campus. Despite RM438.64 Million allocated for setting up Unimap under the 8th Malaysian Plan, only 25% of these campus plans have been completed, which university management blamed on budget constraints.
What is even more startling according to the AGs report is that Unimap made the first payment to the contractor working on the permanent campus before the contract was fully negotiated and signed. The report further states that workmanship is extremely poor, where cement in many places is cracking and crumbling, roads and parking areas where inappropriate, and much of the equipment supplied is not functioning.
According to the AGs report from 2002 to 2012 the university has no hostels of its own, and has been renting them and ferrying students to campus instead, which cost RM138.4 Million. As of 2015, Unimap entered into an arrangement with the Proven Group of Companies to supply additional privately owned accommodation at Titi Tinggi, some 35kms from Kangar and 40kms from the main campus at Ulu Pauh. Details of this agreement have never been made public, but Unimap will pay rent for 15 years for the use of this accommodation, but ownership will remain private after this period.
The Unimap-Proven venture is contrary to the Education Ministry’s vision of universities earning income through hostel rental to students. Thus in the medium to long term the university will be restricted in the ways it can earn revenue to fund future budget cuts.
Similar issues exist at Universiti Malaysia Kelantan (UMK) where the lack of student accommodation has led to severe overcrowding at hostels.
Mismanagement and waste is one issue, but outright corruption is another.
If one has spent any significant time within Malaysian academia, stories about corruption within the institution will no doubt arise. However, most, if not all of these remain hearsay, as there are few reports of corruption to higher authorities and very few charges are ever made, with no convictions made in this area.
Just some examples that have come to the writer’s attention are consultancy companies run and operated by a faculty, where directors and shareholders are the dean and deputy deans. Students have come forth and told the writer in confidence that examiners at master and PhD level ask outright for payments to pass. A particular dean of a new faculty, used a company owned by proxies to supply equipment. University cars have been sent to workshops for repairs that don’t exist. Academics are paying for articles to be published in academic journals without peer review, and the heavy use of research grants for travel that is questionably related to the research topic it was granted for.
University staff tend to be fearful of their superiors, most are extremely hesitant to speak out and whistle-blow on their peers and superiors. In an interview with a state director of the Malaysian Anti-Corruption Commission, the writer was told that the MACC would provide a neutral and discrete place for those who wanted to remain anonymous and report corruption. However those few that came forward faced hurdles with the MACC that were almost insurmountable, such as being requested to file a police report which would jeopardize anonymity.
A major problem is the leadership of Malaysia’s public universities today. Vice chancellors tend to be domineering, not allowing too much room for dissent from their own faculty and university members. Often, staff are selected upon loyalty rather than merit, breeding a culture of gratitude within their institutions. Strong vice chancellors can browbeat the university board, and senate, getting their own way on operational issues, due to the transitory nature of university boards.
Universities within Malaysia have become dominated by vice chancellors who are intent on micromanaging their universities. The strong power-distance relationships that develop between the leader and subordinates in Malaysia is powerful enough to destroy many of the management checks and balances that exist to prevent mis-management and even abuse of power.
It’s time to re-organize Malaysian public universities from the top down. Not only is new leadership needed, but heavy reform of the university organization so that these institutions should function how they are really meant to. All importantly, vision beyond self-glorification is desperately needed by public university leadership.
Make this change and Malaysian universities will very quickly feature in the top 100 Asian university rankings.
China-Indonesia relations are expected to grow during Jokowi’s second term
Authors: Muhammad Zulfikar Rakhmat, Ramadha Valentine and Dimas Permadi*
The relationship between China and Indonesia seems to be increasing, especially in the field of trade economy, this is evidenced from the trade figures between the two countries which have reached 45.3 million. The relationship between the two countries is mainly focused on three sectors which include trade and business, politics and security, and people to people exchange. Some agreements also appear to have been agreed by both parties along with the increased visits of the two state actors in turn.
With the election of Joko Widodo in the second period recently, cooperation between the two countries is likely to increase.
To date, Indonesia has accepted 28 joint projects with a value of $ 91.1 billion, under the guise of the BRI. The projects include the Sei Mankei special economic zone; phase two for Kualanamu airport; clean energy development in the Kayan river in North Kalimantan; the construction of a special economic zone in Bitung, South Sulawesi, and Kura island in Bali. These projects were carried out by private parties from Indonesia and China.
The latest, Indonesia has also signed another BRI cooperation package in April 2019, which contains 23 cooperation packages in investment and trade projects. The cooperation package include the development of four economic corridors, the high-speed train and technology development project, and the development of education. The 23 projects have produced investment value of US $ 14.2 billion.
Several projects by China have not yet been fully realized in Indonesia. The projects that were initiated in the BRI collaboration still found obstacles such as budget and license. The realization of the budget in the amount of 50 billion USD has only touched the 3 billion USD figure, which means that some projects have not yet been implemented.
For this reason, China is expected to make maximum efforts to meet the target projects that have been initiated previously. This will also help China in covering up the issue of project failure faced by Indonesia and published by several international and national media.
Moreover, China’s expected efforts to accelerating the BRI project is in line with its goal to realize the BRI in 2049. That year was chosen along with the 100th anniversary of the founding of the People’s Republic of China. Indonesia’s territory which is quite strategic has become one of China’s attractions in making Indonesia one of the important routes for its BRI.
With some of the above explanation that some BRI projects have not been fully realized, these two things reinforce the reasons for China in accelerating the BRI project in Indonesia.
In addition, Jokowi’s previous leadership period focused on infrastructure investments. This can be seen with several Infrastructure projects that are currently being implemented in several regions of Indonesia. Nonetheless, these infrastructure projects have not yet been fully achieved, especially during the recent transition period whereby the government has been occupied with other issues.
In this context, Jokowi may see the BRI as opportunities for the Indonesian government which has a vision of equitable development in the country. Collaboration under the BRI is seen to benefit the Indonesian government in realizing its infrastructure development in the near future.
Recommendations for both
2To reap the full benefits of the expectedly growing China-Indonesia relations, there are several steps that should be taken by Indonesia and China. The Indonesian government should learn how other countries in Asia, such as Pakistan, Sri Lanka, Bangladesh, the Maldives, Kyrgyzstan, Tajikistan and Laos. They are countries that received investment from China that ended in a debt trap project, whereby they all had to give up all assets that had been financed from the Chinese project.
One example is how Malaysia renegotiated the BRI project, because Malaysia felt disadvantaged by the BRI project cooperation agreement. As a result, the projects’ costs are reduced from the initial agreement fee. Studying Malaysia’s policies, the Indonesian government should be aware of Indonesia’s position in cooperation with China, that Indonesia has a fairly high bargaining position. Because China needs Indonesia to achieve its economic goals in the BRI project, which would not have been possible without Indonesia.
In recent years along with the commencement of the BRI, China has made several efforts as a self-branding tool that aims to build its good image. In Indonesia, China began to introduce its country through various ways, one of which is cultural efforts such as through media and cultural efforts. However, this does not seem able to change the sentiment because the efforts are still limited and not widely implemented. To this date, negative perspectives on Chinese foreign investment is still found among the people who are contributing to the policy making of the Indonesian government.
In fulfilling its vision, China is expected to be able to use soft-power in building its image in ensuring its investments provide benefits that can boost national economic growth.
*Ramadha Valentine and Dimas Permadi are analysts on Indonesian political economy
Reducing gender gaps in Asia and Pacific essential to realizing region’s potential
Over the past two decades, the Asia and Pacific region has made progress in reducing gender gaps in certain areas, most notably education. According to the World Economic Forum’s 2018 Global Gender Gap Report, 6 out of 25 developing Asian countries had attained gender parity in education. In 12 out of 18 Asia Pacific countries analysed in the Report, women outnumber men in tertiary education enrolment rates.
However, these improvements in skills and professional training for women have not translated yet into progress towards equal economic and professional clout.
Gender gaps persist in labour force participation, gendered-segregation of the labour market, financial inclusion, and representation in senior managerial positions across the corporate world. This is the only region in the world where the labour force participation rate of women is declining. Meanwhile, a growing body of research on the future of work in the region has highlighted the high concentration of women in informal and vulnerable work, and that the bulk of unpaid care work is disproportionally being carried out by women.
Female participation in the labour force in 2018
ranged from 60.1% in East Asia at the top end of the spectrum to only 25.9% at
the bottom end in South Asia, according to the International Labour
Organization (ILO). When women do work, they are often segregated into
“feminized” sectors, where wages are typically lower. Wages are not yet equal.
In developing Asia, the gender wage gap (75%) is lower than the global average
Women’s share in managerial positions across Asia varies significantly. In the corporate sphere, three countries in this region are among the top 10 economies worldwide with women in senior management positions, higher than the global average of 25%. They are the Philippines at 39%, Thailand at 37%, and Indonesia at 36%. On the other hand, there are countries in the region at the lower end, for example Japan with only 7%.
Women’s representation on corporate boards is even lower than at the managerial level. This ranged from 11.6% in Indonesia to 1.9% in South Korea. In 2011, India and Malaysia established 30% mandatory gender diversity quotas for senior management and board positions in corporations. However, implementation has been slow. As of 2016, women accounted only for 8.6% on corporate boards in Malaysia and 5.2% in India.
Banking at the most senior management level in particular remains male territory in the region, since the share of female representation at this level reached only 6.9% on average, according to data gathered by the Financial Times.
While developing countries in Asia and Pacific are embracing new financial technology to make rapid progress on financial inclusion, the gender gap is felt here too. Women accounted for just 35% of bank depositors and borrowers in these countries in 2016.
Increasing women’s participation in the workforce and closing the wage gap would have a tremendous growth impact for the region. ILO in 2017 estimated that this could add $3.2 trillion to Asia and Pacific region economies.
Increasing women’s access to finance can have life-changing impacts on not only their lives, but those of their families and communities. For example, women-led small and medium-sized enterprises in Sri Lanka are benefitting from facilitated access to credit to grow their businesses through an ADB project, which has been further supplemented by a grant from the Women Entrepreneurs’ Finance Initiative (We-Fi). Since last year, over 323 women’s businesses, employing 3,934 people, have financially benefitted from the project.
Financial institutions targeting female clients will be more successful at understanding and responding to customers’ needs if their personnel mirrors the market. Including female professionals and managers in research product selection and marketing will lead to better custom-tailored products. That is one reason why ADB’s Trade Finance Program has been running a gender initiative to support its participating banks to improve its workplace gender equality/family-friendly policies.
There is growing evidence that gender equality in management and leadership results in higher productivity, more diverse decision-making, and better and more sustainable results. This is particularly true for female leaders in the banking sector. A study by the International Monetary Fund recently found that a higher share of female senior leaders is associated with greater stability and more prudent management.
Moreover, it is true for any type of organization that effective women leaders provide positive role models and contribute to changing social perceptions about women and girls. Policymakers and multilateral development banks like my own must lead by setting good examples, and work with the banking sector to address the gender gaps.
On its part, ADB is committed to accelerating progress in gender equality in its developing member countries. And it is championing the cause within its own institutional structure and corporate culture.
Among other sectors, ADB supports various projects with a gender focus in such areas as technical and vocational education and training, urban and water, rural development, transport, and renewable energy. It has also provided technical assistance for legal and judicial reforms in support of gender equality, as well as women’s leadership within government and communities at all levels.
Last year, 56% of ADB’s sovereign and nonsovereign lending at entry had strong gender design elements. ADB is setting even higher standards for itself. In July 2018, ADB’s Board of Directors approved a long-term corporate strategy called the Strategy 2030. Under this, ADB aims to ensure 75% of its projects in the public and private sector will include gender designs by 2030.
Strategy 2030 sets gender equality and women’s empowerment as one of its operational priorities for the next decade. ADB will promote women’s economic empowerment by expanding entrepreneurship opportunities for women and promoting their access to quality jobs in higher-paying sectors and the science, technology, engineering, and mathematics sectors where women struggle to enter.
ADB’s approach is also informed by a recognition of the importance of tackling discriminatory social norms and institutions. It includes supporting legal, institutional, and governance reforms at public level to explore measures are carried out to remove gender-based discrimination, enhance women’s participation in public resource allocation, and support leadership at all levels
Another major thrust is reducing the domestic responsibilities faced by women through improved water, electricity, and transport infrastructure. In the Asia Pacific, women spend from 2 to 11 times more time on unpaid care work (caring for family members, cooking, cleaning, fetching water, etc.) than men. That time spent represents an important barrier to pursuing economic pathways.
In 2016, ADB Management took bolder actions and set higher targets to improve workplace gender balance by enhancing recruitment of talented women, career management, training, development, and retention of female staff within ADB. ADB also has a gender target for various levels of management that is closely monitored and transparently reported upon. Leadership development programmes are now being conducted to prepare women for senior positions and enable senior staff to become better managers of diverse teams.
Gender equality will indeed be at the heart of ADB’s priorities under Strategy 2030 and across the institution.
On a wider scale, women’s empowerment is not just an objective in itself; it is essential to achieving inclusive and sustainable development in Asia and the Pacific. Given the economic, environmental, and technology challenges facing society in Asia and Pacific, it is about time to utilise the ingenuity, creativity, and energy of the region’s entire population. To do this, countries must fully engage women; and educate and empower them to allow for their contribution. At the same time, we should ensure we include, educate, and equip all men and boys for this transition to make this journey together and leave no one behind.
How Countries in Southeast Asia are Working Together to Accelerate Human Capital Development
In their decades-long efforts to spur strong economic growth and significantly reduce poverty, countries in the Association of Southeast Asian Nations (ASEAN) also successfully improved education and health outcomes for their people. Today, however, ASEAN’s average indicators on education, skills development, and health are below what is expected of its current income levels. These persistent gaps can undermine future growth and prosperity in the region.
To thrive in the global economy, where new technologies will create industries that have yet to be imagined, and where the changing nature of work prizes higher-order skills, ASEAN countries will have to go back to basics – and invest in its children.
The challenge is significant. Almost a third of children in the region have stunted growth due to chronic malnutrition, making them highly prone to life-long cognitive and physical limitations. These can lead to poor school performance and diminished career prospects overall. And though schooling rates are high across ASEAN, limited education quality generates large learning gaps – 21 in 100 children have low reading comprehension skills at the end of primary school. Some 15% of 15-year-olds living today will not reach the age of 60 mainly due to noncommunicable diseases such as diabetes, cancer, and cardiovascular and respiratory illnesses. Both issues are partly a result of unequal access to basic services, including healthcare and education, which in turn contributes to widening income inequalities.
ASEAN countries, while linked geographically and economically, have varying levels of life expectancy, job productivity, and education quality. At the core of these challenges is the need among all countries to accelerate human capital development. This month in Bangkok, Thailand, leaders from the region came together to discuss how to take this further.
“Disparity, poverty, education and health, remain a challenge in ASEAN. We have to make Human Capital Development an integral part of our development,” ASEAN Secretary-General Lim Jock Hoi told the ASEAN High-Level Meeting on Human Development on September 9, 2019.
Organized by Thailand’s National Economic and Social Development Council (NESDC) and Ministry of Foreign Affairs, the World Bank and UNICEF, the high-level meeting was designed to facilitate dialogue among member states to share successful policy frameworks and emerging challenges, as well as help identify new approaches to human capital development and move towards a set of common, yet adaptable, policy directions.
ASEAN has their work cut out for them. The World Bank’s Human Capital Index projects that upon adulthood, children born in ASEAN today will be just 59% as productive as they could have been. To change this, political commitment to shift public investments to the right places is critical.
Thailand, for example, reduced the rates of child stunting from 25 to 11% over the last 30 years through targeted, community-based nutrition programs in areas with high levels of poverty. The successful approach brought together health, agriculture, education, water and sanitation by close community-level coordination to address malnutrition.
Anutin Charnvirakul, Deputy Prime Minister and Minister of Public Health, shared how Thailand kickstarted its Universal Health Coverage (UHC) scheme in 2002 even though it was still regrouping from the 1997 Asian Financial Crisis. The UHC scheme entitled every Thai citizen to essential health services, and coverage reached 100% in 2018.
“UHC is about national commitment. We don’t have to wait until we are rich to get UHC. We just have to commit,” Anutin said.
Other countries in the region have also performed well in various areas. Vietnam stands out with its high-quality basic education system due to its commitment to education reform and substantial public spending, while Singapore initiated successful schemes to retrain and employ older workers.
Experts presented delegates with data that illustrated how globally, investments in health and education, especially for young children, generates high returns on productivity. It gives the future workforce the necessary cognitive and social skills to navigate a knowledge-based economy. The meeting ended with recommendations for accelerating human capital development in ASEAN. These include fighting malnutrition with nutritious foods and quality healthcare, orienting the entire education system around improved learning for the young and lifelong learning for adults, and achieving UHC to provide everyone with quality health services and financial protection from health-related shocks to their income.
But as Laurence Chandy, UNICEF’s Director of Global Insight and Policy Office, reminded participants, to realize these goals, countries will have to make “fiscal commitments and more importantly set clear policies for implementation that are specific to each country.”
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