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1、Academic leaders and funders insights on the challenges aheadPublished March 2024View from the top2View from the top:academic leaders and funders insights on the challenges aheadContentsForeword3Executive summary4Key findings6Chapter 1:EnablersStrengthening the foundations during turbulent times15Ch

2、apter 2:Fulfilling the institutions dual missionNew paths to excellence in research and education46Chapter 3:ImpactDemonstrating value and garnering support from society62 Looking to the future72Concluding thoughts74Acknowledgements76Appendix793View from the top:academic leaders and funders insights

3、 on the challenges ahead ForewordForeword by Judy Verses,President,Academic and Government,ElsevierIn 2024,academic leaders and funders worldwide will face significant opportunities and challenges.There were remarkable technological advances in artificial intelligence last year.The potential of thes

4、e new technologies will start to be realized this year with new applications and services that support institutions and researchers.In parallel,almost half of the worlds population,including 8 out of the top 10 most populous countries,have elections in 2024,bringing further complexity to the regulat

5、ory and financial environments.In this challenging context,academic leaders and funders will need to make nuanced decisions that benefit their organizations,researchers and ultimately society at large.To gain a deeper understanding of the challenges and opportunities faced by academic leaders and fu

6、nders,we partnered with Ipsos to produce this comprehensive report.Over 100 institutional leaders contributed to the report:academic leaders,including Rectors,Presidents and Vice-Chancellors,as well as CEOs,Presidents and Directors from prominent research funding organizations.I would like to expres

7、s my thanks to all the participants for taking the time to share their valuable insights and perspectives with us.This research builds on previous Elsevier analyses:Confidence in Research:Researchers in the Spotlight,Back to Earth and the Future of Evaluation.The report highlights the top priorities

8、 of university leaders,including securing funding,ensuring research and educational excellence,improving their institutions impact on society,health and the environment,attracting and retaining talented staff and achieving social equity.In addition,the report outlines the level of preparedness and s

9、trategies that universities are adopting to address these challenges,focusing on innovation,agility,partnerships and talent management.The report also identifies regional differences in the perspectives of these leaders.We hope the insights from the report can be a helpful stimulus for discussion,di

10、alogue and action.Elsevier will distribute the report among academic leaders and funders across the globe,to help raise awareness of the opportunities,challenges and strategies that are being developed.We will also use the findings to help us identify actions that Elsevier can take to support leader

11、s and the research community and we welcome your feedback.Judy Verses4View from the top:academic leaders and funders insights on the challenges aheadUniversities and funding bodies face many similar challenges as they navigate their institutions to success in a fast-changing world.To tackle todays c

12、hallenges and be prepared for those to come,it is useful to gather leaders insights and best practices.In April to December 2023,Elsevier worked with Ipsos to conduct two phases of interviews with a total of 115 institutional leaders from around the world 86 held top level leadership positions at un

13、iversities(academic leaders)and 29 at research funding bodies(funders).The academic leaders and funders interviewed shared their perceptions as to the priority their institutions give each challenge and how well prepared they feel to tackle that challenge.In some cases,there is a gap between priorit

14、y and preparedness,suggesting an area of concern.See figure 2 for details.Executive summary Chapter 1:EnablersStrengthening the foundations during turbulent timesRead the full chapter:page 15Securing financing for research is a high priority for the vast majority of academic leaders,but fewer feel t

15、hey are well prepared to tackle this challenge.Similarly,financing for education is a high priority but leaders feel a little better prepared to address this.Funding constraints impact talent management,with almost all leaders saying they need more funding to attract the best talent.84%say securing

16、funding is a highpriorityand 66%expect it to become a muchgreaterchallenge over the next five years 84%consider finance for research a high priority but only 49%are well prepared to address this challenge Facilities for research is given a high priorityby78%of leaders but much fewer 31%say theyarewe

17、ll prepared to meet the challenge Many are concerned about cyber security(including preventing IP theft)and 82%give it a high priority 64%say AI governance is a high priority but only 23%are well prepared for this challenge Most say retaining talent(80%)and attracting talent(73%)are high-priority ch

18、allenges,but 93%of academic leaders say they need more funding to attract talent Chapter 2:Fulfilling the institutions dual missionNew paths to excellence in research and educationRead the full chapter:page 46The core functions of research and education are reaffirmed as key priorities.Academic lead

19、ers surveyed consider achieving excellence in research and offering excellent education high-priority challenges.In the post-COVID world,institutional culture is still recovering,and in particular,leaders acknowledge the importance of the student experience,with improving student welfare a high prio

20、rity.89%of leaders consider research a high priority,and 69%believe if the challenges they face are not addressed they will have a severe or major impact on research in the future 93%of leaders put a highpriorityonensuring research excellence but only 56%feelwellprepared to meet this challenge 82%of

21、 leaders consider educational excellence a high priorityand64%are well prepared to tackle the challenge5View from the top:academic leaders and funders insights on the challenges aheadChapter 3:Impact Demonstrating value and garnering support from societyRead the full chapter:page 62Alongside researc

22、h and education,impact emerges as a key priority in the broadest sense.Most leaders consider demonstrating scientific,economic,societal and environmental impact high priorities.But looking at how prepared leaders are to meet some of the challenges,there are some concerning gaps.79%of academic leader

23、s agree a new approach is required for research assessment and 80%set a high priority on demonstrating societal impact.74%of leaders say demonstrating scientific impact is a high priority,and 57%are well prepared to do this,the highest level of high preparedness across the different aspects of demon

24、strating impact 67%consider demonstrating economic impact a high priorityand only 30%say they are well prepared for the challenge 55%of leaders say their institutions should bemostconcerned with providing real-world benefits Emerging challengesThe study also looks at emerging challenges including po

25、tential political,technological,and regulatory change and the importance of diversity,equity,and inclusion(DEI).Throughout the report,leaders and funders share their expectations of how their priorities will evolve in the coming years and there are emerging challenges.When asked to reflect on areas

26、where thought leadership is needed most in the next 12 months two topics emerged most strongly:artificial intelligence and climate change.Funders The views of funders appear throughout the report and align with academic leaders on the priorities of research and impact,and they believe the challenges

27、 associated with demonstrating impact will become much greater over the next five years.To deliver on their top priorities half of funders feel securing finances is crucial and two-thirds see this challenge becoming much greater over the next five years.Supporting academic leaders and fundersAs a gl

28、obal leader in information and analytics,Elsevier delivers insights that help universities and funders achieve their strategic goals.The findings in this report,and the insights academic leaders and funders share with us in many contexts every day,help shape these solutions,so they continue to addre

29、ss real challenges.6View from the top:academic leaders and funders insights on the challenges ahead Key findingsApproachThe leaders surveyed in this study encompass a wide diversity of different institutions across five continents.All find themselves facing a complex array of challenges and are bein

30、g required to innovate and think deeply about their institution,its purpose and future direction.Phase 1:QualitativePhase 2:QuantitativeWhenThe majority of interviews were completed between April and August 2023September to December 2023WhatRespondents discussed their roles,the challenges they face

31、now and in future,the support they need to address these.Results informed development of quantitative phase surveyQuestionnaire aimed to capture data across themes:Funding,Human capital(Talent),Research,Education,Outcomes&Impact,Political,TechnologicalWho and how15 in-depth interviews approximately

32、45mins long with 9 funders and 6 academic leaders via Teams100 semi-structured interviews approximately 30 mins long with 80 academic leaders and 20 funders via telephone,Teams or ZoomAcademic leaders and funders include people in various leadership roles,for example:Academic leaders:President,Recto

33、r,Chancellor,Vice-President,Vice President,Vice-Rector,Vice Chancellor,Executive Provost and Vice President for Research Funders:CEO,President,Chairman,General Secretary,Director,Deputy CEO,Vice PresidentBefore we explore the detailed findings in themainreport,wewill provide an overview of the key f

34、indings.Universities around the world operate under inherently different conditions,but this study reveals how their vantage points in an increasingly fractious and interconnected world converge in many ways specifically in the biggest challenges they face and some of the ways they are tackling them

35、.It also highlights the views of funders,whose work is inextricably linked with that of universities.By exploring these challenges and the strategiesdeveloped,institutions are better positioned to advance science andimprovehealthoutcomes,thereby enabling a better future.7View from the top:academic l

36、eaders and funders insights on the challenges aheadResearchFundingHuman Capital(Talent)EducationOutcomes&impactInstitutional culturePolitical,technological and regulatory environmentFigure 1Question:We would now like you to consider some of the following potential challenges.For each,please indicate

37、 the current priority that your organization has assigned to addressing this challenge over the next 12 months,where 0 is very low priority,10 is very high priority and the midpoint 5 is neutral.)Question:Is there any challenge that you think will become a much greater challenge in the next 5 years?

38、Proportion who assign high priority to a challenge and proportion say challenge will become much greater in next 5 years 010203040506070809010089%46%84%66%75%66%75%50%65%53%49%49%35%65%Key:%High priority:priority 8 to 10 on a scale from 0 to 10%say challenge will become much greater in next 5 years

39、Global=80 Americas*EMEA*APAC*Base sizes for regions are below 30 and provide an indicative read.Leaders key priorities anoverarching perspectiveGiven universities pivotal role in advancing knowledge,it is not surprising that the research they do remains leaders top concern(see chapter 2 on page 46 f

40、or details).An overwhelming majority(89%)view research as a high priority for their institution(see figure 1).Universities are also under increasing pressure to show the broader impact of this research,and 79%agree that means measuring impact beyond traditional metrics like publications and patents(

41、figure 14,page 65).Institutions are expected to show societal impact1 and long-term health outcomes,illustrate how they help social mobility and demonstrate how their work aligns with global frameworks like the UNs Sustainable Development Goals(SDGs).It takes time,money,and expertise to craft effect

42、ive strategies with appropriate performance metrics.2,3 The issue of funding,an ever-present concern for most leaders,has the greatest influence on how effectively other challenges can be addressed,and 84%give it high priority it is second only to research.Many universities face budget constraints a

43、nd the constant need to compete for funding.They need money not only to fund research and tuition,but to maintain and enhance their infrastructure:nearly four in five(78%)leaders consider the provision of facilities a high priority.This pressure is leading some institutions to embrace financial sust

44、ainability strategies,such as lowering pension debts and collaborating with other institutions or the private sector(see chapter 1 on page 39 for more details).For two-thirds(66%)of leaders,funding is set to become a greater challenge in the next five years;more in EMEA and the Americas expect this

45、to be the case.Talent challenges,also closely related to an organizations ability to address other hurdles,are identified as a priority issue for three-quarters of leaders(76%),and much like funding,this challenge is expected to grow over the next five years(67%).8View from the top:academic leaders

46、and funders insights on the challenges aheadUniversities are in an increasingly global battle for talent,4 and the drive to find and keep the best people extends beyond academic roles to include managers,administrators,and technical staff(see chapter 1 for more details).All contribute to how the ins

47、titution functions.It is not surprising,therefore,that more than nine in ten(93%)leaders seek more funding to attract the best talent(see figure 5 on page 27).In many countries,universities now operate in an increasingly challenging demographic context:declining populations are often correlated with

48、 declining student numbers,though student numbers also appear to have been falling in countries with population growth.As populations change,higher education establishments find themselves in fierce competition for dwindling student numbers and many face pressure to increase5 student body while main

49、taining quality and managing the impact on their local communities.6 Others need to work out how to grow within the constraints of their physical location,or how to manage increasing student populations in relatively small cities.Meanwhile,the demand for keeping up with the latest political,technolo

50、gical,and regulatory changes is mounting.Although relatively speaking this is the lowest priority challenge area(35%),it appears to be at a turning point:a substantial proportion(65%)believe it will become a much greater challenge over the next five years,with leaders in both EMEA and the Americas e

51、xpecting more substantial increases here than in any other challenge area.This has the potential to compound funding,talent and research issues in a variety of ways,which are explained in this report.A more widespread awareness of and sensitivity to the way in which groups within society have been m

52、arginalized and excluded over time has been a key political development of the last 10 years.7 In this context,university leaders increasingly must show how they are addressing the need for social equity.8 Their institutions are now striving to ensure that research and study opportunities are access

53、ible to all regardless of race,gender or socio-economic status,and to create an inclusive culture where diversity is valued and respected.Overall,76%of leaders interviewed say ensuring diversity,equity and inclusion(DEI)at their institution is a high priority(see figure 6 on page 30).Despite this fo

54、cus,cultural concerns are still considered less significant than areas like research,funding and talent,with just under half(49%)of leaders identifying them as a high priority.See figure 1 on page 7 for details.Finally,the effects of the COVID-19 pandemic are still being felt four years after it sta

55、rted.Leaders say their universities are still dealing with the financial fallout and adapting to new ways of working and learning.In addition,they are managing the transition to open science,the demands of increasing digitalization and the development of artificial intelligence(AI),particularly gene

56、rative AI and its associated benefits and risks.9View from the top:academic leaders and funders insights on the challenges aheadChallenges broken down by priority vs preparedness the issue matrix for leadersIn this section we dive deeper into each priority,for which there is a range of different iss

57、ues related to a broad challenge facing their institution(those shown in figure 1).Leaders were asked to rate the level of priority and how well prepared their institution is to address the related issue.The proportion of individuals who selected 8,9 or 10(the highest levels of priority and prepared

58、ness)on a scale of 0 to 10 was compared to indicate the issues leaders feel best placed to deal with and highlight where they have challenges(see figure 2).Academic leaders give higher levels of priority than they do preparedness across 32 of the 34 areas they rated.On figure 2,these are the points

59、above the dotted line that runs from bottom left to top right.Leaders feel most comfortable with some of the challenges in the political,technological,and regulatory environment:tracking compliance with laws and regulations and navigating the politicization of research(high preparedness is greater t

60、han high priority).There is a degree of comfort with a number of areas,indicated where the gap between preparedness and priority is less than 20 percentage points.This includes aspects of the core functions of education(offering excellent education)and research(ensuring the best research receives gr

61、ants,ensuring research integrity and demonstrating the scientific impact of research.)Conversely,leaders areas of greatest concern(where priority is high,but high preparedness is at least 35 percentage points lower,shown in the top left section of figure 2)are also evident:talent attraction and rete

62、ntion,demonstrating societal and economic impact and providing research facilities.These areas are often differentiating factors for institutions in an increasingly global market,9,10 making it vital for leaders to tackle the related challenges they face.10View from the top:academic leaders and fund

63、ers insights on the challenges aheadChallenges the balance between high priority and high preparedness51525354555657585955152535455565758595High preparedness%8,9&10(scale 0 to 10)High priority%8,9&10(scale 0 to 10)Challenges where high preparedness is at least 35ppts less than high priorityFigure 2Q

64、uestion:We would now like you to consider some of the following potential challenges.For each,please indicate the current priority that your organization has assigned to addressing this challenge over the next 12 months,where 0 is very low priority,10 is very high priority and the midpoint 5 is neut

65、ral.)Question:And how prepared,if at all,is your organization to address each of these same challenges over the next 12 months?Again please use a 0 10 scale,this time where 0 means Not at all prepared and 10 means Extremely well-prepared.Key:Funding Research Impact Political,Tech.&Regulatory Environ

66、ment Talent Education Institutional culture Base size c.45 respondents.Statements have been taken from various questions across the survey;respondents were shown statements at random and will not have answered every statement on this chart.11View from the top:academic leaders and funders insights on

67、 the challenges aheadThe regional pictureRespondents to this study are from a range of countries;we recognize the value in seeing different perspectives and have grouped responses into three broad regions.The scale of the study makes it difficult to include country or other regional splits.This is a

68、n area we will address in any future waves.Despite the diversity of response,there are many commonalities in the perspectives of participating leaders from around the world,including the overall gap between priority and preparedness:the high priority that leaders attached to most of these areas does

69、 not align with their assessment of their preparedness to address them,which tends to be much lower.Despite global similarities,the geographical location of institutions also has a strong influence on their leaders assessments of priorities.To see details of the geographical distribution of responde

70、nts please see the appendix(page 79).Americas Higher perceived preparedness across most areas Key areas include securing funding,research infrastructure and offering excellent education Lower priority and preparedness for performing well in international academic rankingsEurope,Middle East and Afric

71、a(EMEA)Higher priority for attracting international students,AI governance and research excellence Less prepared to managerising research costs Highest gap between priorityand preparedness for AIAsia Pacific(APAC)Lower preparedness in many areas,including attracting the best students More prepared f

72、or attractingand retaining staff Best prepared for achievingahigh academic ranking12View from the top:academic leaders and funders insights on the challenges aheadThe Funders perspectiveReaders should note that survey data are based on responses from leaders of 20 funding organizations and supported

73、 by the 9 in-depth interviews.Funders views generally are similar to academic leaders but there are differences.All Funders agree“Ensuring research excellence(e.g.advanceshuman knowledge)”is a high priority and a large majority feel well-preparedto meet the challenge.Whilst aligned with academic lea

74、ders onpriority,more than three-quarters of funders feel well prepared to meetthe challenge compared to over half of academic leaders.14 out of 20 funders say“Securing finances”is a high priority and10 expect it to become a greater challenge in the next 5 years.Asaresult,funders consider prioritizat

75、ion of which projects to fund an important challenge and one they are well prepared to manage.Navigating the political environment,and often the politicisation of research,is a high priority for funders.They place a high priority on networking with stakeholders(government,R&D leaders,media,and other

76、 funding bodies),and are well prepared to carry out this task.Again,like academic leaders,Outcomes and Impact is a high priority for funders and two thirds expect it to become a much greater challenge in the next 5 years.Despite the high priority given by many to ensuring public awareness and unders

77、tanding of their activities,and demonstrating societal,economic or commercial impact,relatively few funders feel they are well prepared to meet the challenge.The majority say“Creating an environment conducive to open science”is ahigh priority and the same proportion are well prepared to address it.E

78、merging challengesLeaders are currently dealing with an array of complex and multi-dimensional issues,and they expect their challenges to continue to evolve.When asked to consider the next five years,leaders foresee a changing landscape and several emerging and intensifying challenges to address.One

79、 of the biggest expected changes is that political,social and technological challenges will become more pressing,nearly two thirds see it becoming a greater challenge(see figure 1).Leaders foresee difficulties in maintaining cyber security,managing AI,campus safety,managing demographic change,dealin

80、g with the consequence of tax reforms,and meeting demands to solve real-world challenges.They also expect continuing challenges to academic freedom and trust in science.They expect that the focus on diversity,equity and inclusion(DEI)will continue to intensify.As the societies in which many institut

81、ions operate become more diverse,11 leaders can anticipate that pressure on them to ensure that opportunities for research and tuition are open to all will build.Overall,close to eight in ten(76%)leaders interviewed say DEI at their institution is a high priority(see figure 6 on page 30).13View from

82、 the top:academic leaders and funders insights on the challenges aheadLeaders also expect the number of international students their institutions attract will be impacted by shifting student preference from an education abroad to one at home.International students are an important source of income f

83、or universities around the world,particularly those from China where there are indications of a decline in students enrolling abroad.12 When asked to reflect on areas where thought leadership is needed most in the next 12 months.Their focus is on transformative and globally significant issues and tw

84、o themes emerged as priorities to address across the board:climate change and AI.Generative AI has recently entered mainstream use and universities are having to come to terms with its implications and draw up guidelines on issues such as maintaining integrity,managing psychosocial risks and dealing

85、 with challenges to health and safety practices.13 Leaders are also conscious universities are not only expected to play a leading role in monitoring climate change but generating scientific-based solutions,developing new technologies and potentially influencing new regulations.Some leaders believe

86、universities will need to reorganize their operations and education to contribute more significantly to solving climate-related problems.The experience of the COVID-19 pandemic has raised the specter of future shocks,such as another pandemic,an economic downturn or a major climate event,in the minds

87、 of leaders.They are aware of societys urgent need for solutions from academia,and this is impacting the research agenda.At the same time,they are preparing their institutions,trying to build the resilience to withstand future shocks and mitigating the impacts of their own activities,such as reducin

88、g their carbon footprints and evaluating their ties with the fossil fuel industry.Given that funding,talent and infrastructure are leaders top concerns today,it is no surprise that leaders anticipate financial stability as being a looming challenge.They worry about whether their current business mod

89、els are sustainable,particularly amid rising costs of living,and how they might evolve to adjust to a changing world.The overarching challenge for academic leaders will be to address these issues in a holistic but flexible way,in a world where the political,economic,social and environmental contexts

90、 can shift around them quicker and more fundamentally than ever before.14 If they succeed,universities will play a significant role in helping their countries,and the world as a whole,navigate the unprecedented challenges ahead.Universities responses to the challenges theyre facing take many forms.T

91、hey are looking to innovate,become more agile and develop new strategies.They are investing in infrastructure,pursuing interdisciplinary research,focusing on talent management and striving to enhance their global standing.These plans and strategies are explored in this report and appear in the best

92、practice sections at the end of each chapter.Explore the full reportThe findings of the research are detailed in three main chapters in this report:Chapter 1:Enablers here we explore funding,talent and technology Chapter 2:Fulfilling the institutions dual missionthischapter looks at research and edu

93、cation Chapter 3:Impact in this chapter we delve into the challenges and opportunities of demonstrating impactLooking to the future,we close the report with reflections from leaders about the challenges they expect to face long-term,and how they might address them.14View from the top:academic leader

94、s and funders insights on the challenges ahead References1 Compagnucci,L&Spigarelli,F Dec.2020 The Third Mission of the university:A systematic literature review on potentials and constraints(https:/ Al-Bahrani,M 22 Dec.2023 Show your research impact:a guide for academics and researchers(https:/ Mus

95、catelli,A 11 July 2023 Turning the supertanker:How do we steer research universities(even more)towards impact?(https:/ Matthews,D&Hudon,R 04 Jan.2022 Scientific war for talent heats up as pandemic restrictions ease(https:/ Higher Education Strategy Associates 2022 World Higher Education:Institutions

96、,Students and Funding(https:/ Lem,P 25 July 2023 Japan expected to lose 140,000 students by mid-century(https:/ Umoh,R 23 Dec.2019 A Decade Of Diversity Highs And Lows(https:/ Murphy,J 27 Feb.2023 Transparency in Admissions(https:/ Lee,J.J.&Haupt,J.P.Scientific Collaboration on COVID-19 Amidst Geopo

97、litical Tensions between the US and China.The Journal of Higher Education.2020(https:/dx.doi.org/10.1080/00221546.2020.1827924)10 Qu T.27 September 2021 China puts greater emphasis on Beijing and Zhongguancun as it looks to burnish tech credentials(https:/ United States Census Bureau 12 Aug.2021 The

98、 Chance That Two People Chosen at Random Are of Different Race or Ethnicity Groups Has Increased Since 2010(https:/www.census.gov/library/stories/2021/08/2020-united-states-population-more-racially-ethnically-diverse-than-2010.html)12 Nuwer,R 09 Aug.2023 Chinese students stay local as favour falls w

99、ith study abroad(https:/ Weale,S 04 July 2023 UK universities draw up guiding principles on generative AI(https:/ National Centre for Entrepreneurship in Education 2019 The 2019 NCEE leadership survey:Changes&Challenges Facing University Leaders(https:/ncee.org.uk/wp-content/uploads/2023/09/NCEE-Lea

100、dership-Survey-Report-2019.pdf)15View from the top:academic leaders and funders insights on the challenges ahead EnablersStrengthening the foundations duringturbulent timesChapter 116View from the top:academic leaders and funders insights on the challenges aheadIn order to achieve their missions,uni

101、versities needcertainenablers,primarily including finance,talent,infrastructure and technology.Intheturbulent economicenvironment in which universitiesoperate today,securing financing for researchisa high priority forthe vast majority of academicleaders,but far fewer feelthey are well preparedtotack

102、le this challenge.Similarly,financingforeducation is a high priority but leaders feelalittle better prepared to address this.Fundingconstraints impact talent management,withalmostall leaders saying they need more fundingtoattractthe best talent.In addition to institutionalculture including diversity

103、,equity andinclusion(DEI)excellent research infrastructurewithstrong cyber and research security areimportant elements of a robust,efficient,modern university.Of the academic leaders interviewed:84%say securing funding is a high priority,66%expect it to become a much greater challenge over the next

104、five years 84%consider finance for research a high priority butonly 49%are well prepared to address this challenge Most say retaining talent(80%)and attracting talent(73%)are high-priority challenges,but 93%of academic leaders say they need more funding to attract talent 78%say providing facilities

105、to conductresearchisa high priority but less than a third(31%)saytheyarewell prepared to tackle this need 82%of leaders identify cyber security as a top priority,but only 45%feel well prepared to tackle the challenge 64%say AI governance is a high priority but only 23%are well prepared for this chal

106、lengeFunding:the foundation of researchandeducationThe biggest challenges have all been made worse by normal day-to-day challenges:the rising cost of living,fuel prices,electricity charges and so on.”Academic Leader,EMEAOur core funding from government has been decreasing relatively over many,many y

107、ears,so we rely on other sources of income to subsidize many of our activities.We have a lot of international students,and with geopolitical challenges and economic challenges,its always uncertain income.”Academic Leader,EMEAFunding plays a crucial role within academic institutions,with funding from

108、 governments,research grants,student fees and other sources underpinning both research and education.To achieve their missions,universities need finance.The headache of financial constraintsThe 2020 Elsevier report University leaders:opportunities and challenges highlighted the ongoing“headache”that

109、 funding causes leaders.1 More than three years on,many continue to face considerable difficulties in carrying out what they deem as essential duties due to a shortage of financial resources.2 These financial challenges are driven by the wider macroeconomic situation.Following the COVID-19 pandemic,

110、the global economy experienced a significant slowdown.According to the International Monetary Funds World Economic Outlook,global economic growth was projected to decrease from 3.5%in 2022 to 3.0%in 2023 and 2.9%in 2024 much lower than the 20002019 average of 3.8%.3 While expenditure on research and

111、 development(R&D)held up during the COVID-19 crisis the first time a global recession did not translate into a fall in R&D expenditure growth was lower than historic rates.4 It is likely,however,that R&D growth will be suppressed in the future due to lower global economic growth,as R&D intensity(the

112、 ratio of GERD to GDP)is generally relatively stable.For example,in the EU it was 2.08%in 2012 and 2.23%in 2022.5 In addition,inflation spikes have led to soaring commodity prices and rising prices for services,and although inflation is now decreasing,the 2023 global inflation rate was still high at

113、 6.9%.6 Coupled with this post-pandemic fiscal instability,geopolitical turbulence notably including the war in Ukraine,conflicts in the Middle East and other potential flash points such as Taiwan is impacting budgets,as more government spending has been allocated to defense.This is placing greater

114、pressure on other areas,7 and it has contributed to an unpredictable economic environment.17View from the top:academic leaders and funders insights on the challenges aheadThe impact of funding challengesPotential significant implications ofinsufficientfunding,like less scientific output and fewertal

115、entedresearchers staying in science,would be to thedetrimentofsociety and human advancement.Research activities may be greatly hindered,and education and academic activities may also be greatly affected.If research expenses are reduced,labor costs to be paid to graduate students participating in res

116、earch will be reduced.So we cannot accept many graduate students and because research activities costa lot of money,there is no choice but to reduce thenumber of research projects.”Academic Leader,APACMany of the academic leaders interviewed for the current study highlighted the difficulties a lack

117、of funding causes for talent recruitment and retention(see page 26 for more details).we have a financing difficulty,which means that in order to maintain the required quality,with less resources than needed,the system is stretched.We had a ten-year gap where no new positions were available for teach

118、ing or for research Its not because of a lack of talent,but because of a lack of resources to be able to promote these people.”Academic Leader,EMEAThere will be further efficiencies that we will need to make which will include,obviously,reduced FTE across the university.”Academic Leader,APACResearch

119、 supports economic growth,sowhy cut budgets?Research has shown that increasing investment in research and development is an effective way to promote economic and social progress.8 Yet not all governments are increasing their budgets,9 which means many funders have become more selective in how they d

120、istribute finance.Instead of boosting research,this limits it.The previous government gave us 1 billion dollars to support research across everybody in the whole sector,and then introduced a new package which has given usless money to do what we need to do,so weve got a funding challenge.”Academic L

121、eader,APACThe government investment in universities and the way they fund universities in COUNTRY has been below the Consumer Price Index CPI for many years.The actual cost of universities increases by more than CPI,leaving a funding gap every single year,which hasjust reached crisis point.”Academic

122、 Leader,APACIn some countries a reluctance to fund research may be in part due to the rise of populist governments,which can result in an erosion of trust in research and public institutions and a move away from evidence-based policy.10,11The previous government hated universities munities became am

123、bivalent towards us,in partbecause of the international students.We need the general public to appreciate universities so the government will change the funding models.”Academic Leader,APACReductions in government research funding are happening around the world.A 2024 survey by Times Higher Educatio

124、n revealed that“almost no leaders”expect governmentto help them out if the university is in serious trouble,noting that“Vice-chancellors fear UK sector is hurtling intofinancial crisis.”12 And in the US,an Inside Higher Ed survey revealed that leaders confidence in the 10-year financial outlook of t

125、heir institutions is falling.13 This makes demonstrating the impact of research output and education even more important(see chapter 3 on page 62).18View from the top:academic leaders and funders insights on the challenges ahead0102030405060708090100The funders perspectiveFunders are facing these fi

126、nancial pressures too.They report that there is generally less money available,which has led to lost income,project delays,disrupted research careers and conflict in how resource is allocated in some cases.Financial challenges may actually be the worst setting up the annual budget for next year is h

127、eavilydelayed this year.Its a very difficult and controversial process within the government,so we dont know what will come out for us looking at the time I spend on issues fighting for money,it certainly is the most important thing Im dealing with right now.”Funder,EMEAWe are solely supported by th

128、e government and we havent had an increase in five years.It limits our ability to better serve researchers and promote the research ecosystem in Canada.”Funder,the AmericasAcademic leaders are determined and looking to adapt to economic realities.When asked what they were doing to address the fundin

129、g issues they face,leaders talked of financial sustainability initiatives to balance the books,including lowering pension debts,cutting costs and raising money through international student recruitment,are some of the methods being utilized.In the current study,academic leaders shared their views of

130、 four approaches to addressing funding challenges,namely securing finance for research and education,attracting international students,and prioritizing resources.Figure 2Question:We would now like you to consider some of the following potential challenges.For each,please indicate the current priorit

131、y that your organization has assigned to addressing this challenge over the next 12 months,where 0 is very low priority,10 is very high priority and the midpoint 5 is neutral.Question:And how prepared,if at all,is your organization to address each of these same challenges over the next 12 months?Aga

132、in please use a 0 10 scale,this time where 0 means Not at all prepared and 10 means Extremely well-prepared?Addressing funding challenges levels of high priority and high preparedness Key:%High priority:priority 8 to 10 on a scale from 0 to 10%High preparedness:preparedness 8 to 10 on a scale from 0

133、 to 10 Global=45 Americas*EMEA*APAC*Base sizes for regions are below 20 and provide an indicative read.Securing financing for researchSecuring financing for educationPrioritisation of resources across university programmesAttracting international students toyour institution84%49%78%53%67%40%62%36%AP

134、AC19View from the top:academic leaders and funders insights on the challenges ahead Research fundingof leaders say securing funding for research is a high priorityexpect funding to become a much greater challenge over the next five years84%66%The challenges universities face in securing research fun

135、ding include increasing competition,limited options and stringent criteria.The COVID-19 pandemic aggravated these pressures,with fewer opportunities in some disciplines and fewer resources available to bid for opportunities.14 In the current study,84%of academicleaderssaythe challenges around fundin

136、g areahighpriority,placing it second only to the challengesposedbyresearch(89%).These challenges are not new,15andleadersdontexpect them to end:two-thirds(66%)believetheywillgrow over the next five years.The high priority given to this challenge reflects the vital role of research in social progress

137、ion,bolstering the economy,fostering innovation,and tackling complex local and global societal issues.16 The funders perspectiveMost of the funders(four in five)interviewed said that the prioritization of which projects to fund is a high priorityThe same proportion also considered themselves well pr

138、epared to address the issue.This is encouraging when financial pressures can lead to difficult choices,such as scaling back research,underinvestment in equipment and infrastructure,and less ability to seize new opportunities.Failure to raise sufficient funds will lead to a decline in the quality of

139、education and research.This will have a very negative impact on research activities,including a reduction in the number of papers.”Academic Leader,APACFinancing for research is an area that around half(49%)of leaders from around the world feel they are well prepared to address.This leaves a notable

140、gap between priority and preparedness,highlighting the concern around the issue of funding.This may of course vary depending on the economic outlooks of particular nations however,where growth is more robust,funding too is generally more secure.However,this gap varies by region.In the Americas,more(

141、62%)feel assured in their level of preparedness,matching the level of priority they give the challenge,while leaders in EMEA(46%)and APAC(42%)feel less assured.This may relate to the respective economic outlooks in each region and the funding available,with the economy in the Americas better placed

142、and prospects for funding more secure.Funding for educationof leaders consider finance for education a high priorityare well prepared to address this challenge78%53%The situation is similar regarding securing finance for education leaders second highest priority within funding challenges(78%).Over h

143、alf(53%)of leaders interviewed feel well prepared to tackle this challenge.Like with research funding,leaders in the Americas feel most prepared to face this challenge(62%),with those in EMEA much less so(38%).Leaders in APAC feel better prepared to secure funding for education(58%)than for research

144、(42%).These regional differences may suggest that funding for education in the Americas is more secure than that in EMEA,or that the lower priority given to funding for education in EMEA indicates that they feel less pressure than other regions to address the challenge.20View from the top:academic l

145、eaders and funders insights on the challenges aheadsee attracting international students as a high prioritysay they are well prepared to address the challenge62%36%Attracting internationalstudentsInternational students are a critical source of finance for many institutions.In their interviews,many l

146、eaders highlighted that without the fees paid by international students they would be unable to fund their operations.Leaders also expect the changing geopolitical landscape to have an impact on international students.In recent years,Chinese students have accounted for a significant proportion of th

147、e international student population,peaking at 710,000 in 2019.However,with signs of a decline in Chinese students enrolling abroad,ensuring this continues may be changing.17 This will have a financial impact,particularly in the UK and EU,where international students often pay higher fees.Our core fu

148、nding from government has been decreasing relatively over many,many years,so we rely on other sources of income to subsidize many of our activities.With the various challenges around the world,we have a lot of international students with geopolitical challenges and economic challenges,its always unc

149、ertain income.”Academic Leader,EMEAAbout two-thirds(62%)of leaders see attractinginternational students as a high priority,though only 36%claimtobe well prepared to address the challenge.There is a mixed regional picture here.Attracting international students is more of a priority in EMEA(79%)than e

150、ither APAC(56%)or the Americas(53%),reflecting the relative importance of this source of funding regionally.However,leaders in EMEA(29%)and APAC(31%)appear relatively less prepared to address the challenges associated with attracting international students compared to those in the Americas(47%).This

151、 difference again suggests that leaders in the Americas are more confident in their institutions reputations and resources to bring in international students.There are high levels of inflation and significantly increasing pay demands,but the main source of income isnt changing.It makes that need to

152、diversify the income base absolutely essential.Of course,what people have gone for traditionally is overseas student fees.Because of the academic activities,that is the only thing where there is a meaningful margin which you can use to subsidize other activity.”Academic Leader,EMEAHowever,in isolati

153、on,a single source cannot address the fundamental issue of limited resources a more systemic and holistic approach is needed.This is particularly the case in countries where there are caps on the number of international students,including the UK18 and Canada,19 and in those that are considering simi

154、lar actions,including the Netherlands20 and Australia.21 For those who can increase their share of international students,there will likely be knock-on effects in other areas.Attracting international students will affect educational methods such as new curricula,faculty recruitment,and the entire un

155、iversity management system.First of all,we will need an English curriculum.In addition,we must continue to internationalize with a focus on the countrys language and culture for overseas students.So it is necessary to strike a balance between those two.”Academic Leader,APAC21View from the top:academ

156、ic leaders and funders insights on the challenges aheadPrioritizing resources amid rising costs ischallengingformany leadersSecuring funding for research and education and attracting international students brings in finance,but this also needs to be managed.For two-thirds(67%)of leaders,prioritizati

157、on of resources across university programs is a high-priority challenge.Priority is higher in the Americas(85%)than in APAC(63%)or EMEA(54%).consider prioritization of resources across programs a high priorityconsider managing the rising cost of research a high priority67%53%Five years ago,it was al

158、ready clear that our research was costing too much,so we had a financial sustainability issue in our research.I dealt with it by refocusing our portfolio,doing some active portfolio management,setting the right incentives when it came to academic promotion,those kinds of things.They have had a real

159、impact and our research is now about 50%more financially sustainable than it was five years ago.”Academic Leader,EMEAOverall,leaders report lower preparedness to address this challenge(40%).Regional patterns in preparedness reflect priority,with 54%in the Americas 37%,in APAC and 31%in EMEA claiming

160、 to be well prepared.Prioritizing resources is especially important given the rising costs of research,including due to inflation.22 This is reflected in the current survey:managing the increasing cost of research due to macro-economic conditions is a high priority for over half of those surveyed(53

161、%).Leaders surveyed talk of challenging conditions,driven by low growth and high inflation increasing costs and reducing budgets,which have led to a decline in the quality of outputs.They expect these funding challenges to continue,with 66%saying it will increase in the next five years.(See figure 1

162、.)22View from the top:academic leaders and funders insights on the challenges aheadResearch infrastructureWell-functioning and respected research facilities enhance a universitys reputation and ability to attract financial support,international scholars and high-caliber teaching staff.Groundbreaking

163、 research ensures faculty members are better equipped to stay current with new developments and emerging viewpoints within their fields,thereby leading to innovative breakthroughs and facilitating efficient peer evaluations and analyses.The university needs to invest and have significant infrastruct

164、ure to be able to perform these services.Research is not a money-making business-its often a money-losing business,but its necessary.”Academic Leader,the AmericasAcross the university the physical infrastructure is also very weak”Academic Leader,APACResearch infrastructure at the institution level e

165、ssentially the buildings and equipment needed to conduct research accounts for a large proportion of a universitys budget,especially given the increasing costs of property and facilities.In the USA,for example,the cost of research infrastructure has increased faster than the research space it covers

166、.23 The cost of research infrastructure depends on many factors,including the general economic environment and location.For example,research conducted in cities appears to be more costly,though it is also more productive.24 Research infrastructure extends beyond the institution to the wider scientif

167、ic community.For example,according to the European Commission(EC),research infrastructures(RIs)are“facilities that provide resources and services for communities to conduct research and foster innovation.”25 In this context,collaboration plays a role in how universities connect with the broader RI.P

168、roviding facilities for researchManaging the rising costs ofresearchFigure 3Question:We would now like you to consider some of the following potential challenges.For each,please indicate the current priority that your organization has assigned to addressing this challenge over the next 12 months,whe

169、re 0 is very low priority,10 is very high priority and the midpoint 5 is neutral.)Question:And how prepared,if at all,is yourorganizationtoaddress eachofthesesame challenges over the next 12 months?Again please use a 0 10 scale,this time where 0 means Not at all prepared and 10 means Extremely well-

170、prepared.Research infrastructure levels of high priority and high preparedness010203040506070809010078%31%53%22%Key:%High priority:priority 8 to 10 on a scale from 0 to 10%High preparedness:preparedness 8 to 10 on a scale from 0 to 10 Global=45 Americas*EMEA*APAC*Base sizes for regions are below 20

171、and provide an indicative read.APAC23View from the top:academic leaders and funders insights on the challenges ahead Providing facilities for research is a priorityNearly four in five(78%)of leaders surveyed around the world consider providing facilities for research a high priority.But looking at t

172、he regional level,there is a clear divide:this is a major priority in EMEA(86%)and APAC(94%)and much less so in the Americas(50%).We have significant facilities needs on our campus,lots of deferred maintenance that needstobeaddressed.”Academic Leader,The AmericasDespite prioritizing the challenge hi

173、ghly,only 31%of leaders interviewed feel well prepared to provide facilities for research.Contributing to this may be the European drive to improve research infrastructure.One of the goals set out in the European Research Area Policy Agenda is to“Strengthen sustainability,accessibility and resilienc

174、e of research infrastructures in the ERA,”with the agenda acknowledging the challenges of funding,access and impact.26 The optimal management of the resources that arrived following the pandemic and European funds is a big problem,because they are resources that should be used to act on the infrastr

175、ucture,including on the building component of the university.Carrying out these works.is always very complex and difficult.Even if we have the financing,implementing it into structural works,new laboratories,new classrooms,new departments,new buildings,new student residences is a very complicated un

176、dertaking.”Academic Leader,EMEALeaders from APAC also cited specific concerns around lack of facilities,including the time it takes to make changes.For us the issue of research and laboratory facilities is the most pressing.When building a new engineering building I believe that the most urgent prio

177、rity is to ensure that engineering professors can reflect the facilities and devices they want in the design in advance.It will take about two to three years.”Academic Leader,APACSome academic leaders plan to build more laboratories and academic buildings to attract quality staff and accommodate stu

178、dents.This expansion includes digital transformations,like the implementation of advanced IT tools and enterprise software,which they hope will streamline their administrative processes and make them more efficient.(See page 36 for more details on technology as an enabler.)We are planning a signific

179、ant investment in our estate and our IT infrastructure around that.As weve built up the cash facilities and our lending facilities to invest,the cost of buildings has increased dramatically in the last two to three years because of the pandemic and supply issues.So were going to have to be much more

180、 innovative in how we develop our infrastructure to support the additional students we have.”Academic Leader,Europe24View from the top:academic leaders and funders insights on the challenges aheadTalent:the key to research and educationsuccessWith the top talent,we can improve the scientific researc

181、h environment and obtain a lot of collaboration opportunities.Only in this way can scientific research be really done well.”Academic Leader,APAC For any institution to effectively execute its fundamental mission,access to talent is a must.Alongside money,the talent available and the skills they brin

182、g are key ingredients of an institutions success.Three-quarters(75%)of academic leaders surveyed say the challenges posed by talent are a high-priority for them,ranking third after research and funding challenges.Two thirds(66%)expect this challenge to become greater over the next five years(see fig

183、ure 1 on page 7).0102030405060708090100Retaining talent/staff Attracting talent/staffEnsuring workplace compliance Providing competitive compensation and benefitsFigure 4Question:We would now like you to consider some of the following potential challenges.For each,please indicate the current priorit

184、y that your organization has assigned to addressing this challenge over the next 12 months,where 0 is very low priority,10 is very high priority and the midpoint 5 is neutral.)Question:And how prepared,if at all,is yourorganizationtoaddress each of these same challenges over the next12months?Againpl

185、ease use a 0 10 scale,this time where 0 means Notatallpreparedand 10 means Extremely well-prepared.Managing talent levels of high priority and high preparedness80%27%73%31%69%69%60%11%Key:%High priority:priority 8 to 10 on a scale from 0 to 10%High preparedness:preparedness 8 to 10 on a scale from 0

186、 to 10 Global=45 Americas*EMEA*APAC*Base sizes for regions are below 20 and provide an indicative read.25View from the top:academic leaders and funders insights on the challenges aheadLeaders prioritize(but are less well prepared to)manage talent Having the right talent enables institutions to fulfi

187、l their missions.27 It also becomes a self-fulfilling prophecy:attracting more talent leads to attracting the best students,more international students and ultimately more interest from stakeholders who provide funding.In addition,to get a return on their research infrastructure investments need to

188、match them with long-term investment in human resources,including data stewards,software engineers and data Talent recruitment and retentionarepersistentissues,28 and today,73%and 80%ofleadersrespectivelyidentify them as priorities.Despite the high priority,relatively few leaders feel well prepared

189、to deal with either retaining(27%)or attracting(31%)talent.In EMEA,just 14%of leaders say they are well prepared to retain staff.This is reflected in the 2022 CUPA-HR Higher Education Employee Retention Survey,in which 57%of higher education employees reported considering leaving their jobs within a

190、 year.29of leaders say recruiting talent is a high priorityof leaders identify retaining talent as a high priority73%80%If we have talent the resources will come naturally.Therefore we have to build our own brand so that people will recognize that our university is one of the leaders in the field of

191、 higher education.”Academic Leader,APAC26View from the top:academic leaders and funders insights on the challenges aheadFunding challenges impair talent managementPart of the low preparedness to address this issue may be rooted in funding and leaders ability to offer competitive compensation.Over ha

192、lf(60%)of leaders identify the capacity to offer competitive remuneration and benefits as a top priority.We need to attract the best people,so we need beableto remunerate them well and make sure wekeepthem.”Academic Leader,APACHowever,only 11%of leaders interviewed believe they are adequately equipp

193、ed to tackle this issue.Funding challenges may account for the significant gap between priority and preparedness.Available funds determine staff remuneration which has a large influence on attracting and retaining talent and an organizations ability to offer competitive compensation.As with so many

194、of the challenges identified by leaders,the money they have determines how well placed they are to address a challenge.I would say with human resources we continue to fight a battle because we dont have enough money as a university to pay our people well.So we continue to lose people despite all of

195、our efforts.”Academic Leader,the AmericasThe financial projection for next year is so bad that it will have a serious impact on both research and teaching.This is because we will have to lay people off.”Academic Leader,EMEAInstitutions in the Americas seem to recognize compensation of leaders say th

196、e capacity to offer competitive remuneration compensation and benefits is a top priorityof leaders are prepared to address this challenge60%11%as critical to attracting talent and have put up the resources to do it.In this region,80%of leaders see the capacity to offer competitive remuneration and b

197、enefits as a high priority,with North American institutions generally more able to offer attractive remuneration than anywhere else in the world.30 Financially,EMEA and APAC institutions are not in a position to compete with those in North America for talent,although interestingly,even leaders from

198、the Americas feel generally unprepared to offer competitive packages.Indeed,the main reason people employed in higher education in the US say they are considering leaving their positions is compensation.31 This may be a reflection of the rising cost of living in the country.32 Added to this are ongo

199、ing staffing issues institutions are facing.The COVID-19 pandemic threw many staffing strategies into disarray.33 Already overworked,many people used the downtime provided bylockdownsto reevaluate their careers,and many decided toleavetheir jobs,resulting in a phenomenon Professor Anthony Klotz coin

200、ed the Great Resignation.34 People are overworked,stressed and frazzled.Everyone is trying to get everything done.There is a general sense that people are on board with the purpose and the mission.They believe in the goal,thats not the problem,theres just too much to do.”Academic Leader,the Americas

201、With the bargaining power shifting back to the employee in this environment,university budgets are struggling to compete with private sector offers.35 Subsequently,leaders recognize the ability to provide competitive compensation and benefits as a high priority,but its one that few are well-prepared

202、 to address.Staffing issues impact a universitys ability to fulfil core missions,such as providing excellent research and teaching.(See chapter 2 for more details.)We struggle to recruit the best people and on the other hand,we risk losing them to industry sectors where they are in high demand.So ho

203、w does a university remain a community of scholars,but also make sure its able to attract the top people?If you take an area like generative AI,most of the top people have left academic positions to work in industry.Thats true in the top US universities and true at Cambridge,Oxford,UCL and Imperial,

204、from what Ive seen.”Academic Leader,the Americas27View from the top:academic leaders and funders insights on the challenges aheadThe financial measures for attracting excellence have had a very strong impact.For example,dozens of foreign researchers have arrived at our university.There were incentiv

205、es of different types,but essentially,they were financial.”Academic Leader,EMEAFunding has a direct impact on talent,the vast majority of leaders(93%)agree they need more funding to attract the best talent.Institutions that have funds to attract and retain specialists tend to produce groundbreaking

206、research and alumni who are highly sought after by the private sector.These outputs can have substantial societal,commercial and scientific ripple effects,and play a role in nurturing the next generation of students and academics.An institutions ability to attract and retain globally recognized tale

207、nt serves as an indication of its capacity to effectively execute its fundamental mission and all this begins with talent.The funders perspectiveLike academic leaders,funders consider attracting and retaining talent a challenge,thoughmanyfeel adequately prepared to tackle it.During the qualitative p

208、hase of the study,funders expressed that they were struggling with not having enough staff,which impacts their ability to fulfil their legal duties and perform their main tasks.Their top priority within talent challenges is to ensure compliance.It is about staff numbers.About 10 years ago,we had abo

209、ut 700 workers providing services and now we have 350,which is much less than what we need.This has had a huge impact on the institution,including the analysis of reports,the design of projects,delaying a lot and preventing calls for newproposals.”Funder,the AmericasMany funders report needing more

210、backroom outsourcing,external and internal collaboration for support with talent challenges.Funders also invest in attracting talent into the research portfolio they support,sometimes on a large scale.We are making good progress at the moment to reaching the solution with the diaspora.We have been t

211、hinking about investing resources of 500 million currency per year in our country to have agreements and attract country researchers that are living abroad.The guidelines for this system havealready been formulated.Funder,the Americas Academic leaders need more funding to attractthe best talent9393+

212、77+00+FFAgree93%Figure 5Question:To what extent,if at all,do you either agree or disagree with the following statement:We need more funding to attract the best talent?This time please answer using a 1 to 5 scale,where 1 means Strongly disagree and 5 means Strongly agree.Base size:8028View from the t

213、op:academic leaders and funders insights on the challenges aheadAn institutional culture that nurtures talentAn institutions culture is influenced by many diverse elements,such as its mission and vision,environment,people,information and communication,strategy and leadership.36 While a complex const

214、ruct,building a positive culture is considered essential for any institution.For example,in a 2017 paper,US researchers argue that a positive culture fosters an innovative climate that can positively impact society.37 An institutions culture has an impact on its ability to attract and retain talent

215、and enable its staff to reach their potential.This is reflected in the importance various institutions throughout the research ecosystem attach to culture.For example,the UK Research and Innovation(UKRI)considers research culture vital for achieving its vision of an outstanding research and innovati

216、on system.38An understanding of institutional culture that goes beyond intuition can positively feed into strategy and help leaders anticipate problems,minimize potential cultural conflict,and ultimately make more informed decisions.Perhaps in part for this reason,about half(49%)of leaders consider

217、institutional culture a priority.While looking beyond traditional sources of funding is one method,many leaders appear focused on bringing in the talent required to fulfil their research missions.One approach they shared is to foster young talent.We have taken very specific actions to recruit young

218、talent in research.We have a program for that,and it has been quite successful and had a very positive impact on our academic culture.We have a tenure track program which we have used to recruit extreme and great talents internationally.”Academic Leader,EMEAThese efforts can be supported by programs

219、 to help researchers settle into their roles and the offer of attractive career paths and research environments.We initiated a faculty member peer mentoring proposal development program and tried to scale it.Alarge number of our professors were trained on proposal development and proposal writing,an

220、d put though peer mentoring workshops.That resulted in a larger number of proposals being submitted and more proposals being funded.”Academic Leader,the AmericasOur main measure is to conduct a very detailed analysis of the needs of different categories of talents,and attract them to work here,based

221、 on their different needs.Many world-class scholars have joined our university and have produced good results in education and research.”Academic Leader,APACThe most pressing challenge is to somehow breathe lifeinto our structure,an innovative culture,so that we become more resilient and improve our

222、 capacity toadapt.I think thats the main challenge for any institution,universities included.”Academic Leader,EMEAUnderstanding and implementing a strong institutional culture can be challenging and resource-intensive and can cause delays in the short term.An understanding of institutional culture t

223、hat goes beyond intuition can positively feed into strategy and help leaders anticipate problems,minimize potential cultural conflict and ultimately make more informed decisions.Striking the right balance on cultural issues can also help solve challenges around human capital.Bringing everybody on bo

224、ard towards a common cause has not been as successful as I wanted it to be.I tried to be accessible,interactive and open about my actions and processes.People take time to adapt to a new style of functioning,so maybe they will take more time.”Academic Leader,APACof leaders say institutional culture

225、is high priority49%29View from the top:academic leaders and funders insights on the challenges ahead Leaders need buy-inAny institutional culture must be embodiedby thefaculty and staff.Having a shared beliefthatmanifestsinattitudes,behaviors and commitment influenceshowcolleagues cooperate to solve

226、 problems,shape theirworkenvironment and,in turn,the overall culture.Wheneveryoneison the same page,managing challengestoinstitutionalculture in the form of DEI issues and changesinthepolitical environment is much easier.There are several impacts that a lack of a strong institutional culture can hav

227、e,including lowering morale and engagement.I havent been successful in getting people to stop doing things.Ive been running in various forms since I got here,and Ive been here for 6 years.I did a big transformation initiative during the pandemic,integrated a number of facilities and other activities

228、,and Im struggling to convince people that there is a problem without really damaging morale.”Academic Leader,APACLeaders identify a flexible culture as key to an institutions to adapt,as stated by Lapina et al.,stronger cultures make institutions more effective.39 It fosters clear and consistent de

229、cision-making processes that reflect the institutions values.This builds a positive reputation about the university as a known quantity,and therefore external stakeholders will generally be more receptive to their approaches.Innovation means change and change means you stop doing certain things so y

230、ou can do other things.Our university has 3,000 workers and some of them will have to stop doing certain things so that they can do others.As people we like to do things the way weve always done.”Academic Leader,EMEAThis speaks to a need for effective communication:leaders messages need to be clear

231、and understood by all the stakeholders they need to engage.At the same time,leaders need to be custodians of their institutions traditions,which can be a balancing act when seeking to innovate.Traditions form part of the existing culture and offer comfort to many stakeholders,but leaders must be abl

232、e to discern when traditions are no longer relevant.We need to further improve the communications,so that the academic staff at every level fully understand the mission of the university.At present the faculty management understands 90%of the mission,the department management understands 80%and the

233、teachers understand probably only 70%.”Academic Leader,APACMaterial challenges to a strong cultureHowever,materially,there are constant challenges that impact a leaders ability to achieve a strong institutional culture.Any initiative to drive a new culture will require investments in professional de

234、velopment,team building and improved communication systems.This requires time and money,both of which leaders report are scarce resources.Above all,academic leaders identify the need for leadership and a strong vision.Indeed,leaders themselves play a critical role in shaping and managing institution

235、al culture.They see it as their responsibility to promote academic excellence,equity and social cohesion.The first thing is create a vision,create an identity,create a sense of purpose.This university didnt have that.I think most universities in country dont have that actually,so nailing it in and g

236、etting people to deal with that was absolutely key that was numberone.”Academic Leader,EMEAIf there are frequent changes to the leadership of an institution,there is a risk that the continuity needed to build lasting cultural change will be disrupted by new leaders with new visions.Therefore,investi

237、ng in the talent needed to rejuvenate an institutions culture is critical to affecting lasting change.30View from the top:academic leaders and funders insights on the challenges ahead Diversity,equity and inclusion An important aspect of institutional culturethatimpacts talent management is diversit

238、y,equity andinclusion(DEI).Over three-quarters(76%)of leaders considerthischallenge high priority for their institutions.The high priority of DEI reflects its importance in building a talent pipeline:of all aspects in this area,DEI is the top ranked in the Americas,above attracting and retaining tal

239、ent.However,with half(49%)of leaders surveyed saying they are well prepared to tackle this challenge,institutions may notice a negative impact on talent management:if they are unable to show how they are addressing diversity challenges,those with a diversity identity or background may turn to instit

240、utions that can.In a 2022 survey by the Higher Education Recruitment Consortium,81%of job seekers said diversity and inclusion policies were important to them.40 Most were also keen to see evidence of salary equity(78%),inclusive workplace culture(72%),and a positive reputation from employees(71%)to

241、 reflect the employers commitment to DEI.Diversity,equity and inclusion(DEI)remains a challenge for wider society:despite much discussion and activity,progress appears to be slow.For example,according to the World Economic Forums Global Gender Gap Report 2023,at the current rate of progress,it will

242、take 169 years to close the Economic Participation and Opportunity gender gap.41 Universities have a key role to play in driving progress on DEI in several ways.They are the places where social change often takes root first,they shape the next generation that will enter the workforce,and through res

243、earch they provide evidence that can help shape policies.We tried to increase the number of female students in various ways.For example,going to girls high schools to give lectures,inviting parents of female students and the students themselves so we can explain more about the university and buildin

244、g a dormitory for girls,but to no avail.When that did not work we set a special quota system for intake,140 girls out of 1,000.”Academic Leader,APACEnsuring diversity,equality and inclusion at the InstitutionEnsuring diversity,equality and inclusion(DEI)inresearch010203040506070809010076%50%60%49%Ke

245、y:%High priority:priority 8 to 10 on a scale from 0 to 10%High preparedness:preparedness 8 to 10 on a scale from 0 to 10 Global=46 Americas*EMEA*APAC*Base sizes for regions are below 20 and provide an indicative readFigure 6Question:We would now like you to consider some of the following potential c

246、hallenges.For each,please indicate the current priority that your organization has assigned to addressing this challenge over the next 12 months,where 0 is very low priority,10 is very high priority and the midpoint 5 is neutral.)Question:And how prepared,if at all,is your organization to address ea

247、ch of these same challenges over the next 12 months?Again please use a 0 10 scale,this time where 0 means Not at all prepared and 10 means Extremely well-prepared.31View from the top:academic leaders and funders insights on the challenges aheadSimilarly,DEI in research projects is coming under incre

248、asing scrutiny and is a recognized high priority among 60%of all leaders surveyed,rising to 79%in EMEA.However,only half(49%)of leaders say they are well prepared to address this challenge.Academic leaders in EMEA feel less prepared to tackle this issue although leaders from across all the regions s

249、urveyed reported difficulty in meeting government targets of representation of minority groups in research.Every day,theres a new thing coming from government where we have to comply,just because we are a small university,we have ridiculous difficulty to deliver.It is just too much for a small unive

250、rsity with only 13,000 students.It is too much of a burden for us to deal with For students,we have to comply with all kinds of student wellbeing requirements,gender-related issues,reporting.Its just enormous and I think we still have a long way to go.”Academic Leader,EMEAStaff capability and the is

251、sue around increasing the proportion of ethnicity staff around the university.We have ethnicity staffing plans,but they are not reflected because we just dont have the pipeline of ethnicity staff to fill the posts available that we want to create.So its pipeline issues stemming right back into schoo

252、ls,into our school system.Until the school system is fixed to prepare more ethnicity people to be qualified to enter university and be interested in the areas where they dont have a high presence,its going to be a really difficult problem to fix.”Academic Leader,APACThis is a challenge faced by univ

253、ersities throughout country,the number of young and female researchers is not increasing.When recruiting faculty members several open calls have been made for women-only positions but they have not been attracted.On the other hand some say that it is difficult to apply for positions if they are limi

254、ted to women only.There are times when men apply even if women are given priority.There are many fields where there are no female researchers in the first place and since there is a national policy to increase the number of female teachers,each university has the same issue,so they are fighting over

255、 them.”Academic Leader,APACI know all the institutes in country are trying to increase representation from certain groups and the supply of faculty members isnt necessarily there.Its not necessarily easy to attract people to a small town in rural region,so that can be a challenge.Its important work,

256、so its work we have to try and it will come.It will be bumpy and there will be warts,but we have to sort of push through it.It will start to have an impact within a year and more of an impact within two to three years.”Academic Leader,the AmericasMany DEI challenges are tied to wider societal and po

257、litical life,andinanerainwhich such issues are more and more polarizing,an institutions ability to navigatethese issues is increasingly important.This requires striking a balance between awareness and consideration of external issues and protection of university values and culture.For example,in Bri

258、tish universities,the growing practice of decolonizing the curriculum42 has generated some debate around impact on academic freedom.43 These issues are also interwoven with representation at institutions,with diversity within academic materials forming part of the complicated puzzle of ensuring incl

259、usivity at universities.32View from the top:academic leaders and funders insights on the challenges aheadThe funders perspectiveMany funders consider diversity and inclusion within their institution a high priority,and they are prepared to address this challenge.However,a lack of diversity at the le

260、adership level in the funders organizationcan affect a funders credibility and relevance,and addressing the challenge requires a change in institutional culture towards greater diversity and participation.The challenge of EDI(Equality,Diversity and Inclusion)and research.We identified that its tough

261、 for researchers of different backgrounds to succeed,we see disparities.So we have started doing lots of pilot things,like blinded CVs,in order to try and look at the impact.We also looked across our portfolio to understand the scale of the problem and the different ways we can address it.All of the

262、se things are slow and theres a lot of work to be done.But it helps us to start to understand the disparities and challenges within this space.”Funder,EMEAFunders are actively trying to address these issues at the research project level too.Another big challenge that we are working on is to reduce g

263、ender and racial inequality in our research projects.Even though there are scholarships for masters and doctors degrees,for both women and men,almost 50%for each,in the most advanced projects with research funding,female researchers are way behind the male researchers,around 30%for women and 70%for

264、men.We are currently drawing up proposals with affirmative actions to correct this distortion,and the same goes for black people and native populations.”Funder,the AmericasSome funders have instituted scoutingprogramstohelp increase variety within the groupandgetmorepeopleto notice the organization.

265、This approachhasbeeneffective for supporting top-quality researchandbringinginteresting people into their circles.Being abletoattracttalentfrom often neglected regions,like Africa,hastheaddedbenefit of introducing unique viewpointsonresearchand creating new possibilities.Funders recognize the import

266、ance of DEI and tackling bias in the grant selection process.Bias can lead to ethical concerns and potentially compromise the scientific integrity of the research.Most funders consider ensuring research excellence a priority,and fortunately this is a challenge funders feel well prepared to address.A

267、dopting technologies that streamline selection and ensuring DEI are also high priorities for most.33View from the top:academic leaders and funders insights on the challenges aheadLeaders are prepared for complianceA nurturing culture must also be compliant.44 Lack of compliance can be costly:in2023,

268、Florida International University had to pay$575,000in back pay toemployees followingacompliancereviewthatallegedithadunder remunerated female staff comparedtotheir male counterparts.45 of leaders say workplace compliance is a high priorityare well prepared to address this challenge69%69%Leaders surv

269、eyed around the world are comfortable with ensuring compliance with legal policies and procedures in the workplace.Nearly seven in ten(69%)say it is a high priority,and a similar proportion(69%)say they are well prepared to address the challenge.The priority is higher in the Americas(73%)than EMEA(3

270、9%),however this could be explained by EMEA leaders claiming to be well prepared(61%)to address the issue(see figure 4).Ensuring compliance is a higher priority for leaders in the Americas(73%),but leaders here consider themselves well prepared(87%)to address the challenges.Priority is comparatively

271、 lower in EMEA(64%)and APAC(69%),but like in the Americas,levels of preparedness generally match the level of priority they give the issue(EMEA 50%and APAC 69%).Despite this,institutions would do well to heed the potential penalties of those who are not compliant.34View from the top:academic leaders

272、 and funders insights on the challenges aheadManaging the political,technological and regulatory environmentPolitical environmentMany universities are now operating in a shifting environment in which their activities and representatives are scrutinized in the context of shifting political situations

273、.Political polarization can lead to increased competition for resources among different groups and causes and can potentially influence the types of projects and research that receive funding.This can put academic institutions in a bind:on one hand they seek to uphold freedom of speech and academia,

274、but on the other they wish to court funders and therefore look to align to their values.One example of this was the wave of donors that pulled their support of US universities in 2023 following their responses to the conflict in the middle east.46 Managing change and the tensions associated with ens

275、uring academic freedom are more fraught when institutions have a diverse range of stakeholders:faculty,staff,students,alumni and external partners.Political,technological and regulatory challenges levels of high priority and high preparedness010203040506070809010082%45%82%61%57%68%64%23%31%9%48%26%3

276、0%36%Cyber security(including preventing IP theft)Networking with relevant stakeholders Tracking compliance with laws andregulationsGovernance of AI enabled toolsAppropriate use of generative artificial intelligence in researchManaging political issues in a more polarized worldNavigating the politic

277、isation of research Figure 7Question:We would now like you to consider some of the following potential challenges.For each,please indicate the current priority that your organization has assigned to addressing this challenge over the next 12 months,where 0 is very low priority,10 is very high priori

278、ty and the midpoint 5 is neutral.)Question:And how prepared,if at all,is your organization to address each of these same challenges over the next 12 months?Again please use a 0 10 scale,this time where 0 means Not at all prepared and 10 means Extremely well-prepared.Key:%High priority:priority 8 to

279、10 on a scale from 0 to 10%High preparedness:preparedness 8 to 10 on a scale from 0 to 10 Global=44 Americas*EMEA*APAC*Base sizes for regions are below 20 and provide an indicative read.35View from the top:academic leaders and funders insights on the challenges aheadGovernments are also regulatingan

280、dcontrollingthe activities of universities in ordertoboosttransparency,particularly around finances,tolimitextremismon campus,and to promote socialcohesionwithinincreasingly polarized societies.One example of this is the UKs Higher Education(Freedom of Speech)Act 2023,which came into force in May 20

281、23.47 The Act seeks to strengthen the duties already in place to protect freedom of speech,including introducing a code of practice and the appointment of a Director for Freedom of Speech and Academic Freedom that will oversee all the Office for Students(OfS)free speech functions.Navigating an insti

282、tution and its culture through challenges like these can be resource-intensive.Addressing them requires time and expertise that may not be readily available,particularly where talent challenges are impacting resources.In this context,academic values can easily become contested and research decisions

283、 politicized.Leaders are prepared fortechcomplianceof leaders say tracking compliance with laws and regulations is a high priorityare well prepared to deal with this57%68%Leaders are more confident in their preparedness to track compliance with laws and regulations related to technology(68%)but see

284、it as less of a priority(57%).This is something that carries a growing administrative burden,as governments continue to take steps to regulate research security.In their interviews,leaders at smaller universities share that they struggle with the administrative burden of keeping up with the evolving

285、 regulatory landscape.If you ask me where we have not been as successful as I would have hoped for,its the whole resilience side and that is compliance-related.Every day,theres a new thing coming from government where we have to comply,just because we are a small university,we have ridiculous diffic

286、ulty to deliver We have to screen all researchers with access to certain different technologies.”Academic Leader,EMEAWhile the immediate risks of failing to keep pace with political,technological and regulatory challenges may feel less significant to leaders,the majority(65%)recognize the challenges

287、 will become much greater in the next five years as they pose a potent threat to universities credibility and their status as trusted institutions.This is particularly pronounced in the Americas(85%)and Europe(72%)(see figure 1 on page 7).Lack of preparedness means many vulnerable to cyber attacksof

288、 leaders identify cyber security(including preventing IP theft)as a high priorityof leaders say they are well prepared to tackle this challenge82%45%Rapid technological advancements in areas such as AI and cybercrime are bringing both opportunities and threats.Compliance is a global issue,with 80%of

289、 countries having cybercrime legislation in place.48 Cyber security is a particularly important consideration for higher education institutions.49 The heightened awareness of cyber threats may be a consequence of a number of developments:the increasing sophistication of cyber-attacks50(with attacker

290、s targeting universities for valuable data such as student records or research data),a growing amount of sensitive data being stored on university networks,an increasing number of remote workers and an ever-greater reliance on cloud computing,which can be more difficult to secure.36View from the top

291、:academic leaders and funders insights on the challenges aheadAccording to Microsoft,education is the industry most affected by malware by far,representing 80%of all devices affected in May 2023.51 This poses risks for institutions because the financial and reputational consequences of such attacks

292、can be severe.In 2022,for example,Queensland University of Technology was hit by a ransomware attack,and forced to cancel exams and classes,and to pay a ransom demand of$1 million.52 We have been,in the past,victims of denial-of-service attacks in the cyber space.Weve considerably ramped up our capa

293、city to monitor the flow of information in and out of our organization along those IT pathways.Many institutions have been hit by cyber attacks.So far we havent been hit by a ransom attack and were able to withstand a major data attack that hit a number of years ago.”Academic Leader,APACThe very nat

294、ure of universities makes them prime targets for cyber crime,as their digital footprint includes research data,personal information and intellectual property.According to the UK government,attackers often state-sponsored actors may be looking to access research data for strategic gain.53 Universitie

295、s complexity,scale and decentralized IT infrastructure,the vast amount of data they hold,the changing and disparate nature of their workforce,strict compliance demands from governments and a lack of both expertise and resource in the field of research security make this a particularly acute problem.

296、This makes the preparedness gap identified in the current study a concern.While more than four in five leaders(82%)identify cyber security as a top priority,fewer than half(45%)feel their institutions are well prepared to mitigate the negative impact of any cyber breach or IT challenge.The gap is no

297、tably large in the Americas,where 93%consider this a high priority but only 47%are well prepared.Harnessing technologyWhilst cyber security is a technological threat,technology continues to have a significant positive impact throughout a higher education institution,supporting research,learning and

298、student wellbeing.While technology development has long been a consideration for universities,54 there was an unprecedented change in the way digital technology is used at universities when the COVID-19 forced teaching to go online.55 Many faculty and students continue to support this move to online

299、 or hybrid learning and are keen to integrate other technologies.But factors including lack of awareness,inadequate deployment capabilities and cost areholding some technologies back from morewidespreaduse.56The“bricks versusclicks”phenomenonhasseenmanyuniversities invest more in infrastructure than

300、 digitaltechnology.57And despite producing groundbreakingresearch,universities can be“risk-averse”when it comestoredesigningthe way they use technology.58 Artificial intelligence(AI)has been a particular topic of concern since the launch of generative AI programs like ChatGPT and Bard.Universities a

301、re grappling with how they govern the use of AI in research and education,and trying to understand the associated risks and opportunities.59 But technology isnt just about pushing boundaries and keeping up with the latest trends.Universities invest heavily in many technologies that are foundational

302、to their operations,such as research information management systems(RIMS),enterprise risk management(ERM)systems and IT security systems.37View from the top:academic leaders and funders insights on the challenges ahead0102030405060708090100Technological solutions(specific software,cyber security etc

303、)Support from lawmakers/regulatorybodiesMore internal collaboration (e.g.with advisory boards,colleagues,new initiatives etc)More external collaboration (e.g.with consultants,etc)Backroom outsourcing of core functions(e.g.IT)or administrative processesOtherPreparing for an AI-enabledworkforce As bot

304、h governments and society continue to debate how the potentially revolutionary technology should be handled and regulated,universities have yet to adjust to the rapid rise of AI since ChatGPT and Bard were launched.Although 64%of leaders rate AI governance as a top priority,fewer than a quarter(23%)

305、feel their institutions are well prepared to adjust to the required changes.Leaders share their concerns about preparing the future workforce with the technical skills they require,given the speed of development,as well as the trust implications of this.We know AI is here and will integrate into eve

306、ry facet of work.It means in all our academic programs,how do we both in education and research prepare the future workforce with the skill sets that are going to be expected when they go out in the workforce?How we create research capabilities and support systems from a research standpoint is somet

307、hing that is deeply on my mind and is very important.”Academic Leader,the AmericasAI can undermine the basis on which we conduct assessment.It can lead to the falsification of research results,but it can also give organizations a significant edge in terms of back-of-house efficiency.A lot of univers

308、ities will be scrambling now to make sure that theyre taking full advantage of those efficiencies,so they can invest the money saved elsewhere.”Academic Leader,APACof leaders say AI governance is a high priorityare well prepared for this challenge64%23%Figure 8Question:What kind of support,if any,do

309、es your organization need to help overcome the challenges posed by political,technological and regulatory challenges?Support needed to better face political,technological and environmental challenges73%66%64%50%25%16%Key:Support%Global=44 Americas*EMEA*APAC*Base sizes for regions are below 20 and pr

310、ovide an indicative read.EMEA38View from the top:academic leaders and funders insights on the challenges aheadAcademic leaders need techsupportWhile the immediate risks of failing to keep pace with technological challenges may feel less significant to leaders than the need to secure funding or publi

311、sh groundbreaking research,they pose a potent threat both to universities credibility and their status as trusted institutions.Leaders report that these challenges influence their ability to carry out core functions,as well as placing a strain on limited resources,and some cannot keep up.When it com

312、es to support in addressing their political,regulatory and technological priorities,leaders most commonly point to technological solutions such as software or cyber security as the area where their need is greatest(73%).Beyond this,others are looking for support from lawmakers or regulatory bodies(6

313、6%)and more internal collaboration(64%).Support needs also differ by region,and leaders in APAC are less likely to say that they would require support in any of the areas identified.American leaders are much more likely than those in other regions to identify a need for support from lawmakers or oth

314、er regulatory bodies(87%,compared to 64%in APAC and 50%in EMEA).The funders perspectiveThe changing political,technological and regulatory environment requires funders to be adaptable,forward-thinking,and well-versed in the latest developments.Navigating a complex web of laws and regulations that go

315、vern research funding is difficult,and only around half of funders feel prepared for this.In some cases,the fear of potential regulatory violations can discourage funders from taking necessary risks or exploring innovative funding approaches.Regulation can affect various aspects of funding,from the

316、types of research that can be funded to the ways in which funds can be allocated and used and the reporting requirements for funded projects.Our government has proclaimed gender equality as a foreign and development policy goal that is a true challenge because we cant produce the required people,we

317、have to respond to the applications we get.In most countries that we deal with,there is no equal opportunity for women in research,which means that the proportion of women among the applicants is much lower.Funder,EMEAThe other issue funders identify as a top priority but are less well prepared to a

318、ddress is navigating the increasingly partisan landscape,in which funding decisions and priorities can become tied to specific political ideologies or agendas.This could lead to criticism or backlash from different political factions,potentially affecting the funders reputation and ability to carry

319、out its mission.Shifting political climates,which can lead to changes in government policies,regulations and priorities that affect funding,also create uncertainty and instability,making it difficult for funders to plan long-term strategies and initiatives.39View from the top:academic leaders and fu

320、nders insights on the challenges aheadBest practice:enablersAcademic leaders and funders are addressing challenges in innovative ways:they report implementing new initiatives and reimagining how they manage existing resources in response to changing circumstances.FundingThe problem for many leaders

321、is the myriad funding challenges driven by macroeconomic trends beyond their control.In response to reduced funding,some leaders are focused on creating efficiencies and balancing budgets by lowering pension debts and raising money through recruiting internationally.Fundamentally,a capital boost thr

322、ough funding provision will ameliorate many of the challenges academic leaders and funders face.Independent funding through student recruitmentIn seeking to boost independent sources of funding,some institutions have also succeeded in broadening their appeal and strengthening their student populatio

323、ns.During the pandemic the university improved the quantity and quality of students applying.We haveincreased the number of students by nearly 30%,mainly masters and doctoral students.We attract the best doctoral students with scholarships.We charge tuition for the masters students.The increase in t

324、he number of our students has not only increased the quantity and quality of our graduate students,but has also increased the universitys independent funding.”Academic Leader,APACImplementing initiatives to boost research funding proposalsResearch funding remains a major source of finance,and leader

325、s are investing in their capabilities in this area to harness the opportunities available and remain competitive.We initiated a faculty member peer mentoring proposal development program A large number ofour professors were trained on proposal development and proposal writing,and put though peer men

326、toring workshops.That resulted in a larger number of proposals being submitted and more proposals being funded.It helped shorten the ramp,so instead of 5 years,they can be up to speed in 3 years.We provide support so there are no weak proposals submitted.”Academic Leader,the AmericasOrganizationally

327、 we have unified the point of contact between the university and the outside world.The university created this organization,notto induce profit but to benefit society.This isanindustry-academia-government-finance collaboration organization that handles adult education,funding for basic research,join

328、t research,and more.By having the head of this organization and the director in charge of research of the university as the same person and reporting directlyto the president we are able to respond quickly to various proposals from society.A proposal we received from a company in the morning was com

329、pleted with a contract in the afternoon.We arerecognized as a trustworthy organization duetoour speedy response.”Academic Leader,APAC40View from the top:academic leaders and funders insights on the challenges aheadFinancing through collaborationIn lieu of additional funding,leadersareshowing a capac

330、ity for innovation and thirst formore collaboration.Many are working withgovernments on reform agendas or collaborating withother universities to enhance resilience.I signed an MoU with an external partner,agovernment-affiliated research institute,andreceived a research grant.If we break downthewall

331、s,integrate internally,maintain co-operative relationships with external organizations and sufficiently explain and convince regulatory agencies of the feasibility ofthe research,we will be able to accomplish bigtasks and achieve good results.”Academic Leader,APACSome leaders have turned to the priv

332、ate sector,which has encouraged new ideas and solutions,while lowering dependence on government funding and injecting much-needed finance.Collaboration with industry is becoming quite successful.First of all we have made significant progress in conducting joint research that allows industry to take

333、advantage of the universitys research results.On the financial side,over the five-year period from 2018 to 2023 funding from industry has doubled.”Academic Leader,APACHowever,these collaborations can change the way universities operate;leaders stress that rules are needed when engaging with the private sector,particularly when it comes to ownership of research and ideas.They may also face complex