Office of International Research

1. The Norwegian Research & Technology Forum in the U.S. and Canada Third Annual Forum Advisory Board Meeting Session 3: Institutional Partnerships as Instruments to Enhance International Higher Education and Mobility of Researchers – Lessons Learnt, The Way Forward October 4, 2004 Washington University Club Office of International Research

2. McGill University in numbers • A comprehensive and research-intensive university, with an international reputation for establishing innovative cross-disciplinary research programs and networks. The university's educational and research resources include: • 11 faculties: Agricultural and Environmental Sciences, Arts, • Dentistry, Education, Engineering, Law, Management, • Medicine, Music, Religious Studies and Science; • The McGill University Health Centre and two other affiliated • teaching and research hospitals: the Jewish General • Hospital and the Douglas Hospital; and • More than 50 researchand inter-university centres; and • 6 off-campus research stations, including one in the High • Arcticand another in Barbados. The gateway to international research and development 2/24

3. McGill University in numbers • McGill's total operating revenue is in the order of $898 million per year, with more than $314 million in research funding (CAD, FY 2003-04). • As of January 2003, academic staff numbered 1,436 tenure-track and tenured professors, and 3,992 researchassociates, part-time and visiting staff. • A student population of more than 30,000, including 7,000 graduate students, of which: • 18.8% at the undergraduate level are international; and • 24.2% at the graduate level are international. • In 2003, the university was named the Canadian Research University of the Year in the Medical/Doctoral category. The gateway to international research and development 3/24

4. McGill University: beyond the mission statement • Overarching goal: • To advance significantly McGill’s standing, capacity and contributions as an internationally important public research-intensive university. • Institutionalstrategies: • Recruiting and retaining outstanding faculty and staff; • Recruiting and supporting superb students; • Engaging our alumni and the broader community; • Generating and growing distinctive research and scholarly • programs of international rank; and • Providing excellent educational programs. The gateway to international research and development 4/24

5. The Office of International Research: an overview Mandate 1. OIR plays a liaison and advocacy role vis-à-vis Canadian and foreign government agencies and private sector companies and foundations, as well as with the numerous academic and administrative units at the university which have an international component to their activities. 2. OIR is involved in the development of proposals to ensure full technical and budgetary compliance, thus helping increase McGill’s success rate in highly competitive calls. The Office also identifies new and non-traditional sources of funding and has been very successful in diversifying the pool of donors supporting international activities. The gateway to international research and development 5/24

6. The Office of International Research: an overview Mandate (continued) 3. Upon project selection, the Office acts as the authorized representative of the university and takes the lead role in negotiating contractual terms and conditions with project partners and funding agencies. 4. Once a contract or a grant agreement is in place, OIR’s team of professionals promotes and ensures the application of the highest standards of business practices in the operational and financial management of McGill’s international projects. The gateway to international research and development 6/24

7. The Office of International Research: how OIR works within McGill Currently the Office oversees in excess of 85 active projects and provides support to another 70 under development. On-going initiatives are worth over $70 million (CAD). In 2003-04, 40 new international contracts or grants were signed, with a total value of $11.2 million (CAD). However, the real number of international collaborations taking place is much higher. The gateway to international research and development 7/24

8. OIR Project Support Services Proposal Preparation • Team building • Risk assessment • Confidentiality agreement • Budget forecastpreparation • Pre-qualification for certain types of competition • Overall proposal review • Compliance with McGill and funding agency policies and guidelines OIR advises faculty members and liaises with partners and sponsors throughout the project. The gateway to international research and development 8/24

9. OIR Project Support Services Contract Negotiation • Legal, insurance and financial review • Ethics compliance • Bilateral/consortium agreement • Intellectual property rights protection • Endorsement from the Executive Committee of the Board of Governors • Signature by authorized representative OIR advises faculty members and liaises with partners and sponsors throughout the project. The gateway to international research and development 9/24

10. OIR Project Support Services Project Implementation Support and oversight for: • Operational and financial project management • Preparation and submission of narrative and financial reports • Auditing of projects OIR advises faculty members and liaises with partners and sponsors throughout the project. The gateway to international research and development 10/24

11. The value of institutional partnerships “The days of first world universities performing philanthropic works in developing countries are long gone. Whereas international activity was once primarily a hobby for a few privileged faculty members, the model that works today is that of a partnership of equals based on respect and trust. Modern, meaningful institutional partnerships involve academic units rather than individuals and are based on shared values and complementary skills. They consist of exchange of knowledge, technology and scholars, and access to research facilities. Projects with a lasting impact have at their core the missions common to the universities of both worlds: teaching and research.” François Carrier, AUCC’s Uniworld, October 2004 The gateway to international research and development 11/24

12. What makes international collaborations work “Dedication and patience are high on the list of skills required for any researcher, but when working internationally, Carrier believes, you have to go beyond the call of duty.” “Dealing with foreign governments and agencies can lead to headaches. Ask professors what it's like to wade through the guidelines of some international proposals and many will say they tend to be filled with incomprehensible acronyms and confusing technical jargon. "It could be nightmarish to handle this paperwork," says Carrier. "We help demystify these requirements so even before applying, the professor knows exactly the kind of work administratively that needs to be done." François Carrier, AAAS’s NextWave, July 2004 The gateway to international research and development 12/24

13. Case in point: Memoranda of Understanding • Requests for renewal and proposals for MOUs must meet the following criteria: • A profile of the partner institution, its particular research • strengths and how they complement those of McGill. • An outline of the collaborative activities that have already • taken place or are currently underway. • A description of the planned joint activities, the faculty • membersinvolved in these activities, and an indication of the • potential sources of funding. • A clear explanation of why an agreement is necessary for • the realization of these joint activities. • Outcome: Over the last 2 years, McGill University pro-actively reduced the number of its bilateral agreements from 80+ to 45. The gateway to international research and development 13/24

14. Case in point: Canada-China "3x4" University Partnership In 1994, the presidents of University of British Columbia, McGill University, University of Montreal and the University of Toronto agreed with the presidents of three universities in China - Nankai University, Peking University, and Tsinghua University - to sign an agreement to collaborate on mutually beneficial activities. The “3x4” partnership is a mechanism for strengthening the international scholarly activities of each of the member institutions, based on research and teaching collaboration, student and faculty exchanges and visits, sharing of library resources, and examination of intercultural perspectives and experiences. Seven areas were identified as points of interest. Outcomes: Two projects implemented, in biotechnology and in water resources management. $1.5 million were left unspent. The gateway to international research and development 14/24

15. Case in point: Universitas 21 Consortium Universitas 21 is an active network of 16 internationally competitive research and teaching universities that see increasing value in operating collaboratively. It is a small association of kindred universities, which helps its members establish operational links around the world and assists them in developing arrangements for student and staff exchanges. It also provides international benchmarks relating to quality, funding levels, fee requirements, research outcomes, student support services, infrastructure provision, management efficiency and related matters for the member institutions. Outcomes: U21 Global Business School, U21 Pedagogica, Fellowships and Scholarships for staff, e-books initiative, more familiarity and inter-operability between the partner institutions. The gateway to international research and development 15/24

16. Case in point: Partnership in International Management PIM is an international consortium of 52 business schools that facilitates exchange of MBA or master degree-equivalent students among its member institutions, encourages the development of joint ventures and cooperation among faculty members and researchers. Outcomes: Short-term exchange programs through Summer Program and Executive Education, Annual Meetings, but little professorial interactions, as these tend to work one-on-one. 2- or 3-way collaborations did spin off, such as the NYU-Stern, LSE and HEC-Paris offering the joint TRIUM Executive MBA, or McGill’s MBA-Japan, in association with Sophia University. The gateway to international research and development 16/24

17. Case in point: Institute for European Studies Inaugurated in 2000, the Institutepromotes the study of the European Union’s political and legal system, its history as well as the different languages and cultures of its member states. To achieve these objectives, the Institute focuses on two types of activities: teaching and research. The IES is a joint venture of the Université de Montréal and McGill University. Just as several others created in the U.S. and Canada (Cornell University, University of Toronto, UBC), it is supported by the Commission of the European Communities on a shared cost basis (€ 120,000 per year, until 2005-06). Outcomes: A program of lectures, conferences, seminars, international exchanges and scholarships. Graduate programs in European Studies are being developed. The gateway to international research and development 17/24

18. Case in point: Microwave Processing in China: Towards Cleaner Industry and Environment Between 1997 and 2003, the Canadian International Development Agency supported the transfer of microwave-assisted and microwave food processing technologies to China, and consolidation of the commercial and environmental benefits to both countries. The $5 million (CAD) project was lead by McGill's Faculty of Agricultural and Environmental Sciences, with the following partners: Nankai University, China Research Academy of Environmental Science, Environment Canada’s Environmental Technology Centre. Outcomes: Analytical work and development of new products using microwave synthesis. Human resource development via staff training and reciprocal exposure of national experts to the other country’s culture and needs. Long-term collaborations between the partner institutions on further development of this project. The gateway to international research and development 18/24

19. Case in point: Fulbright Visiting Research Chairs Fulbright Visiting Research Chair Awards are intended to encourage collaboration among Canadian and American scholars and to facilitate the development of long-term institutional linkages between the two countries. The shared-cost program offers grants for periods ranging from one semester to a full academic year to U.S. scholars and professionals. Scholars apply to fill a specific position associated with a particular field of study identified by the Canada-U.S. Fulbright Program and McGill University. Outcomes: Two new Chairs are presently offered for the 2004 competition, one in the Faculty of Arts and another in the Faculty of Law. They will enable prominent scholars to conduct research and to guest lecture at McGill on a broad range of contemporary issues. The gateway to international research and development 19/24

20. Case in point: Ph.D. exchange program in French language and literature Each year, an advanced doctoral student from both McGill's Faculty of Arts and the École normale supérieure (ENS-Paris) is given the opportunity to spend a year at the partner institution to do research under the supervision of a specialist in their field, as well as to teach courses. Funding mechanism is internal to both institutions, consisting of cash and in-kind contributions. Outcomes: Increase in the knowledge through access to rare resources. Establishment of important contacts for future collaborations. Practical experience through teaching of undergraduate courses. Exchange of teaching and research practices. A similar arrangement is under discussion with the French National Institute for Research in Computer Science and Control (INRIA). The gateway to international research and development 20/24

21. Case in point: France-Canada Research Fund The Fund encourages and develops a level of excellence in France-Canada exchanges in the fields of research and higher education. It was created with an initial grant of $1.6 million (CAD), with matching contributions from France's Ministry of Foreign Affairs and 16 top-flight Canadian universities. Priorities for bilateral scientific cooperation are: life and health sciences, information technologies, environment, social and human sciences. In a second phase, the focus will shift to expanding the Fund through private or public contributions or the inclusion of additional universities and research organizations in both countries. Outcomes: More than 30 seed grants awarded, permitting joint presentations of papers delivering recent research results, and some exchanges of graduate students and professorial mobility. The gateway to international research and development 21/24

22. Case in point: Faculty of Music‘s participation in the Enactive Interfaces Network This multidisciplinary network of excellence, supported by the Sixth EU Framework Programme (€ 7 million), aims at structuring research on a new generation of enactive human-computer interfaces capable of conveying and understanding gestures of the user in order to provide a response in perceptual terms. These interfaces present a wide potential of applications in all the fields related to human-computer interaction. The network consists of 22 European partner institutions and one U.S. partner. McGill's participation is supported by the Québec Government, providing matching contribution to the tune of $100,000 over three years. Outcomes: Connecting leading experts in Europe and North America. Likelihood of long-term impact on our music technology laboratory’s research activities. The gateway to international research and development 22/24

23. Conclusion:Internal Factors • At McGill, other than academic excellence of our professors in teaching and research, success in international collaborations resides in: • Institutional priorities • Faculty-level strategic planning • Responsive administrative support units • Entrepreneurial culture (the cost/benefit ratio is looked • at very carefully, but it is also a matter of mindset) • Some of several emerging issues being considered: • Setting up an internal fund to support participation in • "big science" projects (e.g. Human Genome Project) • Outsourcing of research activities and capabilities • (e.g. to India, China) The gateway to international research and development 23/24

24. Conclusion:External Factors • Some of the current trends are : • In Canada, relatively modest but strategic instruments in • main granting councils such as NSERC, CIHR and CFI for • seeding or supporting international collaborations. Similar • instruments are present in Quebec, but not in other provinces. • Funding agencies with principles and tangible commitment to • international research, such as NIH, remain the exception. • In Québec, governmental support to student mobility and to • some extent to internationalization of curricula. Europe, through • its various instruments (ERASMUS and SOCRATES) is the gold • standard. • Emphasis by some organizations to focus oncapacity • development projects with developing world institutions, • instead of promoting a research – fundamental or applied – • agenda. The gateway to international research and development 24/24