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Paper 2.1 Report of AIT President Board of Trustees Meeting 30 November 2009 _Paper 2.1 Report of the President (Period covering July to September 2009) The last report covering the March to June 2009 period was presented at the 3 August 2009 Executive Committee Meeting Executive Committee Meeting 2 November 2009 and Board of Trustees Meeting 30 November 2009 Report of AIT President Period Covering July 2009 – September 2009 Contents 1. Introduction 2-5 2. Financial Overview 5-6 3. Highlights of Initiatives and Activities 6-39 3.1 Promotional Trips 6-12 3.2 Key Partnerships and New Initiatives 12-15 3.3 Some of the Key Events 16-31 3.4 Recognition of AIT Faculty, Staff, Students and Alumni 31 3.5 Other News 32-38 4. Conclusion 38-39 1 | P a g e 1. Introduction This report provides a synthesis of some of the activities and initiatives undertaken by the Institute during the July 2009 to September 2009 period. The last report covering the March to June 2009 period was presented at the 3 August 2009 meeting of the Executive Committee. Members of the AIT Community, Board of Trustees, Executive Committee, Institute- level Advisory Board, alumni as well as friends and partners of AIT partners have been kept regularly updated on the Institute’s activities and initiatives through my weekly letters. Reports from the Vice Presidents as well as those from the School Deans, Director AIT Extension, Acting Director AIT Center in Vietnam, and Director AIT Center in Indonesia provides further detailed information on the various activities and initiatives that have been taken during the reporting period. As recommended by the Executive Committee, and aside from the regular format of the reports, activities and initiatives under the various reports have also been highlighted under the four strategic themes of the “AIT Strategy 2013”, namely, - Internationality as Regional Network Institute - Excellence and Relevance in Education Research and Outreach - Positioning and Branding - Development and Resources Management We are also working in the development of standardized Key Performance Indicators (KPIs) for both the Institute and School-level. On 8 September 2009, AIT celebrated its 50th anniversary, and as the Institute surpasses this historic milestone, it is both a time to take stock of our achievements as well as reflect on the challenges and opportunities that lie ahead, and how best we can position AIT for the coming 50 years or so. It is our goal to remain a strong and sustainable Institute that continues to work for the development of the Asian region and beyond. AIT was for many years a pioneering regional institution, conceived 50 years ago with a noble mission of uplifting the people and countries of the region through capacity and institutional building initiatives. Many countries in Asia are experiencing tremendous economic development and growth and AIT is proud to have played a supporting role in such a wonderful Asian success story. Looking back on 50 years, this institution has done a good job — it can always be better — but it has done a very good job of living up to its ambition thanks to the vision, commitment, dedication and contribution of so many wonderful individuals who have helped shape AIT into what it is today. From its modest beginnings in 1959, when the Institute started with its first offering in hydraulic engineering with 18 students, and 8 faculty members, it has always tried to maintain a balance between mission loyalty and adaptability to change. The dual themes of sustainability and capacity building go back to AIT’s founding in 1959 - with a vision to train and educate the leaders – “in Asia, for Asia” – needed to sustainably build Asia’s economies and modernize Asia’s nascent industries. Over the years, AIT has been very 2 | P a g e successful in its education, research and outreach that has transcended frontiers and through its successful work for development. The Ramon Magsaysay Award, which AIT won for Peace and International Understanding aptly states this fact “... for shaping a new generation of engineers and managers committed to Asia, in an atmosphere of academic excellence and regional camaraderie.” Asia’s success has profoundly altered the issues of the day, and the challenges that AIT must tackle. In light of both the changing landscape of higher learning as well as priorities and funding structure / pattern of development partners active in the region, AIT is adapting itself in the form of imaginative interactions and partnership with both the public and private sectors. Ever changing scenarios oblige us to seek new forms of operations and new sources of support. Professor Milton E. Bender Jr. first President of AIT back in 1964 already knew that “year-to-year direct grants by the various member countries could not continue indefinitely,” and suggested that the future of the Institute could be assured “by an endowment that would cover all costs except scholarships, which would be sought on an annual basis from governments, foundations, industry etc”. Given the change in the donor and higher learning landscape, it is apparent that AIT cannot sustain itself under the current business model from 1959, and therefore it is imperative that the Institute develops a new financial business model that can sustain it into the long term. According to the findings of the emerging Asia study undertaken by the Centennial Group based in Washington, headed by a member of AIT’s Institute-level Advisory Board, in the next 20 years, 50 % of World GPD will be contributed by Asian countries, and 5 of the world's top 10 economies will be based in Asia. The study also focused on the changing economic demography of Asian countries and how these changes will be reflected in shaping the demands of human resources and skills for the future generation of students. From the study it is apparent that this will create a great demand for high quality education to be made available for a big population, and AIT will be drawing inferences from the study in better preparing and positioning itself for the future. In this light, AIT also needs to start preparing and positioning itself not for the coming few years only but from a longer 20 to 25 year perspective. Looking back at the 50 years of history, AIT can be called a success story. But this does not automatically guarantee the same level of success into the future. AIT has changed little in terms of its fundamental product offering. Change is inevitable. In order to succeed in the changing environment, multiple strategic initiatives need to be launched based on the changing needs of the region, globalization of education, research and competition for attracting talented faculty / staff, students and research funding. Again, in the changing landscape of higher education and research and competition in a regional and global context, major challenges lie ahead for AIT, especially in ensuring its long-term financial stability. A university cannot expect to be all things to all people. It cannot excel in all areas of research, or offer all fields of study, or participate in all aspects of social endeavour. But it can excel in chosen areas of research, and offer top- quality education in a significant range of fields and make a valuable contribution to society. Efforts must be to better position AIT to deal effectively with external factors, to work for change when change is appropriate, and to create an environment that is flexible and responsive to a continuously changing world. 3 | P a g e All these factors highlight the need for a new strategy, especially in view of the change from direct to bilateral support, and future risk of decreased aid-based funding resources to both AIT and the region. With the shift to more bilateral funding, AIT will need to actively enhance its presence in the region through establishment of centers and branches, and at the same time strengthen its partnership with alumni especially in the public sector, in better positioning AIT in the national development plans and agenda, as a development arm or tool for partner countries. Economically developed countries are reducing aid as the countries in Asia cross the GDP threshold. Into the future it is likely that they will entirely leave, shifting their development focus to regions such as Africa and other parts of the world, or significantly reduce their level of support to the region which AIT currently serves. Developmental aid into the future will be increasingly provided by emerging economic powers of Asia such as: China, India, and some of the Middle-eastern countries etc. There has been an increase in the support by Asian countries to AIT over the recent past such as from Vietnam, Pakistan, Sri Lanka etc. which are becoming donors in their own right, which is also evidence of the growing maturity of the development process in Asia as Asian governments and other regional institutions assume a greater share of the region’s capacity building and infrastructural development costs. Into the long term future, AIT must continue to strengthen and capitalize on its uniqueness, and its capacity and agility to link together a wide range of international partners, collaborating together in research, teaching and development activities. AIT is among the small number of international universities that, in spite of their small size, has played an important role in the development of international competence and capacity. The great diversity of AIT faculty, staff, and students confer it the agility to be a pioneering force, exploring and providing activities in newly emerging areas of importance to Asia. Being an “Asian” Institute of Technology, there is a tremendous opportunity and need for more Asian partner countries to take a lead role, and AIT must increase its efforts in this direction, and take on a more proactive role in facilitating and further strengthening AIT’s position in this regard.
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