The Summary of Terminal Evaluation

1．Outline of the ProjectCountry: Malaysia

Project Title: Technical Cooperation Project forDevelopmentProjectofMalaysia-Japan
International Institute of Technology
Cooperation Scheme: Technical Cooperation
Total Cost (at the time of Terminal Evaluation)：330
million yen
Partner Country’s Implementation
Organization:
Ministry of Higher Education (MOHE), Universiti
Teknologi Malaysia (UTM), Malaysia-Japan
International Institute of Technology (MJIIT)Supporting Organization in Japan:
Ministry of Foreign Affairs (MOFA), Ministry ofEducation, Culture, Sports and Science andTechnology (MEXT), Ministry of Economy, Tradeand Industry (METI), 27 Universities and 2
Research Institutes of Japanese University
Consortium (JUC)

Issue/Sector: Education (Higher Education)
Division in Charge: Higher Education and Social
Security Group, Human Development Department
3 July 2013-2 July
2018: 5 years (60months)

Period of Cooperation

1-1 Background of the Project
In Malaysia, education is highly valued as a growth engine1. The 10th Malaysia Plan (2011-2015) aims tobuild a cross-sectoral “cluster for leading-edge technology, science, and innovation” for the 12 National
Key Economic Areas (NKEAs) such as energy and business services. According to the 10th Malaysia Plan,the industrial sector shows a strong need to develop more highly skilled human resources with research anddevelopment capacity. The lack of soft skills such as work ethics, communication skills, teamwork, andleadership abilities was also identified2.
To address these issues, Malaysia-Japan International Institute of Technology (MJIIT) was establishedunder the Universiti Teknologi Malaysia (UTM) in 2010 to introduce Japanese-style engineering educationin Malaysia, as a project between Government of Malaysia (GOM) and Government of Japan (GOJ), after
nearly ten years of planning. In December 2011, JICA signed a Japanese ODA loan agreement with GOM
to provide up to a total of 6.7 billion yen for the Development Project of MJIIT which supports procurementof educational and research equipment as well as consulting services. The total cost of the Development
Project is 20.2 billion yen with the funds from GOM which cover cost to run education programs including
remuneration for academics, construction cost of the MJIIT building, and fellowships for the MJIIT
students for short-term study in Japan.
To support the operation of MJIIT, Ministry of Foreign Affairs of Japan has organized the Japanese
University Consortium (JUC), which consisted of 25 Japanese universities as of Mar 2013. JUC has been
assisting curriculum development, nomination of Japanese academics to be employed by MJIIT, andacceptance of MJIIT students for joint supervision. Four sub-committees have been set up under JUC
matching with the four departments of MJIIT, namely Mechanical Precision Engineering, (MPE),Electronic Systems Engineering (ESE), Environmental Engineering and Green Technology (EGT), andManagement of Technology (MOT). Each sub-committee is led by a leading university in each field. Inaddition, JICA has dispatched two JICA experts as Deputy Dean of MJIIT and Project Coordinator /Industrial Linkage to support the smooth operation of MJIIT.
As the Project progresses, new frameworks have become being needed for recruiting Japanese academics
for increasing positions, such as a short-term dispatching scheme and recruiting academics from outside
JUC. In addition, there is an urgent need for accelerating internationalization and industrial linkage throughcloser communication between JUC member universities and MJIIT, in order to develop mechanisms forthe joint supervision, internship program in Japan and Malaysia, and so on.
UTM and JICA agreed to strengthen technical cooperation to address the above issues and to support thesmooth implementation of the Development Project of MJIIT with additional inputs from JICA. “TechnicalCooperation Project for Development Project of Malaysia-Japan International Institute of Technology in12

Source: The 10th Malaysia Plan (2011-2015)
Source: The National Higher Education Strategic Plan 2007-2020ix

Malaysia” (hereinafter referred to as “the Project”) was thus formulated.
In response to flood damage in Malaysia at the end of 2014, importance and necessity of education andresearch in the disaster prevention field have been reaffirmed and cooperation for the field in MJIIT wasdecided. The new sub-committee on disaster prevention was established in JUC, thus currently JUC iscomposed of 27 universities and 2 research institutes. Since one JICA expert on disaster management center
management was newly assigned, the Project now has 4 JICA experts.
1-2 Project Overview(1) Overall Goal
To cultivate human resources with high level of technological and research capability and inculcated withgood working culture through the establishment of Malaysia-Japan International Institute of Technology(MJIIT) as a new Center of Excellence for conducting Japanese-style engineering education and disastermanagement under Universiti Teknologi Malaysia (UTM), thereby contributing to enhancement ofinternational competitiveness in Malaysia as well as facilitation of regional cooperation in ASEAN region.
(2) Project Purpose
To support the smooth implementation of the Development Project of MJIIT, whose objective is toestablish MJIIT as a new Center of Excellence for conducting Japanese-style engineering education anddisaster management under UTM.
(3) Outputs
1. Curricula of education programs and other activities are developed and implemented.
2. iKohzas and Disaster Preparedness and Prevention Center (DPPC) are established and operated.
3. Japanese academic staff are appointed.
4. Promotion and marketing is strengthened towards universities and industries in Japan and ASEAN.
5. Joint supervision program is implemented.
6. Double Degree program is implemented with Japanese universities.
7. Industrial training program with industries in Japan and Malaysia and the JUC member universities isimplemented.
8. Linkage with Japanese industry is strengthened.
9. Linkage with universities in Japan and other ASEAN countries is strengthened.
10. Student exchange program with JUC member universities is implemented.
(4) Inputs【Japanese side】
1) JICA Expert Team: A total of 10 experts dispatched (191.7 MM)
2)

Training: A total of 61 counterparts participated in 8 country-focused training courses in Japan3)

Expenses for administrative and clerical personnel from the leading universities in JUC: A total of JPY
9,059 thousand disbursed4)

Other expenses: A total of RM 1,563 thousand (equivalent to JPY 46,053 thousand) disbursed for local
consultants, travel expenses, miscellaneous costs, etc.

【Malaysian side】
Counterpart Personnel (C/P): A total of 29 major C/P at MJIIT appointed.
2．Terminal Evaluation Team
Members of Terminal Evaluation TeamJapanese sideRole

NameLeaderMr. KUMAGAI Masato(Duration: 11 Feb.-16 Feb.)

Higher Education

Dr. NAKANO Kyoko(Duration: 11 Feb.-16 Feb.)

Organization
Deputy Director General,
Higher Education and Social Security Group,
Human Development Department, JICA
Senior Advisor, JICAxCooperation
Planning

Ms. MIURA Yoshiko(Duration: 11 Feb.-16 Feb.)

Evaluation
Analysis

Mr. ITO Haruo(Duration: 4 Feb.-16 Feb.)

Malaysian side:
Designation
Dean
Deputy Dean (Academic)
Deputy Dean (R&I)
Head of MPE
Head of EGT
Head of CPE
Head of MOT
Head of ESE
Director of DPPC
PeriodSenior Deputy Director,Technical and Higher Education Team, Human
Development Department, JICA
Senior Consultant, ICONS Inc.

Name
Prof. Dr. Ali Selamat
Prof. Dr. Ezzat Chan bin Abdullah
AP Dr. Shahrum Shah bin Abdullah
Dr. Pauziah Muhamad
Dr. Shaza Eva binti Mohamad
Dr. Roshafima bt. Rasit Ali (Acting)
AP Dr. Mohammad Ali Tareq
Dr. Hairi bin Zamzuri
Prof. Masafumi Goto
From 4 to16 February 2018

Type of Evaluation: Terminal Evaluation

3．Results of Evaluation
3-1 Achievement of the Project(1) Output
Output 1: Curricula of education programs and other activities are developed and implemented• 5 education programs (Target: 6) and 41 other activities (Target: 28) were initiated.【Achieved】
Output 2: iKohzas and Disaster Preparedness and Prevention Center (DPPC) are established andoperated• Number of established iKohza as of January 2018 reached only 19 (Target: 31) and establishing a newiKouza by the end of the Project is not likely to happen.【Not achieved】• The function of DPPC has been enhanced as a research center and 14 major activities (Target: 4) havebeen implemented.【Achieved】
Output 3: Japanese academic staff are appointed• Both Long and Short-term 31 academic staff (Target: 32) were officially appointed by UTM at peak in
2016.【Almost achieved】
Output 4: Promotion and marketing is strengthened towards universities and industries in Japan andASEAN• Only 161 applications (target: 814) from Japan and ASEAN countries have been submitted due toinsufficient provision of scholarship, lack of marketing, and high level of English requirement.
【Not achieved】
Output 5: Joint supervision program is implemented• Number of students who have started to study under joint supervision based on the result of matchingreached 152 (Target: 226) due to the lower number of postgraduate students than planned.
【Not achieved】
Output 6: Double Degree program is implemented with Japanese universities• With the Double Degree program with Yamaguchi University and the Joint Degree program withTsukuba University, a total of 2 programs (Target: 6) have been implemented, and a Double Degree
program with Kyushu University is currently under discussion.【Not achieved】

xiOutput 7: Industrial training program with industries in Japan and Malaysia and the JUC member
universities is implemented• The number of participants of industrial training programs reached 541, and 210 students (Target: 578)
are planning to join the industrial training programs by the end of the Project.【Achieved】
Output 8: Linkage with Japanese industry is strengthened• Number of major university-industry collaborative activities with Memorandum of Agreement (MOA)/ Letter of Agreement (LOA) with Japanese industries reached just 5 cases (Target: 6), however
partnership between MJIIT and other Japanese companies has been significantly progressed since2017.【Almost achieved】
Output 9: Linkage with universities in Japan and other ASEAN countries is strengthened• Number of collaborative activities (Conference, Symposium, Workshop and Seminar) reached 69(Target: 25).【Achieved】
Output 10: Student exchange program with JUC member universities is implemented• Number of students for the exchange program reached 980 (Inbound: 397, Outbound: 583) (Target:100).【Achieved】(2) Project Purpose:
To support the smooth implementation of the Development Project of MJIIT, whose objective is toestablish MJIIT as a new Center of Excellence for conducting Japanese-style engineering education anddisaster management under UTM• The total number of enrollment in 2017/18 is only 1,158 (Target: 2,075) due to insufficient marketing,delay of equipment procurement and delay of new student recruitment at the early stage of the Project.
【Not achieved】• The number of research publications for indexed journals per academic staff was 2.1 (Target: 2) on
average from year 2013 to 2017.【Achieved】(3) Overall Goal:
To cultivate human resources with high level of technological and research capability and inculcatedwith good working culture through the establishment of MJIIT as a new Center of Excellence forconducting Japanese-style engineering education and disaster management under UTM, thereby
contributing to enhancement of international competitiveness in Malaysia as well as facilitation ofregional cooperation in ASEAN region• Total number of graduates is 532 (Target: 1,0623) from 2013/14 to 2017/18. It is anticipated that thetarget of 3,163 by 2020 will not be achieved considering the current number of enrolled students(Project Purpose). A major factor of this non-attainment is that student enrollments were not as high as
expected as explained earlier in "(2) Project Purpose".【Not likely to be achieved】• For employment rates, 100% of undergraduate students in both the 1st and 2nd cohorts, and 98.1% in
the 3rd cohort were in employment or attend further study after their graduation. 79% of graduateswere hired by private sector and 56% of them were engaged in Japanese affiliate companies in 2017.
【Likely to be achieved】
3-2 Summary of Evaluation Results(1) Relevance: High• The Project is consistent with the policies in Malaysia, Japanese ODA policy and needs of MJIIT as aCenter of Excellence for conducting Japanese oriented engineering education. The approach of theProject is also relevant, therefore the Relevance of the Project is high.

3The target number of graduates in 2017 was calculated by using the target number of 3,163 graduates in 2020 for Overall Goal.

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(2) Effectiveness: Relatively high• The Project Purpose is partially achieved in light of the indicator of number of student enrollment. The
number of enrollment has been affected by delays in procurement and installation of equipment as wellas budget constraints on Malaysian side. However, it is confirmed that the basis for conducting
Japanese oriented engineering education has been introduced and already started functioning at MJIIT,and therefore the Effectiveness of the Project is evaluated as relatively high.
(3) Efficiency: Moderate• About half of the Outputs have not been achieved yet by the time of Terminal Evaluation, and most ofJapanese academics who selected equipment have already left from iKohza. These have negativelyaffected the efficiency of the Project. On the other hand, as the Project has been implemented withexisting and external resources to minimize the project cost, the Efficiency is evaluated as moderate.
(4) Impact: Relatively high• Positive impacts in improving the university ranking of UTM and promoting collaboration withJapanese universities and private sectors through the Project have already been confirmed. The
indicators of Overall Goal are also expected to be achieved by 2020, except the number of graduates
which is affected by lack of current enrollment. Therefore, the Impact of the Project is relatively high.
(5) Sustainability: Moderate• The policy and institutional sustainability are expected to be secured. However, the organizational andtechnical aspects are facing issues of human resources as well as continuation of industry linkage andjoint research in Japan. The financial aspect is also still a major risk factor for sustainability, thus theSustainability of the Project is rated as moderate.
3-3 Contributing Factors(1) Factors related to planning• Diverse JUC member schools provide concrete supports, consultation for program formulation,short-term academic staff dispatch, short-term training to provide right-person-in-right-place supports
in response to the needs of MJIIT. The sub-committee of JUC on DPPC is composed of not only
universities but also research institutions, namely Global Centre of Excellence for Water Hazard andRisk Management (ICHARM) and National Research institute for Earth Science and Disaster
Resilience (NIED), to provide practical supports on policy technology knowledge and technical policyin the disaster prevention field.
• Regarding Japanese language, elective courses by MJIIT and compulsory courses by the UTM
Language Academy have been provided, and it was confirmed that Japanese proficiency of students
helps them find employment especially in Japanese companies.
(2) Factors related to implementation process• As mentioned in Mid-term Review, active collaboration with JUC, Japanese academic staff, andJapanese Chamber of Trade and Industry in Malaysia (JACTIM) has promoted achievements ofOutputs mainly related to linkages with Japanese industries and universities.
• MJIIT has established the Strategic Business Unit (SBU) and Marketing Unit for conducting marketing
activities to attract more students, including international students to be enrolled, and initiated GlobalMobility Program (GMP) for undergraduate students to offer an international experience in Japan,
which successfully resulted in increase in number of enrollment.
• Based on requests from Japanese academic staff, the expert team has held monthly meetings among
Japanese staff to share the latest information on management of MJIIT, activities related to industry
linkage and JUC. The expert team also set up individual interviews between the Dean and Japanesexiii

academic staff when needed, which has contributed to the smooth implementation of the Propjet.
3-4 Factors which have caused problems(1) Factors related to planning• MJIIT is run at 1:0.33 ratio of academic and administrative staff, and the rate of administrative staff islower than that of similar faculties in UTM. Most of administrative staff are contract-based and their
unstable employment has affected the university operations and transfer of some project activities byJICA experts.
• The lack of technical staff is becoming more critical. Some of the laboratories require skilled technicalstaff for operation and maintenance of their equipment. Lack of supervision on students while using theequipment may cause safety issues as well.
• MJIIT has very limited number of academic staff. It was initially planned for MJIIT to have 31 iKohza,each with 4 to 5 staff members including Japanese academics, in order to transfer technology. TheiKohza was supposed to be the epitome of the Japanese oriented education adopted in MJIIT. However,with some iKohza having only one or two staff members, the system has not realized its full potential.
• The lack of academics with expertise is very obvious in DPPC where only 3 staff members haveexpertise directly related to Disaster Risk Management. This can be due to the fact that DPPC wasestablished as lately as in the beginning of 2015.
(2) Factors related to implementation process• For joint supervision, the current state of the joint supervision system is one-way and usually ends atthe student graduation. By using the opportunity of joint supervision, MJIIT and Japanese universities
need to enhance collaboration activity such as joint research.
• Budget cuts by Malaysian side mainly due to national fiscal setback caused by downfall in oil prices
seriously impacted on the overall financial management. MJIIT has faced serious financial constraints
which impacted negatively on the staff recruitment and retention, scholarships and all the education
and research related activities at MJIIT.
3-5 Conclusions
The Terminal Evaluation Team concludes that the Project has been implemented smoothly in terms ofintroduction of Japanese oriented engineering education, although some indicators may not be achieved.
Concerning the five criteria of evaluation, Relevance is high, Effectiveness and Impact are relatively high,and Efficiency and Sustainability of the Project are evaluated as moderate.
3-6 Recommendations• The arrangement of internship program in Japan and joint supervision with Japanese universities
should be handed over from the consultant (Asia SEED) to the Post Graduate manager in MJIIT
through joint implementation practice.
• Joint supervision should be planned and followed up by both MJIIT and Japanese universities incooperation with JUC so that collaboration such as joint research is promoted and/or sustained.
• Nominating personnel or establishing the unit in charge of industry linkage and supporting job
placement of students should be carried out, and handing over the tasks from Japanese experts should
be started.
• MJIIT should continue marketing activities to increase student enrollment.
• Discussion on active participation of JUC (especially exchanges of academic staff on research anddispatch of Japanese students) should be continued.
• iKohza information including members, research topics and publication should be regularly updated
and shared with Japanese universities through JUC, apart from publicizing materials for industrialxiv

•cooperation.
DPPC should develop a Strategic Plan for Multiple Years.

3-7 Lessons Learned• The level of participation of JUC member universities differs depending on whether they have research
themes in Malaysia or not. For instance, some universities which are interested in specificenvironmental issues or disaster cases occurred in Malaysia are more active in participating in JUC
activities. Selection of research fields supported by higher education projects needs to take into accountinterests of host universities to obtain their cooperation.
• In order to minimize the negative impact by the delay of equipment procurement, planning and setting
target level of indicators of technical cooperation projects need to be more flexible according to theactual schedule of procurement.

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